EP59: How To Combine Family and Career as A Working Dad

Interview with Roman Gaida / Business Leader Setting An Example

HOSTED BY PAUL SULLIVAN

Lead Dads need examples at work. They need to see senior leaders being Full Parents at Work - not Event Dads who leave early for a game or a performance. Roman Gaida came to understand this when his sons were born five years ago. He runs Europe, the Middle East and Africa for Mitsubishi Electric - some 160 employees - and he has instituted work policies to allow parents to fulfill their potential. He writes about his leadership strategy in a new book: Working Dad: How To Combine Family and Career as An Active Father. Listen to his tips for men to be great fathers, husbands and workers.

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Transcript

00;00;05;06 - 00;00;35;28
Paul Sullivan
I'm Paul Sullivan, your host in the Company of Dads podcast, where we explore the sweet, sublime, silly and strange aspects of being a dad in a world where the rule still is and considered normal. While most of the childcare is done by moms and paid caregivers, lead dads, whether we work full time, part time, or devote all of our time to our families are here to step up, and the company of dads is here to bring together other dads and share that what we're doing is good for fathers, mothers and the whole family system.

00;00;36;00 - 00;01;03;00
Paul Sullivan
Today my guest is Roman Gaida, coming to us from Dusseldorf, Germany. Roman works for Mitsubishi Electric, where he heads up Europe, the Middle East and Africa with some 160 employees reporting to him. He has two kids, five year old boys, and at the end of last year he published his third book, Working Dad, with a great subtitle, How to Combine Family and Career as an Active Father.

00;01;03;02 - 00;01;22;21
Paul Sullivan
The book is just published in German, but the cover says it all. A father with his briefcase slung over his shoulder, walking his two kids down the sidewalk. Roman's goal with the book is our goal to help dads be active fathers, but at the same time, successful in their careers without putting all the care work onto their spouse.

00;01;22;23 - 00;01;25;29
Paul Sullivan
Roman. Welcome to the company Dads podcast.

00;01;26;01 - 00;01;28;23
Roman Gaida
Thank you for the invitation, Paul.

00;01;28;26 - 00;01;31;10
Paul Sullivan
What spurred you to write the book?

00;01;31;13 - 00;01;54;09
Roman Gaida
Actually, I was never, never, never thinking about writing a book because my my grammar so bad. But actually, as, as I wrote a few LinkedIn posts, the publisher approached me, so actually they said, hey, that seems that, you get a lot of interest in your articles and in the newspapers and everywhere because you are a manager and talking about, childcare.

00;01;54;10 - 00;02;17;03
Roman Gaida
So that's unusual. We only have normally we only have like, teachers or people who have like a, not so stressful jobs, and another like, high careers and leading people who talk about childcare and care work. So that's that's new. Would you like to write a book? So and I thought, oh my gosh, I never wrote, never wrote anything longer than a, than one paper.

00;02;17;03 - 00;02;20;11
Roman Gaida
But let's give it a try and then, it happened.

00;02;20;13 - 00;02;37;25
Paul Sullivan
Yeah. What were some of those post that that stood out earlier? And what were you saying? Because again, you run a whole division at Mitsubishi Electric, which is a gigantic global company. What were some of those, early post that, that stood out to, to, to the publisher, but that really resonated with people reading them.

00;02;37;27 - 00;03;03;21
Roman Gaida
Actually, the first post was in 2019, when I said, career. And, taking care of your family and kids is possible as an, as an active father. And then I then I started out that you need to talk to your people. You need to talk to your employees, to your team. You need to be open about your situation, that you what pick up your kids at 330 or 4 once or twice or three times a week, but work afterwards.

00;03;03;21 - 00;03;25;01
Roman Gaida
So a little bit more flexible hours. And that probably was really new to the people that someone really says, say, is this allowed without having fear to risk their career? So and I was in my position as we had, twins and our families living very far away. So I had no let's say there was no doubt that I have to do this or I want to do this and want to have time with my kids.

00;03;25;04 - 00;03;30;00
Roman Gaida
But it was I think it was pretty new to the people that someone in my position talks about it.

00;03;30;02 - 00;03;47;13
Paul Sullivan
Plus you were talking about in 2019. So. So that is before obviously before Covid 19, before the pandemic. We don't even know that this is coming back then. And I think, you know, at least here in the States, you know, people working from home, it changed a lot the way fathers thought about parenting. But you were you were ahead of the curve.

