Bobby Mesmer – Lead your business to success! - PODCAST TRANSCRIPT

Editor's note: The following is the transcript of a live interview with Bobby Mesmer from RMG Erectors & Constructors. You can Read the interview below, Listen to the podcast or Watch the episode.

Heidi J. Ellsworth: Hello, and welcome to a MetalCast from MetalCoffeeShop. My name is Heidi Ellsworth, and this is such an exciting episode, because we are having our first erector contractor on the show to talk about metal buildings, and I am so, so honored to welcome Bobby Mesmer to the show. Hello, Bobby.

Bobby Mesmer: Hi, good morning. How are you today?

Heidi J. Ellsworth: I am great. I am so excited to hear about all of your endeavors and about your business. We met at METALCON, and I was so impressed, and so thank you for coming on the show.

Bobby Mesmer: Yeah, thanks for having me. I'm really excited to be here. So really looking forward to this.

Heidi J. Ellsworth: That is great. Well, let's start with some introductions. So why don't you tell us about you and your businesses, and I'm going to say businesses because I know there's a lot, so let us know about everything.

Bobby Mesmer: Yeah. Jeez, what to say, where to start, right? I've been in business now for twenty-three years under RMG Erectors & Constructors. We started this business back 23 years ago as an actual general contractor, and kind of just moved into the metal building world over the course of time. And we could dig into that a little bit more a little bit later, but we moved into it over the course of time, and really have now exploded in the business and what we're doing, and over the last several years we've actually become the largest pre-engineered erector in the world.

Heidi J. Ellsworth: Wow.

Bobby Mesmer: Doing what we're doing. Yeah, so it's a great story. The background of that story of where we've come from and where we are, especially over the last eight years is really a good story and we can circle back to that. But yeah, and that business has really grown us into other businesses. We have moved into RMG Luxury Services, which is our luxury brand where we offer black car service to customers in the commercial business side of things. We own our own private jet, so we have our own aviation business, and we're looking to expand that business into jet rental.

We have a brand for clothing that we are actually getting off the ground, so we're doing screen printing and embroidery service for that. And that kind of extended upon us just needing embroidery service that we couldn't get. And we're looking at the company that we use, and I'm 50% of his annual revenue and I'm like, "You know what? I'm going to buy you. And then I'm just going to roll you into our business and make it what we need."

Heidi J. Ellsworth: So smart.

Bobby Mesmer: Yeah. So yeah, that's kind of where we are. That's what we have as our brands. We have a real estate side of our company that we're growing as well. Yeah, it's exciting, and we're involved in a lot of different things. What you'll see, though, is that a lot of it is kind of like a tree. It all branches out and supports one another, and it really comes from what we consider to be a lack of service in different ends of the business.

Heidi J. Ellsworth: Yeah. And you've fit that need. You see the needs and you make it happen.

Bobby Mesmer: Yeah, we fit the need, and we do. And we try to make it happen. I mean, look, we're not perfect. I mean, we strive to be perfect. We try to set that bar really high and we try to do what we need to do to service everybody. Because again, we look at where the business has started for us, and a lot of these sub-businesses that we have, they've all started in the lack of service that we were getting. So we don't want to start a business and then produce that same lack of service that other people were getting or that we were getting. We want to grow on that and do it better, and that's really our goal.

Heidi J. Ellsworth: That is great. Well, I would love to start with RMG Erectors & Constructors, because you know we love the trades here at MetalCoffeeShop. We love hearing these stories. My dad was a general contractor. I just love everything that you've done. So, kind of tell us that history of starting it out as a general contractor, where you're at today and just more about that business.

Bobby Mesmer: Yeah. So again, story goes back 23 years ago, back in 2000. I came out of, I was an executive for a national healthcare company that designed and built and developed assisted livings in nursing homes. My contract with them was done. I was pretty much burnt out and I said, "I'm going to start my own business, so let me go burn myself out a little bit more." Right?

Heidi J. Ellsworth: But it's mine.

Bobby Mesmer: Right. So my background is architecture and engineering. That's what I went to college for. And so I was like, "Oh, I'm going to go into the general construction world," and that's what I did. That's what I was doing. In the general construction world, we were doing a lot of different stuff, but we mainly worked in the commercial side of the business. We were doing a lot of federal municipal work all over the country, and we got involved in some metal buildings, and we had a problem with the metal buildings. They were easy to buy, but impossible to get erected. And so I saw a need, right? Again, everything I do just fits with the need that I have.

