Uncategorized Archives - Page 25 of 104

Communication with Radios

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 7 min

Communication with Radios

I want to talk about something that often gets overlooked but makes a huge difference on the jobsite: radios. Having radios for our own teams and for trade partners is one of the simplest, most powerful ways to keep communication clear, fast, and connected. Without them, it becomes difficult to coordinate, and people end up guessing or running back and forth, which wastes time and causes frustration.

Radios as Part of Professionalism

When I first started at Hensel Phelps as a rodman and field engineer, radios were always part of my gear. I clipped one to my vest, ran the receiver over my shoulder, and it felt like part of the uniform. Just like a soldier wears his gear, I felt like a professional in mine. That sense of pride mattered, but even more than that, the radio made me effective. I could call out layout points, coordinate with carpenters and laborers, and stay connected with the team without breaking stride. Later, I saw entire crews using radios and it was a game changer. I’ll never forget watching a foundation crew from Hard Rock Concrete. Every single person had a radio: operators, laborers, carpenters, form setters. They were always exactly where they needed to be, moving with precision and safety. They blew through the work cleanly and efficiently because they never wasted time looking for each other or wondering what came next.

Why Radios Beat Cell Phones

Radios create a culture of immediacy. They connect people in real time without distraction. Cell phones, on the other hand, slow us down. They pull people into multitasking, missed calls, and side conversations. With radios, communication is quick, direct, and in the moment. That’s the kind of culture I want for my teams: everyone connected, everyone on the same page, everyone able to adjust instantly.

Follow the Plan or Speak Up

Radios also tie directly to another principle I believe in: never go rogue. On a last planner team, when the group makes a commitment, you either follow that plan or speak up right away if something changes. Radios make this possible. If you promised to clear a pallet by 8 a.m. and you realize you won’t make it, grab your radio and let the other foreman know. That quick communication keeps the project flowing. Silence, on the other hand, leads to frustration and chaos.

Building a Connected Culture

For me, radios are about respect. They respect people’s time, they respect the plan, and they respect the need for clarity on the job. Equipping every foreman, operator, and manager with a radio is an investment in culture. It’s about running a beautiful jobsite where problems are addressed instantly, and nobody feels left out or uninformed.

Key Takeaway

Quick, clear communication is the lifeblood of a jobsite. Radios keep everyone aligned, respectful of each other’s time, and able to adapt in real time, which makes work safer, smoother, and far more productive.

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Desire, Capability, and Respect

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 6 min

Desire, Capability, and Respect

I want to share a lesson that has shaped the way I lead and think about construction. The topic is desire, capability, and respect. Desire is not the same as capability, and when someone does not have the capacity or training for a task, it can become both dangerous and disrespectful.

Why Desire Isn’t Enough

I once heard Jocko say that desire and capability are very different things. You can have the drive, the energy, and even the intelligence to do something, but if you are not capable or trained, that enthusiasm can quickly turn into risk. I learned this lesson early on in my time at DPR, under leaders who emphasized verification of training. You don’t send workers into a task they’re not trained for, no matter how eager they might be. Think about it: an inexperienced carpenter setting handrails on the fourth floor, a worker unfamiliar with concrete getting cement burns, or someone operating equipment without proper training. All of these are dangerous situations created not by bad intent but by a lack of capability. As leaders, it’s on us to confirm both capability and capacity before assigning the work.

Respect Means Setting People Up for Success

Passing defective work down the line is clearly disrespectful, but I’ve come to see that it is even more disrespectful to put someone in a position where defective work is almost guaranteed. Workers want to prove themselves, provide for their families, and grow in their roles. They will often say yes to a task even if they are not trained for it. That is why leaders must protect them by ensuring they are equipped and ready. Respect in construction means preparing workers with the right training, the right tools, and the right support so they can succeed safely and with quality. It means anticipating challenges and not just planning for the ideal scenario, but for the inevitable variations and obstacles that will come up.

The Enemy Gets a Vote

Another powerful reminder I’ve carried with me is the concept that the enemy gets a vote. In war, no plan survives unchanged because the enemy responds. In construction, our “enemy” is variation: weather, logistics, miscommunication, waste, accidents, or unexpected change. These things will happen, and we must prepare our teams to adapt and overcome them. That’s where capability really matters. It’s not just about starting the job, but finishing it even when conditions shift. Training, planning, and preparation ensure that when challenges arise, the crew can keep moving without compromising safety or quality.

