Two brothers. In a family-run engineering firm, supplying their machines all over the world. In the family engineering firm their father founded. They've both been with the company since they were kids. One runs the shop, the other the engineering. They've been groomed from a young age to one day take responsibility for everything, for nearly 70 people in the company.
It didn't make any difference. I mean... certainly not negatively. They are successfully developing the company, they have ideas, they use principles and procedures that could be the envy of a much bigger company. There should be as many such companies as possible in the Czech Republic. Then we would have a great life.
And so I invited them into the studio to inspire others in a lot of areas. Daniel Medek, Sales Director, and Jakub Medek, Technical Director, both from Briklis spol. s .r.o., accepted the challenge. We tried to give guidance and answers in the following areas ...
🔸 Who's in charge of the company? Business or tech?
🔸 What does a successful client solution sale look like?
🔸 How does it work through a partner network?
🔸 How does VR help in design and business
🔸 How to prepare a company well for handover?
HOW TO IMPLEMENT VR AND AR TECHNOLOGIES IN A MANUFACTURING COMPANY (INTERVIEW TRANSCRIPT)
Martin Hurych
Hello. I'm Martin Hurych and this is another Ignition. Before we start with today's topic, I would ask you for a favor. If you like what I'm doing in Zazih, if you liked an episode, and if you don't want to miss future episodes, subscribe or at least like right now. You'll help me get through the
social media algorithms, you won't miss any more episodes, and I'll be able to invite even more great guests like my guests today. Today I've invited two Medek brothers, Daniel and Jacob, hello.
Daniel Medek
Hello.
Jakub Medek
Hello.
Introducing the guests and what would they like for their brother's property?
Martin Hurych
Both are from Briklis. Daniel works as Sales Director and Jakub as Technical Director. Before we get down to business, you guys are brothers, so tell me what you would like for a brother's property and why.
Daniel Medek
I would like to have a general overview, to be a know-it-all, who knows everything and can speak to everything. I'm going for my own thing, what interests me, and things around me, like sports, don't interest me so much. But with Jakub I know that when I refer to football he knows the players, when I refer to formula cars he knows who goes there, when I refer to politicians he knows who is elected where. That's a cool quality that you can probably make up for with a lot of studying, but there's no time for that.
Jakub Medek
I have it the other way around, because the more you watch, the more distracted you get. I'm a flink, I have to be honest, so I can't quite finish things, but I try. Dan's got it clear and if it doesn't end, it never ends and it just keeps going, but for me it's over at three-quarters.
Martin Hurych
Until now, I have lived in the belief that the technical director should finish things.
Jakub Medek
It's true.
What does Briklis spol s r.o. do?
Martin Hurych
I was saying that you both work at Briklis and because it's a bit of a specific industry, let's introduce Briklis to someone who has absolutely no idea what you do. Come introduce Briklis to my 15-year- old son.
Daniel Medek
That's a challenge. The name Briklis stands for briquetting presses, and for more than 30 years we have been manufacturing and developing briquetting presses for all kinds of industries. This includes the joinery, woodworking, automotive, foundry, waste management or paper industry. Basically, it can be summed up by saying that we help companies manage their waste, what ends up at the back of the hall. It could be some dust, some rubbish, some metal scraps, long clumps of anything. We try to process it in some way into some sort of a graspable form so that it brings some benefits to that customer, to make value out of that waste. We want them to save money in that production, to make it a cleaner production, so that even then the subsequent processing of that waste is more interesting not only for that customer but also for whoever takes that waste away, some landfill or foundry.
Martin Hurych
You listed different materials. At the moment, the bearing line is towards what material?
Daniel Medek
Automotive and metals, they go so hand in hand. Some year it's stronger for the timber industry and some year it's stronger for automotive, for those metals. Now the economic situation is what it is, and last year the construction industry fell a little bit, and that woodwork is pretty closely tied to that. There's less building, there's less kitchens being made, there's less furniture being made and that's where we need to go and that's kind of falling off a little bit now. Maybe it will go up again, but it's engineering that's focused on what it produces and how to save and make that production more efficient, which is being able to recycle the waste that it generates. So every crisis is an interesting situation for us.
