Technology and Construction Pt. 1


In this episode, we go talk with Chief Innovation Officer for Compass, Nancy Novak, about how Compass is working to promote diversity and inclusion on the construction arena, and what drew her to Compass as a company.

Announcer:                      Welcome to Not Your Father’s Data Center Podcast brought to you by Compass Datacenters. We build for what’s next. Now here’s your host, Raymond Hawkins.

Raymond Hawkins:         Welcome again to another edition of Not Your Father’s Data Center. I’m your host Raymond Hawkins. We are recording in Dallas, Texas on Friday, November 20th as our planet continues to wrestle with a global pandemic. Grateful to have you listening. Wherever you download your podcasts, feel free to give us feedback on Twitter @CompassDCs. Feel free to send us a tweet, give us insights and things that you’d like to hear or see from the podcast. Today we have Nancy Novak, chief innovation officer at Compass with us. We’re going to learn a little bit about Nancy today and her career, candidly a 30 year career in construction, pretty impressive stuff, some amazing projects. So we’re going to hear Nancy story, and then we’ll get into some specifics in our next recording with Nancy as well. Nancy, thank you for joining us.

Nancy Novak:                  It’s so great to be here, Raymond. I’m excited to be able to tell our audience a little bit about myself and why I’m so passionate about our industry. Just look forward to being able to contribute to others who might want to follow in our footsteps.

Raymond Hawkins:         Awesome stuff, Nancy. Nancy, if you don’t mind, can you start off with, how did you get to Compass and then we’ll go back to the beginning of your career. So what was the initial connection to Compass and how did you become chief innovation officer here at Compass?

Nancy Novak:                  Basically I was in the building industry for, like you said, over 20 years with a large national firm. And then I retired for about four years and I traveled and went to a lot of different conferences. And then I was invited back to work with a global firm. And one of our clients was a national contractor and Compass was part of our national program. So I met Chris Crosby through that national program and we just hit it off. So when I decided to retire again, he gave me one day of retirement before he called me up and said, “Come help me build our business at a really crucial time.” And I was really excited to be able to come help Chris here in the Compass Datacenter world.

Raymond Hawkins:         Now, what year was that Nancy that you got a day of retirement before Chris started bothering you?

Nancy Novak:                  2017.

Raymond Hawkins:         All right. So three years and change now with Compass?

Nancy Novak:                  Yep.

Raymond Hawkins:         Good stuff. All right. Chief innovation officer, let’s take a turn of the crank on that. And then let’s go all the way back to the beginning of your career if you’re willing.

Nancy Novak:                  Sure.

Raymond Hawkins:         So as chief innovation officer, day-to-day, the things that you’re the most concerned about and the things that you’re trying to push the envelope on.

Nancy Novak:                  So I’m most concerned about disrupting the construction industry to where we can actually become more productive and more inclusive and more innovative. The construction industry is kind of in stalemated for the last three decades when it comes to actual stats on production. And we’re horrible when it comes to being a more inclusive environment. So those are the two biggest things I’m most concerned with because the biggest thing that we deliver as Compass is a product, which is a building that we then own, and we have assets in. Disrupting the construction business is top of mind.

Raymond Hawkins:         So disrupting the construction industry, I think Nancy, I heard somebody say once that virtually every industry has seen significant productivity gain. Digitization of industries has changed our world that almost every industry has seen productivity gain. And that construction is one of the few industries that have seen little to no productivity change in decades. Is that an accurate statement? Is that a fair assessment?

Nancy Novak:                  Yes. Hundred percent accurate. Yeah.

Raymond Hawkins:         And when you talk about disrupting, I think that is at the heart of what you’re talking about is, hey, how do we help take construction and introduce means and methods and technologies that help change and increase productivity. Is that a fair summary from a sales guy asking a construction person what you mean by that?

