On this episode, Clue CEO, Oded Ran, speaks with Austin Rabine, CEO at Rabine Group and SITE Technologies, talking about managing a national paving company as well as an innovative construction technology company.
Rabine Group website
SITE Technologies website
Austin via email
Oded Ran (Clue) (00:08):
Hello, and welcome to another episode of the full scoop. My name is Oded Ran, and I'm co-founder and CEO at Clue Insights, the hosts of this show. And today I'm really happy to have with us, Austin Rabine from Rabine Group. Great to have you.
Austin Rabine (Rabine Group & SITE) (00:21):
Thanks! Thanks for having me. I'm excited to talk.
Oded Ran (Clue) (00:24):
So usually we have people who work in construction or they work in construction tech companies. We haven't had yet someone who is running both. So it's going to be cool! So how about you start, and choose which hat do you want to wear first.
Austin Rabine (Rabine Group & SITE) (00:41):
Oh, man. Well, I guess I'll wear the construction hat first. So that's kind of, that's been my most extensive background. I'm new to the tech world.
Oded Ran (Clue) (00:51):
Perfect. So tell us a bit more about the group and what you do.
Austin Rabine (Rabine Group & SITE) (00:55):
Yeah, so Rabine Group is a group of companies that's mostly focused on facility management and facility maintenance. The company has been around for about 40 years. My dad started it right out of high school when he started just paving driveways up in Northern Illinois, where he grew up knocking on doors and paving driveways for the neighbors essentially. And he over the last 40 years has grown the business to the point where now we're 11 companies total, mostly focused on paving, asphalt and concrete, but then we also have roofing company, pipe, televising, company doors, and docks, snow removal - and then the new tech company SITE technologies. So again, it's mostly, it's not a lot of new construction. It's mostly around facility maintenance and management. So it's seal coating, striping, we'll do patchwork. And then we also do large remove/replace projects. So, you know, when they're ready for a new parking lot, we'll come in and we'll mill off the asphalt and then repave it, same thing with, with roofs.
Austin Rabine (Rabine Group & SITE) (01:52):
It's mostly maintenance again, it's all kind of similar client base, which is nice. So we can leverage all these different businesses and be able to service the same client in multiple verticals. So large property owners, industrial distribution centers, retail, commercial property, all that kind of stuff. So yeah, it's been exciting. We work in all 50 States. So we self perform all over the Midwest. We also have an office in Maryland that we self perform out of. And then anything outside of that, we use a partner network that we work with. They perform the work, we'll do all the project management and quality control and kind of client communication and sales piece of it. So, so yeah, it's been fun. It's a, it's been a good business. I grew up in it. So, you know, I have been learning about construction and pavements since I was 10 years old, probably when I would be out on jobs with my dad. So, so it's, it's a fun business.
Oded Ran (Clue) (02:48):
So you grew up looking at the business from, from like literally day one. What have you seen changed in the last five, 10 years since you started to be more involved?
Austin Rabine (Rabine Group & SITE) (03:00):
Man. I mean, you know, I think that one of the, one of the things that, that I'm, I've actually been really excited about in construction and paving is that it hasn't changed a lot. And to me that just shows that there's a ton of opportunity. You know, it's been a pretty from a technology standpoint, it's been a pretty slow moving industry on the equipment side. There's been new technology advances like you're well aware of, between telematics and different pavers and milling machines. And, and we have a laser screen for concrete that, you know, is a 3D laser screen that is basically all running autonomously. So in that sense, there's been some really cool innovations and new invention and technology that's been brought to it. But other than that, there hasn't been a ton and it's still run from an operational standpoint, pretty old school. We're starting to see, I think probably in the last five years more of these companies, like you, some of the innovative stuff that you guys are doing as well as, you know, different ways of, of tracking whether it's the labor or the material. So some of that is starting to come out, but it's, you know, I'd say it's been very slow compared to other industries, but that's something that's, that's been exciting to me.
