Thanks for joining me today on 5G Talent
Talk.

I'm Carrie Charles, your host, and we got
a great show for you today.

I have with me, not in the studio, but
virtual, just as good, is Chad Tuttle.

He is the CEO of B +T Group.

Chad, thanks so much for coming on the
show today.

Thanks for having me.

Yeah, so Chad, tell me about, you know,
your...

your life in telecom.

How did you get into our incredible
industry?

We got it.

Well, I probably have a different path
than a lot of people, but so my

grandfather started a construction
engineering and construction company back

in the 50s doing bridges and buildings,
but then at some point started doing

towers.

It started out as like radio towers and
then some of the

very first AT&T towers that were ever
built.

He was building those.

So I had some knowledge and background of
the tower industry.

And then, you know, I went to work for it
by grandfather's company when I was in

high school, just summer job.

And they went ahead and just stuck me on
the tower crew.

So I climbed a few towers and got to be
the grunt on the tower crew back in like

the late 80s.

So, and you know, it was fun.

I mean, it was exciting to be, I think we
built one of the first cellular networks

in St.

Louis.

It was for, it was Southwest Rebel at the
time, but now it's AT&T.

And, you know, just, I really enjoyed it.

It was a fun industry.

It seemed interesting and definitely
something I wanted to do.

It definitely influenced me to go to
engineering school, become an engineer

because my grandfather did.

And so I got out of school and out of
engineering school as a structural

engineer and went to work for in more
architectural kind of engineering, you

know, doing buildings and things like that
for a few years.

But then when I got my first opportunity
to jump back into the tower industry, I

took it.

So, you know, here we are many years
later, still in it.

Yes, you are.

Yes, you are.

Tell me the B+T story.

How, why it was founded, your why, your
services, your customers, all markets,

everything.

Okay.

So yeah.

So, yeah, I worked at a, at a big
architectural firm, as I mentioned, and

met a lot of people.

So when I left there, I went to work for a
tower company, do that was a construction

company.

And this was in the late era in the mid
90s And I started doing some engineering

to work there.

But, a few years later, one of my
colleagues that I had met.

at my first job called me and he was
working for a tower manufacturer and he

was like, hey, they call up here and they
keep wanting them to analyze existing

towers.

And my boss is like, we don't analyze
towers, we design new towers.

So this is like at the very first of when
colocation started happening.

And so he was like, hey, you think we
could pick up some work doing that?

So we set up a business, an S-Corp and
started doing it.

you know, moonlighting, we both had day
jobs and we started picking up some

engineering jobs at night.

And that was it.

That was in 2000.

And by 2002, it became my full -time job.

And then Dinesh Bhat, my partner, came on
shortly after as a full -time job.

And, you know, I guess the rest is
history.

I mean, it was just the two of us for a
little bit, just doing structural

engineering.

And then, you know, we added,

people over the years, we've been as big
as 250 employees at times and less than

that at times, unfortunately, but it was
fun.

It's been a fun ride.

I still tell people hiring employee number
one through three was harder than hiring

the next 200.

It was such a big decision at the time,
but it's been fun.

Again, we started out structural
engineering and that's always been our

bread and butter.

Today we're full turkey, site acquisition
engineering, constructions on small cell

towers and most recently fiber.

And then I think we'll talk about it a
little bit later.

We've added a technology piece to our
business where we do some software

development and drone services and 3D
modeling.

Actually, let's talk about that more now
because I do find that very fascinating.

The technology side.

Sure.

go deeper there.

So, I mean, I think we've always kind of
had this mindset to try to, you know, be

different to our customers and offer a
little more and then rather than just be

in the, you know, the standard engineering
firm.

So I think we've always tried to use
technology and tools to be better and to

be more efficient.

And that's really how we got into drones.

In really 2014, I first saw one and
immediately went out and bought it because

it was really cool.

And funny story, the first two we got, we
didn't know you couldn't fly them close to

each other or they would lose signal.

So they both took off flying, I guess,
back home to China or wherever they

originally came from.

They just flew away.

