Building Trust without Surrendering to AI with Martin Stadelmeyer

Can you embrace AI… without losing trust, integrity, and human connection?

In this powerful episode of Unapologetic Leadership, Cory Dunham sits down with global executive Martin Stadelmeyer to unpack what truly builds trust across cultures, industries, and leadership levels.

From leading inside companies like Mercedes and Volkswagen to navigating tough decisions, Martin reveals why respect, authenticity, and delivering on your word still outperform any technology.

You’ll discover how to:

• Build trust that creates real business growth
• Use AI without sacrificing your voice or values
• Lead with integrity—even when the pressure is high

If you want to lead in a world being reshaped by AI… without becoming replaceable, this episode is a must-listen.

About Martin Stadelmeyer

Martin Stadelmeyer is the Managing Director and Partner at AMBE Engineering based in Detroit, USA, where he leads operations across Mexico and drives growth with U.S. and Canada-based clients. The firm specializes in Supplier Development, Lean Manufacturing, and Operational Excellence.

Previously, Martin served as Senior Managing Director in Mexico, scaling the organization from 25 to 120 consultants while doubling revenue year-over-year.

Before AMBE, he held multiple leadership roles at Daimler AG, including:

• Head of Procurement Trucks and Bus Mexico, where he transformed the team into the top-performing procurement unit in North America
• Head of Emerging Market Office Mexico, where he expanded operations and led supply chain strategy across Latin America

With a global career spanning Germany, China, Mexico, and the U.S., Martin brings a powerful perspective on leadership, trust, and operational excellence.

Connect with Martin

LinkedIn: https://www.linkedin.com/in/martin-stadelmeyer-6977/

Transcript

SPEAKER_00 0:01

Welcome to Unapologetic Leadership. If you've felt stressed, overwhelmed, wrestling with the imposter syndrome, wondering if you're just not good enough, then this podcast is for you. So here's your host, Corey Dunham.

SPEAKER_02 0:21

Welcome to this episode of Unapologetic Leadership. I have a wonderful guest, Martin Stadelmeyer, who is the managing director and partner at AMBE Engineering LLC. And before that, he's been at Mercedes and Volkswagen. Welcome, Martin.

SPEAKER_01 0:39

Thank you, Corey. Great to be here with you.

SPEAKER_02 0:42

Thank you. Thank you. So tell us what you do and how you impact the world.

SPEAKER_01 0:49

Well, first of all, you may detect a slight accent. I'm originally from Germany, spent all my life, all my working life in automotive. Um, worked with Volkswagen, spent about seven years of my career in China between Volkswagen and Mercedes, then had the opportunity to run supply chain purchasing and supplier quality for Mercedes in Mexico, which basically led my family to live seven years in Montreal, Mexico. That's where I met the owner of Ambient Engineering, and when he offered me to become his partner, I'm glad my wife did let me say yes. And that eventually led us here to way to call Michigan. Seven years ago, um, I love Michigan, spring summers, and autumn's winters, not so much, but that's a whole different story. So the impact, I think it's the small things in life. It's it's go going back to what my grandma always told me treat other people like you want to be treated, and that's what I'm trying to do every day. Being nice to people and you and people smile back at you. And that's been my life experience. And if you treat 10 people right, nine will be nice back to you, and that's a net win.

SPEAKER_02 2:00

Yeah, no, I think that's fantastic. And how is that translated? Being nice to people and doing the small things, how's that translated throughout your career? Have you found that in all the different places where you've worked and in your personal life, and then it keeps expanding? Or have you seen that where uh you haven't seen that from other people, maybe?

SPEAKER_01 2:22

No, it doesn't matter whether you're in China, you're in Venezuela, Greece, Spain, US, or Mexico and Germany, these are all the places where I lived during my life. People are people. We all want what's good for our families. All of us love our mother and father, and most of us that's a given. We all need to eat, we all need a place to sleep. Um that's independent of culture. You try to form a network of people you can trust, independent of culture, and that's a given. So as long as you don't, as long as you treat people with respect, they will permit you a lot of cultural mistakes. So the typical thing is before you go to China and a big company like Volkswagen and Mercedes, they teach you all these cultural aspects, like which way to hand over a business card. Don't ever do it with one hand. You need to do it with two hands. And then interesting. All of that doesn't matter if you don't treat people with respect. You can do all the right things from your cultural training. If you don't treat a person with respect, you're not gonna get the right foot down. However, if you're a good human being, people will perceive that in any culture. Nice. That's my experience. And it doesn't matter whether that's a private setting or whether that's a corporate setting. I think that's oh, go ahead. Go ahead. No, and the point is you mentioned the word expanding. You meet nice people, you treat them with respect, you get they introduce you to their friends, and then your network expands. And I'm blessed that I have friends around the world.

SPEAKER_02 4:06

That's amazing. And that's actually been that was one of my goals in 2025 was to expand and develop more friends, whether that's business colleagues or personal associations around the world. Because I've typically been, I've had imposter syndrome, I've dealt with scarcity, and just this fear of meeting people, maybe because I was so reserved and quiet and introverted. It's been decades, because I'm in my late 50s now, and I finally said, Corey, you have proven over a 40-year career in the workforce that you have networked with people, you've communicated, you've created value, you've made mistakes, you've learned from it, you've fixed them. And as you said, and I see the same thing, Martin, that people are forgiving when they can see you have integrity and that you come from a good place. They don't expect perfection, even though we ourselves are really hard on ourselves. So I appreciate that. And then the fact that you're talking about trust transfers when you have trust with one person with integrity, then that transfers from those other people. And then your network, your associations, your collaborations can expand also. Uh, do you have any specific examples that you can think of that either recently or just any time that your trust was transferred from somebody else that you really didn't have a good relationship or have a relationship at all somewhere, whether it's business or personal? And how did that trust enable both you and the other person?