Oded Ran (Clue) (04:10):
You've seen this industry from inside. And you know, what do you think, well, why has it been slow? Everyone knows it's been slow, right? You must have been like dinner conversations looking and says, Hey dad, that doesn't make any sense. We do it that way. What's your take on it? Why has it been slow?
Austin Rabine (Rabine Group & SITE) (04:25):
I think for a few reasons, I think it's been around for so long that a lot of the workforce is comfortable with the way that things, you know, change is hard. So I think that a lot of the workforce is comfortable with the way things have been done for the last, you know, 20, 30 years. And there's been a ton of technology progress throughout those 20 to 30 years. That just has kind of been kind of gone past the construction space because I think it is very difficult to implement new things in an old industry and, an existing company that has processes set up, but you're right. I mean, you know, my dad and I would have conversations all the time where it'd be like, you know, I'd see something that's being done. And so a good example of this is one of the businesses that we have today when Uber started, I was like, we have all of these issues with trucking, right?
Austin Rabine (Rabine Group & SITE) (05:09):
There's all of these, these issues with tracking the truck, tracking the material, then it's a big cost of the job. So if the truck is late, then production has slowed down. The crews are sitting around and that's money that we're having to pay labor, not be doing anything so that, you know, it was around the dinner table. And I was like, there's gotta be a way that a similar technology of like what Uber is doing can be translated into the trucking industry. We started something shortly after that, that we didn't have enough focus on that ended up failing, but then actually probably five years ago and had another business that started doing something similar. But that's just another example of, I think, where people are just slow to change. When you're talking to a truck driver, they don't want to deal with, you know, putting information into their, into the app on their phone, right. They're used to driving the truck from the asphalt to the job site and back and forth. And and they liked that. And so when you start to introduce new things, I think that gets scary and difficult to get people to do consistently. Right.
Oded Ran (Clue) (06:07):
And, you know, jumping to 2020, you know, my thinking as well as changed here a bit, when we speak with companies and we migrate it to speaking with people at Clue about our three elements of digitizing first, then connecting and then optimizing. And it sounds like you passed most of the stage of digitizing processes, right? Not using pen and paper. We're seeing a lot of problems in the connecting people, using completely different systems. They're all in silos. They're not working. And then you cannot jump to the third stage optimization. Is that what you are seeing? Tell us a bit more about like these three phases.
Austin Rabine (Rabine Group & SITE) (06:43):
Absolutely. I think that's a great point. And so kind of jumping to SITE technologies briefly, we're seeing a lot of that right now as well, because we're, we've got the digitizing down where we're capturing imagery from a facility. We're able to display that in a way where we're, we're making actionable decisions for the budget, that the condition of the facility, how the money should be spent to maintain the property. So we kind of have that digitation down, but then they're using all different accounting systems and they've got a platform for their roof. They have a platform for their pavement. They've got all of these different systems that they've been using in some cases for multiple years and they're comfortable with, but now we're now we're coming in. We're saying, look, you can get all of this information at one spot right now, how much, how much better is that when then having to go, so one platform for your roof. So then I got to check on my pavements. So now I have to check on the HVAC units. One platform is so important because I think that that's the only way that it actually becomes useful and valuable and saves the saves the owner time at the end of the day, because otherwise it's just, you know, it's, it's a nuisance to be able to have to go to all of those different platforms to get information.
Oded Ran (Clue) (07:54):
Totally. So you started speaking about SITE and we'll try something new. Those of you listening in, instead of watching, you won't be able to see this, but how about Austin, you share your screen. And as you do that, and you open the SITE web app, you'll talk us a bit about what was the aim and, you know, how did you move from basically being a construction person, coming from a family, doing construction to putting this startup founder hat on you.
Austin Rabine (Rabine Group & SITE) (08:27):
So just a quick intro, and then I'll share my screen here. Again. Technology is something that I've always been really interested in and kind of, you know, always been keeping up with as things changed. And I was never a hundred percent certain that the family business and construction was something that I wanted to do forever. I think that that changed.