Nancy Novak:                  Yes. That’s the primary concern. How do we become more productive as an industry? Like literally, how do we change those statistics? Because the clients that we build for, Raymond, in the Datacenter world, they’re looking at our industry and they’re saying this isn’t good enough. So we have to get better.

Raymond Hawkins:         Right. Right. And then the other one you talked about briefly was being inclusive. Two minutes, I don’t want to sound like we’re pigeonholing anyone, but having the head of our construction business, which is the role you had before innovation. Being a woman is somewhat unusual. So can you talk about diversity and inclusion briefly on how that is part of your role as well?

Nancy Novak:                  Well, yeah. I mean, this is something that when I came on with Chris, he knew that this was a passion of mine. It has been for many, many years. During the end of my first career where I retired, I headed up a diversity and inclusion initiative within the firm. And I was always so confused about why we couldn’t get better. We were able to kind of increase the pipeline from the entry-level position, but we had an impossible time moving women up in the ranks and other diverse employees, not just women, but just from all different cultures and ethnic backgrounds. And it was just mind boggling to me. I kept kind of using the industry as the excuse, like, well, it’s just a horribly inconvenient industry to be in. And after retiring and studying this problem through lots of different lenses in other businesses, I realized that it’s the industry that has to change. And we have to quit asking the the folks that we want in our industry to change and start changing the way we do business as a construction industry.

Raymond Hawkins:         Yeah. I’ve read some of the stuff you’ve written. I think that one of the points I saw you raised that I thought was really, really valid, how does a woman with kids handle being on a job site that might move around or be in a different location from one year to the next? Hey, can we do things that make it, where she could do her work in a manufacturing facility and be able to do offsite fabrication and make her job a little bit more predictable than these moving around job sites? That’s just frankly, something I’d never thought about. But I think it’s a great example to get your arms around and go, yeah, it’s hard if she’s got to be at this job site for six months and then that job site for six months, and then that, well, her duties as mom can be really, really impacted by those change in locations.

Nancy Novak:                  Well, think about it. In my case, I just relocated my family 17 times. Because I’ve built some very prestigious things and they don’t build them side by side. So you have to travel to go do those things.

Raymond Hawkins:         Can’t they just line them up in Northern Virginia for you?

Nancy Novak:                  No. And women are still considered primary caregivers in the home. So it affects us more than men. Although I’ll be honest, like men want to be home to see their kids too. They want to spend time with their family and be able to coach ball games and things like this. Our industry, if we can change this to where it’s not such a burden to be a part of it, it doesn’t matter whether you’re male or female. It’ll make a huge impact on who wants to join us. Right?

Raymond Hawkins:         Yeah, no, I think you’re right. Certainly I like the heart of it and being driven by inclusion and the diversity in our construction business, but you’re right, it helps men and women both. And I think that’s super, super important. All right. We’re getting a little bit ahead of ourselves. I’d love to hear back up. Where are you from? Grew up? Where’d you go to school? What made you say I want to be in the construction business? And if you don’t mind, it’d be great to hear an audible version of your resume of how you got here and how you made this journey to be so many years in the construction business with so much experience. And if you would, I know you have several fascinating projects that you oversaw, if you want to sprinkle in some of those stories, that would be great.

Nancy Novak:                  Your list is easy. Yes, I love telling the story. And my dad is always embarrassed whenever I tell the story. I come from a family of four girls and I have an older sister, a twin sister, and a younger sister. And my dad was very rough and tumble. We were raised hunting, fishing, all of that. He was a superintendent, a general superintendent for one of the largest firms in the world at the time, MK construction. And he was also a Marine and semi-pro football player. So very manly man with four girls.

Nancy Novak:                  As you can see, we were kind of raised with his eyesight and learned a lot of the things that were very enjoyable for us to learn that a lot of girls didn’t get the opportunity to be around. And part of that was visiting job sites because he also had to travel and commute and work out of town. And so every summer was spent on a job site and, oh my gosh, we made really good money working for my dad on job sites when we were younger, because the trades are very good, a good business to be working in. I kind of fell in love with the business and felt very much at home on a job site from a very young age.