Jakub Medek
It is not so during the crisis, but shortly after it. In a crisis, everybody starts thinking about what to do with the brothel, and at the end of the crisis we have orders.
Who's in charge of the company? Business or tech?
Martin Hurych
That's positive. One of the two or three topics that we will discuss here today is how solutions are sold and how solutions are developed in this context. Who's in charge in the company, sales or engineering?
Jakub Medek
In standard production, business definitely commands. It determines what is sold, what is produced, what is adjusted. In development, it's a little bit the other way around, that the engineers push the new solutions, new ideas, and then we try to translate them through marketing, through business into some sales.
Daniel Medek
I would say that we're moving in the right direction, that we're not developing products that we think would be nice to have, but we're mostly trying to listen to the market. When we have a large portfolio of machines, we have more customers who maybe want something that we don't quite have or want to go somewhere that we can't direct the machines to. If it's the tenth time we've dealt with it, we'll think about it and develop a new kind of machine or an innovative machine to address it. Our innovations are always going hand in hand with that market demand.
Jakub Medek
We already joke in design that we have 297 standard machine types, when the shop thinks we only have 4.
Martin Hurych
We'll get to that, because that's exactly where serialisation ends and customised development begins. In this context, I was wondering how often does the brother, the chief engineer, scold his brother, the salesman, about what crap he brought back to the company?
Jakub Medek
Not so much to my brother as to the other traders, but that's always the reaction of every technician because they see it from a different perspective. But when you look at the other side of it, that we have to do it to sell it, the emotions go away and it gets done. By the way some of the more complex projects are handled from the beginning, there's little shooting from the hip and when it's something more complex though, we're all kind of tuned into the same wave.
Where does mass production end and client solution sales begin?
Martin Hurych
It's already been mentioned here that you're doing a bunch of material groups within which there are a bunch of metals and a bunch of very likely other parameters that you have to deal with. It's certainly important for our listeners and viewers to know that we're talking about a global player because you guys ship all over the planet. It was mentioned here that the business sees 4 main machines and the construction already sees 200 plus. So where does servoing end and custom development begin?
Daniel Medek
I'll say the business view. The series ends with those machines for the joiner, for those where it's clear where that machine is over there in the corner of the workshop where all the crap from the joinery goes. That's where we sell a standard complete solution that we don't have to finish off in any way. There are occasional projects where it needs a little tweaking structurally, but that's where the serialisation ends. Customized solutions start everywhere else.
Once it's metals, it's quite often a direct solution for that particular customer.
Jakub Medek
It's due to the fact that we are in the automotive industry and it's due to the space of those companies. The carpenters don't quite address that space, but in the automotive business it's clearly lined up, especially when you have to squeeze into some CNC hall and, heaven forbid, have a customer move a CNC machine. A standard machine is a piece of cake for a dealer, add a second sensor, no problem. But for us it's a little bit different because it's not standard anymore, there's no standard preparation for it, there's some electrical work, software work, design work behind it. Someone has to make a bracket, somewhere to put something, they have to draw it, how to wire it, they have to bring it to life and there's a process of 5 people behind it and we've added a sensor. So there is no such thing as a standard. It's like putting a third windshield washer in your car.
How does selling a client solution through a partner network work?
Martin Hurych
If I understand correctly, your international distribution is an affiliate network. Come fill me in on how selling customized products through a partner works. Normally with a lot of companies, there's all this shuffling between the shop and the design and a bunch of stuff around that, pricing and what's actually going to be delivered. If I bring another entity into it, how does that work, what's your experience?
