In this episode, Jordan Yates interviews Daniel Kröpfl from TeleControls. They discuss Daniel's experience in business abroad and the challenges of communicating ideas effectively. Daniel shares his journey of opening a TeleControls subsidiary in the US and the differences in engineering mindset between Europe and the US. They also talk about the importance of purpose and acceptance when pitching ideas to a company. Daniel offers advice on sharing undeveloped ideas and building a team. The episode concludes with an elevator pitch for TeleControls and a final piece of advice.
Takeaways:
Communicating ideas effectively is crucial for collaboration and success in business.
When pitching ideas to a company, it is important to show purpose and explain the reasons behind the idea.
Building a team requires identifying strengths and weaknesses and working together to make the strengths stronger.
Moving to a new country and starting a business can be challenging, but it is important to persevere and find motivation in the greater purpose.
Listening to customers and adapting to their needs is essential for success in business.
Visit Process & Automation Specialists at The Assembly Show South in Nashville on May 1st & 2nd at Booth 1360! Reach out to David to get a special registration code for free registration!!
In this episode, Jordan Yates interviews Daniel Kröpfl from TeleControls. They discuss Daniel's experience in business abroad and the challenges of communicating ideas effectively. Daniel shares his journey of opening a TeleControls subsidiary in the US and the differences in engineering mindset between Europe and the US. They also talk about the importance of purpose and acceptance when pitching ideas to a company. Daniel offers advice on sharing undeveloped ideas and building a team. The episode concludes with an elevator pitch for TeleControls and a final piece of advice.
Takeaways:
Communicating ideas effectively is crucial for collaboration and success in business.
When pitching ideas to a company, it is important to show purpose and explain the reasons behind the idea.
Building a team requires identifying strengths and weaknesses and working together to make the strengths stronger.
Moving to a new country and starting a business can be challenging, but it is important to persevere and find motivation in the greater purpose.
Listening to customers and adapting to their needs is essential for success in business.
Visit Process & Automation Specialists at The Assembly Show South in Nashville on May 1st & 2nd at Booth 1360! Reach out to David to get a special registration code for free registration!!
Hello everybody, welcome back to another episode of Failing for you. It is me, your host, jordan Yates, and today I'm joined by my friend Daniel from TeleControls. I'm really excited because Daniel is all the way from Austria, moved to the United States, has a cool background in the industrial automation sector and is working with a cool company, telecontrols Now, which I've done a little bit of work with a couple unboxings with, and Daniel and I were supposed to record a couple weeks ago. But it was kind of funny because not funny. It's weird how things seem funny in retrospect but literally like 30 minutes before we were supposed to record I got laid off and so it's like Daniel, can I please reschedule? He was nice enough to say yes. So here we are, Daniel, say hello to everybody.
Speaker 2:
Well, hello everybody. Thank you, Jordan, for the kind introduction and yes, absolutely. Last time, when we were supposed to record, you know, that was a little, you know, kind of punch for you, I'm sure you know. So I'm happy that we eventually got together. You know so, good vibes only for you know, everyone that's, you know, currently experiencing similar things. You know. So that's what we're all about.
Speaker 1:
Yeah, sometimes if I had, I wonder like what would have happened if we just got on and recorded, like it would have been such a mess, like I wasn't like crying or anything, but I feel like it totally could happen. I was so spacey so it was like, yeah, daniel, we're going to have to push that off. So, guys, if you get a quick introduction to Daniel, you could just know he's very nice, very understanding. But today what we're going to talk about is a couple of different things. One is Daniel has a little bit of experience from doing business abroad and working with like the European style companies as well. As you know now running a business in the US and having those counterparts. And then the idea of you know, when you have a really good idea and you're on the same wavelength as somebody but you're struggling to communicate, kind of what that can look like and learning to get your ideas across and collaborate with your teams. But real quick, before we get started, let's hear a quick message from our sponsors.
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Speaker 1:
So, Daniel, what is there like an example of a time that you felt like you had a really good idea? You wanted to share it with either your team at work or in a professional situation, but you struggled to have them see how good it was immediately.