Nancy Novak:                  And then as I started to grow and got through high school and into college, I pursued a construction management degree at San Diego state because it was a brand new program. And I thought, well, this is kind of cool because everybody in business up until that point was either from the trades or from a civil background and construction management was actually quite new from a formal education standpoint. I was intrigued by that. By the time I got through those courses, I had already been married and had two kids. I’ll be the first one to admit I was top of my class because I wasn’t out partying like other colleges students. I had responsibilities.

Raymond Hawkins:         Being a mom tends to focus the mind a little bit, right? A little different experience in school.

Nancy Novak:                  It was ahead of different urgency for me than other folks might have. I always felt so fortunate that I got to experience some of the coolest projects. I did a lot of military work on military bases as I was growing in my career. I spent a lot of time in a role of quality, which helped me really understand the means and methods of how scope gets installed in every discipline within the trades. So I had a lot of good technical background and my minor was in construction technology, which I think is so funny now, because every time I talk about construction technology, everyone wants to say, oh, you mean like beam or laser beam or whatever. Some other type of digital technology. And I’m like, “Oh, when I graduated construction technology, there was no computer aspect of it.”

Raymond Hawkins:         Right. Right. It wasn’t that technology. Yeah.

Nancy Novak:                  It was a different type of technology. But anyway, we fast forward, 30 years we’ve made lots of advances which kind of gets back to our, why aren’t we more productive. But nonetheless, I spent many years working in military bases and with the national firm building some really cool things. And to your point, Raymond, some of the funnest jobs I’ve done have been the launch facilities for the Atlas V program for Lockheed and the Air Force, both coasts. And then also the Pentagon renovation, which was a contract we were awarded prior to the plane hitting. But then a couple of days after, we got the contract, the planes hit. And so that was a whole another aspect to a very challenging project. I’ve even gotten to do some really cool stuff with the Smithsonian and lots of amazing clients.

Nancy Novak:                  There’s very few things that I would say I haven’t had some type of experience in building when it comes to the commercial world, whether it’s industrial, hospitals, schools, airports, those types of things. I love the industry because every time you build for a certain client, you learn about that business and that client. So you learn all about airports, when you build an airport. You learn about data centers, when you build a data center. You learn about museums, when you build something for the Smithsonian. And aerospace, when you’re building a launchpad. So it’s like, if you’re a learner, this is a fantastic business to be in.

Raymond Hawkins:         Let’s take two seconds, Nancy, if you’re willing to give us a little more insight, and the launchpad one fascinates me. Was your client NASA? Was your client Boeing? Was your client Air Force? Who was the client? And tell us a little more about the project size, scope, location.

Nancy Novak:                  Lockheed was our direct client, but they also working for the Air Force. And I have a small world story that I want to talk about when I get done with how we got this job. I would just say on a personal level, I was on the West Coast at the time this project was presented to me because I was doing what I call a B1 extraction plant in Burbank, and Lockheed, it was their property. So I got to know Lockheed on that project. And they told us that they were getting ready to go build these, it’s called EELV, Evolved Expendable Launch Vehicle projects. And they were competing with Boeing.

Nancy Novak:                  I was interested in it because I was in a bit of a funk because I had just gotten divorced and I was kind of like wanting something to reignite my energy and my passion. And I thought, well, that sounds so awesome. So I started attending meetings with Lockheed up at Vandenberg Air Force space and trying to figure out what this job was all about. And I was just enraptured by the whole aerospace concept. It had been many years since a launchpad had been built. They only build these things every quarter of a century, except for now, we’ve got some commercial space activity, which is great.

Nancy Novak:                  And so I really wanted to be a part of it. I spent 18 months pursuing this project right alongside with Lockheed. Traveling back and forth to Cape Canaveral and Irvine, which is where our office was. We started out with 14 different competitors and went down to five and it went down to two and I thought, oh my gosh. I was still very young in my career. And I thought, “If I don’t get this, I’m going to be fired because we’re spending so much money pursuing this.”