Heidi J. Ellsworth: Makes sense.

Bobby Mesmer: So, we see the need and we look at it and I'm like, "Well, I can't get an erector to erect the buildings for us." So I put together a crew of guys and I go out there with them and we erect the airplane hangar, which is actually one of the hardest things to erect in the business. And I stand back and I look at it, I'm like, "That's it? I can't get people to do this? What's going on here?" So we continue on and on and on, and I wasn't paying attention to the business. I wasn't paying attention to the metal side of the business. So, fast-forward to 2016, I guess it was, 2015, 2016 and my GC side took a pretty big hit. We took about a $2 million hit from somebody who I thought was a friend of mine that we were doing business with and all, and that really kind of set the tone from the last eight years of where we came from to where we are today.

The $2 million hit was hard, and anybody that takes that kind of hit, you can't come back from it. We stayed the course, we did what we were supposed to do. I pulled $1.5 million out of reserves, put that money into paying my debts, still had some debts that I still had to pay that I just couldn't pay off at that time. So now I'm out $3.5 million, so I'm really behind the eight ball. And people are like, "You need to bankrupt, you need to do this." I'm like, "Uh-uh. No, I can't."

And so we refocused, and I looked at the pre-engineered business that we were already involved in, and I looked at it as a viable entity for us to continue on with, and that's what we did. And we put ourselves out there and we went to work, and here we are now. And from 2016 or 2015 to now, here we are as, again, the world's largest pre-engineered erector. And it's been a lot. It's been ups and downs, and it's been a great run. And what I can say about it is I can go back in time and look and say "My GC business was forced. I forced it every day." And this is easy.

And not easy in the sense... Like, business is hard. You're always working hard at things and you're always trying to do the best that you can in business, and it's never really easy. But in the sense of what I was trying to do in the GC business and then what I'm doing now in the world of pre-engineered erection, it's just so much easier. So I always go back to God had a plan, right? I think he was telling me things for such a time and then he finally just cut my knees out and was like, "I am going to humble you at this point," and that's what he did.

Heidi J. Ellsworth: Well, I can relate so much to you because first of all, I came into RoofersCoffeeShop and MetalCoffeeShop also in 2015, 2016 and it was almost ready to be shut down. And my business partner and I, same thing. We scaled and we said, "Let's do something that we enjoy and that's fun." Like you said, business isn't easy, but when you're doing something you love, it's a lot easier. And that's what I kind of hear from you. It's like, these beautiful buildings all over the world, doing such great craftsmanship, to me that's what it means. But I would love for you to talk a little bit more about how you... I know what we had to do to sustainably build our business and to get our feet under it and everything. Talk to us a little bit about people out there who are maybe in a similar position and are trying to grow their business, but doing it the right way.

Bobby Mesmer: Yeah. I mean, businesses, business and industry, people start a business based off of what they know. So somebody who is an electrician, let's just say, they work under somebody else, they have a need or they have an ability to say to themselves, "Hey, I could do this myself now." And they move on, but they follow the same program. So what tends to happen in businesses, people tend to take what they learned from whoever they worked for before they started business and continue to move that same process forward, which is a great program. It's a great philosophy to do because it works.

But what it does is it standardizes the industries to never change. So in the metal, in the pre-engineered business, the manufacturers all do everything exactly the same way. All the erectors do everything exactly the same way. And so the lead up to this is, I looked at the business coming into it and I looked at it and I said, "There's a better way." And we kind of formulated that. And I used what I know in my engineering mindset, and I used what I know about the business and at the time, and I said, "Well, why can't I do it this way?"

And I do have to tell you, early on, we got a lot of pushback. The way that we went to erect buildings, people that thought that they knew how to erect a building were coming to us being like, "Well, that's not the way it's done." And we're like, "But what difference does it make? If we end up with the same common goal, which is a complete building that is done the right way per the plans, does it matter?" And it doesn't, right? So what's funny is now here we are so many years later, and we have changed the erection business. And what's funny is a lot of people are trying to duplicate what we do, and they really can't. And that's a sustainability.

And I would tell anybody out there in business, if you love what you do and you know what you do and you know how to do it well, find a way to do it differently. Because you're going to get a little bit of pushback, but stay the course, because if you do it differently, which ultimately makes you do it better, and you do it more competitively and you're doing it more sustainably, that's going to put you in a process where people are going to admire that of you and they're going to come back to you, and you're going to rise to the top organically, is what's really going to happen. And that's what happened for us.