00;03;47;13 - 00;03;53;20
Paul Sullivan
And and I guess in 2019 what your boys are probably 18 months, two years old. So somewhere around there, I don't.

00;03;53;20 - 00;03;54;22
Roman Gaida
Know if. Yes. Yeah.

00;03;54;29 - 00;04;05;04
Paul Sullivan
So so what was it was a conversation you had, with your wife. Was it a conversation you were having at work? What spurred you to start talking, you know, so openly about this?

00;04;05;07 - 00;04;24;23
Roman Gaida
Actually, when I did, I took parental leave for two months ahead of this, so I know that this is, probably not normal in the US now, but even not normal in Germany now. And what I did, I wrote a book. No, I read a book. Sorry. From Bronte, where five things that people regret before they die.

00;04;24;27 - 00;04;25;28
Roman Gaida
Have you ever heard of it?

00;04;26;03 - 00;04;29;15
Paul Sullivan
No. What? It. What a title that I hope I have no regret. Five.

00;04;29;18 - 00;04;57;02
Roman Gaida
But, she's from Australia, and she wrote that she was, taking care of people in the last state of their life. And almost every man, that she, took care of said they would have wished to work less and spent more time with the family. And that really, let's say, caught my interest. So I was I would think about but about that and about like the next 40 years that I maybe have from now on, hopefully.

00;04;57;04 - 00;05;26;28
Roman Gaida
And, and I thought about the why should we, recognize the importance of family and childcare and the time with your family in the end of your life. So why should you wait another 40 years to and you cannot go back, and you only can regret it. So why should we not change it now? Yeah. And nowadays that when we're looking at the, European and US economy, where we have the great resignation, we as dads, we have more possibilities than 20 years ago, so we can be more bold so we can speak up and say, okay, we we want both.

00;05;26;28 - 00;05;47;19
Roman Gaida
And I really think that both is possible. And when I was in the also during my time when I was traveled a lot in the US, it's all about, faster, higher, more money, more time, higher positions. And, and in the end of your life, you regret it. So let's start to think about it now. How can I build up a career that is not led?

00;05;47;19 - 00;06;08;18
Roman Gaida
Maybe. Maybe not so fast than other people. But you don't need to be a CEO at 30. So if you be a CEO at 50 and have spent a little bit more time with your family in between, you will have a much, let's say, a better life. I would say at the end of your life, if you just would focus on on positions, money and and, career.

00;06;08;21 - 00;06;15;10
Paul Sullivan
And at that time in 2019, were you running this division or did that come, did that come later on? When did you say no?

00;06;15;13 - 00;06;37;07
Roman Gaida
I started 2017 when the kids were born. So actually, I changed jobs from a Swiss company where I was globally responsible to Mitsubishi Electric in 2017. And right after I started this job, with having such a big responsibility to three months later, the kids were born. Yeah. So there was no doubt, we were 500km far from every family member.

00;06;37;09 - 00;06;55;00
Roman Gaida
So there was no doubt that I can I need to support my wife and I need to be there. And, I was also, scientific, papers that I read about in the, in the course of my book that if you take more, if you spent more time with your kids, your amygdala will react on it differently in your octaves.

00;06;55;02 - 00;07;05;01
Roman Gaida
Oxytocin, level will raise up and the same height, like, like a mother. So there's no, How how can I say you have to earn this feeling of missing your your job?

00;07;05;02 - 00;07;22;02
Paul Sullivan
Sure, sure. It's not something that comes to you by, like, you have to earn it by being there early on. And what was you know, obviously the people who are reading these post, reading articles are writing, the price of the managed by people that were pretty. They responded positively. But what did your colleagues at Mitsubishi, electric say?

00;07;22;02 - 00;07;31;16
Paul Sullivan
I mean, they say, oh God, here's the new guy. The new guy just came in and now he's screwing everything up. What was their honestly, what was their response? You know, within your group and then within the broader company?

00;07;31;19 - 00;07;55;15
Roman Gaida
I would say it's a 5050. So you have people who really like it. And later on in the in the corona time, it was was really appreciated by everyone because everyone knew that I was open to this topic. So there's so many fathers that that even don't try to talk with their boss about, how to combine family and career because they're afraid, even if they ask, it will ever look like they're not so interested in having a career.

00;07;55;17 - 00;08;15;05
Roman Gaida
Yeah. So, and with with me talking about it, the the door was open for everyone, so it was really easy to talk about challenges that you have at home, not only with kids, but only with relatives taking care of them or whatever happens. You create a psychological safety in your company that everyone is allowed to speak up and and share their issues.