Key Takeaway

Desire is important, but without capability and capacity, it can become dangerous. True respect is shown when leaders prepare and support their teams, setting them up to succeed even when unexpected challenges arise.

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How to Help your Bottlenecks

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 7 min

How to Help Your Bottlenecks

Today I want to talk about one of the most common challenges we run into on construction projects: bottlenecks. These are the moments when progress slows down, productivity drops, and frustration builds. Bottlenecks happen to every project, and that’s okay. The real question is how we choose to respond.

Fixing Trade Bottlenecks

When it comes to trade bottlenecks, one of the first things I look at is the work package and crew composition. If a large crew is assigned to a long activity, that activity can easily become the drag on the entire schedule. Splitting them into smaller, more balanced crews creates flow and prevents a single activity from holding everything back. I’ve also seen how important it is to protect key roles. If you lose a foreman or an operator, productivity can drop by half. That’s why I always recommend having backup operators and strong leads in place. Training is another big factor. A first-in-place study or mock-up sets a true baseline for how long an activity will take. From there, we can focus on shortening cycle times and building consistency as the crews improve.

Support and Resources Matter

Bottlenecks are not about failure or poor performance. More often than not, they mean that a trade is tackling the hardest scope or carrying the most risk. That is when leadership matters most. We can help by answering RFIs quickly, responding to communication immediately, and providing resources that remove barriers. I like to form task force meetings during these moments so we can rally around the trade until they’re back on track. Even small changes make a difference. Giving a bottlenecked trade priority in daily huddles, meetings, and access to cranes or forklifts can completely change their ability to deliver. When teams feel supported, they move faster, and the entire project benefits.

Tackling Zone Bottlenecks

Zone bottlenecks bring a different type of challenge. These happen when a specific area of the project is unusually complex and slows down everyone working in it. To help, I often recommend breaking the zone into smaller sections so it levels out with the others. Improving access for people and equipment is another big win. Clear communication is also critical. Visual systems like area boards, stenciled layouts, or floor markings make expectations obvious. Crews know where valves are, what the wall types are, and how the work is supposed to flow. I’ve also learned that little things matter, like better lighting or strategic leave-outs that allow overhead MEP to flow more easily. On top of that, accurate grid lines and benchmarks keep everyone aligned.

Leading Through Bottlenecks

The truth is, bottlenecks will always show up. They are part of the process. But when leaders respond quickly, offer resources, and support crews with clarity and training, those bottlenecks become opportunities instead of setbacks. Every time we help a trade or improve a zone, we are not just fixing one issue, we are building stronger habits of collaboration and continuous improvement across the entire project.

Key Takeaway

Bottlenecks are not roadblocks, they are signals that leadership and support are needed. By adjusting crews, improving training, and clarifying zones, we can transform bottlenecks into momentum builders for the entire project.

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Contracts to Blame Others Instead of Continuous Improvement

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 5 min

Contracts or Continuous Improvement?

As I sat in the car reflecting on a recent conversation with industry leaders and my own experiences, I could not stop thinking about how our construction industry leans so heavily on contracts, litigation, and risk shedding instead of true continuous improvement. Somewhere along the way, we stopped solving problems and became professional blamers.

Contracts as Weapons

I have seen this play out firsthand. On one jobsite, a trade partner needed a letter of intent just to keep talking about collaboration. It was nothing more than a piece of paper that made the higher-ups feel safe, yet it did nothing to actually build trust. On another project, I reviewed plans filled with disclaimers. Every mistake or gap in design was pushed onto the contractor. Instead of fixing errors and creating accountability, we just shifted the blame downstream.

The deeper I looked, the clearer it became. Our contracts have become weapons. Division 1 specifications, CPM schedules tied to damages, endless provisions—all designed to protect one side and punish another. This obsession with covering ourselves does not solve root problems. It only drives us into cycles of paperwork, wasted hours, and distrust.

