GE is famous for its leadership development for their employees. That was the first step, and I ended up spending 16 years at that company. There was a call from a recruiter for an opportunity with GE, and they had been recruiting a lot of people. I remember I went back to the airport, and back in the payphone days, and I checked my voicemail. I said, “Look, let’s talk about the next role.” I just looked back and shake my head at all as far as probably what they were thinking, but they said, “Look, there’s a couple of things we can look at.” I felt like they were laterals. I went to corporate, and they were like, “Yeah, right.” I was named the salesman of the year, and it’s time for me to run Owens Corning, of course. I was living in Indianapolis, and as you do as a younger, aggressive sales guy, I felt like I should have a bigger job. I think there was a class of maybe 10 or 12 of us, and that was my first role right out of school. I just felt like the investment they were putting in their team was compelling. It was six months’ training, and you had three months in the field, three months at corporate. They had a remarkable training program that really intrigued me coming out of the University of Colorado. Was that on the engineering side or on the marketing side? When you went to school and you ended up in… You said in Corning, right? As we were talking earlier, you grew up in a couple of different places in the country. You came from a different industry, but had really developed leadership chops through GE. Really looking forward to diving into the exciting time you guys are having at Stem, but I want to talk a little bit about your background, which is maybe a little bit unique to this industry. John, thanks so much for being on Experts Only.
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