Daniel Medek
There's a lot of work behind it, a lot of communication work, but it wasn't always like that. To start with, 50% to 60% of our production goes to Germany to our German partner, who sells it on around the world. It's also 50% to 60% of our turnover and that German partner has other partners in England, in Portugal, in Spain. So it's even harder because we go through x number of players, but I think it broke down about 3, 4 years ago. Up until then it was going well, they were trying to sell standardized machines because they could, but then they understood in our already highly competitive environment outside the Czech borders that it was going to be tough. It's becoming a price war and the competing machines are more or less the same, they're still making briquettes and it doesn't matter what you put in it. The advantage is that we can offer what the competition can't or won't. The conveyor I have in my catalogue doesn't work, so I'll just develop a new one. We have the strength, the design, that we can really take that solution through those dealers to that customer. Of course, it also depends on that end dealer if they want and see the same direction as we do. Either they're trying to cram a standard machine in there and negotiate discounts, or they want to offer that customized solution to that customer. You can see that beautifully in England right now where we have the Airbus project. There, the guy selling it in England understands this very well and always tries to offer something extra to that customer compared to the competition that didn't think of it in the tender. He's a clever guy and then he passes that on to us. He's offered something, he needs some layout, some render and a little bit more thought. We'll throw out a proposal, he'll consult it again, it works, but it's a long shot and it's really up to the end merchant to be good, smart and have the same mindset that we have.
Martin Hurych
How is the responsibility for trade spread along this chain? Are you more or less looking after your partners, or do you have your own end customers?
Daniel Medek
Hard to shoot a percentage, but I'd say about 50/50. In foreign sales we have even more customers, for example now we are dealing with about the fourth step to Bosch China in China, where we have already delivered 4 machines and now we are dealing with equipping a new factory again. That's direct and of course it's China, so you can't get in the car and drive there and it's again a lot of communication work, but it works.
Martin Hurych
So the standard tool is some kind of email?
Daniel Medek
Email, now Teams from Covid is a great help and phones. Only there's a 7-hour difference, so you one must reserve either the morning or the evening.
How to choose a good business partner - dealer?
Martin Hurych
A well-functioning affiliate network is kind of the holy grail for a lot of smaller companies, because it obviously has a chance to leverage my business skills. How do you choose a good partner?
Daniel Medek
Wrong. When somebody comes up with a good partner choice, I think we're gonna rip their arms off. If you want to go into a new market or some market that we're bombarding, sometimes things will work out there, but we'd like to have someone permanent and it's still about luck. You have to meet him in the right place somewhere at a trade show, he's up to it and suddenly it works.
Jakub Medek
You have to be a fan and be passionate about it. In the beginning it's always big eyes, but then the passion slowly fades and it's usually not at first. But with the German partner, I think historically we were very lucky that he found us 20 years ago, so thank God for him.
How does VR help in the design?
Martin Hurych
Let's move into technology. When I walk through companies that do similar things to you, custom machine design work, I very often see virtual glasses lying around, but I rarely see what I saw in the picture with you. Come on, describe to me how virtual reality helps you in your design. What I have seen in your preparation, I have seen in the Czech Republic in marketing brochures at most.
Jakub Medek
I'll start from the beginning. We've also had the glasses rolling around for a long time, and I think a lot of companies have the same thing. A lot of companies in the virtual reality boom have had a bespoke app, a bespoke solution. We did it too, it cost some money, it was on subsidies, the project ended, the app stays, the glasses stay, the app company can't maintain the app and it's just the glasses. So we played Boeing for a while, we jumped off a skyscraper in meetings and that was it. I had been taking virtual reality out of the industry up to that point, that it was good, but it would blow over, anyway, I was excited about it at that point.
I took the glasses and said we'll try it ourselves, but we have to find a much easier way. We're engineers, we draw in CAD, and for the vast majority of these companies, the problem is CAD.
