Grace Park discusses her career journey in medical device engineering, managing challenges as an engineering leader, and her outlook on the future of the industry.
Main Topics:
About the guest: Grace Park holds a bachelor’s degree in materials science & engineering and a PhD in biomedical engineering. She is a passionate R&D leader and people developer with 17 years of medical device product development and lifecycle management expertise and has led global Research and Development teams and program management responsible for developing innovative and safe solutions for medication delivery.
About Being An Engineer
The Being An Engineer podcast is a repository for industry knowledge and a tool through which engineers learn about and connect with relevant companies, technologies, people resources, and opportunities. We feature successful mechanical engineers and interview engineers who are passionate about their work and who made a great impact on the engineering community.
The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment such as cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us on the web at www.teampipeline.us
Grace Park discusses her career journey in medical device engineering, managing challenges as an engineering leader, and her outlook on the future of the industry.
Main Topics:
About the guest: Grace Park holds a bachelor’s degree in materials science & engineering and a PhD in biomedical engineering. She is a passionate R&D leader and people developer with 17 years of medical device product development and lifecycle management expertise and has led global Research and Development teams and program management responsible for developing innovative and safe solutions for medication delivery.
About Being An Engineer
The Being An Engineer podcast is a repository for industry knowledge and a tool through which engineers learn about and connect with relevant companies, technologies, people resources, and opportunities. We feature successful mechanical engineers and interview engineers who are passionate about their work and who made a great impact on the engineering community.
The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment such as cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us on the web at www.teampipeline.us
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Grace Park:I do believe that regardless of what I do, or what we do, the engineering, like the problem solving, critical thinking, whether it's by training or all the education that we had, or the way we work or the way we operate the way we live. I think that it's just ingrained in our DNA. Being an engineer is awesome because of that.
Aaron Moncur:Hello, and welcome to the being an engineer Podcast. Today we have the privilege to speak with Grace Park, who holds a bachelor's degree in material science and engineering and a PhD in Biomedical Engineering. Grace is a passionate r&d leader and ppl developer with 17 years of medical device product development and lifecycle management expertise, and has led global research and development teams and program management responsible for developing innovative and safe solutions for medication delivery. Grace, thank you so much for being on the show today.
Grace Park:Thank you for having me here, really appreciate it.
Aaron Moncur:Tell us just to get started here. What What made you decide to become an engineer,
Grace Park:I would say two elements. Since my childhood, I just gravitated towards difficult challenges and problems to solve puzzles, the more the difficult the puzzle was, the more I would get excited, I'm crying because it's hard. But I'm like smiling because it's a problem to solve. And this was propelled by a math teacher I had in high school, who had just brought me into the world of math competitions. And she invested hours and hours in the afternoons and weekends to teach and coach her math team. And you would compete and out solve 1000s and 1000s of these applied problems. And like who spends weekends doing math problems in big competitions, right.
Aaron Moncur:But the future engineers Oh, of
Grace Park:course, you turn into yours. That's right. And, and that really stuck with me the problem solving the joy of problem solving. And then the second motivation was watching my mom, since I was a little child, I saw her having difficulties because of she she had physical handicap, because she had polio when she was very little. And so I'd watch her having some difficulties, just maneuvering with with the life even though she was a very strong and independent woman, woman, I really still saw opportunities where there may be more beacons and, and there may be opportunities to ease the daily life for for people. And so those two things combined really got me into engineering.
Aaron Moncur:I love that you use the word joy when you were talking about problem solving. Because I mean, what is life if not a search for joy? Right. And I agree with you solving hard problems, especially this is my take on it, especially with people you care about that's, that is a big source of joy. For me at least. That's what I found in my life. What you are a senior director of r&d right now, which is a pretty high level position in the medical device community. How did you achieve that position? What What were some of the most influential factors that allowed allowed you to achieve this position?
Grace Park:It's difficult to put into a word or phrase or sentence, it can take hours and hours, right? But I'll just simplify it to an attitude where embracing challenge or challenges challenge challenges as an opportunity to learn and grow. That acknowledging, accepting and addressing those challenges as they come my way because life happens is then I would focus on solving those problems at the root or I would focus on key here's a problem to solve. How do I get through this plow through this rather than trying to dance around or rather than trying to hide or neglect or you know there are some moments but mostly, in order for me to get through this, I will, if I do this, I will learn through this. And those have many, many, many incidences in life. i One, I'm an immigrant coming to us from when I was little, and learning the language and culture and all that starting with that and to becoming an engineer, the female, Asian American woman, engineer, and male dominant industry, medical device and becoming an organizational leader, all all of those things came with some challenges. And also had two children when I was going in doing my PhD work. So it comes with challenges. But at the same time, while going through those challenges or problem solving, really, I was able to grow and learn and become a better version of myself. And also, you know, it's just, and I found myself in those positions, because I didn't hide behind something else.
