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Well, interestingly enough, I grew
up in Bakersfield, California, grew up

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in a family that was predominantly in
the oil industry, well and gas industry

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in Bakersfield, spent my first I
guess eighteen years there before going off to

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college. Well, I want to
talk a little bit about energy, because

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you know, when it comes to
the Shag group, your knee deep in

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it, and so much has happened
even over the last ten twenty years when

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it comes to clean energy, energy
in general, not only United States domestically,

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but around the world. But as
I was taking a look at your

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fantastic and really cool resume, energy
has been a big part of your life.

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And you just mentioned about Bakersfield the
oil industry. My dad used to

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work in that area with Ralph em
Parson, so I know a little bit

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about that area and back in the
seventies and the eighties when that was a

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really big deal. But tell me
about all the different things before we get

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to show group, about what you
did in this industry and just moving around

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and learning about what you did over
the years. Fantastic I spent gosh,

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coming up on forty years now in
the energy industry in and around the energy

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industry, and I started my career
in the independent power side of this.

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I started with the oil and gas
companies and we started developing independent power plants

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to basically serve our needs both electrically
as well as thermal energy kind of the

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Cojing industry that grew up in the
nineteen eighties. Started my career then and

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ended up developing power plants around the
world for probably the next thirty years,

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and that grew into commodity trading as
well as pipelines and basic energy infrastructure that

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was necessary to kind of serve the
global markets. All right, Well,

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let's talk about the Shaw Group and
maybe just to educate our listeners that will

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be introduced for the first time with
you as president CEO, and I think

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if I am doing my math correctly, you're coming up in a three year

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anniversary here pretty soon, if you're
not already there yet. But as president

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CEO, what exactly is the Shaw
Group? Well, the Shaw Group is

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a pipe and module fabrication business.
So our clients are construction companies, large

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engineering procurement construction companies that use our
projects, use our materials that we fabricate

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for them in the construction of everything
from renewable energy, petrochemical, chemical,

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straight oil and gas, water,
wastewater, pharmaceutical, food and beverage,

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anything that uses pipe, Michael,
So we fabricate. We fabricate that pipe

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and turn it into a useful product. We buy raw pipe, we cut

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it, fit it well, did
bend it, add the valves, add

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the other appropriate things, and make
it to the specifications that our clients are

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looking for. Okay, now,
speaking of your clients, I'd like to

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talk about that. We don't have
to get in any specificity with a certain

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client, but what kind of clients
are you working with in Before you answer

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that, I'm not understanding. You
were domestically and overalls in the Middle East

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too, and you can expound on
that. But what kind of clients do

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you work with? So we work
not only with end users. So could

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be a pmceutical company, a tech
company. Couldn't be a food and beverage

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company, or major oil and gas
company or chemical companies. We're building everything

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from renewable plastics plants right now through
traditional oil and gas facilities across the spectrum,

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and our clientele predominantly are the engineering, procurement and construction firms globally.

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But we do work with the end
users as well, or we work with

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construction only contractors. I imagine when
it comes to international that must be growing

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exponentially. It really is. And
we see, you know, kind of

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the global energy transition that's happening across
the world right now. There's been a

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huge underinvestment globally in our energy infrastructure
for probably the last twenty years. And

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now you couple that need to rebuild
the energy infrastructure with this energy transition to

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bring more renewables and more clean energy
available to the globe. That has created

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a tremendous amount of demand globally.
Our offices in the Middle East, in

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Bahrain, in Abu Dhabi, and
we're currently expanding into Saudi Arabia. Now

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there we're seeing not only traditional oil
and gas type of projects, but we're

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seeing a lot of green energy projects. We're seeing green hydrogen, blue hydrogen,

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We're seeing wind solar, We're seeing
a lot of clean natural gas,

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a lot of other types of things
that are rather relatively new to that region.

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You know, I want to go
back to my dad again, when

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he was working with Ralph and Parsons
back in the late seventies. He worked

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on Jetta, Yamboo and all those
on the Red Sea there, and they

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were building brand new cities. Of
course, oil was big back there,

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but it always amazed me that the
Saudi seemed to be upfront when it came

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to anything new and innovative. And
I guess working with you, they continue

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to do that, don't they.
I would absolutely say they are on the

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cutting edge. They're not afraid to
invest in technology, they're not afraid to

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try new things. We're seeing that
not only in Saudi Arabia. We're seting

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with ADNOC in Abu Dhabi. The
national old Company of Abu Dhabi is ADNOC,

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and they are investing in new technology, new green technology. So we're

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really seeing a lot of evolution in
that region as well as the US and

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Europe. Michael, I get a
chance to talk to a few people like

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you from time to time, and
my curiosity always speaks about how we're doing

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in the US compared to the rest
of the world, and sometimes they hear,

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well, you know, we're doing
pretty good, and sometimes we're a

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little bit behind in our thinking.
But the technology is there, but how

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are we doing overall? When it
comes to what you do and working with

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all your clients domestically and international.
Where do we rank on the world stage

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as far as what you're doing.
You know, there's a huge push here.