The True Purpose of Contracts

To be fair, contracts do serve a purpose. We need them to assign responsibility and share risk appropriately. But the way we often use them is flawed. A piece of paper does not prevent mistakes any more than a signed agreement keeps a spouse from cheating. What prevents problems is behavior, trust, collaboration, and doing the right thing when it matters most.

Choosing a Better Path

We would be far better off if we shifted our focus away from legal armor and toward building integrated teams, nurturing relationships, and solving problems at their source. Continuous improvement is about prevention and progress, not finger-pointing and litigation. The more we lean on trust and collaboration, the fewer problems we will need to fight over in the first place.

Key Takeaway

Contracts can clarify responsibilities, but they cannot prevent problems. Real protection comes from trust, integration, and continuous improvement, not from endless paperwork designed to shift blame.

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The River of Waste, Feat. Hal Macomber

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 6 min

Learning from the River of Waste

Recently, I had the privilege of sitting down with my mentor, Hal Makeover. Every time I talk with Hal, I walk away with insights that shift how I see construction, leadership, and even life itself. This time, I brought him three questions that had been on my mind: understanding the river of waste, applying design-to-work package principles, and rethinking drywall in multifamily projects.

Understanding the River of Waste

The first topic we explored was the river of waste. I had always thought this concept was tied to resources, but Hal clarified that it is really about inventory and work in progress. He explained that inventory acts like water in a river. The water hides the rocks beneath the surface, which represent problems, constraints, and waste. When the water level is high, everything looks smooth. But as you lower the water, by limiting work in progress, the rocks become visible. Only then can you deal with the real issues instead of covering them up.

Muri, Mura, and Muda

Hal also reminded me of the three Japanese lean terms that guide improvement: Muri, which means overburden, Mura, which means variation, and Muda, which means waste. In lean thinking, you do not begin by eliminating waste. Instead, you first address overburden, then reduce variation, and only then tackle waste. This sequence ensures that the system is not simply patched but truly optimized.

As I reflected on our conversation, I realized that our own implementation of Takt planning had naturally followed this sequence. We had been focusing first on removing overburden by dealing with constraints that affected crews and equipment. Then we had moved toward reducing unevenness, and only later did we address waste. Hearing Hal confirm the importance of this order was a breakthrough moment for me.

Asking Better Questions

Another point Hal made stood out powerfully. He reminded me that sometimes we spend time improving processes we should not even be doing in the first place. That hit home. In construction, it is common to add fixes, technology, or “better methods” without first questioning if the task itself belongs at all. His perspective challenged me to step back, ask the right questions, and focus on removing what does not need to be there in the first place.

The Value of Mentorship

Conversations like this remind me that real growth comes from slowing down, asking better questions, and having the humility to learn from those who have walked the path before. Mentors like Hal provide clarity that helps me see not just how to work smarter, but how to think differently about the work itself.

Key Takeaway

Limiting work in progress exposes hidden problems, but true improvement starts with removing overburden, then reducing variation, and only then eliminating waste. The order matters if we want lasting results.

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A Caution to Lean Influencers

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 5 min

A Caution to Lean Influencers

When I think about flow in construction, I am not thinking about abstract diagrams or academic definitions. I am thinking about the people on our jobsites who show up every day and make the work happen. Recently, I came across a post that defined flow in a way that felt completely detached from the realities of construction. It focused on zones and processes, but left out the most important element, the people.

I could not just scroll past it. Too many of these definitions and models sound good on paper but create dangerous practices in the field. When you treat zones as the flow unit and focus only on keeping work fronts busy, you end up overloading people. That leads to batching, congestion, stress, and eventually burnout. We know what happens next. Safety incidents rise, productivity spirals down, and the people we should be protecting are pushed beyond their limits.

As a career superintendent, I have lived these challenges. I know what it feels like to run a job that is overburdened with materials, overcrowded with trades, and strained by impossible schedules. That is not lean, it is harmful. Lean should never be about squeezing more work out of people. It must be about respecting people, balancing flow, and protecting workers first.

If we truly want flow in construction, we must see it through the movement of trades and people, not just empty zones on a chart. The train of trades is the real flow unit. Projects only move forward as quickly as trades can move safely and steadily through the building. Anything else creates false efficiency at the expense of those doing the work.