Speaker 2:
I was offered a job in the R&D department over at Tela in Austria and I said I don't feel comfortable sitting in front of a desk 9-5 designing electronic boards. So I was like, call me if you have a job in sales. So what happened then was I got called a few weeks later saying, hey, there is an opening for sales in southern Germany, right, and I want to say that the first learning curve that I took and that was almost 10 years ago now, was pretty much, you know, presenting a product to a market, to a customer that was pretty much fully saturated with all of the competition. Being in business for 60 years there, I was young and motivated, you know.
Speaker 2:
And then people tell me, yeah, you know, whatever, maybe the price is the one point, that's the determining point for this project. And I was like, come on, that can't just be the price, you know. And then went on and on and on and I told myself, look, this is no fun, you know, you have no winning moments really. And if you have a winning moment, the next year, the competition from Italy maybe, you know, just takes the business because they're, you know, have a cheaper price, for example. And so to me that meant personally dang the share that we get as a business is like becoming smaller and smaller, and I'd started looking for myself. What could I do? That is kind of like a little bit of pioneering work, you know, for myself.
Speaker 2:
I love having that little motivation to do something that you know no one else has done before. And I started looking more and more into the North American market. You know, being a 60 year old company, we mainly work with, you know, single distributors throughout the, throughout the world, and I mean the size of the US always fascinated me and I was like, hold on, there's something we could do about this, right? So the more time I started, like you know, working with the US market, I came up with this idea, or like this vision of mine, to open a tele subsidiary in in the US, and luckily you know that that organizational structure that we have at tele allowed me to do that eventually, right, and to touch base more on that perspective. It was kind of like Tele is a self-governing organization, right? So you have an idea.
Speaker 2:
You pitch it to the ownership team to like all the major responsible people pretty much, and then everyone, the whole company, gets to vote. Do we want to open a US subsidiary or not? Right?
Speaker 1:
Yeah.
Speaker 2:
And to me, being 21 years old, I was like whoa, you know, what did I tackle here? Was that maybe like a little bit too big, you know Mm-hmm. But I kind of like trust the process and over the years, you know, the colleagues and also the customers you know, started to say, hey, you know they're doing something that's legit, you know, mm-hmm. But what kind of like fascinated me the most really is the engineering mindset that you have in Europe versus the US. You know, in Europe it was very like enclosed. You know, don't talk to me. Oh, you have a new idea. It must be bad, you know.
Speaker 2:
Yeah, it's like a new product, new technology. I don't believe it can happen, you know. And then you go to the US market and you see out of a sudden, kind of like open doors. You know Like people are more curious and are more like willing to try things out, and I feel like that's what I ultimately like about. You know, this industrial environment here in the US, compared to Europe, where there's like five security factors, you know like dozens of buffers. You know nothing can happen. You know, and here it's more like okay, you know we'll risk it, the biscuit, and yeah, that's where we are and that, to me personally, is a lot of motivation. You know, Introducing people is something that they haven't seen and also kind of, you know, learn from each other. That's the biggest, biggest part.
Speaker 1:
Yeah, I know it's definitely like the classic idea of the American dream and like the free market economy of you know, like hey, like we're going to try something new and it's embraced. Because I think here a big part that I've noticed the longer I've been in the automation industry is there is that like element of people want to buy from people and the more they get to know you and the more humanize your brand is, the more they're interested in getting to know what your product is. Rather than leading with your product, you almost lead with, like yourself and who you are, and then they're like okay, I like this guy, I'll buy whatever he sell and kind of thing, whereas the other way around sometimes it's like the product needs to speak for itself and the price needs to be the best and there's just like so many things that just don't even include like the you part of it. Are you ready to dive into the exciting world of electronics and circuit design? Then look no further than EIM technology, the one stop solution for all your electronics ed tech needs.
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Speaker 2:
Yeah, I mean. So the that's a very good question because, you know, I pretty much had zero sales skills when I started, you know, for for telling, I had like great mentors, you know, and great you know peers that I was able to, you know, tag along with and learn from. And when that idea of the US subsidiary first rushed into my head, I was like, okay, we might need a business plan. You know, I came up with a business plan and we're like this closely executing the idea, and then a new CFO came on board and I was like this is a disaster, it's all about numbers now.