We quickly learned how to.

Operate a much better and, and really got
into that business because, and started it

as, as to be more efficient.

As you know, to do engineering, we
oftentimes have to go out to the cell site

and gather information and do an audit.

And so we had climbers that would go do
this and we, and you know, it always

happens.

You send somebody a hundred miles away to
a tower and they get back and they've

forgotten two or three pictures that you
really needed.

So we saw this as a way to go to a site
and really capture everything, all the

photos, all the angles, all the, you know,
views you might want.

And we were also able to create 3D models
and get all the dimensions we might want.

So it really changed, made things better
for us internally.

But after doing it for a few years, we
realized that we were gathering

information that our customers would want.

So we created a product called Site360.

where we now have an online portal that's
secure and we host all of that data that

we gather and really gather that
information for our clients now.

So it's become a big part of our business.

Well, it sounds like that you really see
the opportunity ahead.

Like that saying you skate where the puck
is going, not where it is now, right?

We try to, yeah.

And it's and in this case it served us
really well.

I think we you know, we're certainly one
of the few engineering services firms that

have done this and we compete with a lot
of people that are technology companies,

but very few of them are tower people like
we are so I think we bring an added

dimension to that space as well Right.

Yes, definitely specialists For sure
because at the end of the day, I mean, I

think what we've really found is like in
the drone space people

You know, the first impression of it is
that it's really cool and it's neat to see

a 3D model.

But at the end of the day, these customers
are carriers, the carriers are looking to

do things more efficient and save money.

And really, you know, after you've looked
at the pretty picture, you have to create

deliverables and you have to create things
that save them time and money, or they're,

they're just not going to do it.

Right.

That's where we, you know, knowing what we
do on services and what they need and

working with them closely, it's allowed us
to.

Do you see drones really doing more in the
future for telecom or for towers or, you

know, replacing people in some capacity?

I mean, what's your vision for where
drones are going in our industry?

Yeah, well, it's interesting.

I think we've all, as an industry, we've
been talking about that for like 10 years.

And it's funny, like, I remember speaking
at a conference seven or eight years ago

and somebody next to me was like, all of
our drone pilots are X.

you know, fighter pilots and all this
stuff.

And I was like, well, I didn't mean to
disagree, but I was like, I don't see it

that way.

I see drones as a tool that all of our
current tower climbers take to the side.

I'm not trying to, you know, it's just
another tool in their tool bag.

There's always going to be a need for
people because, you know, drones can't

tighten a bolt or change out an antenna or
do those kinds of things.

But they can sure as heck save a guy from
having to climb up the tower and take

three pictures that we missed.

see if there's a burden in that store to
gather some dimensions at the site.

So, you know, I do see them taking on some
tasks.

I mean, they're coming out with new
innovations all the time, but I don't ever

see it as a replacement.

I see it as a tool that enhances what we
do.

Got it.

That's good news.

So let's talk a little bit about your
company, B +T Group.

What is it like to work there?

What's the culture like?

Well, we, you know, first of all, I can
say without a doubt, we really value our

employees and we try to work hard to show
it.

We probably don't do a perfect job every
day, right?

Real life gets in the way, but we do.

We value our employees and we really
appreciate them.

And I think one thing that our team has
done is we have one example is like we

have a quarterly, we call it a core award.

And those are people that -

that really display our core principles
and our mission statement.

And the cool thing about it is people are
nominated by their peers.

So, you know, it's not really an easy
process.

One of their peers, we have an online tool
on our portal where someone just on their

own takes the time out of their day to go
nominate somebody.

And it takes a decent amount of time.

It takes 30 minutes to an hour.

because you answer a bunch of questions
and you do a lot of write -up and you

specifically say what these people are
doing to, you know, display our company

values.

And so first of all, and then every
quarter we have a company meeting and I

get to announce all those nominations and
read through what was written up about

each of those people.

So I know we can only have one winner.

in those things, but it's a huge honor to
be nominated.

And I think it's extremely flattering for
those people to hear what one of their

peers said about them.