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We're seeing a tremendous amount of infrastructure
growth. Here. The scale of

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opportunity is larger. In the Middle
East, the investment size is larger.

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As a market. However, I
would say we are one hundred percent as

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active in the US. There's just
as big a push the capital investment again

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in Saudi Abu Dhabi and leather Middle
Eastern regions. These are large government backed

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entities as opposed to here, where
you have more of privately held or public

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companies that are making the individual investment
themselves. So therefore the scale of each

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individual investment may be smaller in the
US, but in total they're about the

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same. Michael, I always like
to ask our president, CEOs and leaders

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about to success stories and also some
challenges. We always use that adage that

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it is WINDI us at the top. And with that said, what kind

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of challenges is the industry presenting right
now to you? You know, the

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biggest thing we have is there's been
a big shift over the last probably ten

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to fifteen years where fewer and fewer
people are going into the craft and domestically,

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and as we look at that,
that presents a challenge. We are

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a big employer of craft labor and
very highly skilled craft labor. And if

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you're depending on which database you look
at and which agency you know you read

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and listen to, here in the
US alone, we're short somewhere between two

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hundred and four hundred thousand welders currently, with that expected to grow. You

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know, they're just not enough people
moving into the craft labor that can provide

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a tremendous earning potential for their family, provide a lot of stable and secure

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income, and we're just seeing not
enough people moving into that. You know,

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it's interesting that you mentioned that because
I read an article over this past

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year about how the trade school industry
is going down, and this goes to

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the numbers that you were presented there. I remember when I went to school

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back in the eighties for high school, trade schools were a really big deal.

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So I'm curious about how you're going
to get through this issue. Does

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this mean hiring people internationally or you
know, is it education about you know,

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telling people we do need these trade
schools. What are we going to

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do about this, you know,
I think that that is the question that

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we face each day. We are
taking hands, taking matters into our own

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hands. We're starting our own training
programs. We have taken one up at

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our Walker, Louisiana facility and it
was implemented by the employees themselves where people

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donated their time in the afternoon.
Senior welders donated their time to help train

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new elders and take them through the
process. And very proudly, we just

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graduated nine folks out of that program
and all nine of them past their welding

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certification on their first attempt. That's
absolutely and it was really done. It

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really is and so that's a small
piece of what we can achieve. But

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we've got to continue to grow that
and we've got to work with the local

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trade schools. One of the things
we're doing is we're going to offer a

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scholarship program to our current employees and
their families and try to get folks into

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these technical schools and bring their technical
competence up learn these trades so we can

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perpetrate what we do into the future. And folks, there's a recurrent team.

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When we talk to presidents and CEOs
it's about getting creative and that's what

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Michael and his team are doing right
now. They get those welders trained up

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and ready to go. I did
want to ask you about a success story,

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and I'm sure you have many that
are you're very fond of. Maybe

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there's one close to your heart,
Michael, But over the last maybe two

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three years, is there a success
story where you said, you know what

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the Shaw Group and we knocked that
one out of the park, that was

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a real good one. Well,
I think you know, the Shaw Group

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is a long standing ground started in
an eighty seven, grew itself and really

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morphed in early two thousands into a
much larger company. My partners and I

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had the pleasure of buying the business
back in two thousand and twenty and starting

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kind of over with the rebranding of
the Shaw Group and starting over. So

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the growth that we've achieved in the
last two and a half years against approaching

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three years in June, is that
is our number one? You know.

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I think pride and enjoy that we've
accomplished so far as seeing the growth,

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we've grown multiples over our two thousand
and twenty numbers, our two twenty one

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numbers, our two twenty two numbers
and so on. Our forecast for two

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twenty three is well above everything we've
done to date. What that's done and

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what we're very proud of is has
provided a lot of security for our employees.

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We employ now over eighteen hundred people. Within the next three months,

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we expect that to be closer to
twenty two hundred people and with continued growth

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beyond that, and to provide that
security for our families. A lot of

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the folks have worked here at our
business for over thirty years. There's generationals.

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There's fathers and sons and daughters and
grandfathers and grandmothers and people that have

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worked in this organization and been here
a long part of our group, and

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to give them a future is a
big, big part of what we've accomplished.

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Very cool. Funnily enough, I
have talked to so many president,

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CEOs and leaders that they started their
title their company right before Covid, and

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you did too when you bought back
the company. So I am curious because

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I ask everybody this, was there
any pivoting that you had to do and

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how how did it work out?
Because we all had to change personally and

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professionally and where did it take the
company to today Over the last three years.

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A lot of sleepless nights about you
know, we when we bought the

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company, we really didn't know what
COVID was going to mean, how long

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it was going to affect the construction
industry, and just candidly, for twenty

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twenty in the vast majority of twenty
twenty one, there was very little major

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construction going on domestically and or internationally, to be candid with you, the

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international markets came back a little sooner. They remobilized a lot of the projects

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in the international markets, which allowed
us to kind of pick up in our

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Abu Dhabi, Bahrain shops. They
were able to start picking up work a

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little sooner, and eventually we've seen
now the US catch up and catch up,

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you know with a Feurer is coming
hard and fast. In the US.