Nancy Novak:                  It was such a great day when they said that they awarded us this project because I had gotten so attached to it. I thought it was really a very noble thing to be able to go do, because this was going to be a legacy project from the Atlas program, which has great history of flight. We like being, in the U.S., at the tip of the spear when it comes to space technology and space flight. Being a part of that was just a really wonderful thing for me. I had gotten remarried and relocated across country and was able to build this project that started out at about a hundred million dollars, ended up closer to 300 million on the East Coast, in a similar thing over on the West Coast, as a dual coast award when we were done.

Raymond Hawkins:         When you say launch, you mean the pad, the tower, everything, right? The whole project?

Nancy Novak:                  Oh yeah, even the mobile launch platform. It was a clean pad approach, but it was very revolutionary for the aerospace industry. They normally had what they call an umbilical tower that they would erect the vehicle on. We did is we built a vehicle integration facility just a little bit down the road that was about 300 feet tall. And we build the vehicle on there. And then they pulled the vehicle up to the pad, which was clean.

Nancy Novak:                  What this allows them to do is have another vehicle on standby if there’s a problem with like the payload or something is … It doesn’t clog up the pad itself while they’re waiting for those problems to be solved. So the launchpad is still available for another vehicle to fly, and these are heavy lift vehicles. So they can launch a bus into space. This is big time when it comes to not just low orbit, but the big stuff. Yeah, so we built the control center. We built the launch pad. We built the mobile launch platform. We built a vehicle integration facility, the whole complex. It was really amazing.

Raymond Hawkins:         I’m afraid to ask how much cement goes into that, how big this guy got. I imagine it’s just-

Nancy Novak:                  I actually have those statistics about how many miles of cabling and how many yards of concrete that we’ve placed. But since you’re catching me on the fly-

Raymond Hawkins:         Tons of rebar.

Nancy Novak:                  Yeah. Tons of steel actually. Actually it was one of my retirement books, but I haven’t brought it with me. So I can’t give you those stats.

Raymond Hawkins:         No, no, I bet there’s a fascinating stuff there. So did you build the exact same thing on the West Coast or was it similar?

Nancy Novak:                  On the West Coast we ended up taking, it was one of the pad threes and we renovated it rather than building it from a clean pad. On the Cape Canaveral Coast, we demoed everything and started over pretty much. On the West Coast, it was more of a retrofit, but it was the same vehicle and the same program. And the interesting thing is on the West Coast, it’s really designed for a polar orbit. It’s a harder thrust from a trajectory standpoint. So vehicles don’t launch near as frequently off the West Coast as they do with the East Coast, something from an economic standpoint or from a need standpoint, as far as the military is concerned.

Raymond Hawkins:         Right. All right. Next question. How many rockets have been launched off the pad you built?

Nancy Novak:                  Oh my goodness. They’ve set records. I haven’t even kept track, but it’s phenomenal. You know what’s so great Raymond is prior to the Atlas V program, they had what they called the Titan, Lockheed did. And the Titan was like, every time they launched one of those, it would be like everybody take cover because the Titan is going off and they were very unstable. The Atlas program, the legacy of Atlas is amazing. And they have launched dozens of rockets off that pad and it’s a huge success.

Raymond Hawkins:         Awesome stuff. So very near and dear to my heart. So my dad, Air Force for 20 years, retired, went to work for Boeing aerospace, your competitor, and his job was, he’s what was called a human factors engineer. So he’s got a degree in engineering, a degree in psychology and his job was to spend time with all the astronauts, interview them and ensure that what the space station freedom that Boeing was building met the needs of the astronauts. And it’s unbelievable, Nancy. The whole global community of people who’ve been in space is only like 350, 400 people. And so he would go around and interview these people and make sure that he understood what they experienced in space and could communicate it back to the engineers and say, “Hey, here’s what we need. Here’s what will work. Here’s what won’t work.” And so he would always come home with these autograph pictures of astronauts. I always thought that was just a fascinating job. Such a small community of people who’ve-

Nancy Novak:                  That leads me to remember my small world story that I promised everybody.