...to take it somewhere in virtual reality. You get it done somewhere for some money, a person sits there and redraws your machine into surfaces and makes some nice pictures, movements and animations out of it. That was just one of the drawbacks that we saw in that project. We did that, and by the time we got to the end of that project six months later, we had a machine that we had improved, updated over that six months, so we had a cool machine application that we didn't want to show. Because we would have been showing something old, which we didn't want to show at all. But we didn't want to invest more money in it, it's quite expensive, it was over a hundred thousand at the time. Today, we are so far along with a solution that we can convert models in three clicks. Basically, I draw something in CAD, put on my glasses, click the mouse three times, and from a minute to 10 minutes I'm looking at small parts, large assemblies, walking through lines, halls, whatever I need. So we found our own setup of how to do that. It's all with the help of some commercial tools, we don't use any in-house development, we went the commercial route so that it would be sustainable in the long term. Now the software costs us $1,000 a year, so basically compared to the previous project it's a song and dance.
Personally, I wear those glasses maybe four or five times a week, going through some projects or just enjoying the final. I'll see what it looks like in the virtual room and we'll move on. Now we've got the transfer and we're trying to make some environment for that. The downside of our solution is obviously hardware intensive, we don't optimize the parts that we convert because the software can back-sync them. That was the problem that the companies that are just redoing it can't do. When that engineer modifies and changes something, there's no update button, but the graphic designer has to go and do it again. We put update and it's all projected and it's all updated, so from that standpoint it's a great solution for us. It also ties in with those projects where you start with the customer on version 1 and you end up on version 30 of the layout. If the customer wants a conveyor in there, we put the conveyor in there, update it and it's there.
Martin Hurych
Can you name a couple of really big benefits to the design? Because what I see is that these people don't understand why they would need virtual reality when they know the drawings and they can see it in CAD.
Jakub Medek
I was preparing a presentation for an industrial school and I said that when they switched from 2D to 3D, everybody got a kick out of it because they could turn it around. Now the virtual brings another sensation, 4D, 5D, basically it's a spatial sensation that the monitor doesn't give me. We can have the monitor any way we want.
big, the bigger it is and the smaller the device I draw on it, the device is huge. But then when you put it in the virtual world, you get these funny pictures from meetings. The engineers are crawling under the table with the electricians because they've lost track of the size and the device is so small it's the size of a table and they're looking for a cable somewhere. I think for an engineer or any architect, engineer, designer to be able to to show it 1:1 in some real scale is great. They can go through it, turn it around, take it apart, look somewhere that CAD is hard to go. These are different sections, if I want to look at a hydraulic tank for example, I stick my head in here and look. I can do that in CAD as well, but I have to cut it up and not go through the volume, so it's kind of more challenging. So that's the biggest benefit for me, that new sense of perception. It's the same as someone who's gone from AutoCAD to any kind of CAD.
Martin Hurych
Does it have any tangible effects in the sense that we do it more efficiently, better the first time, faster, etc.?
Jakub Medek
I'm a stickler. Historically in the company, we drew, we put the important parts together in CAD, but there was one bolt in a 16-hole flange. Now they're all in there because I always say the virtual thing is going to look ugly until it's incomplete. Anything in virtual reality has to be ideally 1:1 of reality, otherwise it looks ugly and the more detail the prettier it is. Granted it's more demanding on the hardware, but that's our limitation, why it's harder to use. We don't just have it in the glasses, we always have some sort of computer to do it, but we don't mind that, the other benefits outweigh that for us.
So for us it sometimes made the models of the machines more accurate.
For example, we have now drawn hydraulic hoses, which were not drawn at all. Here's the end cap, the end cap on the assembly is measured, click, click, done, now we draw them. Next year we'll be drawing the cables and we're just missing the electrical boxes, otherwise we've got everything 1:1 on the new machines.
Of course we don't fix the old machines, we try to draw the new ones we update now completely A1. It's more demanding for anything else, but then it's ready for whoever needs to make a nice image, virtual, augmented reality, nice render for the customer. Plus it's done right away, I don't have to spend a week after the designer finishing up the nuts and bolts and stuff like that. I'm annoying for the engineers with that, but they've also gotten used to it, it's easier for them at the beginning than later when someone asks them to do something else. So we're all set up to make the new stuff as realistic as possible right away. We're like 90% relative to reality in the model, so we're getting close to at least some form of digital twin in that CAD, albeit inanimate, but at least in terms of parts and stuff.
