Name: GEIST PDU - データセンターグループプレジデント、ブラッド・ウィルソン氏（PDU's (GEIST PDU - President of Data Center Group, Brad Wilson (PDU's))
Uploaded: 2021-01-14T10:26:23.000Z
Duration: 41 min 1 s
Description: VoiceTubeの動画で発音を聞きながら英語表現を覚えよう！学べる英語：

As you know, I am Eli the computer guy, and we're doing yet another coffee with geeks.

So I have Bride Wilson here, President of Geist.

We're gonna be talking about Petey used today power distribution units.

And essentially, I guess, are power strips on steroids, I guess.

Okay, so I always ask this with everybody that comes on, the first thing is their title.

So when you're president of Geist, what does that actually mean to people?

Well, so I'm in charge of what Geist is for us.

We have to manufacturing facilities one in Lincoln, Nebraska, one and taunted in the UK, which is in the southwest of UK.

Um, we have sales guys all over the United States.

We have another sales office in London and sales are extensions and China and we have a d.

I am at the center of research of management software group That's out in Fort Collins, and we have ah ah ah.

A nest of geeks down in Austin, Texas, that designed circuit boards and the firmware that goes on the circuit boards that that make the smarts of our product work.

How did you How did you wind up in that position?

How long have you been in the tech world?

I guess a historian As much as anything I started with one of the wet are the parent company of Guy Stones.

Three plastic Cos I started with one of them in 1992.

Was there for three years, a different one.

Invented ah, little piece of plastic that runs across the floor of people used to hide telephone cords under and things like that.

You probably seen it A little duck, expressive floor.

I came in here on the plastic side and in 98 when you know the internet wasn't really what we think of the internet now.

It was people were using 1520 full power strips.

Most of the stuff we did in those days was more referred to us telco than it was data center.

And so I kind of moved over to the power side in in about 2000.

And so in the last 16 years, the industry has changed and we're just trying to keep up with.

So I've been from I've been in operations, I've been in engineering, I've been in upper management, so I just outlasted everybody.

So But you didn't You didn't start off is like a technology professional.

Then you were You were in plastics and just kind of wound up here as your career got you there.

But I started off Morrison Operations Guy.

I was really about, you know, how do we build things and build a more efficiently?

How do we How do we ramp up production and how do we take different skill sets and, you know, Adam into our product.

And so, over that course of time, I've learned this industry and got more familiar with the technology side.

But I got my background is more operations and my degrees in agriculture.

So then how did it wind up as a PTU company?

How did this wind up is a major profit center for you?

The that floor duck that I was talking about, that rents press the floor was kind of sold in office products markets on from that, we got into some of the you know what you think of as a power strip?

That plastic power strip that sits underneath your desk with six hours on it.

So we were making those in the United States well beyond when all the rest of the market had gone to gonna Asia.

For those we we were kind of the sole supplier to the government for awhile because we were the only one still made in the United States.

That kind of lead into a few of these customers from doctor from these other things started asking us if we could build, you know, power strips and metal boxes.

And so we had a few customers back in go back in the early days.

And one, um, sales guy that really saw the potential in this from the standpoint of marketing into telcos again in the image.

People started asking for more powers who made 20 m stuff.

And then and then it came to three people wanted smart power.

And so we just kept growing and adding a CZ the market demanded.

But we maintained the manufacturing base here in Lincoln.

Um and so, you know, I think that's one of one of the keys to our success is that we've always kept it close and everybody's in the same building so way we're fast to respond.

I may have answered about three questions, E.

I guess that's one of the questions is so you're doing in the U.

But I I thought common knowledge was that you couldn't manufacture anything in the U S.

Like how How is that actually profitable for you folks?

That's one of things where we've defied common knowledge, and I think I think we've proven that knowledge wrong.

Um, we've taken every opportunity we can to vertically integrate as we go, so we only started out.

We we bought everything, including the metal box that it goes.

We didn't have the ability to build the technology and so on.

So as we as we grew, we vertically integrated.

So we we we harder with the company called ITIN Watchdogs back in about 4 4005 eventually bought that company.

The remainder of that group is a group in Austin, Texas, that designs all our circuit court.

So we design in house, Um, we we were We wanted to build a customized product fast for people, but we were relying on outside sources to make the metal box.

That thing's going so we added, at the cost of about 2.5 $1,000,000 metal metal working capabilities so we could We could take a flat sheet of steel punch out the shape we want folded out, running through a powder coating booth, and we can make about chassis for this thing with the end within a day.

So we've done all these things over time, too, to integrate vertically, integrate and, you know, become efficient.

And so everybody else is worried about labor costs.

Are labor costs low because we made a product that's easy to build because we're here to support the bill.

A lot of people, I think, underestimate the amount of time and effort goes into trying to support building a product half a world away in a time zone that's 12 hours off of yours.

So what what people end up doing is they have 10 Scuse.

They've got 15 20 different products that they want to try and sell you.

And don't make a boatload of those and ship them over here.

We don't sit on inventory finished products.

So a lot of people think that, well, that's not a violent model either.

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GEIST PDU - データセンターグループプレジデント、ブラッド・ウィルソン氏（PDU's (GEIST PDU - President of Data Center Group, Brad Wilson (PDU's))

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