00;08;15;05 - 00;08;36;24
Roman Gaida
So you have a much more open, feedback culture in your company. In my division, I would say everybody appreciated. But of course, like divisions left or right, or outside of the company asked me, hey, Roman, are you not afraid to risk your career there? Are you not afraid to? Let's say that some of your bosses will not like it, but actually, nobody said anything because I did a good job.

00;08;36;24 - 00;08;58;08
Paul Sullivan
So you were measured by your performance. You were measured by your outcome. Not on, you know, whether or not you spent, you know, 12 hours in the office every single day. But what you raise is really interesting because, you know, early podcast, the company dads, we talked to this professor in Boston named Jamie Lodge, and she had done a lot of research on the different penalties that parents pay.

00;08;58;08 - 00;09;20;24
Paul Sullivan
Now, obviously, the working moms, they're being penalized in a compensation wise, promotion wise, that is awful. And well known. But what is lesser known is that men pre-pandemic, if they raise their hands to be fully involved parents versus what I call event parent, if you're going to go to your your five year old's kindergarten graduation, nobody's going to say anything to you if you're going to go to their, their, you know, sporting event.

00;09;20;26 - 00;09;45;20
Paul Sullivan
But to be fully involved, they raise your hand. They paid a penalty, but you, you know, setting an example, you know, stepping forward. You're you're helping to, you know, to to model the proper behavior. But let me ask you this. You know, words are important. Leading by example is important. But what you know, you've got 160 people who report to you, you know, some number of those are fathers and mothers.

00;09;45;22 - 00;09;56;20
Paul Sullivan
What are some of the policies that you've been able to, you know, put into place to help, you know, working fathers be be great dads, but also still be great employees.

00;09;56;22 - 00;10;19;25
Roman Gaida
Expect like, leading with example for sure. It's like time management. So you as a leader can put so much pressure on people with extended meetings, like hours of hours of overwork or, writing ten emails a day with new projects that are senseless, for example. So you can, you can, you can reduce, let's say the workload for people by a lot.

00;10;19;25 - 00;10;39;06
Roman Gaida
If you think about, as a leader, what you should, what you should start, what you should stop, what you should wait for. So what we did, we developed a meeting culture that helped everyone. So we'd only do meetings for 20 or 50 minutes. And the agenda should be clear in advance. So there is no, let's say no explicit explanation needed in the meeting.

00;10;39;06 - 00;10;58;17
Roman Gaida
Then also, that we start and stop on time and also we cluster meetings on the same day that you get that you don't, for example, have to switch from your topics all the time because cost of switching is also something that this, scientifically based, not good for the people to get into their work again and get out of their work again.

00;10;58;24 - 00;11;17;18
Roman Gaida
We don't do meetings between nine and, before nine. After, after five. All these things reduce stress and workload for people. And as a leader, you should, let's say just think about, okay, we run now 2 or 3 different sales projects. I you have a third one in mind or a fourth one in mind. So it would really be good to start it.

00;11;17;18 - 00;11;39;25
Roman Gaida
So I just think about okay, is my organization ready to do this. Do they have maybe enough workload. Is this necessary. Does it bring us value as a company. Does it, increase sales immediately or should it, should I wait to like, shoot these email out because it's like a domino effect. You as a leader, you you start something and then ten people ask ten people and another ten people how to do it.

00;11;40;02 - 00;11;57;13
Roman Gaida
And in two weeks they ask me, hey, Roman, we are finished. We have the presentation ratio. What did you do? And so many leaders like shoot out their ideas and you just to just wait for it with some of the ideas. And the people will do a great job. So you should be really selective. What you start when you start, how you start.

00;11;57;15 - 00;12;16;21
Roman Gaida
And that's a reflection that every leader should do. And then your fathers and mothers, they have much more time. Then you should be flexible when to the work be done. The the the deadline should be clear. Then enabling is not delegating. So some people think like okay, I enabled my people. I sent them an email and they say what they should do until next week.

00;12;16;21 - 00;12;32;18
Roman Gaida
So that's not enabling. That's that's a delegating. So yeah, if you enable people to take decisions they can also make plans on their own. So yeah you also don't have to be every day there to control it. So you get more freedom. They get more freedom. And at the end they get more happiness in their work life.

00;12;32;21 - 00;12;44;11
Paul Sullivan
This would be a radical idea in many companies in the United States. But, what is the idea? Is it is it equally radical? In, in in Germany or is it something is becoming more accepted?

