Estimating in Low-Voltage Industry with Work Breakdown Structures WBS

This episode dives deep into the importance of work breakdown structures (WBS) in the low-voltage cabling industry, explaining how they can streamline project management and enhance efficiency. We discuss practical steps for creating a WBS, highlighting its benefits for clarity in estimating and communication among teams.

• Definition and significance of a work breakdown structure 
• Initial steps in creating an effective WBS 
• Importance of including all relevant project tasks and resources 
• Best practices for managing material and labor logistics 
• How to build a cohesive flow from estimation to execution 
• Tips for maintaining communication and transparency with clients 
• Encouragement to adopt WBS for future projects 
• Call to action for feedback on personal experiences with WBS

Link for the file: https://us7.list-manage.com/survey?u=06657a2ab3acb82416eaf5b32&id=a28b05d396&attribution=false

Chapters

• 0:00 Empowerment Through Work Breakdown Structures
• 12:33 Planning and Execution of Project Mobilization
• 20:07 Installation and Testing Procedures in Networking

Transcript

Speaker 1: 0:00

Welcome to let's Talk Cabling, the award-winning podcast where knowledge is power and the low-voltage industry connects. Hosted by Chuck Bowser, rcdd. We're here to empower installers, designers and industry pros with the tips, stories and best practices you need to stay ahead. From copper to fiber, standards to innovation, this is the show that keeps you plugged into success. So grab your tools, turn up the volume and let's talk cabling.

Speaker 2: 0:35

Hey Wiremonkeys, welcome to another episode of let's Talk Cabling. How'd you like that new intro, new intro and new outro to this show? I want to take a moment before we get started. By the way, this week we're finishing the three-part series on estimating and this today's episode we're going to be talking about the work breakdown structure what is it, why you should use it and how it can help you in more than just estimating. But before I get started, I want to give out a personal thank you to Shotzi and Gabriel. Remember last year, december of last year, I put out a donation campaign to try to raise some funds for the podcast and I was able to raise some money. I fell way short of the goal that I wanted to, but I still appreciate each and every donation. But two people, two people stand out Shotzi and Gabriel. They gave a significant amount of value. I just wanted to give them a personal shout out to say thank you publicly for your donations. So welcome to the show where we tackle the tough questions submitted by technicians, installers, apprentices, project managers, estimators, it personnel, even customers. We are connecting at the human level so that we can connect the world.

Speaker 2: 1:52

Wednesday nights at 6 pm Eastern Standard Time. What are you doing? You know we do a live stream where you get to ask your favorite RCDD and you know that's me your favorite RCDD questions on installation, design, certification, project management, the whole game. I even do career path questions, but I can hear it. But, chuck, I'm driving my truck at Wednesday nights at 6 pm, I don't want to get into an accident. I record them and you can watch them at your convenience at letstalkcablingcom. As a matter of fact, you can get to all of our content videos, audios, all that stuff in the classes back through let's talk cablingcom Also, if you don't mind, if you value the content of this show, would you leave us a five-star rating on if you listen to only the audio podcast platforms? Also, make sure you hit the subscribe button, the bell button, to be notified when new content is being produced. Those simple little steps helps us take on the algorithm so we can educate, encourage and enrich the lives of people in the ICT industry. Also, while this show is free and will always remain free, would you mind clicking on that QR code right there? You can buy me a cup of coffee, you can schedule a 15-minute one-on-one call with me after hours, of course, or you can just make a donation to the podcast to help us fund, because it costs money to do the podcast.

Speaker 2: 3:10

So let's get into the heart of the program. Let me pull up my notes, and this is probably one of them shows where you might want to. If you're listening to it on the audio podcast platform, you might want to go and actually watch it in the video form as well, because I'm actually going to be bringing up a work breakdown structure that you could use for estimating. I'll also put a link below where you can get your a copy of that estimating spreadsheet just for your email address. Now, keep in mind, it's a spreadsheet for practice, to help sharpen your estimating skills. I would not use it in a real-world estimating environment until you have proven it and tracked it and verified against your other systems.

Speaker 2: 3:53

Now, before we get too much further along, I really want to talk about work breakdown structures, you know, and how they can impact a job.

Speaker 2: 3:59

The first time I saw a work breakdown structure was when I was working for a small company called Hinkles McCoy and my area manager at the time was really big on project management and he introduced me to work breakdown structures and when I saw it, I thought it was just a lot of unnecessary work to have to jump through To have to jump through.