Because our claim to fame in the business, everybody knows that we're the go-to guys to get it done. You need a job done? "Come to RMG, call Bob Mesmer." That's what people know. People call the big manufacturers, the Nucors of the world, the Cornerstones of the world, big project, they need a high horsepower erector, "Call Bob Mesmer." That's the word on the street. My reference list, with new customers, we give them a reference list and the customers come back and they say, "Yeah, we called your references and everybody has said, 'Get out of your way, give you what you need, let you do the job and you'll get it done.'"

And that's the name that we've done, and that's what we've done. In our end of the business where other people... Doing it the same way, you're not separating yourself from your competition. You're staying in a... I read a book a while ago, I'm going to sidebar here. I read a book a while called the Blue Ocean Strategy.

Heidi J. Ellsworth: Yes, I love that book.

Bobby Mesmer: Amazing book, right?

Heidi J. Ellsworth: Yeah.

Bobby Mesmer: And everything in that book is absolutely correct, and it's how to differentiate yourself from the bloody Red Sea and get out into the blue ocean, right? And so if you know how to do that and you're willing to take the risk, do it. That's how you create sustainability. That's how we've done it. We pay our people much better than everybody else in the industry. We do our work much quicker. Jobs that take people 30 days we're doing in two weeks, still the same high quality.

And then the other side of it is integrity, right? You want to be sustainable in anything, you got to deal with integrity. You got to be honest. Whether the people like to hear what you have to say or not, be honest about it, because they're always going to appreciate it. There are people out there who do not like me, but I will tell you that there are people that are going to say that, "Well, Bob's an asshole," but at the same time they're going to say, "But he's honest and he does exactly what he says he's going to do."

Heidi J. Ellsworth: You know what? I haven't heard that, and I can't believe it. But you know what? When you're competitive and you're passionate, a lot of times people get the wrong impression or they just, however that works, but listening to you and what you're saying about the Blue Ocean, and honest to goodness, I think we were just on parallels and we finally have met, because everything you're saying is exactly what we've experienced in our business, doing things different. I had so many people tell me, "Oh, it won't work that way." And I'm like, "Okay, just watch."

I think you're right, that is such great advice. Look for the need and the pain, then also do it in a way that differentiates yourself out there. So as you're looking at that, I mean, you really... Coming into it a couple million plus down when you really started to grow your business, I loved what you said earlier about... You took note, you looked at everything and you said, "Okay, let's go this direction." Talk to us about some of your philosophies around dealing with adversity and really how you kind of pulled yourself up and took off.

Bobby Mesmer: Yeah, I mean, everybody deals with adversity differently. Some people just have the aptitude to dig through it, pull themselves up by their bootstraps and move forward. And some people, they just bury their head in the sand and that's it, right? And look, there is no right or wrong in regards to that. It's about what you're able to take. I happen to be the type of person who looks at adversity and learns from it and moves forward from it. I tell that to everybody. I tell it to my own employees. When they're afraid to make a mistake or they make a mistake, I'm like, "The only way you learn is by making mistakes. If you're not making mistakes, you're not growing in any capacity."

And I think that if more people really took that mindset of, "Look, I made a mistake," or "This happened. What's my takeaway? What do I do with it?" And that's what I did. And I think too many people, too, they're focused on the money. And we're all in business to do this for money. We're all in business to do this for what we can get out of it. I have learned a long time ago that if I focus on the company, I focus on the work and I focus on being integrative or doing good, the money just shows up.

And that's what you do in the face of adversity. You just continue to grind forward, you continue to push, you continue to make the efforts. Adversity is going to be all around you, and there's no way to deal with it in any business. In construction, it's horrible, because it's just that world. But in the face of other businesses, the adversity that you're going to face to grow and to move forward, you got to take it. You got to learn from it, and you got to say, "Okay, what do I do with it? How do I shuck and move here a little bit? What do I do with it to make it better on the next time?" Or "How do I deal with that customer?"

We write these articles for Ink Magazine, and I wrote an article not that long ago and it talked about the PIA customer, and how you deal with that and what you do with it. And some people, they take the PIA customer, and I believe they do all the wrong stuff with it. Where us, I look at it and yeah, they're a pain in the ass customer. Maybe I won't work with them again. But at the same time, why? Ask the question, why are they a pain in the ass? Well, maybe they're just a pain in the to be a pain in the ass. Maybe they just don't want to pay you because that's just their nature, that's just what they do. But what can I do better next time where it doesn't have to happen that way and we don't have to deal with it?