This is why I caution lean influencers to take greater responsibility. If you are going to speak into construction, dig deeper. Do not drop shallow definitions or leave workers to pay the price for oversimplified theories. Lean is about people. Always.

Key Takeaway

True flow in construction is not about keeping every zone busy. It is about protecting people, balancing resources, and letting trades move safely through the project. Lean must put people first if it is to truly work.

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Conditions of Respect

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 5 min

Conditions for Respecting People

When I talk about respect for people, I am not just talking about being nice or polite. For me, true respect is about creating the right conditions where people can thrive. It is about making sure people feel valued, trusted, and supported. When we build that type of environment, our teams do better work, our projects flow smoother, and people actually enjoy showing up each day.

I have learned that there are five rights that make up the foundation of respecting people. They are the right of understanding, the right of involvement, the right of input, the right of success, and the right of humanity. Every one of these rights matters, and when even one is missing, people feel the difference.

The right of understanding means people deserve to know the “why” behind what they are being asked to do. The right of involvement means they should be part of shaping changes that affect them. The right of input means their voices are heard in decisions that matter. The right of success means we set them up with the time, resources, and tools to actually win. And the right of humanity means we treat them with basic dignity, safety, and care.

On a construction site, I see these rights play out in practical ways. A clean bathroom, a safe place to work, a clear plan, and opportunities to collaborate are all signs of respect. On the other hand, poor conditions, a lack of communication, or excluding people from decisions send a very different message. I know from experience that when leaders take these rights seriously, morale improves and so do project outcomes.

Respect is not something extra. It is the starting point of everything we do. Without it, lean systems and production planning will fall flat. With it, people feel empowered, and that energy mirrors back into the culture of the team.

Key Takeaway
Respect for people starts with five basic rights. When we give people understanding, involvement, input, success, and humanity, they will thrive and bring their best to the project.

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Humans Are Mirrors

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 9 min

Humans Are Mirrors

I want to share a concept that I absolutely love and have not written about before: the idea that human beings are mirrors. People reflect back how they are treated, both on construction projects and in life. When we approach others from a sincere win-win perspective, we create respect, trust, and collaboration. When we lead with disrespect or defensiveness, we get the same negativity reflected right back.

Gratitude and Shared Resources

Before I dive deeper, I want to pause to thank everyone who has been sending feedback. I continue to receive messages like: “I have been absorbing a lot of your content, amazing and enlightening. I am transitioning to the PM side and I want to apply your knowledge to my new role.”

That kind of encouragement means the world to me. It is also why we keep giving away so many free tools, templates, guides, signs, images, and more. Sharing these resources has grown into a full-time effort, and we even had to create template response emails to keep up. I only ask that if you use these resources, please keep our logos on them. That way, people can always find their way back to the original source for updates. We are happy to share freely to help companies and teams, but we are not interested in creating people who repurpose materials for profit.

On top of that, we have been developing more ways to support teams. For example, we recently posted simulation videos on the LeanTakt YouTube channel. These walk you through step by step how to run a project simulation. If you purchase a 3D printed kit from TaktEding, you can use our videos, Canva files, and Miro boards to run the exercise in-house. The goal is to empower teams so they do not have to depend on consultants. We want this work to be sustainable and repeatable for everyone.

The Root of Jobsite Behavior

Now let me get into the heart of this blog. At a recent boot camp, we were discussing behaviors, contracts, and how workers and trade partners are treated. One point I always emphasize is that graffiti in bathrooms, poor conditions, or workers urinating in bottles are not random events. They are a direct reflection of how people feel about their environment.

If workers feel disrespected, they reflect that back. Whether the disrespect is real or perceived almost does not matter. What matters is the experience people are having on the ground.

Too often, we approach construction like a fight. Contracts are loaded with penalties and adversarial clauses. Jobsite conditions are harsh. The mindset is defensive and tribal, as if we are in a constant struggle for resources. But in reality, people are simply mirroring the energy they receive.

The Mirror and the Rope

Kevin Rice uses a helpful analogy with a rope. If you pull on a rope, the other person naturally pulls back with equal or greater force. But if you present the rope as something to climb together, it becomes a shared tool to rise.