Raymond Hawkins:         Great. Good. Good.

Nancy Novak:                  I was in Cape Canaveral. We were doing the wet dress rehearsals and get everybody to do the maiden voyage for the first Atlas V heavy lift, and tragedies strikes the DC area and New York with the terrorist attacks. And I had already been, like I said, in on all of the interviews, we had already signed the contract. I knew I was coming up to DC to do the Pentagon renovation, which is the entire Pentagon, but urgency strikes because of this terrorist attack. So I come up here in a hurry. I’m scrambling to get my kids to where they’re at a break point in school, and I’ve got to go start this massive project and getting my house ready.

Nancy Novak:                  We moved up here, it was in November. So we were right on the verge of having the holiday season and everything. And I thought, okay, I’m going to invite the entire staff at the Pentagon to my house. And we’re going to do like a pasta party, which is what I love doing. And then get everybody kind of just as a really strong team approach because everybody was very stressed out. I mean, it was not uncommon for us to have meetings where people just burst into tears. It was just a very, very stressful time. So I sent messages out to my new-

Raymond Hawkins:         Sounds a lot like my sales meetings. Go ahead. Sorry.

Nancy Novak:                  I sent messages out to my new neighbors saying, “Hey, just be aware there’s going to be some traffic here. We’re in construction. A lot of people are going to be coming over and we’re going to have like a get together. Here’s kind of what the whole story is.” Again, it was kind of cold and I didn’t really know my neighbors, so I didn’t really get any attention from the neighborhood. So here’s my small world part. So a week after this, event takes place. One of my neighbors comes jogging in my store and knocks on the door and she says, “Hey I see that you’re in construction. I got your flyer. And I’m having trouble with my basement contractor who just ran out on me. And I wanted to know if you could help me.”

Nancy Novak:                  And I said, “Oh, I’m sorry. We don’t do that kind of construction. I do big commercial type jobs.” And she’s like, “Oh, where are you working?” I said, “Well, I’m at the Pentagon now.” She says, “Oh, I’m at the Pentagon too.” And I was like, “Oh, okay.” And she says, “So where did you guys move from?” I said, “Oh, I came from the Cape Canaveral area?” She’s like, “Really? What were you doing at Cape Canaveral?” I said, “Oh, we had a job down there with Lockheed.” And she said, “Oh, you guys built EELV?” And I said, “How do you know what EELV is?” She says, “Well, I’m Sandra Gregory. I’m the general as the comptroller for the Air Force. So I was stationed at Patrick Air Force Base. And every time you hit a milestone with Lockheed, I was writing you the checks.”

Raymond Hawkins:         Oh, wow! How funny is that?

Nancy Novak:                  She lives right across the street from me.

Raymond Hawkins:         Oh, how great is that?

Nancy Novak:                  Isn’t that crazy?

Raymond Hawkins:         Yeah, that’s so funny.

Nancy Novak:                  So crazy.

Raymond Hawkins:         All right. While we’re on small world, so we’ll do small world. So my aunt lives in Houston. I’m a little, little kid and my dad’s still in the Air Force. And we go to Houston to visit my aunt. And she’s like, “Hey, I’ve got some friends come over today and we’re going to go fishing. And Raymond, you should stay here and make sure you meet them.” It was Neil Armstrong who’d come by to go fishing with my aunts. So the whole astronaut thing and the feeling. Amazed by those guys and just what impressive people they are. That was my brush by greatness. What was the movie? The Right Stuff. Need to get to meet him.

Nancy Novak:                  That’s amazing. What an amazing person he is.