Oded Ran (Clue) (08:43):
Dad, don't listen, don't listen to this (laughing).
Austin Rabine (Rabine Group & SITE) (08:47):
You know, I've had plenty of conversations with dad, but I think, you know, probably when I was running one of our businesses, Rabine Paving America, that was the national company we're repaving all over the US that's when I started to get excited, because I could see how you can take this business and industry and change the processes and implement technology to scale the business. The part that I wasn't super interested in was heavy asset driven, as you know, so to grow a business, you have to make a lot of investment in equipment and people, and you're not going to be able to scale exponentially. So when I started to see that there was an opportunity to implement different technology, that's when I started to get really excited about it. And that was probably, oh, probably seven or eight years ago. And so within Rabine Paving America, one of the big issues that we, that we saw, and we were actually trying to solve it for a while, which is our clients, you know, are large property owners.
Austin Rabine (Rabine Group & SITE) (09:41):
So like a Walmart or Home Depot, they have thousands of properties all over the US and some cases all over the world. They had no good way of getting consistent information from their properties to be able to make decisions on where they're spending their maintenance budgets for pavements or for roofs or for landscaping. Because what they would have to do is they'd have to send out a local engineer or local contractor to go give them to get information and come back with a scope of work. Every contractor engineer that goes onsite is going to have a different opinion about what needs to be done on that same lot. All the formatting is different. So you would get back hundreds of different formatted reports that you would just kind of have to make gut decisions around, or, or what, what facility was kind of complaining the most about where you would spend the money.
Austin Rabine (Rabine Group & SITE) (10:25):
So we started to fly our engineers around the country to build what we call Rabine Pavement Management programs. So we would send an engineer out on site, they'd walk the facility, come up with a condition five year plan, and then deliver that in a PDF to the facility. And it was valuable to them, but it's still, we knew that there was a lot of opportunity and things that we could do with that information that just by flying people out on site where, you know, you, we, weren't going to be able to get all of the information and data that we needed. So then we started to explore drone technology about three years ago, and we got connected to a company that basically had drone networks. So they have, you know, 5,000 independent drone pilots throughout the United States. And we could access that network to then go out on site and fly the facility for us and give us all the information and data back.
Austin Rabine (Rabine Group & SITE) (11:12):
And to start, it was pretty like it was cool information, but it wasn't super valuable yet. So we had to do a lot with like the flight planning and we said, all right, let's try to go to, you know, can we do it 50 feet off the ground? Can we do it a hundred, two hundreds? And we started to iterate around all of these different image quality. And so we found kind of the sweet spot. And that was about two years ago that we, that we felt like we had a really good handle on what information we needed to capture. And we started SITE. And so we use those drone networks to capture information, and then we have engineers and facility experts that put together reports and information for the client. So as an example, last year, so prior to SITE, you know, we had a client where we would do 30 assessments for them a year, and it would take us about seven months to perform.
Austin Rabine (Rabine Group & SITE) (11:55):
So we'd fly somebody out there. It'd be lot of time and travel and the engineer would be on the plane and then walking the site. So it took us about seven months. Now, last year, we just completed a project with a client where we did a thousand facilities in about 45 days. So we were able to capture all of the information and think about, you know, when you send somebody out on site, you're getting 10 pictures of the, of the facility. Now we're getting thousands of images that we're able to do a lot more with. I think one of the things that, that really sets us apart from some of the other like image capturing and drone companies, is that we have the expertise and institutional knowledge to be able to take those, those images and turn them into actionable insights. And now we have, you know, a thousand facilities that we're able to kind of take all that information and put it in one spot, a dashboard for the owner that the COO CEO CFO can go into and see, okay, here's my budgets. And here's my calc budget and my California market here's Texas, and understand why they're spending money in certain areas. It looks like you have to allow me to share my screen here.
