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This episode explores the idea that the highest level of human development is not self actualization but self transcendence. Most people understand Maslow’s hierarchy of needs as ending with becoming the best version of yourself. But Maslow later clarified that there is a level beyond that. Self transcendence. The point is not simply optimizing yourself. The point is using your gifts in service of something beyond yourself. Brandon reflects on how this idea shows up across psychology, philosophy, religion, and culture. From Viktor Frankl and Marcus Aurelius to the Parable of the Talents, Joseph Campbell, and Kendrick Lamar’s To Pimp a Butterfly. Different traditions pointing to the same idea. Self improvement matters. But it is only meaningful when it becomes service. Key ideas discussed Maslow’s hierarchy of needs is often misunderstood. Self actualization is not the final step.Maslow later described a higher level called self transcendence.Self transcendence means using your gifts in service of something beyond yourself.Viktor Frankl argued that meaning emerges when we dedicate ourselves to a cause outside ourselves.Marcus Aurelius reminds us that what benefits the hive benefits the bee.The Parable of the Talents frames life as stewardship of the gifts we have been given.Joseph Campbell’s hero’s journey ends when the hero returns with the boon to serve the community.Kendrick Lamar’s To Pimp a Butterfly reflects the same arc of growth, humility, and returning to serve one’s community.The goal is not simply becoming the best version of yourself. The goal is what you do with that version once you become it.Music credit: Slow Burn by Kevin Macleod

In this episode, I share a personal experience where I choked. For the first time in a long time, I failed to perform at the level I knew I was capable of, in a very public setting. It wasn’t a lack of preparation. It wasn’t a lack of ability. It was mental. I unpack what happened when I played piano at my grandmother’s funeral, how nerves took over, and what that experience taught me about pressure, performance, and mindset. From there, I zoom out. Watching the Olympics around the same time made the contrast even clearer. Some athletes tightened up under pressure. Others, like Alysa Liu in women’s figure skating, performed with visible freedom and joy on the biggest stage. The difference wasn’t talent. It was mental. This episode explores the tension between running away from what you don’t want versus running toward what you do want, and why that distinction matters not just in sports or music, but in leadership and life. Topics Covered A personal story of choking under pressure Playing piano at my grandmother’s funeral Why capability doesn’t guarantee performance The physical effects of nerves and overthinking The contrast between surviving and expressing Lessons from Olympic performance under pressure Alysa Liu and skating with freedom instead of fear The limits of conscious control in complex tasks Running away from fear vs running toward joy How this applies to leadership, teams, and culture Why leading toward something positive is more powerful than pushing away from something negative Closing Thought It’s easy to say “run toward what you want.” It’s much harder to remember in the moment. But if we want to perform at our best and lead others well, that shift in direction may be the difference between tightening up and stepping fully into what we’re capable of. Music: Slow Burn, Kevin Macleod

Change management sounds abstract. Even a little boring. But if you care about making things better, in your company, your family, your community, or yourself, then you’re in the business of driving change. And the ability to lead and manage that well may be one of the most important skills of the next five to ten years. In this episode, I unpack why change so often fails, especially in technically minded environments. We default to thinking the strategy wasn’t good enough, the plan wasn’t tight enough, or the tactics weren’t executed cleanly enough. Sometimes that’s true. But more often than we admit, change fails because we treat it like a technical problem when it’s actually a human one. I share how I’ve been thinking about change inside PJ Wallbank Springs, what I’ve learned from watching leaders like Chris Wallbank and Tracy Fletcher take this seriously, and the four conditions that I believe have to be true before real buy-in can happen. This isn’t a clean framework or a step-by-step playbook. It’s a reflection on what I’m seeing, where I’ve struggled, and what seems to matter if you want change to actually stick. Topics Covered Why leading change may be the defining leadership skill of the next decade Proactive change vs responding to external change Why most change efforts fail, even with good plans The difference between technical complexity and human complexity How identity and ego quietly resist change Why force and authority don’t create lasting commitment The four conditions required for genuine buy-in Trust, understanding, belief in direction, and belief in success Why meaningful change requires long-term relationship investment “Go slow to go fast” in practice Applying these ideas across work, family, and personal growth Closing Thought Change isn’t a sprint. It isn’t a memo. And it isn’t just better tactics. It’s deeply human work. And if we want to build better, we have to treat it that way. Music: Slow Burn, Kevin Macleod