Speaker 2:
And but luckily, actually shout out to Marcus Ramzauer, you know, our group CFO. He's been of great help, you know, and has tons of experience in the, in the, in the financial aspect of, you know, industrial automation companies, and that even gave me an uplift, you know, and I feel like at that point of time, you know it was also, you know, good for the tele leadership team in general to see, hey, cool, there is, you know, something happening that we haven't seen. You know, that supported, of course, to a certain point. And then we can always choose that route of or that point of return, you know, in case it doesn't work out which knock on wood worked out so far.
Speaker 2:
But yeah, I mean the. That's the only main thing really I can share with you about that. It was like a group effort, you know, after all, because a lot of people saw the vision. They were like, hey, I like it, you know, but what about this? You know there was always what about.
Speaker 2:
you know, if you work in Austria and Germany, there's always is what about this. But don't forget how about this? And I was like we'll figure it out on the go, you know it doesn't matter, but yeah, I feel like that. That one you know step that I started wondering very soon when I opened then the US office was you know we're 60 years old, you know we have 100 employees and why am I that 1% that took that step? You know why?
Speaker 2:
aren't we not doing this in, you know, the African market, which is, you know, up and coming, why are we not doing this in Pakistan, for example? And that's what's still lingered around in my head and ultimately that triggered kind of like my myself to study them more like the organizational behavior point of our you know work environment, having the basic toolkit for technical stuff, fine. But I wanted to kind of focus on the organizational, organizational point, and it turns out it's all about purpose and acceptance.
Speaker 1:
Yeah, absolutely. And so I guess, before we get more into like the how's it going portion, I'm curious if you had to give somebody advice that they want to pitch something to their company to have an idea. But maybe they're a little nervous because they're not used to the situation where it is as collaborative and open to like just go pitch, to like the CEO, cfo. Like what would your advice be on? Like hey, you need to have these ducks in a row before you go give this business case. Like do you have advice for people?
Speaker 2:
Right, that's a good question, actually, and that was also part of my studies, in fact, and there was one particular example that stuck to me was like, first thing, what's the worst case that can happen, you know? Oh, someone getting mad or upset. I mean, if you have your opinion, you have your opinion, you know. Screw it, just put it out there and collect and be aware and accept other opinions. You know, that's the rule number one, and if someone says you can't do it, you know because you know. And then I always ask but why has this not been done before? You know, and I think that's another reason for that, did you?
Speaker 1:
try it yeah.
Speaker 2:
No, oh well, then we got to try it together, right? And so one big thing is actually and that that stuck to me for the longest time is if you have a new idea, you know, and it could be, imagine you talk to 100 people on a stage and you want to say, hey, we're now taking ballet classes, you know. Imagine is a bunch of electrical engineers. You know, we all know what the industry looks like yeah, yes. How many are going to say, yes, someone board. You know, probably gonna be 10%, right, but on the other hand, 10% are also probably going to say I'm not gonna do this crap, you know, which is fine. You know, those are the deniers. On the other hand, you have the ones that accept things, you know. But what I learned is that the critical mass, that the 80% that remain in the whole process, are the people that are kind of in the middle, neutral.
Speaker 2:
Yeah, and those are the people that you know sometimes listen more to the negative aspects of things, but sometimes those listen to the, to the brighter side of things and in the end, that critical mass. If you can convince those 80%, you are a winner. You know the, the naysayers are not going to say anything anymore once you pretty much convince those 80%. And how are you going to do that? It's pretty much show purpose and show the reason for doing that. You know, if I tell the 80% of electrical engineers that, hey, studies have shown that, for example, if you know how to dance ballet with your customer out in the field, your your increased reliability by 80%, for example, right, and it's just giving that purpose and like explaining to people. Really you know why we're taking that step and why we, you know, try to make that happen.
Speaker 2:
In that sense and to me that's the most important thing you know telling people why we're doing something, also making sure why we're taking those actions. You know and what the greater goal is. You know and how you know that greater goal can be beneficiary for. You know the individual but also the organization. And once you show that, I think you're you're on route to to good success and at the same time, also it's very, very energy consuming, because everyone is different, right? So some people in the marketing world I mean you know that, jordan, some people watch a video, some people want to PDF, some people want a hard copy of the catalog, so it's Choosing that channel to to, you know, gain acceptance and open everyone's world.