Oded Ran (Clue) (12:59):
Oh, great. Let me do that. Can you show it now? Here we go. That's very interesting because many startups obviously going into this space, but they don't have the operating experience in the background. So you basically, you marry both elements, which is crucial in this space, right? The industry, deep knowledge and experience. So, what are we looking at right now?
Austin Rabine (Rabine Group & SITE) (13:22):
Yeah. So right now, this is a satellite image of a, of a distribution center. And what we do is we capture it. So all of the flights are autonomous. So basically, you know, we send somebody out and they're, you know, they show up on site, they press a button based on our parameters. And then they fly the site and take a bunch of images. And then what happens is those images are stitched together to create what's called an orthomosaic. So as I turned that on, all of this kind of cleared up, now you get very clear imagery of the condition of a facility and all of these are basic. So all of these are individual images that are stitched together. So I can come into here and I can pull up all of these images separately. And let's see if this is going to course, cause I'm sharing my screen in a demo. It won't work.
Oded Ran (Clue) (14:10):
And then as you do that, I'm guessing it's more than the imagery, right? You can start to do clever stuff, like analyze it automatically. Right?
Austin Rabine (Rabine Group & SITE) (14:16):
Exactly. So all of those images now we're starting to build some AI around to be able to automatically detect defects, tell the difference between concrete and asphalt and landscaping. And we're able to overlay these orthros on top of each other. So now I can zoom in. So this is 2018. I can go back to 2017 and then here's 2019. And then on top of that, I can put them side by side, start to do my analysis this way. Okay. How is this performing, you know, is this performing how it should be? Is there a warranty issue? Is there, are there base issues? Is there something else going on in this facility? And then what our team does is they put together, so they zone out a facility. So if I toggle that on each one of those represents a different zone and every one of those has information behind it.
Austin Rabine (Rabine Group & SITE) (15:07):
So we have the zone name, we have the type of surface. We have the, the pavement condition index, traffic type and square footage. And each one of those has all of that information behind it. So now we can take this information and now we can aggregate it across multiple properties to show the owner conditions of here's, what your docks look like. Here's what your drivelines look like, your employee, lots and start to make decisions around how this facility should be maintained. And then, you know, on top of this, this one does not have it, but you know, we put scopes of work in each one of these years. So then the same thing, a scope of work will pop up. It'll have the cost for that repair type of repair and kind of all of that information that goes along with it.
Oded Ran (Clue) (15:49):
And do you visit you today, sell this out for clients who are re buying clients as well as non Rabine clients, someone else, how do you see this relationship going? And as you answer that as well, talk to us a bit more about, are you a fully owned startup of a construction company? Would you tomorrow say, Hey, we want to grow the company and go to other spaces that are disconnected from our parent donor?
Austin Rabine (Rabine Group & SITE) (16:13):
Yeah. So we made a decision pretty early on with SITE that we thought that the opportunity was bigger outside of kind of the Rabine group than within the Rabine group and for a couple of reasons. So I think being with, if it's within a larger organization than as a startup, you start to lose some of the, so if there's a, let's say, you know, there's a fire in Rabine paving and it's a big job. And all of a sudden we need a project manager and we need help. We need people to, you know, do some administrative work, whatever it might be. It's really easy to go to the startup that isn't necessarily making money and generating profit and say, Hey, I need your help for the next two months. Right? And then you just lose a lot of momentum and you're not able to, to build the businesses as well as you should.
Austin Rabine (Rabine Group & SITE) (16:59):
So that was one reason. And then the other reason is that some of our clients saw it as a conflict of interest. So they weren't comfortable with if Rabine was doing the assessments and then Rabine is also performing the work. So it's a completely separate business, a separate team, separate offices. And so now we're doing a lot of assessments and we do have a lot of clients that have just said, Hey, you know, through this process, we trust you guys. You guys are consulting on our pavements. We like working with you. So we're able to build a really great relationship with the client and the owner. And then they've gotten to a point where they said, can you guys just do the work for us? So that's been kind of a really nice transition to be able to say, yeah, of course, you know, we can, you know, we'll recommend obviously re buy and we'll handle that work.