Raymond Hawkins:         Yeah. It’s good stuff. All right. I know people have got to be going, what in the world does this have to do with data centers? I really, really appreciate. If you would, Nancy, could you help us transition a little, talking about disruption in the business, talking about trying to interject productivity gains into the construction business. Could you take a few minutes and just talk about Chris’s vision, what he saw as ways for us to do construction of a data center differently, and what got you excited and what made you be willing to come out of retirement to help us innovate in this space.

Nancy Novak:                  Yeah. After being retired for close to four years, I went back to work again for company called Balfour Beatty, which is how I met Chris Crosby, because he was one of our national accounts. And so anyway, fast forward, after doing what I needed to do for them, I decided to retire again. And I was literally down at my house in Florida. And Crosby saw my announcement and calls me and says, “I really want you to come and see what we got going on.” And I told him, this is kind of funny. I don’t know if he likes it when I say this, but I told him, I said, “I really don’t like building data centers because they just suck the life out of everybody. It’s always like double triple shifts.” We did it yesterday. I mean, my husband’s going through that right now.

Nancy Novak:                  I just think it’s this horrible on the construction industry. I said, I also have never worked for an owner, and I don’t know how that’s going to work out. And he said, don’t really, I want you to come see what we have going on. So I said, sure, and I was really, really impressed with the investment he had put into the design of our products and how we’re able to do things as fast or faster than our competitors on a single shift with the respect for the trades people that we, by the way, desperately are short of, to make it a cleaner, faster, higher quality product and not have to kill everybody with these ridiculous hours to be able to accomplish it.

Raymond Hawkins:         Can I add one more thing in there too, safer too. I mean, I’m not a construction guy, but that was one that made just all the sense in the world to me, Nancy, when I first heard the story is asking tradesman to work from seven to five is one thing, asking them to work from midnight till eight in the morning, single shifting just I think improves quality, improves safety. People are wide awake. It fits their day. I think that one to me just jumps off the page. A safer job site is a job site that can run during the day and not have people going a thousand miles an hour.

Nancy Novak:                  Yeah. Yeah. We can do more with less and we can do it safer and with higher quality. It suits people’s lifestyles better. It allows us also to offer a more diverse job site, which we’ve done really well with on our Sam roles and we’re encouraging our general contractors to bring in more diversity and welcome my gender and also other diverse employees. This is all good for the business. And it’s a very different paradigm to look at construction through. That was one of the things that really excited me about Compass.

Nancy Novak:                  And I also thought with the investment that was put into this design and these products that we’re delivering, there’s such a great opportunity to really, really make a difference on how we can deliver through the industrialized approach to construction, which desperately needs to happen in order for us to be able to solve a lot of the digital infrastructure concerns, as far as being able to bring the digital age to more than half the world’s population. And then in addition, just disrupt our business in the way that I’ve been trying to do for decades.

Raymond Hawkins:         So you talked about, you use the term industrialize the construction business. Can you give just one or two examples of things that we’re doing that isn’t normal in the construction business or is still new and not pervasive?

Nancy Novak:                  Yeah. Yeah. So like doing offsite manufacturing is something that has, people have been playing around with this for decades and some people do it more than others, but it has not gotten normalized. And I believe that we are doing our best to make sure that we can normalize that. And then when you really look at the process around industrialized approach, it literally has to do with having a very predictable and very certainty around how you’re going to flow the work with the crew sizes in different areas so that people can know where they have to go and be accountable for what they have to accomplish and understand what the consequences are if things don’t get done on time and then allowing for like abilities to make up for that.

Nancy Novak:                  The schedule certainty and the costs, they become very succinct for our clients and for ourselves. That’s what the industrial approach is all about. When we think of an assembly line in an auto manufacturing plant where everybody has a place and they know what they’re supposed to be doing every day. Our trades people just want that. They want clear direction. They want to know where they need to go. They want to make sure they can meet their units. And then what’s so great about it is once they really get accustomed to it, then all of a sudden the great ideas start coming out about how they can improve it and even get better and get down to zero punch list, which is another goal that we have that is a hundred percent achievable in this type of environment.