Aaron Moncur:I love the attitude that you talk about there. I have, I've experienced stress in my life, largely from owning a business and just the inherent stresses that that comes along with that. And I think I'm still on my journey and learning how to manage that stress. But I've, I've kind of made it a study. And one of the things I've learned and this is documented in in a lot of studies that have been done, the people that are able to manage stress, or work or solve problems, the people who were able to be successful, and not not let life kind of beat them, right. The ones who are successful coping with the the inevitable challenges that come along with with life are those they have a common behavior or characteristic, which is that they frame these problems or the stress the challenges, not just as a bad thing, but as an opportunity to grow or to solve a problem. So it's this idea of reframing whatever that challenge is in a positive light, which is, you know, it goes exactly back to what you said, the attitude, right, having a positive attitude to get through these things. That being said, I know that that I still have my days when I kind of struggle with things. Have you ever felt a sense of imposter syndrome? Or, you know, every step of the way? Has it just been? Oh, I've got this no problem. I'm exactly where I should be.
Grace Park:Oh, that's funny.
Aaron Moncur:Okay, I'm not the only one. Oh, um,
Grace Park:I one thing I did not address in my previous comment was around how you handle emotions. Because regardless of whether you're able to logically and rationally solve problems and do things, you still have to deal with your mental and emotional and physical health. Right. And so that comes along with it. And I'll talk about that a little bit later. But the imposter syndrome, I actually had to look it up and look at the definition or how people use it and you know, misuse it or define it. And so I kind of looked it up through both the psychology and the Oxford Dictionary, I suppose. Yeah, right. So it the way it was defined, it says the Posterous phenomenon stems from a sense of inadequacy in the environment. Despite objectively being competent. It is notable in that it isn't about assessing the situation, but about assessing themselves, they feel more inadequate than others facing the same complex situation, such that they don't belong there at all. So now, when I look at it in my situation was or situations that I've been in, I would, there were two insights that I'm just gonna mention that. The first is that there were legitimate tensions in the system. Okay, we're at an engineer. So I'm going to talk in this and there's a language and that language. So picture it, let's say, you know, 1015 years ago, well, it still doesn't change. But nine out of 10 People said it didn't change much. Nine out of 10 people sitting on the table are male leaders, and then comes along a female Asian engineer, and people leader says or does something that's different from what others are saying or thinking and, and looks at it from a different angle or a different style of communication that is very unfamiliar to them. lack of familiarity, it leads to difficulty, you know, at least in the beginning, difficulty and understanding and it is completely expected and for the majority of the people that may not be familiar, so it's an understandable situation. Right? But then how did I process that? My emotional reaction to those situations is frustration, not the the the feeling of inadequacy, it's more of frustration. I've got something to offer, I have valuable insights, why are people not getting it? Or understanding it? Or hearing me? Well, so then I realized, okay, they're different than I am. And most of the people in the room are, I mean, yes, there are differences. We're all different. However, we have our variety in our in diversity, but Okay, so then I'll seek to understand how the other individual or individuals on the other side of the table, what's their background? And what's their perspective? What's the what, how are they hearing me, so I try to understand where they're coming from, so that I could meet them, and tailor my the way that I talk or how I say things in the context of how they can understand better. And what it actually did was, cause that frustration and turn it into problems all day. And that helped to address not only dealing with my own emotions, but also propelling it towards building making that become a foundational building block for how I seek to understand people, and how, how it works in global teams. And when you're building or working with large organizations or appeal people from all over the world and from various backgrounds, it's just, that's going to be the natural thing that I am going to feel like I'm out of place. But if that's not the end, I can do something about it. And then if I, if I seek to understand others, then hopefully the others will also reciprocate some aspects or if they don't, then I'll at least help them see my perspective a little bit more, and they can understand it a little bit more. So I guess to have I experienced the imposter syndrome, not in the way it's traditionally defined. But I can see people for more a feeler oriented versus the thinker, oceans of people can process it in that way and feel inadequate. But I would encourage them to go and problem solve that situation and deal with the emotion and that explain, express that but go into problem solving mode. That's how I would handle it. I'm sure that I answer the question that you didn't ask. But
Aaron Moncur:that's tremendous advice. I love it goes back to attitude, right? It really goes back to attitude. And I don't think I've ever actually looked up the formal definition of impostor syndrome. I really enjoyed hearing you say that the part that really caught my attention was despite objective evidence otherwise, or to the contrary. And I think that's really important, right? I think we can all you mentioned feelers versus thinkers. Some you put it kind of like them, I may have been a little bit different, but feeling inadequate, right? versus thinking about, Okay, what have I actually accomplished? If I look back over the past five years, you know, I've actually done some pretty useful things over the past five years and, and how that can help build that positive attitude and allow you to frame things in a problem solving mode, as opposed to just a feeling mode, right? The feeling mode? I mean, it's what makes us human, but it also gets us into trouble sometimes,
Grace Park:yes, we got to process it and let it out, but at the same time, and then put an end to it and move on, you know,
Aaron Moncur:move on love it. Okay, great. Well, what What trends are you seeing in the medical device manufacturing space these days, it could be something about manufacturing costs or new materials or changing processes or anything to that nature, what kind of patterns have you noticed emerging recently?