I like that analogy, but I prefer the mirror. Human beings reflect what they experience. If you treat people with respect, provide safe and clean jobsites, hold huddles, host barbecues, and welcome workers properly, they will reflect that energy back.

Of course, a small percentage of people may not, and they can choose to work elsewhere. But if you start with disrespect such as poor bathrooms, no parking, no smoking areas, and lack of eating spaces, you will get frustration, graffiti, and resistance mirrored back.

Contracts and Respect

The same principle applies to contracts. Harsh language, excessive penalties, and combative terms invite conflict in return. Yet there are better ways. Integrated Project Delivery contracts, design-build agreements, and even custom language created by forward-thinking companies have shown that collaboration can be built into the foundation of projects.

Do we still need contracts, provisions, and consequences? Absolutely. But the way we frame them can either breed hostility or invite cooperation.

The Bottom Line

At the end of the day, the truth is simple. Human beings are mirrors. When we lead with respect, the majority of people will reflect that back. When we lead with fear or disrespect, we should not be surprised when we see it mirrored right in front of us.

Key Takeaway:
When you approach workers, partners, or teams with respect and fairness, they reflect that back. When you lead with conflict and disrespect, that too will come back to you.

If you want to learn more we have:

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Unfamiliar Job Site Problems, A Question from a Professional

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 9 min

Unfamiliar Job Site Problems

I want to share some thoughts today on a situation that many construction professionals face at one point or another. The reality is that unfamiliar job site problems are inevitable, and knowing how to respond makes all the difference. In this blog, I will talk about clarifying your role, using downtime wisely, motivating teams after a delay, and recovering a production plan or schedule.

Gratitude and Connections

First, I hope you are safe and doing well out there on your projects. Today happens to be my birthday, and I turned 43. While driving back through Kelowna, I was reflecting on the kind well wishes I received from friends, colleagues, and listeners. That type of encouragement is a reminder that this work is making a difference, which means the world to me.

One message especially stood out. It said: “Hey Jason, you’ve been busy since I met you years ago in a pre-con meeting. I listen to the podcast frequently and enjoy it very much. We’re trying to spread the good word here at Mortensen. Keep up the good work.”

Notes like that fuel my energy. They remind me that the content being shared is reaching teams and helping them tackle real challenges.

A Superintendent’s Challenge

The inspiration for this blog came from an email I recently received from a superintendent facing a very tough situation. The city was delaying the building permit because of an unpaid invoice by ownership. The city dragged its feet, ownership resisted paying, and the superintendent was stuck in the middle trying to balance relationships with the city, trade partners, and ownership. He was doing everything he could to keep the project alive without raising red flags, but it was exhausting.

These kinds of delays happen more often than we like to admit. Bureaucracies can stall projects, and owners sometimes withhold payment to gain leverage. It is unfair, but it is reality. When superintendents step into that middle ground, it shows dedication, but it also puts an unhealthy burden on them. Some decisions should remain at the ownership or executive level.

Clarifying Your Role

The first question was about clarifying roles. As a superintendent, your main responsibility is to plan, see the future, and protect your trade partners with a strong production plan. Do not let ownership’s issues cloud that. The best thing you can do is document everything. Show in detail how unpaid invoices and permit delays affect cost, schedule, and trade partners. Place that information in front of decision-makers every week so they cannot ignore reality.

Using Downtime Effectively

The second question was about downtime. When work slows down, it is tempting to feel stuck, but downtime can be the most productive period. It is the time to sharpen the plan. Read How Big Things Get Done and The Lean Builder. Dive deeper into the Last Planner System. Identify bottlenecks, refine zones, and explore prefabrication. Build a detailed 120-day look-ahead plan and make it as visual as possible. Use the time to prepare the team for a strong restart.

Motivating the Team After Delays

The third question was about momentum. Nothing kills energy like sitting idle. That is why you should not fill time with busy work. Instead, acknowledge the delay, protect your trade partners’ resources, and wait until the permit releases. When the time comes, restart with energy. Host constructability reviews, provide clean drawings, and roll out clear plans. That clarity and preparation will rebuild motivation and momentum.