00;12;44;11 - 00;13;01;29
Roman Gaida
There I was it was radical. So it was radical when I started it. But now then we got into the corona phase, and as we did things like this in advance. So it was much more easier for us to cope with it than other divisions, for example. So that also, gave us the proof of concept that it was right.

00;13;01;29 - 00;13;18;00
Roman Gaida
What we did not only on the on in the meaning of combining family and career, but also in the meaning of being more flexible at work. So I wrote a second book, which is called New Work, in the industry. So new work that, this term is not so, so normal in the US, but it's about how to work.

00;13;18;00 - 00;13;24;09
Roman Gaida
So how much more flexibility can we can give to people to get better, results, for example.

00;13;24;11 - 00;13;44;06
Paul Sullivan
Yeah. When you think about this, is what you've done as a leader, what is the response been among your, you know, 160, employees? How have they interpreted what you've done? Are they more productive, less productive, productive in a different way? Wildly grateful? Or do they ignore you when they see you in the hallway? What's the response?

00;13;44;08 - 00;14;01;24
Roman Gaida
They don't ignore me anymore. You know, at the beginning, of course, we had a really low fluctuation in the company. We have people that, in the 40s and in the middle of 50s. And so there was the, the form of formal. The leader was there for 27 years. So there was no change at all for 27 years.

00;14;01;25 - 00;14;23;25
Roman Gaida
And then I was coming with the age of 35, from a Swiss company. Is it? Yeah. We we might do things different, so. But I don't try to do it like, from one day to the other. I try to do a little bit more like, to motivate the people. Even the people that are, no longer in the company that me that don't have kids or it.

00;14;23;27 - 00;14;48;08
Roman Gaida
Oh, I should say the combination of family, and career works in a company with a positive, corporate culture. And corporate culture is not only about, like, combining family career. It's about every single detail in the company, how people interact with each other, how, let's say success is measured in teams, for example, how you icon eyes people on on their positions, how much they share knowledge, for example.

00;14;48;08 - 00;15;03;23
Roman Gaida
And if you have a positive, let's say corporate culture, you will have no problem to combine family and career because everybody is allowed to speak about these topics and that is already not existing in a lot of other companies. I think not only in the US, but also in Germany and Europe.

00;15;03;26 - 00;15;22;28
Paul Sullivan
You talk about that. I mean, recently you did some some study at Stanford University, in states Northern California went the Stanford, what did you take away from that? Did you see any, you know, or things that that are happening in the US or maybe at least in the tech industry and or the California that, that you could learn from?

00;15;22;28 - 00;15;34;26
Paul Sullivan
Or do you think that, you know, what you're doing is that we're sort of but behind in that, you know, you bad should be more beneficial to sort of help some of the leaders here in the States with the way you're thinking. And in Germany.

00;15;34;28 - 00;15;51;23
Roman Gaida
Actually, I would say there is a lot of change in the US too. So not only about the Great Resignation, but people rethink careers in the US. The same way that that people do in Europe or in Germany, for example. So I was it the chorus from Charles O'Reilly and, Michael Testament from the, from the Harvard University.

00;15;51;23 - 00;16;15;13
Roman Gaida
It was about leading organizational change and company renewal. So it was a actually the topic that I did the year before that was super, super interesting. And, the way it changes from the transactional leadership to transformational leadership, where we really enable teams to do think about their selves and not the, let's say, the classical manager, that you still know from the past.

00;16;15;13 - 00;16;35;22
Roman Gaida
There's also things changing in, in the US. And I actually what was really funny that, Jeff Immelt was one of the teachers there. So everybody in the US knows him for sure. And everybody asked him like questions about the business and how he runs his teams. And then I had the chance to also ask one question, and I ask him, how do you how did you combine family in Korea?

00;16;35;22 - 00;16;36;27
Roman Gaida
So he was like.

00;16;37;00 - 00;16;39;23
Paul Sullivan
What? What did he say? What did he say?

00;16;39;26 - 00;16;59;10
Roman Gaida
There was a little silence in between, but then he actually said so. Yeah, family was everything I could manage. I couldn't manage like the weekends with my boys or with with my friends a lot, but I, I took the time that I had with my family and was very, let's say, let's say, he thought a lot about this answer.

00;16;59;10 - 00;17;19;09
Roman Gaida
Let's, let's say like this because people that they don't get asked about this, they were all measured by success. But and when they go home and close the doors, the only thing that's left off of the career is the family. And that and I'm an I'm totally sure that, that some people in this level also regret something so that they only care about their career.