Grace Park:I can take this in multiple directions as well. I would say there a few few things that I would mention are that supplier management expectations have have increased in terms of scrutiny over the years, especially because of the regulations becoming more stringent and the more countries regulating more of their products, not only that, so, the raw materials, as well as components level and more stringent from the safety and regulatory and environmental kind of considerations in protection perspective and sustainability perspective have have put more, I would say stress in the system, so to speak, causing the manufacturers and the way that we manufacture the the materials that we use and the component instead we use need to change and Dora have given us a smaller set of options than we had before. And so that is Rick requiring us to change the way we do things and, and manage our suppliers more, more closely. And all on top of that the the some of the technologies, the life lifetime of those, the lifespan of those have gotten shorter. And the iterations have more and more quickly, right with the, with the technology changing constantly. And so because we're embedded device, it takes a long time, relatively speaking to develop and test it out and launch and maintain over the course of its life, the lifecycle is very long. And so then now you see this discrepancy between how quickly some of the components and the technologies change. And when we are trying trying to make a change to a product, well, that technology may not no longer be service or are available. Right. And, and so that happens more quickly than we would like. So that that kind of puts some constraints around the compatibility within the system of the product systems as well as the the interfacing products out in that are not in our control, as a device manufacturer, and then of course, we would we are required to, to meet the the regulations in many countries that we sell our products in. And so the stringent regulations are requiring us to to stay to the state of the art. And that's also challenging at the same time. And that hurt, let's say tread on a positive note is that that the 3d printing is really taking off, and the the imaging technology improvements have taken off. And so they are actually well incorporated into the manufacturing processes and control of the manufacturing. And so a lot more automated, and way of doing things as well as being able to visually and or incense and, and accurately measure more accurately measure what we are making, so that the quality improves and the speed improves, and so forth. So those are some of the trends that I'm seeing.
Aaron Moncur:Terrific. And regardless of whether it's 3d printing application, or managing suppliers, we're improving quality, you're always relying on your team to do these things, right. It's not that you doing all of these things. So speaking about your team, your engineers, what are that some of the habits or traits or behaviors that you've seen in your most successful engineers? And then if it's if it's a different answer, what are some of those habits are trades that you've seen in the most successful engineering teams?
Grace Park:A pause on this question. And because defining success can look and feel different depending on who you ask. Sure. So I would look at it more from being productive, and being able to look at it in the frame of a product development, right, and being able to launch products that are meeting the needs of the market into customers. So that's the frame out. But again, I think where the success happens, where the magic happens, is defining the problem statements appropriately. And, and checking in on on your assumptions along the way, during your product development. And people who are able to do that well can stay close to what's happening in the market, as well as what was really the need of the market or the customers and the whatever we were trying to build and what he what are we trying to produce to meet the end goal? And what's that end goal? Just so. So tweaking those defining those problems along the way, whether it's a big problem, or the small problem statements, or that's one major one when one behavior or the constantly attitude that that I would say is important. Second is, and I mentioned this earlier to like the problem solving a growth mindset, rather than, you know, this is what we've got. So this is what we will do, right? It's like, here's the problem, you need to solve what is needed to be able to make that happen. It's not about pain. It's not about you. It's what are we trying to achieve here? And how do we get there? And then the third piece I would mention is doing risk management. Well, identifying those assumptions, what are those risks that come along with what we're trying to do? And let's do we need to figure out a mitigation plan? Do we need to figure out a contingency plan? Do we need a fallback plan? constantly going through that assessment ourselves and not at so? I can't think of a word right we're not not too obsessive, but at the same time and being mindful of all your surroundings, you know? So those are the three things that I've seen. Of course, there's, you know, you need to have intelligent, talented people, but that's kind of given. Right engineers. Sure. Yeah, I know. And critical thinking is part of the that's that's the basic. And beyond that, these are the things that I see. And I helpful,
Aaron Moncur:great points. Along those lines, what what are the most important technical skills that you want to see in your engineers? And these days? Are you seeing enough of those technical skills? Where or is there is there a void in one area or another?