Trimming the Schedule

The fourth question was about schedule recovery. The truth is that sometimes lost time cannot be fully regained, but you can get close. Optimize bottlenecks, zone work properly, use prefabrication, add resources where it makes sense, and plan around actual work packages. These steps are far more effective than just pushing harder. With the right systems, the project can recover most of the lost ground.

The Bottom Line

Your role as a superintendent is to plan, prepare, and communicate reality. You cannot control ownership’s decisions or city bureaucracy, but you can protect your team, keep trade partners engaged, and provide leadership with the clarity they need to make the right calls. That is what makes you effective in tough situations.

Key Takeaway:
Your greatest value as a superintendent is protecting trade partners with a clear plan, especially during delays. Use downtime to sharpen your systems, communicate impacts honestly, and lead your team back with energy and clarity.

If you want to learn more we have:

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The Metrics you Need to Know Early on in the Project

Posted on August 22, 2025August 22, 2025 by Danny Jiménez⁩

Read 7 min

The Metrics You Need to Know Early On in a Project

Today I want to share the critical metrics every project leader must know at the very beginning of a project. These numbers and details provide a frame of reference, help you understand the type of program you are building, and set the foundation for effective planning.

A Personal Note

I am writing this on my birthday while traveling through Kelowna. I am missing some meetings, which I do not love, but I am also encouraged by the messages I have received from so many of you on LinkedIn. Your kind words and support mean so much to me, and they fuel me to keep creating and sharing content like this.

Why Metrics Matter Early

Too often in project reviews I have sat across the table from people who simply do not know the basics of their project. They cannot clearly state the square footage per zone, the number of floors, or the level of complexity. When those answers are missing, planning quickly falls apart. That is why, together with Kevin Rice, our Chief Visionary Officer, and Kate, we developed a simple checklist. These are the metrics every project leader should know before any real planning begins.

The Checklist of Key Metrics

Total Area
This may sound obvious, but it is often overlooked. Many teams only look at cost, but area drives cost per square foot, efficiency, and scope comparisons.
Area by Zone
Zoning is the heartbeat of production planning. Zones that are too large cause work to drag, while smaller optimized zones accelerate flow and make projects more manageable.
Phases and Functional Areas
Define your phases. Are you building foundations, structure, exterior, and interiors in one flow, or are there multiple functional areas? A basement, utility plant, or ancillary building changes everything. Each of these requires its own leadership structure with a dedicated project manager, superintendent, and support team.
Number of Floors
Floors dictate cascading sequences, zoning strategies, and crew flow. Alongside that, identify the building type. A commercial office, residential tower, hospital, or technical facility each has unique production rates and risks.
Quantities
Know your concrete volumes, steel or wood requirements, and unit counts. For projects with repeatable spaces, such as apartments or hotel rooms, units drive crew planning and production rates.
Complexity
Complexity changes everything. A new hospital is vastly different from renovating an airport terminal, even if the square footage appears similar. Complexity drives supervision needs, sequencing strategies, and risk management.
Constraints
Always identify the hardest zone, the slowest trade, and the most limiting factor. If you do not know your constraints, you are planning blind. Constraints often determine whether a project succeeds or fails.

Building Capability Through Metrics

At Leantakt, we have made this checklist a part of every project manager’s toolkit. These numbers are not just about smoother projects. They are about giving leaders confidence, clarity, and capability. When you know your project at this level, you are no longer reacting. You are leading with foresight and purpose.

Key Takeaway

If you want to plan effectively, you need to start with the basics. Know your project’s size, zones, phases, floors, type, quantities, complexity, and constraints. When you understand these metrics, you aren’t just planning buildings, you’re building people.

If you want to learn more we have:

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Communication with Radios

Radios as Part of Professionalism

Why Radios Beat Cell Phones

Follow the Plan or Speak Up

Building a Connected Culture

Key Takeaway

Desire, Capability, and Respect

Why Desire Isn’t Enough

Respect Means Setting People Up for Success

The Enemy Gets a Vote

Key Takeaway

How to Help Your Bottlenecks

Fixing Trade Bottlenecks

Support and Resources Matter

Tackling Zone Bottlenecks

Leading Through Bottlenecks

Key Takeaway

Contracts or Continuous Improvement?

Key Takeaway

A Caution to Lean Influencers

Key Takeaway

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