00;17;19;12 - 00;17;43;18
Roman Gaida
And I think, Jeff, that, he really said that he, focused a lot on his family as well because it was a stressful time to to change team. But I think that, let's say because people did careers like him, for 20 years the way they do, they also start reflecting. Was it the right way or could it, could it have been different?

00;17;43;20 - 00;18;08;00
Paul Sullivan
And you think about somebody like Jeff, I mean, he took over GE from, from Jack Welch, who at one point was this, you know, completely revered. You know, CEO, that you would model your whole, career organization after. And of course, as people have sort of looked at him as a person and some of the changes he made and how he generated all this growth, you know, they've sort of said maybe he wasn't as great of a CEO as we used to think.

00;18;08;00 - 00;18;26;15
Paul Sullivan
But for one thing for sure, I think, you know, Jack Welch was married at least these three times. So clearly, you know, balancing you know, family and and work was difficult. But that was that was what Jeff Immelt was coming out of. Like back then, he was essentially anointed the CEO as if he was the next king. To, to take over.

00;18;26;21 - 00;18;46;02
Paul Sullivan
You know, when you think about, you know, here you are, 35, you're you're able to, you know, lead this division in the early days in your career, you know, early days as a, as a parent, other, other people who are listening to this, who are leading divisions or leading companies, what are the hardest things? What can what can they learn from you?

00;18;46;05 - 00;19;08;18
Paul Sullivan
You know, what are the hardest? What are the biggest challenges you had in changing the way people were going to think within your division about, you know, you could be a great parent, but that didn't mean you were a great parent at the sacrifice of being, a great worker. And you were going to be a great worker by by foisting all the other parenting responsibilities off on your your wife or spouse or partner.

00;19;08;20 - 00;19;12;08
Paul Sullivan
What can other people learn from from what you did?

00;19;12;10 - 00;19;17;26
Roman Gaida
I would say one thing that now I'm 40 actually, so turned 40 last year, started in 35 when it wasn't in 27.

00;19;18;02 - 00;19;19;06
Paul Sullivan
Well, you're old now. So now that.

00;19;19;07 - 00;19;41;28
Roman Gaida
Yeah, yeah, very old that maybe it's a good camera makes me shine a little bit more. But actually I would say don't take every, let's say, opportunity you have. So in the last years, I described it in my book, I had possibilities to really, skyrocket my career a lot. So earn three times more than I earn now.

00;19;42;00 - 00;19;59;08
Roman Gaida
And I just didn't do it because I knew that this time of the life of my kids will only be now. So it's a magical time. The when they are young, they will have other challenges. They will need you when they when they are 16, as well, but not the way that they need you now with the age of one to 6 or 7.

00;19;59;08 - 00;20;21;26
Roman Gaida
So and there's also, scientific papers about that, the time, from 0 to 4 years old that the kids make, 50% of their progress in their, in their learning in life. So don't miss this time. So even if you wait another 2 or 3 years more to make the next career slip, don't miss this time because you will regret it.

00;20;21;26 - 00;20;41;28
Roman Gaida
Like I said with the in like in the book of of Ronnie where and that is really about, how you define your success for success for yourself. So is it really to be CEO when you are 30? And is it worth it? Do you want this? I saw so many people. I see people in Germany who, run, big startups.

00;20;42;00 - 00;20;56;10
Roman Gaida
So they're burned out when they're 30. Do you want this? So. And do you want a lot of money? Most people are not really happy if they have 10 or $15 million and don't have any job anymore, so they're not really happy. So.

00;20;56;16 - 00;21;01;28
Paul Sullivan
Or they're not happy if they have 15, $20 million and they're kids are miserable, or their kids.

00;21;01;28 - 00;21;02;15
Roman Gaida
Are.

00;21;02;17 - 00;21;03;13
Paul Sullivan
In crisis, I mean.

00;21;03;20 - 00;21;04;27
Roman Gaida
I never seen them.

00;21;04;29 - 00;21;05;23
Paul Sullivan
Yeah. Yeah.

00;21;05;24 - 00;21;18;18
Roman Gaida
So that, that, that I would think can people can learn that that, that if there is a job opportunity, you should really think, what it's what it costs, not what it, what you get from it, what it costs.

00;21;18;21 - 00;21;39;19
Paul Sullivan
Yeah. You know, but I could imagine somebody in a new father, in your divisions, like. Well, you know, it's this guy now. He's 40 years old. He's the big boss. He can set this policy, and then you know who's going to. As long as we produce it, he's going to be fine. But have you had any pushback from employees, who said, okay, you can do this, but but how are we going to do this?