And I love getting an opportunity to read
that because it makes that person feel

good.

I think it makes the person who took the
time to write it up feel good.

And it motivates our other employees to
hear what some of their teammates are

doing.

So, I mean, that's one example.

You know, when I talk about real life, I
think I...

We've had the unfortunate circumstances of
having to like grow and shrink over the

last few years, which is really tough.

And because for many years, I mean, we
didn't have a single layoff at our company

for the first probably 15 years we were in
business.

But I mean, that's real life, right?

And that's the world we all live in.

When you grow to a certain size, you're at
the mercy of the market and you have to

to go up and down.

So I think through all that, I've seen we
still have a ton of long tenured employees

who are here because they want to be here.

They love their customers.

They love their coworkers.

And they love the company.

So I think we try really hard to just
create that kind of environment.

And Chad, thank you for your transparency,
because we're all feeling it.

We are.

I think every single person that is in the
wireless industry can feel that feeling

right now, especially after last year.

But obviously we're all resilient and
excited about the future.

And we've started out with a little
stronger this year, which feels good.

But you know, there's still there's still
a lot of talent on the street.

There's a lot of people who've been laid
off in our industry.

And, you know, I often ask, you know, is
do we still have a talent shortage?

Are there gaps?

What what are do you have any specific
strategies that you use that really work

well for hiring and even developing
talent?

Yeah.

Well, I mean,

to promote Broadstaff a little bit.

I mean, we definitely partner with
companies like yours because I mean,

there's only so much we can do on our own.

And I mean, that's what you're there for
to help us in these times.

But you know, I thought about this
question a little bit and I think one

thing, we have a really great HR team and
that's interesting to say because Lori

McNulty who runs our HR team would tell
you that when she first approached me

about

coming to work at B +T, I was like, we
don't even need HR.

We're an engineering firm, I want people
that generate revenue.

We don't want an op ex.

So, but anyway, she quickly informed me
why we needed HR or I'd probably end up in

jail.

So she came on many years ago and she and
her team are fantastic.

And I think, you know, A, they do a lot
of, they do as much as they can on their

own in terms of like recruiting and
staying in touch.

with people, but also with partnering with
staffing firms like Broadstaff.

And so they do all of that.

But I think one of the real strengths that
I thought about was really the onboarding

process.

When we get a new employee, I mean, we all
know when we get a new job, you're super

excited to go there, you're ready to get
started.

And there's probably nothing worse than
going and starting that new job and nobody

calls you or sends you a computer or
whatever.

So.

I think one of our real strengths is
onboarding new employees.

I'm just surprised that when that person,
once we made that decision to hire, they

rush in through the paperwork.

We get all the stuff done.

We set a start date.

And when that start date arrives, they've
got a computer.

They've got their health insurance packet.

They've got all of the things to make them
feel welcome.

And I think that goes a long ways in
getting that and making that employee feel

good.

But also, they're plugged in.

and they're ready to start training and
they're ready to start becoming productive

as soon as possible.

So I think, you know, that's really
something that we've done well and, and

fortunately, unfortunately we've had too
much practice, right?

In the ups and downs of the last few
years.

I couldn't agree with you more because I
do believe that people make a decision

really in that first.

you know, 60 to 90 days if they're going
to stay with a company.

Like is this the place that I can call
home?

And I feel like that companies don't pay
enough attention to the onboarding

process.

They just see it as administration and it
is so crucial in that, you know, really

for retention.

Wouldn't you agree?

No, I would.

And you probably hear it more than I do
because you talked to so many employees,

but I'm glad to hear that confirmation
because

I bet you get a lot of feedback where
people are like, well, I went there and I

didn't feel valued and they just, that
first impression was bad and it's just

hard to recover from it.

It is hard.

And we've heard candidates, some
candidates have told me, you know, my

goodness, the first two or three weeks did
not feel good or, you know, this happened

or that happened or that was disorganized.

And even though they stay there for a
while, whether it's months or years,

There's always that feeling that they have
that they did not have that good

experience.

So now they have to recover from it.