Austin Rabine (Rabine Group & SITE) (17:42):
Here's your context over there. And then we've got, been able to generate a lot more work through that. But yeah, I mean, that was kind of the big reason that we separated it all out. And then also, yeah, like you mentioned, it is fully owned by, by my dad and I, and we've got a couple partners in it that are within the business, but we are potentially looking to raise money at some point. So I think that we look at a lot of our competition that some are doing similar things, some are on, on their way to doing some similar things. They will raise a lot of money. I mean, there's some that have raised over a hundred million dollars over the last six years, you know? So I think that we have a really great headstart because of our expertise and because of our knowledge of what the, what the property owner is looking for. But if you raise $30 million round, you're going to be able to spend some money and probably catch up pretty quick. So, yeah. So that's been something that we've been considering lately is raising some money to be able to hire salespeople, hire more developers, to develop the technology faster. And that's something that I've never really been a part of. It's a new experience. And it's been a lot of fun getting to know that world. I like it a lot. I just don't have a lot of, a lot of experience in it.
Oded Ran (Clue) (18:52):
So, and tell us a bit about challenges. So what, what's the biggest challenge that you have at the moment, switching back to Rabine group, the construction company, what's the biggest challenge you guys are working through?
Austin Rabine (Rabine Group & SITE) (19:04):
So right now our biggest challenge is with everything going on with COVID is definitely sales. I mean, we're trying to, so we have a lot of clients that have have kind of deferred their budgets to 2021 that we typically do quite a bit of work for. But I think that we've been fortunate in the sense that we have a good team that was able to pivot pretty quickly and find the clients that are doing work right. And that was really important to kind of early on for us to figure out, but that's been for sure the biggest challenge is just kind of navigating. And I think that 2021 could even show some issues as far as people not wanting to spend as much money, depending on what happens with a vaccine or opening things up more like, I think there's a lot of uncertainty in the market and it's hard to navigate when people are uncertain and they want to hold onto cash for as long as possible.
Austin Rabine (Rabine Group & SITE) (19:53):
Pavements is something that is not typically an immediate issue, right? Like a roof is something. If there's a leak in the roof, you got to fix that right away. If there's cracking in your pavement, you can get away with that for a little while. You're going to, it's going to cost you more later on, later down the road, the further you defer it, but it's something that you can kind of look over for a year or two. So that's been a really big challenge. You know, I think that from an employee standpoint, that's been a totally new challenge to navigate is obviously we were all working remote for a very long time for a couple of months when everything was shut down, we're still essentially remote. We have probably, I don't know, 5% of the people come into the office on a day to day basis, depending on the day.
Austin Rabine (Rabine Group & SITE) (20:36):
But that's also been something that's been kind of a challenge is just navigating. You know, some people are very uncomfortable with COVID and coming into the office and interacting other people are totally fine with it. So it's just kind of been interesting to try to navigate both of those scenarios and you kind of have to be open to both, right? Like, Hey yeah, our office is open right now. If you're comfortable, come in. I'm usually in the office, a few others are usually in the office if you're not comfortable work from home. No problem. When you guys are set up to be able to do that, this is the first year. Well, so I kind of, I moved from SITE CEO to Rabine CEO in January. So it's been an interesting first year to be able to kind of take things over.
Oded Ran (Clue) (21:18):
You're two months into the role you and you got a gift (with Covid-19).... It could have been worse. You could have become the CEO of an airline company in January.... So as we are in this period of uncertainty, that really may be here to stay for the next decade. From a top line perspective, there's a few things you can control. The few things you cannot from a bottom line perspective. What are the areas that now, you look at the business and you feel these are the lowest hanging fruits for us. That's where we can become more efficient. What's your feeling now?