Speaker 1:
Yeah, no. I think the way that you kind of described the mental aspect of kind of preparing for rejection when you go up to a board of people and present an idea, I love it because I feel like you and I are very similar the way we think about it. Like okay, what's the worst that they can happen? They'll say no, okay. And but what if they say yes? And it's like it's very funny because I relate so much to what you think about it. But I know most people don't and they are really afraid to be told no. But I always try to stress, like just because someone says no doesn't mean you have to listen, like Come back and say okay, well actually, but no, I really believe in this and you made a good point on hey, like let me tell you why it's good for you, let me tell you why it's good for the business. And if you have a well thought out business case and you can stand your ground and you can take the nose, flip them and address their concerns and go back and deepen that conversation, then it's okay to be told no or maybe not yet, like don't just give up or don't even like be afraid to start because you're afraid of the rejection, like rejections fine, like it just gets you one step closer to your idea being better. But there's something and the like realm of being a idea person where you have these big ideas and Sometimes we want to share them before they're fully developed, and this is when it could go more south, in my opinion.
Speaker 1:
So I have a personal issue of I think is something I get really excited and I want to tell somebody right away, and I did it to my boyfriend yesterday morning. I had this idea and he's like just woke up, like he is like drinking his tea, eating his eggs, and I'm like, babe, let me tell you about this, blah, blah, blah, blah. And he's like I would have loved to hear about that, like many hours later in the day, like I cannot receive that, and so I get a negative reaction because he's tired and whatever. And it's like I feel like I say all this to say when we have a undeveloped idea and we try to get acceptance of it, we are more likely to face rejection because it's not thought out. And so I'm going to ask you have you ever had the issue or run into the situation where you get these ideas and you just spew and then you realize you don't get anywhere because you haven't put enough thought into it.
Speaker 2:
Oh, yeah, absolutely.
Speaker 1:
I mean.
Speaker 2:
It's that agility that if you're in a smaller scale, it allows you to do that. Just try it out. If it doesn't work, people will tell you it's crap. Okay, but at least we tried it. They have something to talk about too. Of course, we're trying to be remembered by the positive aspect of things, but I see it in larger organizations where there isn't a bright idea and it gets discussed, discussed, and then it never happens because everyone loses the drive to make it happen. And so our mindset here at Tele is just make it happen. If it fails, it fails, it's fine. It's just a matter of when it succeeds. Make sure you don't get distracted and sidetracked by 100,000 things, because that's what I catch myself with 5,000 nice ideas, but we have to focus and also show our peers directions that we're working towards. But yeah, I mean to touch base on your particular case.
Speaker 2:
I have had ideas that involve Christmas trees or spoons with holes in them so it's easier to get pickles out of the jar and all that kind of stuff, and it's those small things around like this is cool, we need this, but then our relatives usually tell us no one needs that, you know. But there will be the point, and I'm telling you that there will be the point where someone is in the need of a spoon with four holes to get their pickles out of the jar. You know.
Speaker 1:
And you'll be there ready, it's just a matter of time yeah.
Speaker 1:
No, I love that. And a couple weeks ago Chiyoma Aso came on and she talked about her book. I can't remember what it's called. I have it somewhere in my office. Let me see Unlocking the team puzzle, where basically she talks about like the early starters who, like have all the big ideas, then you have your deep divers who kind of figure out how to make it happen and then the final finishers put it through. I'm curious since you've come to America and started building your team here, how have you built your team out around, like kind of maybe some people that are good at implementing, good at getting things done, like I know I've worked with Paulinar, who he has awesome marketing ideas. He's really great. Like, what's that been like building a team around such a innovative idea of coming all the way to America?
Speaker 2:
Right, I mean, that's a good example. You know a polliner, he's like a super bright mind and he comes from a financial background, right. So he was working for a big corporate bank and he was the one that opened in the beginning, you know, tellus Bank account, actually.
Speaker 1:
Wow.
Speaker 2:
So eventually we developed it in a way where we're like you know what do you want to come on board? And he's like shit, that's a lot of risk, you know, like going for a small mini company from a big corporate banking institution, you know.