Daniel Medek
They're just stupid screws, but that's the difference. Images sell, and it used to be that the customer got a nice ochre layout, maybe even in 3D, which was fine, but now when he gets a super realistic image placed in his lobby, that's when the wow effect happens. Already in two projects it's tipped the balance towards us because they've said we're serious and we know what we're doing. When I put it in percent, so 15% of the customer's affection came from the fact that the picture was nice, that the render was realistic. Somebody put those screws in, those tubes in, and it boils down to the fact that we end up getting the project because of a stupid screw.
Jakub Medek
Those pictures must be nice too because the generations in those companies are changing and there are often younger and younger people at the helm. It shows a lot there because if you come in with a tablet and you're flying around in augmented reality with a model at the machine, it's more engaging, it's more grabbing. Today those people are used to consuming pretty content, nobody looks at the ugly stuff.
How does VR help in business?
Martin Hurych
It's almost like it's not about the briquettes anymore. Does this mean that the store now walks around with a case of virtual glasses and sells in virtual reality?
Daniel Medek
Not yet, but it's a goal. We'd like to get there one day and maybe even one day in some 10-year horizon it will be normal and required. It's still about the briquettes and what the machine will deliver, but we can make the tinsel look nice. Certainly the benefit is great in that when you offer a customer a big line that they can hardly imagine even on that paper nicely drawn, you can put glasses on their head without any technical preparation. I put the glasses on, and now all of a sudden he's in a room that's full of some technology, so he can visualize it better right away. He can go through it and you can also appear and explain to him where what is, where the briquettes are falling and where they're going to be spreading the material. It's also great for trade shows where those customers come and you don't take those monstrous technologies there. We have the smallest machine there, but when you're offering the biggest machine to a customer, it's good to put it on your head and look into it.
Jakub Medek
The nicer the pictures and the nicer the preparation, the more we can target the non-technical people, who are of course the most important to us. In the end, they may not even know where the corner is in the factory, but by drawing it and showing them how the corner changes in an animation or render, they will get a better idea.
What does a successful client solution sale look like?
Martin Hurych
What is there next that makes you successful in selling customized solutions? Could you maybe abstract it a little bit from your company and give guidance to people who are struggling and permanently talking like a technician to technicians? You've said here that the business person, the decision maker, is the most important thing to you. A lot of my clients and listeners to this podcast suspect that there are some decision makers out there, but they're in the position of being engineers or technicians and there's such a shyness to even talk to someone who doesn't understand my language. I understand that a picture may be one way. What else do you have in there to be able to convince these people?
Daniel Medek
When I take a classic project, there is not one person standing on the other side of the field. There might be an operator who is driving the trucks there, then there's a production manager, then there might be a maintenance manager, then there might be someone who is in charge of the ecology of the operation. It goes like this, there's maybe 4, 5 people, and at the end there's a purchasing manager, a finance director, the decision maker, who doesn't know much about it, but he decides whether it's a yes or no. We need to get all those people in front of him on our side and show them that what we're going to offer them is going to make their job easier. If we get all these people on our side and then there's some internal meeting where they convince their boss, it's not me versus 6 strangers anymore. It's me plus 4 other people who want it because it makes their life easier, it makes their job easier, and they all go to the boss. He mostly listens to the needs of that company, plus our product is good in that it really delivers those savings and really pays for itself within a year on average.
So the right CFO, buyer, environmentalist can calculate that the return is there and that they are not buying a rabbit in the bag. He knows that it will help them, that it will bring in money, that it will be a cleaner operation, that they will reclaim cutting fluids and many other benefits.
How much do they rely on the affiliate network?
Martin Hurych
How much do you put on active outreach and how much do you rely on your affiliate network?