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We've had to learn how to do
business a little differently as we have

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more and more young people joining our
business. Those of us that are i'll

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say a little more senior. I
have spent time out here, and you

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know, we've done business one way
for the last forty years. Young people

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joining the business that they have a
different mentality, a different approach to things,

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and you know, bringing the best
of both of those worlds together.

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And I think COVID I mean literally
the little things like working from home and

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that type of stuff was a real
adaptation for some of us. And so

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we've found a happy medium in that. I've also talked to our leaders about

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this that the one that did vibe
it, they actually came out better and

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smarter. Would you agree, I
would absolutely say without question, we've adapted

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to our marketplace and we're getting better
every day. All right, well said,

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I did want to ask you about
the future. And everybody's always warning

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about what's next, whether it's your
phone, whether it's clean energy, whether

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it's anewables, anything out there.
And I know as a leader you're always

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thinking about that and you're educating yourself
with the smart engineers and the people that

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you work with on your team.
With all that said, for the laming

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audience, including myself, what can
we look forward to in the next five,

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ten, twenty years when it comes
to what you do? You know,

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it's interesting our business has been what
I call a bricks and mortar business

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for many many years, has not
lent itself to a lot of technology innovation.

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Shaw has always been for the last
thirty years, has been a leader

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in welding technology growth and expansion into
new things and finding ways to automate or

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better ways to do it. We
are making a major investment in our company

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this year to automate a lot of
the processes that we do. And initially

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people think, oh, automation,
you're going to replace jobs. No,

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just the opposite. We're going to
automate more of the mundane processes that we

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do and provide let our welders do
highly skilled work. Let them do and

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what that we anticipate this doing is
creating a tremendous more demand for what is

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we do, the fabrication of pipe
and modules and allowing our craft to get

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more specialized and work on the very
specific things that we cannot automate. So

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we're investing heavily in automation, not
only within welding technology, but automation of

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behind the scenes, how do we
estimate better, How do we use AI

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to do better jobs of estimating?
How can we automate processes? How can

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we transform the way we do things? So we're really we're investing heavily both

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in intellectual capital as well as physical
properties and automation within our facilities outstanding.

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So the future is bread. I
didn't want to ask you a little bit,

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Michael, about philanthropick and charity stuff. I know that you're very busy.

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I know your team's very busy.
But when you get a chance to

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do anything charity wise, whether it's
personally or with the Shaw Group, well

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what are you into? So I
will tell you that the Shaw Group we

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have a tremendous presence in each one
of the communities we work in, and

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I'm very proud to say our shops
are heavily involved in those communities, and

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that the employees themselves get heavily involved. They do fundraisers, and they support

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the local baseball teams, the fa
you name it, and they get heavily

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involved in that. And we try
at Shaw a match or participate in anything

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that the employee base comes up with. And then corporately, we do participate

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in a lot of different events.
We tried as we are a major sponsor

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of a United Way golf tournament every
year. We participate in a lot of

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our customers events. Our customers are
big, the big major world companies.

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A lot of those folks they sponsor
large events each year, and we make

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sure that we have a major presence
of those and support them throughout that out,

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Sandy Michaels, you wrap up our
conversation. If there was one takeaway

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for our listeners that had just been
introduced to the Shaw Group today as they

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hear this conversation, what would that
takeaway be that you would want to leave

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them with. You know, I
heard a great statistic today from our head

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of estimating eighty three percent of the
work we receive today is repeat customers,

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and that's a big deal to us. We want to serve our customers well.

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We want to continue to innovate,
continue to work with our customers and

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give them what they want. So
I think the major takeaway is we're trying

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to change the way our industry has
worked for years. We're trying to change

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the way our industry is perceived,
and we're trying to be a great partner

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with our customers. Outstanding and well
said Michael. If anybody wants any more

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information or maybe even look at a
career or anything else and they want to

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learn about the Shaw Group, how
do they do that? Well, I

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think the number one way to do
is you can make contact through our website,

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which is simply the SHAWGRP dot com, or please feel free to reach

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out to any of us that linked
In's a great way to reach us.

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We have a lot of ads on
LinkedIn, as well as other social media

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sites that I'm not familiar with,
but I do know LinkedIn as one that

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we do a lot of advertising on, and I would encourage people if you

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have any desire to come and work
in a business like ours. We are

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hiring daily. I think we have
something like three hundred and fifty job openings

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in the US today and growing,
and in the Middle East we are growing

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our presence there by another couple of
hundred. Michael, I can't tell you

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how much I appreciate your time in
our conversation. Thank you so much for

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joining us on CEOs you should know
and continued success. Appreciate it very much.

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Thank you,