Speaker 2:
But he took the step and to me like that pays the most respect to him, because I don't know if I would have done that by myself, even like taking that big step, you know. But what was awesome, it's a lot of, you know. Same thing it can trial and error, you know. We had in mind, hey, we need help in marketing, you know, and then it turns out this guy is the greatest mind when it comes to selling, you know, or like approaching people and like kind of shaping the sales process, which is it's just so fascinating, you know.
Speaker 2:
But not only that, you know, it's also him being super great on the marketing side. So you have to learn as an organization to take those strengths, you know, and kind of combine it both where you know there is this freedom to move within that scope of work also, and then it's I always say, you know, make the strength stronger and work on the weaknesses together. You know, and that's kind of the guiding principle for us here, you know. I, for example, my enemy is paperwork, you know, and taxes, you know.
Speaker 3:
That's something I have to learn in the US tax season.
Speaker 2:
You know we're right in the middle of it, hey, but you can only challenge it if you look at it right, and that's what we're all about. And then it's also important to ask for help. You know there are so many different. You know professionals in the market. There's so many customers, vendors, engineers that we work with that it doesn't hurt to just ask, hey, how do you do it? You know, can I learn from you? And then that's even software, jordan, from when we used to work together on the unpacking videos.
Speaker 2:
You know software that you use that already kind of shaped how we work you know, so that's how it works, and I feel like, if you look at the needs of a team, you shouldn't be, you know, self-hearing saying I don't like paperwork, you know, we need an office assistant, you know. I think we should more like listen to. What do the customers say, you know. Do they want someone that you know calls them more frequently? Do they want someone to I don't know? You know, package the product better so it arrives nicer in their facility, you know? So I guess, ultimately, listening to the market is allowing you to shape your team as well.
Speaker 1:
That's a very brave thing to do, because I think I made a joke once on one of my podcasts of, like sometimes I'm afraid to ask people what they think, because then I'm going to have to actually implement their feedback. And so, like that's so smart though it's, like don't just put all these time and resources into fixing things that you think you should fix without kind of any direction, why, when you can literally just ask the people that are paying you, hey, like what could we do better to make your experience better? Like that's a very innovative way to go about like updating processes and like doing things a little bit differently. Something I'm curious about is how long has it been since you moved to America?
Speaker 2:
Well, so I've been here pretty much since 2017-18, you know, that's the thing I never really moved. I just ended up spending more time here than in Austria, you know, and I was like thinking afterwards hey, I didn't even ask my parents what they thought about that, you know.
Speaker 1:
Is it normal, where you're from, to just like move countries so like casually, or are you?
Speaker 2:
just like, not at all.
Speaker 1:
Okay, okay, because.
Speaker 3:
I don't like.
Speaker 1:
Europe's a little different because things are close together. But here that would be a big deal to just move to Austria and start a whole new business like branch, like that would be pretty intense.
Speaker 2:
Yeah, I mean, I always compare. Let's say, we're here in Northern Virginia. Right, if I was, you know, to move to Maryland, you know that would be in the US. That's like casual, okay, whatever you know. But back home, you know, in Europe, if you said, hey, I'm moving from Austria to Germany, everyone would be like, really, what are you going to do there? Are you serious?
Speaker 3:
You know, that's crazy.
Speaker 2:
How did you think of that?
Speaker 2:
And even if I grew up in Vienna, right in city, with 9 million people, and if you were to move an hour away, it would already be like whoa most people spend their whole lives in the same town that they grew up in, whereas here it's like, oh, I'm just going to move to Wisconsin, I'm just going to move to Washington state, you know, and that kind of like understanding of how big the market is and how you're not. You shouldn't be tied to things, really. You know you can just do whatever you want, you can move. Wherever you find a nice place you should move to. And that's something that I really like here in the US, where if someone finds a nice employer, you know they're not, you know, shying back of, okay, I'm maybe leave my friends behind, or maybe there is not as much of that because all the friends are scattered over the US anyway, you know.
Speaker 2:
So I feel like that's a big point there.