Right.

So I think that it is something,
especially, you know, when times are a

little bit slow or, you know, there's a
lot of opportunity in these times too, to

retool and sharpen our axes and get our,
you know, our processes in order and

programs and, you know, onboarding when
we're moving too fast, a lot of those

processes and systems.

get ignored because we are just draking
from a fire hose.

So I think this is a good time to look at
some of these processes and say, you know,

how is our onboarding?

How's this, you know, this piece and that
piece and our recruiting and, and, you

know, it's, it's a good opportunity for
sure.

So.

Awesome.

Well, you were, let's talk about
leadership a little bit, because I've

heard some wonderful things about you as a
leader from your team.

And also I know that people on our team
have known you for a really long time,

Chad.

So what is your approach to leadership and
some guidelines that you're North stars?

Yeah.

Well, thank you for saying that.

I do think a lot of people in our company
will follow me and like me and respect me.

But

But I really think it's because I respect
and value every employee in our company.

And that's not just lip service.

And it probably comes from my upbringing.

Like I said, I mean, I started out in this
industry.

I was the low man on the totem pole on a
tower crew.

And it learned how valuable that was.

And I got to see how my grandfather ran
his company and how people respected him.

And I think the big takeaway that I had
from that is that...

I respect every single person in our
company exactly the same.

Because we started this company from
scratch, I realized every single one of

these jobs is just as important as the
other.

I mean, you know, there's no VP of sales
or whatever high level position if there's

not a tower hand out there doing his job
or a draftsman getting up and doing these

drawings or, you know, a project manager
serving our clients.

So I believe that to the bottom of my
heart.

And I think that...

our people see that I believe that and see
that I respect what they do and I think

that goes long ways.

And I think the other thing is I try to
lead by example.

You know, I don't ask anyone to do
anything that I'm not willing to do.

And you know, I did production at this
company for a long time, many years.

And anytime we get overloaded or busy, I'm
more than willing to jump in and help.

Although, recently they don't really want
me to because...

I'm not near as good an engineer as I used
to be.

So I'm not sure how productive I am when I
have to ask them for help the whole time.

But, but you know, I mean, I don't care if
it's taking out the trash or, you know,

going out to a tower site or walking a
site or whatever the case may be.

I am more than willing to do it because I
see the value of it because at the end of

the day, it's going to get the job done
quicker.

And that customer who I'm probably going
to end up talking to is going to be

happier.

So I think those two things.

work well for me and I think they probably
work well for anyone that's been a

successful leader in a company because you
know, ego and all of those kinds of things

just don't go a whole long ways in terms
of trying to lead a group and get people

to really jump in and follow you.

Yes, servant leadership.

I do believe in that and you know, it's
interesting when you talk about just

digging in and rolling up your sleeves.

I do that too here.

So we have towels in the kitchen here at
the office and I take them home like every

week I take them home I wash them and I
bring them back and You know if there's

dishes I clean them put them away.

I mean I just I never want to stop doing
that, you know, and and it's just it's and

I'm serving the people that

you know, work for broad staff, I'm
serving the team.

And I feel like that that's my role is to
serve.

And it sounds like that you're in that
same boat of servant leadership.

Yep.

Well, and you also mentioned development.

you know, I think that's something I
certainly take for granted, but again, our

HR team doesn't, doesn't take it for
granted.

So we're really diligent around here about
performance reviews.

which you know, I mean, when you're on the
management side of it, it's kind of a pain

in the neck.

But every time I get into a points review
and I start having that conversation, I

remember how valuable they are.

You know, because it's a time that you get
to, obviously, you know, there's some

scripted questions and that kind of thing,
but it leads you to have a good

conversation and learn where that person
is and what their career goals are.

Because I, you know, I always make this
impression of people as, they want to do

this and they want to promote to that and
whatever.

And I'm shocked sometimes.

I may have an engineer that says, no, I'm
more interested in construction or this or

that.

And I'm like, wow, didn't know that.

And so I think that's another thing,
developing and having that communication

and then responding to it and really doing
something about it when it makes sense.