00;21;39;19 - 00;21;52;20
Paul Sullivan
We have all these different things, all these different tasks to do. We want to have your job one day, but we're trying to balance that. Have you had any employees that have come to you and honestly sort of voice that, or do you ever sense that? And if so, what? What do you tell them?

00;21;52;22 - 00;22;13;19
Roman Gaida
I would say that the, we're not really saying that I cannot do this. They ask, how can I do this? So they came to me, so how can I do it the same way that you do it? For example. So then we started about 2 or 3 years ago with, with the talents, no matter if it's, woman or man, we, include, for example, parental leave in the development plan.

00;22;13;25 - 00;22;35;16
Roman Gaida
So if I say, okay, I want to make three months of when my child is born. So we implant that in, include that in their plan. So the training comes after the promotion comes after for example, so that they don't they're not afraid. If they do this, then I'm out of the career plan for my boss. So really we include it and then it it makes much more the life, much more easier.

00;22;35;16 - 00;22;54;15
Roman Gaida
They're not so afraid that they risk their, their whole career. And then when you have a, like, you build up your teams that everybody backs each other, then then you are not afraid that that, whatever, the division goes down if you, if you are not there for three months, I would be a very bad leader.

00;22;54;19 - 00;23;00;23
Roman Gaida
I would, be out for three months, and and the company would be, whatever destroyed or whatever.

00;23;00;25 - 00;23;09;23
Paul Sullivan
Right. You need to make it more resilient so that you're not the only person who can make all the decisions. You have to sort of empower the people who report to you to make decisions independently. Correct?

00;23;09;25 - 00;23;15;26
Roman Gaida
Exactly. But this also means for every independent worker or, it's the same.

00;23;15;28 - 00;23;32;03
Paul Sullivan
Yeah. Roman, this has been great. Thank you for your time today. I want to give you the last word. You know, what was the thing that you you learned from writing this book, that you didn't think you would know at at the start?

00;23;32;06 - 00;23;36;26
Roman Gaida
Actually, it's a reminder for myself. So at the end, so I, I don't know, you wrote a book? Two. I heard.

00;23;37;00 - 00;23;38;00
Paul Sullivan
Two books. You. I've written two books.

00;23;38;00 - 00;23;43;09
Roman Gaida
Yeah, exactly, exactly. So in the middle of the book, you think about why the hell I do my doing.

00;23;43;09 - 00;23;44;14
Paul Sullivan
Oh, yeah. Yeah.

00;23;44;16 - 00;24;08;23
Roman Gaida
So. Exactly. And then, what really kept me, kept me going, was that's a reminder for myself, because every, every once in a while, I run into job opportunities where we, we're really about to jump in and go all in. And then this book really reminds me to, okay, what's really, really, let's say, meaning of success for me and what's really important in life.

00;24;08;26 - 00;24;21;15
Paul Sullivan
Yeah. Ramon Guy, the author of Working Dad How to Combine Family and Career as an Active Father. Thank you again for joining me on the Company Dad podcast.

00;24;21;18 - 00;24;28;06
Roman Gaida
Thank you very much, Paul. And by the way, we still searching for, us publisher for the book. So if you know anyone.

00;24;28;08 - 00;24;32;23
Paul Sullivan
But if it was written in Spanish, I could help you. But my, German is non-existent.

00;24;32;26 - 00;24;35;19
Roman Gaida
The translation you get from us and.

00;24;35;21 - 00;24;37;24
Paul Sullivan
We'll do. Thank you again.

00;24;37;27 - 00;24;39;02
Roman Gaida
Thank you.

00;24;39;05 - 00;24;56;25
Paul Sullivan
Hey, thanks for listening to Company of Dad podcast. I hope you enjoyed it. But I'm here to tell you it is just one of the many offerings we have at the Company of Dads. We've got another podcast, we have a weekly newsletter, we have various features. We have events that we put on both online and in person.

00;24;57;02 - 00;25;17;04
Paul Sullivan
If you want to know about all of those, the best place to learn about them is to go to the company of dads.com backslash the dad. There's a company of dads.com backslash the dad. What do you get if you do that? That's how you sign up for our weekly newsletter, The Dad, which is a one stop shop for all things.

00;25;17;07 - 00;25;19;18
Paul Sullivan
Hey dad, thank you again for listening.