Austin Rabine (Rabine Group & SITE) (21:58):
So I think that one of the, and we had talked about this last time we spoke, one of the big areas that we looked at was our equipment utilization. I think that in good times, we are a lot slower to get rid of equipment that we might not be using that much because while we never know when we might need it, you know, we used it a couple of times last year. And it was nice to have because we were able to get a job done for a client really fast, but in today's world and having to look at the bottom line and make sure that we have cash on hand and cashflow throughout this time, that's kind of one of the biggest areas that we looked at that because we were holding on to a lot of equipment that was under utilized. And so we looked at it and said, okay, we haven't used this much this year.
Austin Rabine (Rabine Group & SITE) (22:38):
We can, let's look at selling this. Should we be renting a bigger percentage of the equipment than we are today? What should we own? What should we rent? And what should we sell it entirely and maybe sub contract out to somebody else. So that's been probably the biggest area right now. We're looking at our office space. Of course, I think everybody is. And just kind of figuring out what's going to change there. We have a handful of offices. Our headquarters in Schomburg, just outside of Chicago, has about, I want to say 60 to 70 people in that office. And it's a large space. Everybody has a big desk and, and I just don't think that that's going to be necessary in the future. And so it is a large expense for us that that's one thing that we're looking at getting more creative around. I think that the last big piece that we've been looking really closely into is just general process improvement.
Austin Rabine (Rabine Group & SITE) (23:27):
Again, I think it's similar to equipment in good times. You might not have to, if something's working and might not be the most efficient thing in the world, you might, you might not look at it and say, yep, that's working no need to kind of dig into that any further. But now we're kind of looking at all of our processes and saying, you know, are we being efficient with our time? Could this be done faster, less expensive? Can we implement technology to make the process faster and cheaper? So that's another big area that we're looking into. Everything from estimating sales, field operations, really every aspect of our business. We're looking at trying to say, where can we improve on these processes? Okay.
Oded Ran (Clue) (24:04):
Yeah. So one of the best ways to make God laugh is to tell him your plans, right? So let's do that. Let's hear from you, where do you think the next five years look like for Rabine group and for SITE? And we'll put a reminder in the calendar to check it in August 2025.
Austin Rabine (Rabine Group & SITE) (24:22):
I like it. All right. Sounds good. Just keeping, keeping me accountable. So for Rabine, and I think we've constantly grown, we've grown a lot in the Chicago market and where we self perform and our growth has been always we're driving sales. We're trying to get new clients, which is great. And I think that that's important, but I also think that we have gotten to a point where we need to look at our business and say, what is the sweet spot? And in Chicago, we're going to do X million dollars per year. And that's going to generate this much profit for us. Well, let's plan on staying around there. We can obviously fluctuate a little bit, but making sure that our processes are tight, we were delivering to our clients delivering great customer service, great experience when they're working with us and maximizing our profits.
Austin Rabine (Rabine Group & SITE) (25:09):
So I think that in our self performing regions, that's something that we need to get really good at. And then the way that we grow and grow the business is going to be new offices, opening up an office in, you know, we're looking at Nashville or Florida or all these different markets, Colorado and expanding to those markets and then growing those specific areas. So we, about three years ago, I think this is the third year we opened it up an office in Maryland. So kind of taking that same formula, opening it up into office, finding a great team, a great leader. And then we have a lot of relationships that just from the Chicago market, but also translate that into other markets as well. Prologis they own properties in all markets in the US; JLL manages properties all over. So we have these relationships that we can then leverage when we enter a new market.
Austin Rabine (Rabine Group & SITE) (25:58):
And as long as we're delivering great customer experience, quality product safety, we're always thinking about safety. Then they're going to have no problem recommending us to their counterparts in Nashville or wherever the next office might be. So that's, I think that's kind of our right now is our growth plan for Rabine and the paving businesses. And then from there that's, I think we enter with paving and then we have all of the different businesses that we can, that can follow that as well. Roofing, we can add on to doors and docks and kind of down the line. For SITE, we've been very focused on pavements. The last couple of years, we're starting to do roofs. So we're doing roof assessments for a handful of clients, but ultimately the goal for site is to be that one platform that a property owner comes to when they have questions or need information on their facility in talking to a lot of our clients and property managers, they're like, yeah, I go into Google earth multiple times a day.