Grace Park:I see people taking classes or lots of different avenues to get certified in certain, let's say, a tool, or skill, and building their toolbox out with with all these things that they can do all the tricks and templates and tools and things like that. So I see a lot of that maybe it's just the people that I see what I like to see more of, and some people do this really well. Systems thinking interface, understanding the interfaces and understanding the ecosystem of the environment you're in or like, whatever the field you're in, right? Understanding, not just your this design that you're trying to come up with, but understanding how it's going to be used, and what is it for? And how is it visualizing? How is it actually going to be materialized? And so that you have a vision to be able to know what you're designing, it doesn't lead to a something that is not like usable? That's one perspective. The second thing is, using this tools is great. It's important that we need to learn the skills along the way as in during college education and graduate level education, and so forth, and all the continuous learning that we do, what I really like to see is people having the ability to assess what problems to solve, and what are the unknowns in the assumptions, and what tools are appropriate to answer those unknowns? And what are those limitations and capabilities of those tools to meet that need? Or to answer those questions, rather than just, oh, here's a problem, okay, let's go use that tool and assume that the tool is gonna solve the problem for you. And, and so there are many people that can do something. But AI is going to take a lot more a lot of those things, right. And the ability to repeat and do something is one level understanding it. But if we can understand what the boundary conditions are for those tools, and what it can do what it can't do, then I think engineers can be really powerful. Yeah,
Aaron Moncur:it's funny, I was just talking with someone else earlier today about this subject, the subject of are we focusing on the right problem? And it seems like such a basic thing, you identify a problem, and you take action, and you solve it, right? But I think it's so easy to identify a problem and then assume, okay, that's the right problem to solve. And us as engineers, I mean, you said it yourself in the very beginning, right, we find joy from solving problems. And too often we just jump into problem solving mode without taking a step back and saying, Okay, we've identified this one problem, but is that really the right problem to focus our time and resources on? Maybe let's spend another whatever it is hour day week month? Thinking about what other problems we really warrant our full attention? Okay, well, let me take just a short break here and share with the listeners that our company pipeline design and engineering develops new and innovative manufacturing processes for complex products, then implement them into manual fixtures or fully automated machines to dramatically reduce production costs and improve production yields for OEMs. Will you be attending the medical design and manufacturing and dnm trade show this February in Anaheim? If so, we'd love to meet you face to face, stop by our booth number 1992. And say hi, we'll have hands on demos of our EZ r&d product line for you to experience as well. That's booth 1992 February 6 through eighth for the MD and M trade show at the Anaheim Convention Center. Today we have the pleasure of speaking with Grace Park. Grace, what what are a few of your biggest challenges as an engineering leader these days? It's for them one. Sure well Where to start.
Grace Park:But I'll start with what I think the main point is, is that ultimately, it's about people. And the challenges that we're facing today the last four years have really changed. How the way that we work, the way they we live, the surroundings that we are in, and the environment, everything around us have some shape or form changed. And acknowledging what that change what those changes are how is challenging, and the this ambiguity is very difficult for people. And not only that we're connected more connected than ever before, and have very little downtime for ourselves and for just to have time with family and friends. And so what has happened, I think, and nowadays, especially because of, you know, taco recession, and and situations that are that I'm seeing that the tech company's doing a lot of layoffs, especially the restructuring and lots of changes, and the acquisition and mergers that are happening all over it more so. And more likely, more often than then it happened five or 10 years ago. And so because of that, there is a need to pick a pause it multiple scales. So one of those is the last three or four months, it needs to start with, right, and not just preach that. So I've taken a break. For the last three, four months, I was laid off from my previous company, it was a blessing in disguise, because I needed that break, after 70 and a half years of working. It just It doesn't end, the last, especially the last couple of years have really put too much stress for me to the point where I was not able to think and have the space, the mental space and the emotional space to be able to be who I really am. And so when that change happened, I always thought it was a big welcome and said, it needs to serve me, I need to break the cycle. I started to realign my priorities and exerted energy toward creating habits that are healthy, physically, mentally and emotionally. And that really helped me to see Hawai again, be reminded of who I am and the journey that I've been on for the last, you know, couple of decades and and where am I going for the lat the next 40 years, right? I may be working for the next 2020 ish years. And I'm still hopefully, if I'm healthy to kind of and God forbid that I find still alive, right? I am going to have more decades to live. So how do I want to use that time to do something greater than myself. And so I've been able to do that reprioritization and be a leader that is able to provide the same type of listening ear and in providing the grace that others need as an engineering leader. So it starts with me and keeping my health in check.