So all of that is adversity. It's how you deal with it. So in our sense, to go back to me and what happened to us eight years ago, yeah, look, it was hard decisions, hard decisions had to be made. Honestly, I'll tell you, I almost lost everything at the time, but I stayed the course, I stayed with it. I do have to give credit to my wife. She was a great support team, sitting there pushing me and the sacrifices that were made. And then I surrounded myself with good people. And I continue to do that, and surround myself with good people who are supportive, who understand. And then that allows you to have the strength as a leader to say, "Hey, I can do this, and this is what we're going to do, and we're going to move this forward." And that's what we did. We just hunkered down.

And I got out there, and I also got out there and I worked with my guys every day. I traveled with them over the road. I was out there and we rebuilt this thing from nothing, from grassroots, to turn this into what it is, and training up our guys and being out there and showing them the right way that I want it done and the way that we need to work this. And now we have all these teams of guys that are just subsets of all that learning process through. And we just kept moving. And really, that's what you got to do.

Heidi J. Ellsworth: I agree. And having gone through the recession earlier, I can remember being in sales out on this road and people were like, "Nobody's going to buy anything." And I was like, "Well, I'm going to get up and I'm going to go talk to people," and they bought, because life doesn't stop. But it is about the work ethic and getting out there. I do love your PIA, and I have to admit, Bobby, when you first said that, I was like, "PIA customer, what's that?" So I love that, and I kind of want to sideswipe a little bit on that because I've had PIAs also. But a lot of times, once you understand where they're coming from and where you're coming from, some of our... I'm sure we were PIA to some people, right? And once everybody kind of got on the same page, now they're some of our best customers. So I love that. Talk a little bit more about that.

Bobby Mesmer: Yeah, I think it's funny because you talk about getting on the same page, right? And everybody gets in their own mindset of, "I'm right, I'm right." We live in such a virtuous world right now where "I am right no matter what. It's me. It's not me, it's you. I'm right, you're wrong." And look, I get like that. I'm sure you do. Everybody gets like that. It's just what it is. And sometimes you have to take a step back, and that's what you learn from it. You got to learn to look at yourself and say, "I make mistakes. And what was my mistake? Maybe I came into the situation too headstrong. Maybe I didn't look at their position correctly." Things like that.

Look, it's funny, we have a folder, it's called a scumbags folder, in our file server. And all the people that are the really bad PIAs, that are the scumbags, go into that folder. And they're the people that we just couldn't make it right with, whether they, how much money they didn't pay us, which that's typically what it comes down to. It's typically, we did the right job, we went over and above, we kept going back for the callbacks and they just still didn't pay us, whatever that amount of money is. They go into there. But we do make the effort.

And look, I have customers right now, we have a couple where, I mean, my CFO and my assistant say all the time, they're like, "Why are we working for these people?" Because they're a pain in the ass. We have a couple customers that are just, they're hard to deal with, but we look at it and we learn from it. And you got to stop, take a step back and say, "Okay, well, why are they?" And it's easy when you're caught up in the moment. I'm very hands-on and very active with my company overall. So project management, scheduling, et cetera. So I even get caught up in the heat of the moment of it to say... And I'll fire back at them for something, and then it turns into a mess and I'm like, "Yeah, maybe I'm the one that turned that into a mess. I'm sorry."

Heidi J. Ellsworth: Yeah, I hear sometimes, "You're coming in hot." And I'm like, "Okay, cool her down for a second." But I think it's the same way, too, with employees, and I love how you've built your loyalty. I feel like we've done the same thing. We have some of the best... And I'm going to say too, we have some of the best customers, I got to say that from before. But we also have the best employees. I know I've said this a lot of times, Bobby, we have very much the same philosophies, because it's the "we". I'm always like, "This is our company. This isn't my company, this is our company," with the employees. Talk a little bit about that.

Bobby Mesmer: Good employees are hard to find, and especially now. We have job advertisements out there and nobody wants to work. I mean, they submit resumes, the girls call to set up interviews, they don't want to interview, people just don't show up. I mean, it's impossible out there, and it's across the country, right?

Heidi J. Ellsworth: Yeah.