Austin Rabine (Rabine Group & SITE) (26:54):
If I get a call from a tenants and they've had an issue with something on the facility, I go to Google earth type in the address, pull it up and see if I can see what they're talking about, or at least have a conversation with them. And I can visualize what they're talking about. Well, we want to replace that and be the platform that has, you know, we're going to have more up to date information because we're going to have better imagery than, than a satellite today. They're going to have their budgets there. They're going to have what scope of work has been performed over the last five years or 10 years, however long they've been using us. So that we're going to be the answer to any questions that they have on their facilities. Like I said, we're doing pavements really well right now, or do a roofs.
Austin Rabine (Rabine Group & SITE) (27:32):
Well, we're going to add landscaping, facades, kind of a full exterior solution. And then we're also kind of exploring different ways to capture interiors, to be able to do assessments on interior. So facilities as well. I think that's a little, a little bit further down the line, just because one of the reasons that we've been able to scale and expand the way that we have is that the technology and these drone networks have been almost kind of commoditized where there's a local person on site, you know, 10 minutes from the facility, they show up after work or on the weekend, or whenever they want, they fly the site and we get the information there really isn't that yet with, with interiors. So we're kind of trying to work through that, but yeah, you know, for, for site, it's being the answer to facility managers questions,
Oded Ran (Clue) (28:17):
Great summary for both. And I think, you know, in general today's episode really shows everyone's listening the impact that you can get from having a very forward leaning approach, both in the size of the construction and obviously of technology. That's been fantastic. We always finish up with a question. If I give you now a field day to play with any piece of equipment and enjoy it, what would you pick and why?
Austin Rabine (Rabine Group & SITE) (28:41):
I would probably pick, I would probably pick a skid loader. So, so I in high school and college, so I actually kind of had my own little business where I was prepping driveways and I actually did snow removal in the winter. So I operated a skid loader, like every day in the summer and winter, whenever it would snow, I would be out in the middle of the night snowplowing. And it's been a while. I haven't, I haven't been in one in a while. So we kind of fun to check out the new technology. I was actually talking to a friend who used to work with me and he would, he was like laboring for me. And then he would also operate the schedule of every once in awhile. And he just started a business in Colorado and he bought one brand new cat, skid loader for his business. And he's like, dude, it is crazy. It's got air conditioning, it's got heat. It's got a radio is tell him. I'm like, man, that would have been so nice in the winter. You know, I didn't have a door on my, on my cab. So I was sitting there like all bundled up freezing. So, so I think it'd be fun to operate one of those again. I think
Oded Ran (Clue) (29:44):
I already know what gift are you going to buy your children for their 10 birthday... What's the legal age to operate these by.
Austin Rabine (Rabine Group & SITE) (29:53):
Yeah. I don't think there is a legal age, so...
Oded Ran (Clue) (29:55):
Yeah, I'm sure someone's listening is already typing an email to me, but that's been absolutely fantastic. So we're going to have links after this, both to the group three or everybody in group and decide technologies. And if anyone wants to get hold of you personally, what's the best way to do so.
Austin Rabine (Rabine Group & SITE) (30:14):
Yeah. My personal email is firstname.lastname@example.org - that's the best way.
Oded Ran (Clue) (30:20):
We are going to put that on the show as well. Austin. Thanks so much. It's been an absolute pleasure having you.
Austin Rabine (Rabine Group & SITE) (30:25):
This has been great. Thanks
Oded Ran (Clue) (30:27):
.For listening to another episode of the full scoop here at Clue. And we'll see you at the next episode in a couple of weeks. Thank you.