In this solo episode of Building Better, I explore a pattern I see everywhere. In engineering, in leadership, and in life. Most systems are built sequentially. One decision at a time. One optimization at a time. One fix after another. That approach works. It is safe. It prevents disasters. But it rarely produces truly great outcomes. Using product development and APQP as a starting point, I contrast sequential design with parallel processing. Learning late versus pulling understanding forward. Optimizing parts versus optimizing the system. I then zoom out beyond engineering to show how the same pattern shows up in home projects, health, parenting, and how we design our lives and organizations. This episode is about capability, foresight, and the difference between reacting your way to “good enough” and designing for something better from the start. Music credit Slow Burn by Kevin MacLeod

This is my annual reflection episode. In it, I walk through how 2025 forced me to get much clearer about purpose, obligation, and the kind of work I feel called to do. That clarity brought meaning, but it also raised the bar and the weight I feel as a leader. I talk through how this showed up professionally in manufacturing and leadership, what I’ve been wrestling with personally, and the resources that helped guide me through the year, including foundational thinking around work and leadership, and an unexpected influence from music. This episode isn’t a conclusion. It’s a snapshot of where my head was in 2025 and how I’m entering 2026. Topics covered Purpose and obligationWhat it means to live a good life and a good professional lifeApplying gifts in service of othersWhy niche, legacy manufacturing is where I believe I can have the greatest impactLeadership, burden, and responsibilityLiving with obligation without becoming a martyrFoundational thinking around work, roles, and levels of abstractionThe limits of pure rationalityMusic as a way to access meaning, mastery, and emotional truthArtists and work that shaped my thinking in 2025Entering 2026 with clarity but without a fully defined path Music Credit: Slow Burn by Kevin MacLeod

In this solo episode, I explore a question that’s been on my mind for a long time: what actually separates an adequate leader from a good one, and a good one from a great one? I use football as an analogy, not to glorify sports leadership clichés, but to illustrate a distinction that shows up everywhere. In business. In manufacturing. In engineering. In organizations that win once, versus those that win consistently. An adequate leader operates at the tactical level. They make good decisions in the moment. They motivate. They call decent plays. They can win games with the right inputs. A good leader operates at the strategic level. They game plan. They understand matchups. They align tactics to strengths and weaknesses. They win more often. But the leaders who succeed year after year are doing something fundamentally different. They are designing systems. Using the Michigan Wolverines’ path to the 2023 national championship as a concrete example, I break down how Jim Harbaugh and his staff stopped optimizing plays and started optimizing the entire organization around a clear objective. Recruiting. Strength training. Scheme. Coaching roles. Player profiles. Even quarterback selection. Everything was designed to work together toward a specific outcome. This episode is about leadership as organizational design. About why “great people” alone are not enough. About why the right person in the wrong system still fails. And about the leader’s real job: creating a structure where people can exercise judgment, take ownership, and succeed without constant direction. This is a working hypothesis, not a manifesto. But it’s one I believe matters deeply for anyone responsible for building teams, systems, and results that last. Building Better with Brandon Bartneck explores what it means to build—better companies, better systems, and better lives. Through conversations and reflections, Brandon digs into the principles that drive growth, purpose, and meaningful work. Music credit: Slow Burn – Kevin MacLeod

In this solo episode, Brandon breaks down one of the most overlooked drivers of team performance: a leader’s ability to understand the true nature of the work their function is responsible for. Most leaders want high performance and a great environment, but few achieve it. Brandon argues that the root cause isn’t effort, tactics, or leadership style, it’s a fundamental misunderstanding of the function, the type of thinking required for the work, and the capabilities of the people doing it. He unpacks why environments get overwhelmed and inconsistent, why the usual fixes don’t work, and why two failure modes (overwhelmed people in roles that are too big for them, and high-capability people stuck in roles that are too small) destroy momentum and culture. Brandon shares why leaders must define their function’s true responsibility, break down the real cognitive demands of the work, and understand their people at a deeper level. This is the foundation that makes every other leadership practice actually work. Topics Covered• Why overwhelm and inconsistency are symptoms, not causes• The real responsibility of a function inside a business• How leaders collapse different kinds of thinking into “tasks”• Why some people drown and others suffocate• How to define, scope, and assign work correctly• Why capability alignment is the foundation of great culture• What leaders must understand to develop people effectively Connect with BrandonLinkedIn: https://www.linkedin.com/in/brandonbartneck Music CreditIntro and outro music – Slow Burn – Kevin MacLeod Subscribe & FollowApple Podcasts, Spotify, or wherever you listen.