Bobby Mesmer: But as a company, you learn over time, and I see different people that run companies differently. I just had a conversation with somebody about a friend of theirs who owns a company and the way they treat their employees. And I find it interesting because there's actually a lot of people that are like this in business where this particular company, they act like the employment that they give to their employees is a favor to that employee. "Oh, I give you a paycheck at the end of the week, I'm doing you a favor." And you kind of have to keep in mind as a business owner, it is a two-way street. "I own a business. I'm here making decisions, and everybody needs me to be here at the helm. But at the same time, I need you to be doing what you're doing to keep the company moving forward as well." So in reality, it's a we, right? It's we. It's we as a company, it's we as a group. It's we as who we are.

I make a very conscious effort when speaking with all of my employee base and how we talk about things. I'm always "we". "What are we going to do about that? How are we going to respond? What do we think we should do?" And that goes a real long way. I think that employees, number one, appreciate it because it makes them feel included. And it also creates a sense of buy-in. It's more about, "It's us as a group," and it starts to change the mindset. Everybody wants an employee that comes to work for them to treat their job as a career, not as a job. So if you're coming in every day and it's just a job to you because you're here just to collect a paycheck, I mean, that's fine. It is what it is. But that's not somebody who looks after the best interest of the company.

So for us, we have a very good core of people that are within our office staff, and our core is they're amazing, but they buy in, they buy into what we're doing. They buy into where the company's going. They see the things that I'm doing, and they're with it. They're not just like "Eh, Bob's on a podcast today." They're into it, right?

Heidi J. Ellsworth: They're proud.

Bobby Mesmer: Yes, they're proud. They're proud to be what's going on. They're proud of watching what's happening. And so that's what you're trying to do. It's a company culture. And you see with these bigger companies, they do all these things to create company culture. They do these surveys, which I think are stupid, by the way. You know what I mean? "Oh, your favorite color is blue, so that means that you're an introvert." Like, get out of here. Are you good at your job, and do you love your job or not? Let's really talk about what's going on, right?

Heidi J. Ellsworth: Yes, totally agree.

Bobby Mesmer: "The splat of pink on the piece of paper looks like a spider to me." "Oh, you got mental issues today." Sorry, I didn't have my cup of coffee yet. Thanks.

Heidi J. Ellsworth: Okay.

Bobby Mesmer: Right.

Heidi J. Ellsworth: It's honesty. I love that. It's honest communication. I mean, I think we get too caught up in not having that honest communication is so important...

Bobby Mesmer: Absolutely.

Heidi J. Ellsworth: Between just being good people.

Bobby Mesmer: Yeah, and you see it when... You don't have to give away everything in order to have a loyal employee base. It's just about the respect and making the employees feel like they're part of what we're doing, and that's what it is. And the buy-in that you'll get and the support that you'll get... What happens is you get production out of them too, and it's not forced production. Everybody wants to crack a whip on their employees. Be here because you want to be here, not because you have to be here. And I tell all my people that. Don't be here because you have to, be here because you want to, because you want to be a part of it.

And then set the bar high. Why am I setting the bar high? I have had many people tell me, "Oh, you set the bar too high for your employees, and that's just because you're trying to maximize what you can get out of them." No, I set the bar high for my employees. I believe that they can reach the bar, and it allows them to reach to the potential that I see that they can do. And then what happens is when they reach that bar, they're proud of themselves for doing it. And they're like, "This is amazing. I didn't know I could do that." Well, I did, and there you go. So great. And then now guess what? I just moved the bar back up.

Heidi J. Ellsworth: Yeah. But you do it for yourself too, right?

Bobby Mesmer: Yeah, absolutely.

Heidi J. Ellsworth: I'm constantly... I mean, right now, this is being recorded at the end of the year, end of 2023. Of course we're doing all the budgeting for 2024, and I'm pushing those numbers because I'm responsible and I want to push myself too, along with everybody else.

Bobby Mesmer: Absolutely. It makes everybody better. And then when everybody's better and everybody's working cohesively, you're running a good company. And then what happens is you don't have a lot of overflow of what I would call crappy people that are within the company, because the companies get big. They start hiring people. Now you got this muck that goes on in the mix of it, when really you could do a lot more with less. Be a little bit of a minimalist at the end of the day when it comes to the operational, but do it based on, again, the people that want to be there and want to do it and be a part of exactly... And believe in where you're going as a company.

Heidi J. Ellsworth: Yeah, exactly.   

Bobby Mesmer: So, circling back with that "we" factor, I mean, that's what it is. And then they believe in the "we". They believe that it is us. This is us, and we are here every day because of us, and our success is all combined together.