Daniel Medek
We rely a lot on our partner network, because there are a lot of inquiries, so there is always something to do. We're actively reaching out, but it's not like a salesperson is sitting around making calls or making trips, because we're still the solution that's dealing with the waste, we're still somewhere at the very end, and usually those people don't want to talk to us until they have to deal with it. So getting in my car and starting to go around to engineering companies is definitely not the way to go. Of course, we've already been through on the internet, advertising, active articles, interviews, LinkedIn, but we've been trying to do that lately because it plants that bug in the head that I might as well think about it.
Martin Hurych
How does LinkedIn work? I saw you're very active.
Daniel Medek
That's a tough question. The way I see it, if we're going somewhere, I'm trying to tap into those people in that company and massage them from that background that briquetting is an interesting way to solve something. I'm trying to do that kind of outreach to those people because even though we've been in business for 30 years and even though we've been in business for 15, 20 years, there's still people who don't know about it and haven't thought to get interested in it. That awareness is important and I see LinkedIn as a big plus.
Jakub Medek
It's not just about the wood and the metals, one of our biggest customers is the Czech National Bank, we briquet money. You wouldn't even think of briquetting money. We also do various bulky materials. There's a lot to briquetting and it's not just about the wood and the metals. It's different foams, wadding, straw and things like that.
Where the customer solution is difficult is from the perspective of someone who would be starting out, so you definitely need to have a certain kind of courage. Because every customer solution has a new solution. They may be things that you know, but there are a lot of pitfalls. The advice is not to be scared, you have to take some time and you have to take a certain level of risk that the custom solution may not be completely A1. You have to remember that it's not a standard tried and tested solution, a thousand installations, but it's unique.
Daniel Medek
You need to take the head out of the box and not offer a third machine with the same parameters in a selection with two competitors. I'll offer maybe two smaller ones and if one drops out, the other one works and I've already got a benefit for that customer. I'm empathizing with that customer, what they might be facing, what's burning them, what they need to address. I empathize with the manufacturing guy who, when his machine stops, his CNC stops and now the whole production is at a standstill.
How are they going to take over the company?
Martin Hurych
I'm going to turn the page. We said at the beginning that you were the second generation of the family. Are you getting ready to take over?
Daniel Medek
We've been preparing for this our whole lives. It's a hotter topic now because age is relentless, time flies, the grandkids are here and they're seeing it a little differently than just a company. If I take it from the beginning, we were basically brought up to be in that business and continue in some way. We've been confronted with that several times during school to see if we wanted to continue in that firm. When we both became active in the firm over 10 years ago, it was guided that way. You were given more and more of that responsibility and attended more of those meetings and now we're in that top management for every decision, every meeting and we're due for a couple more.
Jakub Medek
I think that step is not so difficult for the previous generation to take now, because we have been meeting at the highest level for 5, 8 years. I don't think there's anything that would surprise anybody anymore, so the step into seclusion is not that difficult anymore. But the first generation won't leave the company, that's for sure, that's their baby, they live for it, but it's not every day at 12 o'clock to work anymore, it's two days a week, three days a week, side projects. In general, I think it's important to stay actively involved, because when you live in something day in and day out for 30 years and then you leave the company, you leave those worries, it's going to eat away at that person and it's going to eat away at them terribly.
Daniel Medek
The mentoring is still important and there is no substitute for 30 years of experience, so I believe we willwring it out while you can.
Martin Hurych
What's it doing to you? You're a year, two, three years away from taking over a global company.
Daniel Medek
You are responsible for the business, for sales, but then you are responsible for 67 people, for the functioning of the company and there is much more. That weight of responsibility is coming, that's what I feel is going to be the biggest blow, the taking out of that comfort zone.
Jakub Medek
It doesn't do anything to me. We as technicians are under permanent stress in this business, but we have it nicely divided up, so I think the burden is more on my brother in some ways than on me.
What responsibilities will the two brothers be given?
Martin Hurych
How do you guys have it between you?