This solo episode is about a question that sits at the center of my work and my life. What is real impact. Not the buzzword. The kind that actually changes the direction of someone’s life. I break down impact from first principles. What it is. How you create it. Why it is more than reach or scale. Impact comes from the quality of what you are doing, the number of people you touch, the depth of the change, the duration of that change, and the way that change moves through other people over time. I also talk through the three ways impact shows up in practice. Direct service to real people. The formation and development of people around you. And building systems, structures, and institutions that keep working long after you stop touching them. From there, I get into how to choose a domain that actually moves the needle. You need to be working on something that touches human flourishing. You need leverage through people or systems. It has to fit your real comparative advantage. And it has to be neglected enough that your effort actually matters. That lens points somewhere most people overlook. The industrial base. Manufacturing. Real operations with real humans and real constraints. A place that shapes the daily lives of millions of people, that has been underserved for decades, and that is full of leverage for someone who can think abstractly and also build in the physical world. I share why I believe this is where my gifts can do the most good. Not as a rationalization, but as the conclusion of a first principles analysis of where impact actually comes from. If you are wrestling with meaning, purpose, or where to direct your best effort, this episode should give you something to think about. Building Better with Brandon Bartneck explores what it means to build better companies, better systems, and better lives. Through conversations and reflections, Brandon digs into the principles that drive growth, purpose, and meaningful work. Music credit: Slow Burn – Kevin MacLeod

Most conversations about work-life balance start with the wrong question. We assume the goal is to limit work, to keep it from taking too much of our lives. So we optimize for time, energy, and boundaries, all while treating work as something to manage or escape. In this solo episode, Brandon challenges that premise. He steps back to ask a more fundamental question: What is work actually for? Brandon explores how work can serve as both a platform for growth and a vehicle for contribution. It's one of the few arenas where we can test our capabilities, develop judgment, and apply our gifts in ways that genuinely help others. He shares why fulfillment doesn’t come from balance or hours worked, but from alignment — integrating work, family, and personal development into a single system aimed at growth, love, and service. This isn’t a prescription. It’s an exploration into what it means to live and work well. Why “work-life balance” starts from the wrong assumption Defining the real problem: what role work plays in a life well lived How work creates the feedback loops that drive capability and maturity The connection between growth, love, and contribution How alignment replaces balance as the goal Why work is something to steward, not escape “Work isn’t something to balance against life. It’s one of the primary ways we learn how to live it.” If this episode sparks reflection — or disagreement — Brandon would love to hear from you.Reach out on LinkedIn or at buildingbetterpod.com. Building Better with Brandon Bartneck explores what it means to build. Better companies, better systems, and better lives. Through conversations and reflections, Brandon digs into the principles that drive growth, purpose, and meaningful work. Music credit: Slow Burn - Kevin MacLeod

What does it take to build a business that isn’t just profitable today, but valuable, resilient, and meaningful over the long term? In this episode, I sit down with Scott Snider, President of the Exit Planning Institute (EPI). Scott and his team work with advisors across the country to help business owners align their business, personal, and financial goals—not just to prepare for a future exit, but to live better as an owner right now. We cover: Why exit planning is less about a transaction and more about designing a good life. The generational differences in how Baby Boomers, Gen X, and Millennials think about success, meaning, and legacy. Why 75% of owners regret selling their business—and how to avoid being one of them. The “four Cs” of decentralizing a business beyond the founder: human, customer, structural, and cultural capital. How to find and lean into your company’s true competitive advantage. The range of exit paths—from PE firms and ETA (entrepreneurship through acquisition) to employee buyouts and family transitions. Scott also shares his own leadership journey scaling EPI, and the lessons he’s drawn from reshaping culture, vision, and values inside his own company. If you’re a founder, executive, or advisor navigating questions of value, succession, and legacy—this one is worth your time. Resources Mentioned: Exit Planning Institute: earncepa.com Owner Readiness research: ownerreadiness.com