Speaker 2: 4:22

But when I saw the impact on how it makes sure estimating is easier, how you don't miss things, estimating, how that work breakdown structure can be easily converted over into a scope of work, how that can be easily converted over into a tracking mechanism to track your project, I really realized that the work breakdown structure is like the foundation of your project. Let me ask you this, and you put your answer in the comment below have you ever been on a project where everything felt chaotic and nobody knew what to do next? You see, we're going to solve that problem today, because every estimator and project manager who estimates should not only be using a work breakdown structure, but they really should master a work breakdown structure, because it is like I said, it is the foundation that everything else is built upon. So again, what are the things we're going to cover in today's show? We're going to cover what is a work breakdown structure we're actually going to create one step by step, and we're going to talk more about the benefits of using that work breakdown structure for operations and tracking.

Speaker 3: 5:30

Let's take a short break. Are you looking to grow your low voltage business? At Bowman Vision Media, we don't just market to the low voltage industry. We come from it With decades of experience. We uniquely understand your business and how to help it grow. From social media to content creation, we deliver marketing that works as hard as you do. And while you're leveling up, check out the 49 Volts podcast, your go-to source for industry insights and expert interviews. Visit bowmanvisionmediacom to learn more and subscribe to the 49 volts podcast on YouTube or wherever you listen.

Speaker 2: 6:14

And you know, before I get too much further along, if you hear something in today's podcast and you it helps you in your day job, do me a favor, shoot me a message on any one of my platforms LinkedIn, tiktok, instagram, tiktok, if it's still around all those other platforms Let me know that this has actually helped you. So, first off, what is a work breakdown structure? See, most people who don't have any kind of project management experience, those are just big fancy words. But it's a hierarchical breakdown of, for example, like deliverables, the tasks you've got to do on the job site and the components of a project, and it's breaking down into manageable sections. There's this saying in the project management world, and you've probably heard me say this more than once how do you eat an elephant? Because, think about an elephant, they're big, they're huge, they weigh a lot. How would you eat one of them if it's just you by yourself, one bite at a time. Work breakdown structures are doing that. Think of it as a roadmap that's going to take that large, overwhelming project and it's going to break it down into those bite-sized pieces. Now, I've done work breakdown structures for jobs as small as you know 10 or 15 cables. I've done them for projects that would span 10 or 15 years, you know, across multiple buildings. I'm telling you, it's just a really, really good resource. It's going to number one, especially if you have a work breakdown structure already built of a template. It's going to make sure that you don't miss anything and it's going to provide you clarity on the scope of work. And one of the biggest questions that an estimator always gets asked by project managers or lead technicians or maybe even technicians hey, is this in the bid? Is that in the bid? The work breakdown structure can easily help you find that and show that person that that task is or is not in the bid. And by building up that work breakdown structure, it's going to help you the estimator or the project manager who's estimating, or maybe even the lead technician who wants to know how to create a work breakdown structure, how to identify all those necessary resources and materials in that time, and it's going to simplify the communication between estimating and operational teams.

Speaker 2: 8:32

Now, I know everybody listening to this show tonight is not one of those people that works for a large project where there's an estimating team, a project management team and an installation team. Sometimes you are all three of them. You are the person who estimates it, you are the person who project management and you're also the person who installs it. Raise your hand if you're one of those. One, two, three, four, five, yeah, yeah, many of us are like that. Many of us are like that, so let's do this.

Speaker 2: 8:57

Those who know me know that I have a farm Okay, and I have know me know that I have a farm and I have aquaponics and I have ducks, goats, sheep None of us have sheep, pigs, all kinds of arms, all kinds of gardens. Let's say that every year, every year, I try to learn one new task when it comes to the farm, one new thing, because I didn't grow up in the country, I grew up in the city. I am not a country person Well, I am now, but I wasn't then. So let's say, for example, that I want to learn how to grow my own pigs and harvest them and be able to put them in the freezer. Now, this is actually not a really good example, because I've already done that skill. I've already done it. But let's say, for example, when you look at it, oh my God, that's a lot of stuff you've got to think about.