Jakub Medek
It's a good thing it's been split from the beginning. I was more drawn to the technology, my brother was probably drawn to the business, the economy, so basically everyone has that basic half of the company. We've each taken it in our stride and I think that's how it's going to work going forward. We both have no ambition to get in each other's business, so I think it's set up well from that perspective. In the end, we made that decision willingly, maybe unwillingly, during our studies.
Daniel Medek
But we started out the same way and I guess fate sort of decided it. We both started at the engineering school, I was at the University of West Bohemia for 2, 3 years in engineering, but somehow I wasn't attracted to it until I ended up in economics.
How to prepare the company well for the handover?
Martin Hurych
We sometimes talk about corporate takeovers from different angles here. We've discussed it here from the owner's angle, the prospective owner's angle, and the prospective former owner's angle, and we've discussed selling companies when the company wasn't that well prepared and didn't have a following. In your case, it almost seems like an idyll, so let me know what you think is most important in keeping it that way. Is it that long-standing discussion in the family about whether you're interested, is it that long-standing discussion about how you two compare? Because family relationships are always the worst.
Daniel Medek
Certainly step number one should be if the follower in question even sees himself in the company, if he has any tendencies at all. He has to enjoy it, he has to see himself there, there has to be that self-fulfilment in the company, without that it won't work and pushing yourself into it is wrong. I guess I would add that it's good to start the generational change early. It shouldn't be that I'm going to retire in a year, so I'm going to hand it over to my son, who will suddenly decide everything. You need to build a relationship with those employees so that everyone knows that it's coming. The partners should know that too, we depend on that partner network and I've been in charge of our biggest partner for 10 years and it's more or less all been handled by me. My dad doesn't even interfere that much anymore, he just makes the big decisions, but otherwise it works.
Jakub Medek
To start early, for us it was a bit unwanted, I started when I was 5 years old, so for us the company was a much discussed topic from a very early age. I would also recommend going through the company so that the very first position in the company is not director. I don't think that's quite right, especially from the point of view of those employees, because they are the most important in the end. Because once the resistance starts, it's a problem and it's hard to get out of it. We started from the sawmill to assembly, production, warehouses, everything.
Daniel Medek
After school I used to go to clean the hall with a washing machine, when I used to meet the second shift there who were surprised that the son of the headmaster was cleaning the hall with a washing machine to earn some money for beer.
Jakub Medek
We also go to service stations, we go to work manually, which is also important, we are not just the office rats.
What do they talk about at family gatherings?
Martin Hurych
Admit it, when you get together as a family to celebrate the birth of one of your grandchildren, what do you talk about? Is it the company again?
Daniel Medek
Now we are forbidden by our wives to talk about it at family gatherings because there are already kids, there are a lot of us when we all get together and of course you don't want to deal with it all the time. You need to get out of it a little bit, so lately it's been pretty successful not to bring it up
at these family events at all,
but then again, it's not always possible and you end up doing it anyway. If the three of us, me, my brother and my father, sit at the table, we discuss it, whether it's a failure, whether it's a success, what's coming, what's gone wrong. We'll talk about it because it's different than sitting in a boardroom.
Jakub Medek
My father is an engineer, so sometimes the conversations are long.
Martin Hurych
So let the company thrive and you should manage not to talk about the company on your birthday. Thanks for coming by, it was nice.
Jakub Medek
Thank you, too. Good luck.
Daniel Medek
Thanks, I really enjoyed it.
Martin Hurych
So there you have it, two brothers who like each other and are clear about what's next for the company. If this piece has sparked any ideas, thoughts, anything else, we've done our job well. I'll reiterate my plea for kindness, share, like, subscribe, otherwise the world won't know about Zagazh, and if it does, you'll be allowing me to invite great guests here in ever increasing numbers. Be sure to check out www.martinhurych.com/zazeh, where there's already a bonus below the episode at the moment that we didn't fit in the Ignition. The two brothers have worked out a bonus on how to use VR in your business right now. I have no choice but to cross my fingers and wish you success, thanks.