Aaron Moncur:Though very insightful. If you're comfortable, can you share some of these habits that you have instituted over the past several months?
Grace Park:Sure. One is it has to start with physical, it's all connected. If I can make a physical habit out of myself, other things will follow. So I started to eat and not eat while working or not eat while my brain is going. Eat, enjoy a meal. That's one habit. Second physical habit is actually getting some exercise guilty of not exercising in the past these themes so like simple and basic, but putting that into practice and actually doing it on a regular basis. It takes discipline. Yeah. And I continue to apply I had a piano and practice every day. Those are the three physical habits that I have instituted. mentally, emotionally speaking, I've started to spend, even even if it's a few minutes to pray, meditate, and write on my journal every day.
Aaron Moncur:I love it. That's, I love it. That's so great. Thank you for, for sharing some of these, you know, semi personal habits with us. I bet there are a lot of people out there who are listening, thinking, thinking to themselves, gosh, I need to start doing those things. Also, I want that clarity and be able to reset who I really am just like Grace has done. So thank you for sharing all that. Thank you. Well, let's see. Okay, so we talked about some of the challenges that you face as a medical device leader. How about the industry in general? What what what challenges? Are you seeing the medical device space face? I guess you mentioned one earlier, which is that tighter, greater regulations, right? We're being forced on the medical device industry, what what else are you seeing?
Grace Park:I think also mentioned the raw materials and components, and so forth. So those are the two the regulations and the raw materials. Those are two things that I had already mentioned. But the third piece that I see is the data integration and data protection. Among the various existing devices, and emerging technologies, and more and more use of AI and more and more use of connected and interconnected devices and hospital systems and electronic data, and decision making, and cybersecurity along with that all of those things are very complex, and very quickly evolving and changing, and many unknowns. And yet, I don't know that the medical device industries have it all put together and have the answers yet. So that's what I see a lot of companies spending energy and figuring out what that's going to look like.
Aaron Moncur:Very astute observations. What is a what's a tool that you wish existed? And it doesn't need to be it can be an impossible tool, right? Like someone else answered this question. Their answer was a teleportation device, right? So it can be outside the realms of known physics, but what's a tool that if it existed, would allow your teams to be 10 times more productive get 10 times more accomplished 10 times faster, better, cheaper work quality? You know, whatever.
Grace Park:I wish I was more unique in that I my first thing that popped in my head was also teleportation. So funny.
Aaron Moncur:Well, that's great. We'll just take times to either teleportation
Grace Park:it has to come with very little or no travel time.
Aaron Moncur:Yeah, absolutely. Like instantaneous teleportation. Right. This is Star Trek situation type teleportation.
Grace Park:Yeah. And apply that for most meetings. Because that will make people feel a lot more effective. There's a vibe that individuals create. And you don't feel that on this event. I mean, even with video, you don't feel it until you're in a room together. So I agree.
Aaron Moncur:Yeah. Imagine if you could meet with people in person that were across the globe, or just in another state even or even in the same city, but you don't want to drive 20 minutes to go see them every day, right? Just teleport back and forth. And everything's good. Wouldn't it be nice? Maybe one day? Yes. AI will figure it out. All right. Well, if maybe kind of a similar question. But if you had no limitations on like time, resources, money, what's the one thing that you think companies could do to to have the most significant impact on achieving their their business goals and company's business goals are all a little bit different, right. But if you were to generalize a little bit, what, what would you do?