We try to promote from within when it's
possible and it makes sense.

And with that, I mean, we have a lot of
really great stories of people who started

entry level around here and now they're in
big positions and deservedly so.

They just work themselves right up the
chain and they're killing it.

Just like you.

Well, yeah.

Yeah.

So we try not to limit people and
pigeonhole them into one corner.

We listen to what they want to do and if
it's a fit.

We try to get them there.

So we've talked a little bit about the
challenges that we faced the last 12, 18

months or so.

What have these challenges taught you as a
leader, as a company?

god.

How to drink more?

It has been tough.

I do think, I mean, one thing that I think
it's nice to talk to

you and to other people in the industry
peers and realize that we're not alone.

That helps a lot because I mean when
you're sitting there fighting the fight

and it's just not going well you feel like
a complete failure and you know I guess

misery loves company sometimes but no I
think it's a little bit like you mentioned

a minute ago when you know when you're
busy and you're drinking from that fire

hose you're just trying to keep up and
this has probably for us more than

anything.

not that we ever take customers for
granted, but it has really taught us to

really focus and bear down on customers
and really make customer service a

priority and really show them how much we
appreciate their business.

Because, you know, at the end of the day,
you could be the greatest engineering firm

in the world, the greatest construction
firm in the world and get the job done,

but that's what they expect you to do.

Being easier to work with and
communicating better and

Go, you know, go on the extra mile and
being responsive.

Those things are what we've been preaching
over these last few months to really try

to, you know, retain customers.

Cause I mean, we need them.

We need them.

Yes.

And that's the silver lining, right?

I love that.

I love that.

What are your thoughts on?

I've been asking a lot of people this on
the show, your thoughts on the rest of

2024, maybe moving into 2025.

Where, where are we?

Where?

What?

Give us some good news, Chad.

Well, you know, I am optimistic, but it's
funny.

My investors would probably say I'm always
a little too optimistic.

But I think when you're leading other
people, I mean, if someone in the building

is going to be optimistic, it's got to be
me.

But I really am.

I mean, we've seen from our perspective
and we're in the engineering space, so

we're oftentimes out.

in front of maybe when construction's
gonna start happening and some of these

other things, but it's been a much better
start to the year.

I mean, literally, 2023 was brutal.

There just wasn't anything happening
anywhere, and it's been a much better

start, and really, some of the clients
we're talking to a lot with some of the

bigger work we're doing right now are
showing us a three to five,

year runway.

I haven't seen one of those in a long
time.

You know, I haven't seen anything beyond
three to six months.

So I feel I'm pretty good about it when
I'm seeing, you know, busy now.

And again, we're having to we're having to
jump in there and get in with these

clients and give that good first
impression and grab our piece of it.

But if we do a good job, I do I think
we've got a runway here for a few years of

being really busy.

Good.

Good.

That's good to hear.

I feel the same way.

What is your vision for B+T Group?

Well, I mean, first priority is to have a
healthy company and provide a great place

for our employees to work.

So that's priority number one.

Obviously, we want to grow.

We want to create value for shareholders
and financial partners.

So that's definitely high priority.

And then...

But I think we get there by back to what I
said about customers, you know, is by

finding customers where we can be a
partner and develop a partnership and not

just, you know, be a vendor and collect a
PO and do a task and invoice.

So I think, you know, by focusing on that
and by doing that and, you know, and as

you mentioned earlier, keeping our head up
and looking for new opportunities and

expanding maybe into some new directions.

We need to do all of those things.

But yeah, I mean, we need to grow.

We're like anybody else.

We need to be solid and financially viable
and profitable and continue to grow.

I love it.

Chad.

Well, tell us how can we reach you B + T
group?

What is your website?

It is btgrp .com.

All right.

Simple as that.

Well, Chad, thank you for coming on the
show.

This is.

It's been my pleasure.

I really align with a lot of your values
and have a great deal of respect for you.

So thank you.

Thank you, Carrie.

Appreciate the time and thank you for
having me.

Take care.

Bye.