Speaker 1:
Yeah, there's definitely a culture in the US where, like I know, especially people among my age, like mid 20s, are like very into like traveling, going abroad, and like, oh, we all want to work remote so you could travel a lot. Like one of my friends, she went to Europe for the summer, was in a different country like every two days and she was just like lobe trotting so casually. But then me, on the other hand, I just get overwhelmed if I have to take like a weekend trip across the state and I'm just like I'm not as big on traveling. So to me it takes like a lot of what's even the word like to be brave to just kind of like move to the other side of the world and do this Like here.
Speaker 1:
People are like, oh my God, you're so brave If you've been like start a business or do a startup, so like kudos to you. I feel like people could definitely learn a lot from like your mentality and I don't want to say your fearless and speak on behalf of you, but you definitely aren't like held back as much traditional people would be. So do you have any secrets or tips, or you just like have a couple screws loose to where you just don't register fear the same way, like how do you put yourself out there the way you do?
Speaker 2:
Oh, trust me, I have a lot of fear, you know, I, I I'm a little scared all the time almost. But you know, when I came here, there, I mean it sounds, you know, very, you know accomplishing. When, when people see, like all my friends, they're like, oh, you moved to the US. All my colleagues in Austria, they're like, oh, you know, you guys are doing so great there in the US. But you know, what people don't see is I slept on the freaking ground when I got here and all I had is a suitcase, you know, because my credit card was declined at Walmart for my little mattress pad and stuff.
Speaker 2:
So those are the things no one sees. And then you automatically take a step back and you ask yourself what the fuck am I doing here, you know, and so that that? That is like. You know, it makes you sad, it makes you happy, it makes you so emotional because there is times in his family, there is times in his coworkers, there is times that make you, you know, ask yourself why did I even take this step? You know, is it just because I'm trying to earn someone, you know, money, or is it because there's a greater purpose to things?
Speaker 2:
you know, and so, yeah, trust me, there's a lot of moments still where I'm like what the heck? You know, why am I doing this, you know with? But on a daily basis really, and it's, I believe it's healthy to to have those moments, because you start, you know, seeing things from different perspectives and then that makes you appreciate things more as well.
Speaker 1:
Yeah, no, I'm glad that you added this last bit in, because I think up until this point people probably just thought like this man is fearless, he's just like like I can't relate because like he's just out here doing everything. So I'm glad you, you brought it back down and you're like, no, like this stuff can be scary for me too. So like people can be like, okay, if he did it, I can do it, kind of thing. That's why I like to remind people. But I guess we're getting close to the end. It's been great getting to know you as Daniel, but you might as well, since you know you got your tele backgrounds, can you give us the quick elevator pitch of what TeleControls is? Just because why not shamelessly plug your company? Because I think a lot of people in this industry listen. So what's, what's the elevator pitch of what TeleControls does?
Speaker 2:
Well, I mean, that's a pretty short one. We do manufacture, you know, monitoring relays, phase loss monitors, power monitors, but you know, my favorite line is we manufacture good timers for good times, you know. So we're trying to, you know, make the industrial work environment and the industrial industry a little bit more hip, without forgetting about all the, all the generations that we currently work with, you know, from super bright young engineers that just graduated to people with so much experience in the market. So we're trying to add that humane touch to a fun industry.
Speaker 1:
Yeah, no, you guys do such a good job. I'm obsessed with the marketing, Like I love all the stickers you have. You're like, I think, that the new sheriff in town one. I think you guys made a post recently with the with it the e-cap, and it just cracks me up every time and, like that, sticks out on my timeline and I just think it is marketing genius.
Speaker 1:
I love it. So, guys, if you're not following telecontrollers or Daniel like, follow them on LinkedIn. Reach out to them. If you have any, like you know, questions related to what they do, or if you want to chat with Daniel more, I'll put his LinkedIn in the description below. But, daniel, that is all the time we have for today, I guess. Is there any last pieces of advice you want to leave everybody with?
Speaker 2:
Yeah, one last, not advice, but an offering. You know, if you feel down or if you feel not motivated on your day to day, I feel like you know, jordan and I are always happy to you know, be there and chat and hopefully give you a few uplifting words so that you can kick butt again. So that's all I can say.
Speaker 1:
Yes, guys, we're kicking butt today. So, daniel, thank you guys. Thank you so much for listening. I hope you enjoyed this episode. As always, I'm your host, jordan Yates. In the meantime, I'll be failing for you. See you next time.