Speaker 2: 9:52

So you can break it down into, first off, multiple groups. The first group would be okay, do I have the infrastructure in place? Do I have the fencing put up? Do I have the water source form back? Have I decided where I'm going to put them? Have I got the place for the shelter built for them? All right, so that would be one big group of things. The next big group of things would be, okay, finding and selecting the pigs, right. Okay, what breed do I want? Because certain breeds grow faster than others, certain breeds taste actually better than other breeds, and do I want to start off with a piglet and let it grow big, or do I want to start off with a big pig, or do I just want to go straight to buying pigs and not even grow my own? And then the next big group would be the harvesting time. Right, and when it comes to harvesting time, what kind of materials am I going to need? Am I going to need a gambrel? Am I going to need some kind of winch and pulley system to pick up that 300 pound pig? What kind of knives am I going to need? How am I going to keep all that meat cool? How am I going to package it? So each one of those can be broken into big sections. So when you look at the overall thing about adding a new thing to the form, it actually becomes pretty easy.

Speaker 2: 11:10

Let's talk about using the work breakdown. Before we do that, let's actually bring up the work breakdown structure that I built in my estimating spreadsheet. That's free of charge. You can get it. All you got to do is just send an email to me or fill out that form in the link below, and for the exchange for your email, just joining the newsletter, I will send you that spreadsheet. There we go. So on the screen you'll see the work breakdown structure of the estimating sheet that I created. The estimating sheet has multiple functions, so you've got the instruction sheet, the work breakdown sheet, crew makeup sheet, a sheet for other direct costs, a project summary, proposed information and even time analysis to help you with it. So, looking at our project work breakdown structure, any good work breakdown structure should have a spot at the top to capture the information for the project, for example, the name of the customer, the address of the customer, the point of contact, maybe the name of the project, because if you start doing multiple projects for the same customer, they might have different projects with different names. So that way you know which spreadsheet goes to which project. And you maybe want to, if your company has bid numbers or quote numbers, you might want to put that in, so that way you can track it. And then the estimator names, and then response date and then the contact information for the actual customer. Now we go straight to the work breakdown.

Speaker 2: 12:33

Now think about a job. What is the first major group of things that you would do when it comes to, if you get awarded a project? Well, you have to mobilize for the project. When it comes to if you get awarded a project, well, you have to mobilize for the project. You can't just drive out to the job site and everything will be there automatically, although some technicians seem to think that that's the way that works. But there's a lot of hoops that you've got to jump through to get it to that point. So the mobilization and these are just some things that you might find under mobilization, you might have more things for your particular project. So, mobilization, you might find you might have more things for your particular project. So, mobilization Okay, you're going to have to travel to the job site, okay. And if you have a crew of five people. That would be five people to the job seat, five people back from the job site. You might even have a scenario where you might have or you might be company policy where you have to set those people, those five technicians, drive to the job site to and from every day on and the company's paying for their, for them to drive back and forth. Well, you got to account for that in the project.

Speaker 2: 13:31

And then material management. That would be another thing that would happen under mobilization. Somebody's got to take that bill of materials from the spreadsheet, send it to maybe corporate to get permission to get a purchase order, or it might be a small little company, but you've got to convert that bill of materials, send it to the distributor to order the materials for the job site. Now, a lot of times you will find that you're not ordering all the stuff from the same distributor, so you're going to have to do this multiple times. You might be buying your cable, your jacks, your patch panels, your pass plates from a distributor like a Graybar or an Anixter or a CSC or an Acutech, but you might be purchasing maybe the equipment like the hubs or routers or switches directly from Cisco or some other type of manufacturer. So you might have to create multiple bill of materials, get multiple purchase orders to get them approved and then order them, and that's all going to take time. And then also you have to get the material to the job site.

Speaker 2: 14:36

Now, a smaller job, that's not a big deal. You just throw, you know, the 10 spools of cable in the back of the truck and then you drive out there. Boom, winner, winner, chicken dinner. But what if that project is a five-story building going over six months? You're not going to get all the material at once and then ship them out to the job site. Because if you order that much material and put it on a job site that's going to last six months, I guarantee you material will disappear, guarantee it. So a lot of companies practice what's called just-in-time material management. So they know that, okay, the crew is going to be pulling 30,000 feet of cable next week, so they'll order 30,000 feet of cable, so it comes in a couple days right beforehand. So that way there's little risk to the stuff being stolen and it also helps for the financials on the project as well too, because that way you don't get a big material hit that's sitting there for six months waiting to get reimbursed on.