Grace Park:And well, if the no limitations apply to not only within the four walls of that, whatever that company, but across all industries and companies, countries, then I would say pull the right minds of all the variety of areas of technologies and the users and the need that and the health care providers and everybody pulled them together. And for let's say, I don't know, like three months or six months, and figure out how to reduce the burden and focusing on the core versus the treatment of the symptoms or adding on more and more and more and more layers of devices or things or gadgets. So reduce all that simplify and yet make it effective and efficient and reduce the burden on the cost. That would be that's
Aaron Moncur:really good. I would spend my time. That's really good. Yeah, goes back to identifying the right problem in the first place. Right? We have all these devices. And I'm certainly not trying to minimize the life saving devices that we do have out there. But maybe the device isn't that having the device is the right solution. Maybe the right solution is attacking the the the source of the problem, as opposed to a device to to act as a bandaid, so to speak. What, how do you see the future of medical devices changing over the next four or five years?
Grace Park:I think it's all related to some of the previous comments that I made, that the connected devices as a system to improve workflows is how people are spending their time and will be spending their time in and information collection, monitoring and decision making. And also handling cybersecurity because of that. And maybe this is my wish, is that what and how diagnosis and treatment are done is also changing, and it should be changing. And real time monitoring has become a reality. Right? And you can apply that everywhere. Right? But how you do it is I would really like that energy given towards holistically understanding and monitoring human physiological and mental health, so that you can attack detect early trends and prevent lasting damage. And so it's, as I said, more focus on the targeted treatments to cure versus an emphasis on addressing the symptoms. Yeah,
Aaron Moncur:yeah. That's really interesting. Thinking about continuous monitoring of like, mental health issues, right? That would be Wow, revolutionary, that would be really interesting if we get to that point. All right, well, just maybe one or two more questions, and we'll wrap things up here. You've already given me an answer to this question. So maybe it'll be the same answer. But I'll give you the opportunity to decide one way or another, specifically, within your role of an engineer, what is one thing that frustrates you? And conversely, one thing that brings you joy?
Grace Park:What frustrates me is not being able to deliver safe and effective products and services to those that need and, and the way that we do that, of not being able to do that is getting in the way of ourselves, because of our biases and our perceived limitations and going off balance that's, you know, unrecoverable, right, those are, so we get in our way of being able to deliver what's really good for, for the patients and the healthcare needs of the world. And so that's what frustrates me. And maybe it's a little too philosophical, but you have specific examples of companies focusing on the short term financial gains, or, you know, individual self focus and not seeing that where we really need to be going and not focusing on the goal, right. And so those things are frustrating. And then what brings me joy there, I guess, maybe two levels as an engineer, seeing, it's the best feeling when you see like, my sweat and tears in a product that is actually saving lives of people, and it's actually contributing to it. And that is like, really, really good feeling. And the second is, as a people leader, being a witness to to win a, an individual that's sitting across from me or working beside me to study the light bulb goes off with new insight and the learning and painfully growing to become a better version of themselves. And just being a witness to that whether I have something to do with it or not, and working together. And that is really really energizing,
Aaron Moncur:and brings me joy to profound answer. Yeah, that's wonderful. Well, Grace, what a delight. This has been getting to know you, and thank you for sharing some of your stories and your thoughts. How can people get in touch with you?
Grace Park:I am on LinkedIn. My you can reach you can find me through grace E. Park. So there are many graces on LinkedIn. So feel free to connect with me and reach out to me and I'll do my best to answer.
Aaron Moncur:Terrific. Anything else that we haven't talked about that you'd like to add before we wrap things up here?
Grace Park:Someone said that you can't take the, you know, she would I'm gonna butcher it. You can't take engineering out of you regardless of what you do as a as a career as a job. Right. And so, I do believe that regardless of what I do, or what we do the engineering, like the problem solving, critical thinking, whether it's by training, or all the education that we had, or the way we work, or the way we operate the way we live, I think that it's just ingrained in our DNA. And being an engineer is awesome because of that. And so regardless of what you do with your life, and I mean, yes, it goes to you as well. Being a business owner and, and doing a lot of different things, but still an engineer, right?
Aaron Moncur:Absolutely. Yeah, I couldn't agree more. And I think I just found the opening clip to this episode. That was very well said. Thank you. Okay, Grace. Well, again, it was such a pleasure getting to meet you today. And thank you so much for being on the show.
Grace Park:Thank you.
Aaron Moncur:I'm Aaron Moncur, founder of pipeline design, and engineering. If you liked what you heard today, please share the episode. To learn how your team can leverage our team's expertise developing turnkey equipment, custom fixtures and automated machines and with product design, visit us at Team pipeline.us. Thanks for listening