You've grown faster too independent than ever than ever before. The challenge is operations. I mean there's a there's a there's
a shortage in engineers. Every part of the way especially in Singapore our supply chain
is disrupt the traditional supply chain. Suddenly capacity dropped by 60 percent. Our suppliers kind of ship raw materials
to our stores. All that actually kind of restricted our growth in what we have grown more. Yeah about a pandemic really did
help us. And I think that that reaffirms the fact that I think from this people's view on robotics and automation has changed
permanently. And I think it's only going to grow faster from here.
Let's talk about something that is on the market now which is sunburst. And this is something I guess that you've managed to
take the worst of the pandemic and make something good of it. The pandemic is really I'll say I celebrate that adoption for
robotics and automation. So Sanders was one of them. We are building mobile robots and then we receive a lot of inquiries on
can we do mobile robots. This infection we shared with the form of this infection that is a spree or it is you. The whole team
got together and we built this up. We've been like a record time in a few months. We got this up and running. We did the relative
test and we rolled it out. And I think this is something which is only possible for a company that is structured to be very
agile. And since we we PBF always pride ourselves on being a Joel Weber which we are able to mix and match piece things
together and be a product of technology very quickly. I mean this is there's always been our strength. What else is on your
radar. Do a few things in the current few months because of the supply chain disruption. We decided to expand further. We're
going to put a few more factories around Asia PAC. We're going to split also the supply chain for China for China and the rest
of the world. Have another dedicated supply chain. So this. Their plans to build a big factory in China in the coming
months. Also we are looking into expanding in some other locations for
already centers not only for for sales and manufacturing. We feel that is important for us to diversify our India base. So
currently are and D and a few are ready in a few countries where there are some countries we've said in technology that we find
very very inspiring and we want to build our descent in those areas that are the engineers of that country could and also in a
way proliferate the technology to the rest of the idea hubs. We're surrounded here by robots. So tell us a little bit more
about what digital 4.0 is the manufacturing of the future and what you hope to achieve here. It's a very very large scope
right. Digital 4.0 or industrial 4.0 for ISE Francine Lacqua. We PBA believe that industry 4.0 means for us is that we believe it
will. It is really the emerging into at least two large views. So in the past automation and industrial automation is always
used within the factories. What we are seeing in recent years is the same kind technology is being pivoted into outside of the
factory. So you started seeing them to be used in retail use in supermarket. Some use in FNB Frontline where you have the robots
serving coffee robots making ice cream or cooking for race and stuff like that. So technology wise you have to develop certain
technologies in order for you to fit outside of the factory. He has to be a bit more versatile has to react to unknowns and all
that. But I think this part of it is exciting. But this part is
growing phenomenally because there are so many new markets that are on tap and their markets are completely undiscovered. So
this is the exciting part for us and industry 4.0. Let's go back to when you started and growing up in a family business. Was it
always you know a given that you were going to join the family business given that your father did kind of make it a little bit
difficult for you. At one point he kind of cut you off a bit and gave you food stamps and that's how he paid you. Ever since I
was young I think my debt. The only thing that we always truly thought about passionately is business. Even before I was I was
in the business. I think that's how he is where he devoted his whole life and into the into the world. So when I when I
graduate that he didn't kind of force me and say you have to join not to push. What he taught me was you could try and see
PBA is what you what you want to be in. And if you don't like it then then find another job after that. So he didn't force me.
Yeah he kind of let me make the one choice. You've been CEO for almost 10 years. Was your father initially I guess a little
hesitant about some of the ways that you wanted to transform the business.
Yes. Yes. So my dad and I have a very unique relationship. He likes to
create positive friction. So we always disagree somehow. If you're are in a meeting and a group somehow we will always have
different opinions. So when I first started there was a lot of ideas that I wanted
for to transform the company. And my dad didn't he didn't allow or he didn't agree. A few I mean rightfully so. He felt that I
only had to limit that experience or view of the industry and the company and to exercise such drastic changes. Maybe too
risky. I believe your father said to you though after your first successes don't get too cocky. Tell us a little bit more about I
guess how he's tried to shape your leadership. Well his exact words were I hope you feel
he felt that we learn the best from from its fixed rate. And he wants that asked not to not to try and be too complacent. And
since we had early success he didn't want us to just be complacent and go off track.
Yeah. So he thought it was a healthy feeling and we can be in the future. You have four children yourself. What's your
succession plan. I am already planning my succession in the company. I'm 42 this year. Right. So I wanted to make it so that
at 50 I would already have a very concrete successor or successors in place.
So for my kids I mean if they join a business that's created to make it. My eldest is only eleven coming 12th. So they're a bit
too young. My dream for the company is that it survives beyond me. And it's advice hopefully would be on
my kids right. Yes. It's a company that will just continue to extend. And I think that I can do that is if I can create a
management style in which is professional enough and it is corporate governance that whoever comes in beat you up or not.
Yep. The company would still continue to cruel and excel. So that's really what I'm doing. I mean my dad's side of the
business. Yeah. I think the role that I have to play is to keep the business going.