Speaker 2: 15:31

There might be some training that might need to happen for a particular project and you've got to account for that. In a thing, we did a project one time for I won't say who the customer was, but it was a lottery system and they were going from their old dial-up system to a satellite-based system and we got awarded the contract to do that. Well, all of our structured cable guys knew nothing about setting up satellite dishes, how to point them, how to aim them. So the company offered to train us. So we had to put in some time for eight hours for each technician on the job site to go to the customer's location to learn how to identify what portion of the sky, how to aim it, how to do the checks on it. That's all part of the project. And you also might even get a requirement in the job site where the customer might want you to do what's called spool testing or real testing, where you're going to take an OTDR, you're going to attach it to the spool and shoot it before you take it out to the job site. You see, all that stuff has to happen before your crew even steps foot on the job site. You know, another good thing too I forgot to mention is it's always good to break these things down numerically and that way they're consistent across job sites, because consistency will help you make sure that you don't miss nothing. Consistency will help make the technicians realize that, hey, everything goes in a certain flow. So if something's out of order they can raise that red flag and then have a discussion with you how to fix that.

Speaker 2: 16:59

So when you talk about projects, one of the major sections again I talk about mobilization that might be numbers 0, 0, 0 to 100. Then the next major section would be installing cable supports. Well, that might be 100 through 125. Then you want to install the copper backbone. Those numbers would be 200 through 225. Installing fiber optic backbone that would be 300 to 325. Horizontal cabling 400 to maybe 500, because you might have multiple different types of cable.

Speaker 2: 17:33

And then you can actually create these line items in your work breakdown structure. So, realistically, you don't have to, as you read through that big RFP, rfq, remember everything, because you've got a checklist that you're working through with the work breakdown structure. Don't forget you've got to build out the telecom rooms. That would be the next major section, items 500 through 600. Maybe building out an equipment room, testing, that could be 600 through 700, and then ancillary systems like maybe AV installation, security, that could be 700 through 800. And then you're going to have bonding and grounding don't forget that 800, maybe to 900. And then demobilization, because you've got to pack everything up and leave them. So if you've got the major sections and then each of those because you've got to pack everything up and leave them to go so if you've got the major sections and then each of those sections, you'll have a line item for different tasks.

Speaker 2: 18:23

So, for example, the one that I just gave you, the mobilization, that's 000 to 100, travel to the job site might be 010. Material management might be 020. Training might be 030. And then, because I'm using a three-digit numbering system, I could, for example, let's say, training, 030 training. Well, let's say there's more than one type of training and I want to be able to track that. So 030 training might be for training for how to install the satellite dish. 031 training would be how to make connectivity with that satellite dish. And those are all three different classes, but yet now I can say okay, the class to set the dish is an eight-hour class.

Speaker 3: 19:08

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Speaker 2: 20:05

So now, that we've taken care of the mobilization. The next thing would be to move to installing the support system. Now you might be installing J-hooks, you might be installing cable, tray, ladder, rack or some other types of systems. That's why I gave that one a bigger, larger set of numbers to work through, like 100 through 200. That gives me, you know, a lot of numbers to work with. So the first one, probably the most common way that we support cabling is through J-hooks. So you could have one line item for installing the J-hooks, one line item for installing maybe, for example, beam clamps, because you have to hammer the beam clamps on and then attach the j-hook to that beam clamp, because you've got to be able to accommodate for the beam clamps as a material and the j-hooks as a material, and they don't just magically jump in the ceilings by themselves. You're going to have to install the beam clamp and install the j-h, and that way you make sure that you don't miss anything. You might even be attaching those J-ups with some type of powder actuated tool. Now, granted, it's not going to take very long to shoot one clip into the ceiling with a powder actuated tool, but if you're installing 500 of them, 1,000 of them. That can add up pretty quickly. If you don't account for that, that's money you're losing out of the bid For cable trays.