Raymond Hawkins:         So Nancy, most of the folks that listen to us are data center folks, whether folks acquiring data centers or folks from marketing and selling them, not construction folks. When you talk about off-site, could you give us two or three minutes on what that is? Give an example why it’s an advantage, folks that don’t have the same depth of understanding of construction as you do, why is that a positive? What does it mean? What’s an example of something we do it with and why is it a positive?

Nancy Novak:                  Offsite manufacturing for construction is being able to take large components and it could … Well, it doesn’t have to be large. It has to be, any type of way that we componentize units, whether it’s sub-components or fully modularized components. And they put them in an offsite environment and assemble them. In the case of Compass, we have many examples of this, but one of the largest examples is our power centers. We’re not the only ones who do power centers. I mean, this is becoming more and more popular in the data center space, but it makes so much sense because it takes the risk of doing things from a stick-built environment in the field and puts it into a factory where it can be highly monitored. The assembly can be standardized. It’s in a safe and clean and dry environment.

Nancy Novak:                  So offsite manufacturing is so advantageous because it helps you control the cadence of the job in some large ways. And on top of that, again, I’ll go back to my inclusive comment. And that is, if you’ve got a manufacturing plant, which many of our MEP subs are very sure at, the jobs are coming to you. You’re not having to relocate every time a new job shows up because the jobs are coming to you and you’re shipping out these products that we’ve now proven can be done at lower cost at a higher rate of scheduling certainty and safer and higher quality. And then also now they’re adding in the benefit of sustainability because being able to control that environment again in a local area helps us when it comes to transporting materials and looking at local supply sources and other ways in which we can build and produce products that are more sustainable.

Raymond Hawkins:         Gotcha. All right. Non-construction audience, you used the term stick-built. Explain to everybody what that means.

Nancy Novak:                  Well, that’s when you show up on the job site, and then all of a sudden you start getting boxes of hangers and conduit and studs, all of the different parts and pieces. And the tradespeople have to then logistically go find everything and assemble it in a stick-built environment where they’re having to like they go up on the lift and they are putting together pipe and they go, “Oh, crap, I forgot this one.” They get down to the lift. They go find it. They come back up.

Nancy Novak:                  There’s a lot of waste when it comes to having to just bring everything in, in separate components and then have the crew on site have to both assemble everything and then install it from a lift or from out on the floor in a trench versus being able to do it in a controlled environment or sending it out in components to where we say, “Hey, we’ve got this huge trapeze run.” And all the components for this are assembled in a way that you just grab these packages and you get up on that lift and you can keep going. Just way more efficient.

Raymond Hawkins:         Gotcha. Gotcha. All right, Nancy. Well, this has been super good, hearing a little bit of your history here in how you got connected to Compass, your incredible experience in the construction business and your passion for improving productivity and reaching out and helping our industry become more inclusive, more diverse. Thank you so much for giving us that insight. Look forward to having you back again on our next recording. And we’ll pick a subject and dig deep into, not sure whether we’ll do diversity or whether we’ll do innovation, but we’ll think about it and talk about it and look forward to having you back again very soon. Thank you, Nancy.

Nancy Novak:                  Awesome. Thanks so much. Bye Raymond.

Raymond Hawkins:         All right. Bye Nancy. Thank you for listening. Nancy, thank you for joining us on another edition of Not Your Father’s Data Center. We’ll be back again soon. Nancy’s going to join us on our next recording. We’ll be talking about how she is leading the industry from an innovation’s perspective and as well as her passion for diversity and inclusion. And we look forward to that after Thanksgiving. Everybody stay safe. Enjoy your holiday. Hopefully you get to see family and we’ll look forward to hearing from you on our Twitter account @CompassDCs. Join us again for another edition of Not Your Father’s Data Center. Take care everybody.