In this episode, I’m joined by Ali Kashani, Co-Founder and CEO of Serve Robotics. Serve is pioneering autonomous sidewalk delivery at scale—with hundreds of robots already operating in major U.S. cities and thousands more on the way. Ali and I dive into the complexity of autonomy: the technical challenges, the economics, the regulatory and consumer adoption hurdles, and the leadership required to make sense of it all. He shares how Serve is approaching innovation, why their technology and go-to-market path is unique, and what it takes to attract, empower, and retain world-class talent in such a fast-moving space. We also talk about the bigger picture—why last-mile delivery has lagged so far behind other logistics revolutions, and why the sidewalk may hold the key to a generational leap in productivity and sustainability. About Ali KashaniAli Kashani is the Co-Founder and CEO of Serve Robotics, the leading autonomous sidewalk delivery company. He previously co-founded and led robotics efforts at Postmates, which was later acquired by Uber, before spinning out Serve as an independent company in 2021. Under Ali’s leadership, Serve has scaled to one of the largest fleets of urban delivery robots in the world and became a publicly traded company in 2023. Ali is a repeat entrepreneur with a deep background in AI and robotics, and he has been a leading voice on the future of autonomy, urban mobility, and responsible AI deployment. Connect with Ali LinkedIn: Ali Kashani Serve Robotics: serverobotics.com Connect with Me LinkedIn: Brandon Bartneck Podcast: Building Better with Brandon Bartneck PJ Wallbank Springs: pjws.com Edison Manufacturing & Engineering: edison-mfg.com

In this episode, I’m joined by Drew Allen, President & CEO of Grace Technologies. Grace is a family business built on innovation in electrical safety and predictive maintenance, and Drew has carried that forward—shaping the company into a leader in industrial technology and workplace safety. We cover a lot of ground in this conversation. Drew shares the story of Grace’s evolution from a single-product company to a broad portfolio serving the world’s most advanced manufacturers. We dig into his approach to innovation, leadership, and attracting top talent. And we explore the balance between listening to customers and pushing the boundaries of what’s possible. Drew also shares candid lessons from leading a family business, building high-performance teams, and staying deeply involved as a CEO while empowering his people to deliver. This one blends product, culture, and leadership in a way that I think will resonate with anyone building and leading in manufacturing. What You’ll Learn in This Episode How Grace Technologies grew from a single product to five complementary product lines Why customer-driven innovation and quick iteration often beat “pure R&D” The importance of purpose, selection bias, and A-players in building a great culture Drew’s philosophy on leadership—balancing involvement with empowerment How to attract and retain top talent by being specific about what makes your company unique The role of energy infrastructure in U.S. competitiveness and industrial growth About Drew AllenDrew Allen is President & CEO of Grace Technologies Inc., a pioneer in electrical safety and predictive maintenance, consistently ranked as one of Iowa’s Top Workplaces. He also founded Maple Studios, the first venture studio in eastern Iowa, and serves on advisory boards for Atom Power, Proxxi, and YPO Iowa. Drew led the acquisition of Civionics Inc. (now Percēv) and received the National Association of Manufacturers’ Next-Generation Leadership Award in 2020. Connect with Drew LinkedIn: Drew Allen Grace Technologies: graceport.com Email: [email protected]