Heidi J. Ellsworth: Our company. Yeah, I love that. I love that. And having them involved. One of the things we've seen too is having our team members, we call them crew members, having our crew members involved in the industries that we're part of, having them involved in what's going on in roofing and in erector and metal buildings and all of that, that has really been important too. Because sometimes you think, "Well, it's just our company." But no, it's the bigger picture of giving back to your community that really makes that huge difference.

Bobby Mesmer: Yeah, absolutely. And again, it goes through all the bases, like you just said. Our field employees, they love it. They're super proud to be part of the company and what we're doing there. I mean, we have a company party, and guys want to come up and take pictures with me to send back to their families and stuff. So yeah, it's such a good thing. And then you hope that that then relays out into the rest of the industry. I love this industry. I love what we're doing here. I love the business. I love the niche business that we're in. I really do.\

And with that, you hope that what we're doing... I hope that what RMG is doing as a company in the industry really moves and resonates through the industry with people. And that's what we hope. And look, some people, they see it and they're like, "Hey, good for him." Other people, they're going to see it and they're going to be like, "Ah, whatever." But it does resonate, right? And that's what you hope. You hope that people see it, and people are...

Heidi J. Ellsworth: And believe in it.

Bobby Mesmer: And believe in it, and then say, "Hey, I want to be like that. That's what I want to do. I want to treat my employees like that." That's what you hope for.

Heidi J. Ellsworth: Well, one of my next questions that I wanted to ask you is, I think you've already answered throughout this whole podcast, it's been great, but what's the difference between a good and a great leader? I have to tell you, Bobby, you've been answering that the whole time. But let's end this, because you know what? I want to have you back. We were actually going to talk about M&A and selling businesses and stuff. We need to have a whole nother podcast on that one. So I say, we'll do another one on that, but let's end this MetalCast today with that good to great. How do you go from being okay, good leader, to that great leader?

Bobby Mesmer: Inspiring the people around you. And again, I always go back to the biggest thing, which is integrity. You can't ever take that away from somebody. And again, I think I said, I already touched on it earlier, as long as you have integrity, you're never going to make everybody happy. But as long as you operate with integrity, people can never take that away from you. And integrity leads to honesty, and that's what makes you a great leader. It's about being honest consistently, about doing everything that you say you're going to do. And when you do that, people look at you differently, and people will follow you and they will believe in you. And when you follow through with what you say to them, that's important. And I really think that's what it is. I think too many leaders out there stop and fall short of that, because again, they're sighted selfishly, right?

Because it's more about the bottom dollar and this and that. Well, there's a bigger picture here. To be a great leader, you got to stand in front and take all the hits. I'm the one that's out in front all the time. I'm never standing behind anybody and saying to any of my people, "Hey, yeah, you go deal with that." No, I'm in front. I will always be the one in front leading the charge. I am the one that will run off the line first into battle. And that's what people want, because that's what makes a great leader. I'm willing to fall on the sword all the time. So that's the difference. Again, I think it's the integrity. I think it's how you conduct yourself as the leader of a business to have the people want to say that they want to follow you no matter what.

Heidi J. Ellsworth: Right. I love it. I love it. Bobby, this has been outstanding. Thank you so much. What a great MetalCast podcast. Like I said, will you come back again and we can talk about selling businesses and M&A such?

Bobby Mesmer: I would absolutely love that. I got some experience in that that I'm willing to share, and absolutely. So anytime you want me.

Heidi J. Ellsworth: Between you and I and talking, I think we need a whole half hour for that. I'm just saying. That's what's important right now.

Bobby Mesmer: Let's go for it. I'm game, man.

Heidi J. Ellsworth: Well, and you're going to also be helping us in sending in some of your pictures, some of your great projects, everything, so that we can get those up on MetalCoffeeShop. So for everyone out there, watch for Bobby's pictures, the jobs, RMG Erectors & Constructors. Watch for that. We're going to get them on the site. We're going to be having all kinds of the stuff I love. I love seeing these buildings, and so we'll have a lot of that coming down the road. Bobby, thank you so much again for being on today.

Bobby Mesmer: No, thank you for having me. This is great, and I look forward to being on again.

Heidi J. Ellsworth: Ah, thank you. And thank you all for listening. Like I said, you'll be finding more information about RMG as we get that up on MetalCoffeeShop, so watch for it. Also, be sure to check out all of our MetalCast podcasts underneath our navigation of RLW, Podcasts and MetalCast. Also on your favorite podcast channel, be sure to subscribe and get those notifications along with YouTube. Ring the bell because we're on there. We will be seeing you next time on MetalCast.