Speaker 2: 21:22

You might have a separate section just for the cable trays. You know, one for installing the cable tray section, one for installing the hardware, making sure that it's level. Then we move into the backbone systems. You know copper or fiber, doesn't matter which. You might have one line item for roughing in the cable and that's going to be. That's where you're going to capture the footage of the cable and the labor to install that cable. So then you might have one line item for dressing the cable. You got the cable already there under the 201 line item for roughing in the cable, but now you got 203 for dressing the cable, you know, around the walls and attaching it to the walls and rattling it up to the blocks. Then you have another line item for actually terminating the cable and a line item for testing the cable and then obviously we have to label that. So each one of those would have its own line item and if you already have these built up in a work breakdown structure, if you're not using it you would just hide those lines or delete those lines out of the spreadsheet. That way you don't miss anything. You know, the same things also apply to horizontal cabling.

Speaker 2: 22:23

Pulling the voice cabling, pulling the data cabling, dropping those cables Because this is where a lot of companies will break out their job by roughing the cable to the drop, but then they'll have another crew come behind and actually drop it down the wall. So that would be two separate line items. Some people will estimate pulling a cable and dropping the cable as one line item. Both ways are fine. It just kind of depends on how you do within your company. Then you have a separate line item for terminating voice cabling, terminating labor jacks, terminating jacks, labeling jacks.

Speaker 2: 22:55

Oh, and don't forget, you've got to test everything. Are you testing a certification test? Here's a tip for you pro tip when you're doing certification testing, you've got to line out in for the labor. But on the material side you also might want to put a tiny little bit for each test that you do like for the consumables. And the testing you're going to have for consumables is the permanent link heads. They do need to be replaced. So find out from your manufacturer how many cycles your permanent link heads can do before they need to be replaced and then ask them how much is it to buy a new set? Divide that number by how much they told you it's going to cost and that's the number you put in your material side to make sure that you capture everything.

Speaker 2: 23:36

You're also going to have one for building out the telecom rooms. You're going to have to install the cable trace actions, putting in the hardware. You might have to put in 110 blocks, 66 blocks or Bix blocks, and all that stuff takes time. Installing the racks those racks don't just jump out of the boxes by themselves. You have one line item like, for example, 510, to actually install the rack. That includes getting it out of the box, bolting it together, bolting it to the floor. But then you've got to put all those patch panels, all those horizontal wire managers, all those vertical managers, because you also have to capture the material for those as well. So that could be line items 511, 512, and 513. And those same things would also apply for the equipment room. You would also be installing the rack, installing the patch panels, installing the wire managers.

Speaker 2: 24:24

When it comes to testing, testing is one of those things and there's a lot of people that have different views on this. I feel that if you have a certification tester, you should be certifying every drop. Whether or not you sell the test results to the customer is a different conversation. But there's also. I got talking to Tom Jallo Softing on a previous episode of the podcast and he said that he recommends that you shoot it with a continuity tester first and then hit it with a certifier. That way it's going to make the testing go a little bit smoother. Let me know if that's the method that you like. Copper certification, for example, like the background that might just be continuity testing, and then it's going to be for copper. Same thing for fiber Fiber. You need to know is it going to be tier one testing or tier two testing, and because each one of those requires different equipment and a little bit different times for testing, and then don't forget labeling everything. Then you and let's not forget the bonding and grounding right, so you might have to install the grounding electrodes. Oh, watch out for an episode coming out later in Q1 this year.

Speaker 2: 25:34

I've got somebody coming over, chuck Wilson from Wilson Technology. He's coming over to the house here and we're going to be putting in a ground rod for the podcast studio and I'm going to make an episode out of that we're going to talk about actually how to install a grounding electrode, because it's more than just driving a rod into the ground. So, getting back to bonding and grounding, again, we got a whole clump of numbers set for this. So 800, 801 would be installing the ground electrode, 802 would be installing the primary bonding bus bar, 803 would be installing the secondary bonding bus bar. Well, then you got to install the telecommunications bonding conductor. That's the conductor that goes to the ground right outside of the building. That would have its own line item. Installing the telecom bonding backbone. That would be its own line item.

Speaker 2: 26:17

If you've got a large enough building where you've got three or more floors and multiple closets on each floor, you have to install a backbone bonding conductor Well, you've got to put money in for that and time for that. And own bonding conductor Well, you got to dress up. You got to put money in for that and time for that, and then also dressing all that and then testing Each one of these sections if you have them in there, it's going to make sure that you identify everything you need to do and, just like the mobilization, we have the demobilization as well too to take everything off the job site, remove all the materials, take off the trash, create the red lines or the as-bus for the customer, and you might even want to put some time in there to do a final walkthrough with the actual customer. Now I use numbers for my work breakdown structure. You don't have to, but that's just because it helps organize a little bit better, because the benefits of using a work breakdown structure is, the better the work breakdown structure is created.