In this solo episode, Brandon unpacks a challenge he sees everywhere — in his own work, at PJ Wallbank Springs, and in the broader world of leadership and business. The tension between attention and depth. It’s easy to get attention without substance. It’s also possible to have real substance without anyone noticing. But if you want to make a lasting impact, you need both. Brandon explores why that balance is so difficult to achieve, and why ignoring either side limits your reach and influence. He shares an unexpected example from Lupe Fiasco’s Kick, Push — a song that works on the surface as a catchy, joyful story, but rewards the listener who digs deeper. It’s a case study in the “Trojan horse” approach: earning attention in a way that opens the door for real substance. If you’re leading teams, building products, telling your company’s story, or simply trying to make your work matter, this episode offers a fresh perspective on how to bridge the gap between flash and foundation. Topics Covered: Why attention and depth often feel like they’re in conflict How depth without visibility limits your impact The “Trojan horse” concept and why it works Lessons from Lupe Fiasco’s Kick, Push Applying this balance in leadership, engineering, and business Why earning attention isn’t self-promotion — it’s part of the work Links & Resources:Learn more about PJ Wallbank Springs: https://pjws.comLearn more about Edison: https://edison-mfg.comShow notes and full episodes: https://brandonbartneck.com/buildingbetterFollow the podcast:Apple Podcasts

The automotive aftermarket often flies under the radar—but it plays a major role in advancing engineering, manufacturing, and performance. In this episode, Mike Spagnola, President & CEO of SEMA and PRI, joins me to explore how the specialty automotive sector is driving innovation across ICE, hybrid, EV, hydrogen, and beyond. We dive into how SEMA supports manufacturers with hands-on product development, CAD data, vehicle scanning, emissions testing, and ADAS calibration. Mike also shares his perspective on regulatory trends, technology-neutral advocacy, and what makes the SEMA Show such a powerful platform for connection and growth. If you care about how products actually get developed—and how small and mid-size companies are building the future of transportation—this conversation is for you. About MikeMike Spagnola is the President & CEO of SEMA (Specialty Equipment Market Association) and PRI (Performance Racing Industry). Before stepping into this leadership role, Mike built and sold multiple companies in the automotive aftermarket, led product development efforts, and served on SEMA’s board. He’s a hands-on car guy who understands the needs of manufacturers, retailers, regulators, and racers alike. About SEMASEMA is a nonprofit trade association that supports over 7,000 member companies across the automotive aftermarket. From CAD access and regulatory guidance to emissions labs and the world-renowned SEMA Show, their mission is to help small and mid-sized companies grow and compete globally. Key Topics: What the automotive aftermarket actually is—and why it matters SEMA Garages and how they help manufacturers develop, test, and certify products Navigating CARB, EPA, and emissions compliance for performance parts Why access to CAD data and pre-release vehicles is a game changer What happens to ADAS systems when you modify ride height, tires, or wrap a car How SEMA advocates for a technology-neutral approach (ICE, hybrid, EV, hydrogen) Behind the scenes of the SEMA Show—and what success really looks like The real impact of aftermarket innovation on the transportation ecosystem Chapters: Mike’s Background and Passion for the Industry What SEMA Is and Who They Support How the SEMA Garages Enable Product Development Navigating Emissions Compliance and CARB Regulations ADAS Technology, Vehicle Modification, and Future Standards Protecting the Industry Through Advocacy and Education The SEMA Show and What Makes It Work Closing Reflections on Innovation, Community, and Impact

In this solo episode, Brandon reflects on a recurring theme in his work and leadership journey. The increasing presence of uncomfortable, ambiguous, and high-stakes problems. He explores how the most meaningful work often comes with the most discomfort, and why learning to sit with that tension is both necessary and worthwhile. This isn’t a glorification of pain for its own sake. It’s about the real cost, and real opportunity, that comes with doing work that matters. Brandon draws parallels between leadership and parenting, discusses the danger of ego-driven ambition, and makes the case for a third path: learning to genuinely enjoy the discomfort that comes with deep, purposeful work. If you're navigating difficult challenges, leading teams, or simply trying to do something meaningful with your career, this episode is for you. Topics Covered: The difference between technical problems and leadership problems Why deeper impact often brings more ambiguity and pain The trap of surface-level productivity Ego-driven work vs. purpose-driven work How parenting offers a model for enduring discomfort with joy The mindset shift required to find meaning in difficult work Why this tension sits at the core of leadership and contribution Links & Resources: Learn more about PJ Wallbank Springs: pjws.com Learn more about Edison: edison-mfg.com Show notes and full episodes: https://brandonbartneck.com/buildingbetter/262-2/ Follow the podcast: Apple Podcasts Spotify