-: Hi, my name is Helen Bolin and I work at Cummins
and I am an Accounts Specialist on the Engine Business Unit,
and my role there is to support the Navistar Account Team
in developing processes that will ultimately deliver
our product in an efficient in yet sustainable manner.
And so a normal work week or it can vary from,
you know, we have capacity or supply chain issues
where we can't get the Engines delivered
in time to the customer.
And so now we are rallying together to figure out
how can we make that work?
We're talking with supply chain we talking with the plants,
we're talking with the customer you know,
because we have to make sure that they are happy.
So anything that impacts us getting our product
to the customer that's highest priority.
The second is working on the strategic work, right?
So where are we at 3,6,9 months down the line,
whether that's contract negotiations,
whether that's developing marketing campaigns and strategies
or planning on site visits
to just engage in and support the customer.
And then lastly, I think it's going back to that processes.
So looking at the supply chain and the delivery,
but then also the marketing and strategic work.
How can we make that relevant in a process?
So what does that mean?
How can we keep this going over time and time,
and make it in a format
where we can provide it to leadership?
but then it's also structured and not chaotic.
So I would say that, management will probably say,
"It is not a requirement to work in the evenings
"or on the weekends."
But if you want to be efficient
and make sure things get done,
you're gonna have to flex time in that means,
starting early morning meetings,
maybe late night meetings
and maybe doing some overnight visits with a customer.
And so you just have to manage that
based upon your personal schedule
and then also when do you work best?
So it's not like that all the time,
some weeks will be more heavy than others
but at the end of the day we have a job to do
and is to make sure we get our product to our customer.