Speaker 2: 27:03

A well-documented work breakdown structure is going to ensure that the operation team understands the estimator's vision and that's one of the reasons why I broke them down into sections. If the technician wants to know, oh, do we have where's the secondary bottoming bus bar? Well, I know which section in the work breakdown structure to go look for, even what line item to look for to make sure that it's there. And that's going to help prevent miscommunications miscommunications that never happens in our industry about the scope of work. And then the beautiful thing is, like I said earlier, the work breakdown structure can be used as the foundation for creating the Gantt charts, the project schedules, to monitor the track. Using that work breakdown structure is going to really help with things, like you know, doing your tables like cost of work schedule, cost of work performed, because you've already got them broken down.

Speaker 2: 27:56

It's also going to go a long ways for identifying delays or risks, you know, by tracking all your specific tasks. That's even you know. I didn't mention this, but you can even have a subsection in that work breakdown structure for potential delays. Did a project one time where they told us make sure that you schedule eight hours each day. No, no, no, eight hours each week per technician on the job site for delays, because the building would get shit down once a week and you guys wouldn't be able to do anything. But we don't want them leaving the job site. You could actually put that in the bill. A work breakdown structure helps you create those hours performed so that way you can track them on the backside to make sure that you are using them and they got used.

Speaker 2: 28:40

The work breakdown structure is also a good foundation for generating your weekly construction reports for your stakeholders, for the projects, even the customers. Imagine showing the customer. Because here's the thing Customers, when they see how much it costs to put in a structured cable system, they usually suffer from sticker shock because it ain't cheap putting in Cat 5E, cat 6, cat 6A cable, copper cable, fiber optic cabling. So, having that work breakdown structure and that schedule of values, you can tell them exactly how much of the project money got spent that week. So that way they get a real good feeling. For hey, this money is just not being blown in the wind, it is a game changer. So I went through this kind of high level.

Speaker 2: 29:25

But let me know if this work breakdown structure show has helped you in any way and, if possible, put in the comments in the show below how a work breakdown structure has saved you time or money, such as maybe spotting a missing task during the estimating phase or reallocating resources during mid-project. Here's some bonus information for you. You know there are some tools and also some templates that are perfect for creating work breakdown structures. I used a spreadsheet, as you can see in the one on the screen, but there's project management software like Smartsheet or Trello that can actually help you. Microsoft Project is another one that can help you create work breakdown structures and make sure that the scope of work I mean, sorry, the work breakdown structure also aligns with the project scope of work. So that way you can actually literally use the work breakdown structure to write your scope of work. It's the outline for your scope of work, so you can actually talk about that when you're writing the scope of work.

Speaker 2: 30:21

Okay, mobilization as your title.

Speaker 2: 30:24

On a mobilization, you say we, the company, will provide you immobilization of all material and labors and we expect this to be a duration of five days or two days or one day or whatever.

Speaker 2: 30:40

And then the next step is we will be installing all of these cable supports, starting with the J-hooks and the cable trays, and they will be installed X amount of days, a certain amount of time, and that's in the scope of work. And that way the customer knows the order in which you're going to be doing stuff and that's going to help you tie in with tracking it as well. So I hope this show helped you to figure out how to estimate those larger, more complicated projects. Here's my call-out for you, call to action for you. The next project that you do, if you don't already use work breakdown structures, create a work breakdown structure for it as well as along with your regular estimating system, and then see how it works out in the long run. If you want, you can send me a copy of that work breakdown structure and I will take a peek at it and I will give you some of my thoughts on where you did really good and where you might need to improve on some other things as well.

Speaker 1: 31:33

So I hope you enjoyed today's show and, with that, remember knowledge is power. Thanks for listening to let's Talk Cabling, the award-winning podcast where knowledge is power and the low-voltage industry connects. If you enjoyed today's episode, don't forget to subscribe, leave a review and share it with your crew. Got questions or ideas for the show? Chuck wants to hear from you. Stay connected, stay informed and always aim for excellence. Until next time, keep those cables clean, your standards high and your future bright. Let's Talk Cabling Empowering the industry, one connection at a time.