SPEAKER_01 5:42

My whole business is built on exactly that model. So um since about eight years, I went from project management and purchasing, which I did at Big Corporate and Supplier Quality, to a mainly sales-driven role. So at Ambi Engineering, 80% of my job is to find new customers, to sit down with them, to actually enable on a first of all, establish trust so they actually tell me what hurts them. And then support them to find a solution. So that's my business case, and my business runs on referrals. So I don't go out there and do a marketing campaign on LinkedIn, any kind of marketing outward bound. But most of my our work comes in because we did good work and then we get a referral. So 100%. So if you ask me for an example, the difficult thing is to pick one of them that makes a good story. So give me 2.3 seconds to think about one, but that's what it comes down to.

SPEAKER_02 6:46

No, I I love I love that because that's um our our business. We've had we have a couple of businesses. My dad started our family marketing business back in 1980, and this year it's 46 years old. So we still have it from roughly a decade before the internet started. And that's all we pretty much had were handshake deals for the last 35 plus years. Then usher into the internet, and people who we don't know who aren't in our community, all of a sudden a few of those people started taking advantage, didn't have integrity, and all of a sudden the handshake deal didn't work as much with the community and relationships that we had before. So we had to start doing contracts, which is crazy that we've been doing handshake deals for over 30, 40 years for most of our clients. Some people want to know because it's just the culture. Uh, and it makes sense. And um, but having that trust and referrals is still a thing because a lot of people, like you're saying, today they use the mass marketing, they use AI, they inundate and send out a bunch of spam to people who don't want it, just in hopes, send out 10,000 messages just in hopes to get five or ten good conversations with people. Whereas you're creating good value, you're giving first and allowing those people who are your customers to you're not forcing any reviews or anything. You're they're saying, wow, this is the real deal. I've experienced it from Martin and his organization, and now I truly believe the integrity and that will transfer. So I totally appreciate that. Do you have any a tip or two as to how you develop trust? I know there's many different elements that could develop trust, but do you have one or two things that you feel are maybe top of mind or important?

SPEAKER_01 8:50

The connection, unfortunately, is suboptimal. So if you could repeat the question, I'd appreciate it. And yes, everything you said about trust and handshake deals, you're talking my language. And I have some great examples where where trust usually is repaid positively. So we're talking the same language. But please repeat the question since it was cutting off a little bit.

SPEAKER_02 9:15

Sure. Yes. I was just asking if you had one or two tips where there could be many elements to creating trust, but two top things in your mind that help to create trust. And you may have more, but at least start with two if you can.

SPEAKER_01 9:29

Step one: if you talk, you don't learn. So learn to listen. That's number one. Listen and understand is even better, and that takes practice. So don't just nod and say yes if you don't ask the questions. And then a simple don't overpromise. And here cultural aspect is interesting, right? So the German culture is we are highly sensitive to people promising more than they can deliver. Interesting. Germans ask a lot of questions. Like the German engineers, there's a reason why we build, I think, pretty decent cars, and that is because we ask a lot of questions and want to get it right. There are lots of planning involved. So there's other cultures that if you don't overpromise at least 50 to 100%, then you make yourself too small. So what I learned in negotiations with, for example, Indian, if I'm coming with my small German approach and say, I better only promise you this and then deliver the whole phone, this is not how you negotiate in India. You promise something way bigger, and then people understand you can only deliver a little less. And I don't want to generalize it, I don't say that's always in India like that, but there are certain cultural tendencies, depending on the country. How much do you promise? But again, in the whole world, nobody likes to get promised something big and then only half gets delivered. Long story short, if you want to build trust, don't overpromise. Listen, keep your promises and be genuine. Nobody wants to listen to a perfect chat GPT voice. It is scary for me. And especially if there's no content. I've been in politics when I was young. I came back after a year in high school exchange from Minnesota to Germany, and I wanted to help do something good in Germany, so I entered politics with the target to have a positive effect on our society. So I looked which I didn't know which party to join. So I read the programs, I looked at different parties, and then I joined a party because I wanted to do good. And the more time I spend with politicians, the older I get, the less I want to listen to them. And it's not because they're not good human beings, but if you talk to me for 45 minutes without saying a real message, but just using nice and fluff words that sound good, it drives me nuts. My attention span is short. So that does not build trust for me. I am action-oriented. One, two, three, let's go. And that's the contrary of 45 minutes politician, highly correct, beautiful words, no fixed content to being attacked on. That's the exact opposite of what builds trust for me. Yeah. Rather make yourself vulnerable. So there's tons of it, how to build trust.

SPEAKER_02 12:28

But yeah. Yeah, no, those are great points. And not overpromising, listening well, and then having some substance when you communicate. And I was just talking actually with someone else on my previous podcast recording about the idea of too much over-reliance of AI. And people are not using their critical thinking skills, they're not using their decision making, their reasoning. So those muscles appear, just like our muscles in our body, if we're not exercising on a regular basis, we're going to get a little either flabby or soft in those areas. And especially with our minds. And that's one of my biggest things when I am coaching leaders or doing the talks that I do. It's talking about even me as an example. I I can still remember one or two of my phone numbers from my homes from 40 years ago back in the 70s and 80s. But I don't know my kids' phone numbers. I know my wife's, but I don't know my three kids' phone numbers. All I do is look at their oh, the my the name is on the phone. Let me click on that button and boom, I'm connected. And if we're not intentional about all the different types of things, that AI is making things easier, but it's also we have to have a balance and still be proactive and being intentional in what we choose to see ourselves a year from now or five years from now. Because otherwise we're going to be just these bubbling masses of tissue and skin and uh body fluids, but we're not going to have much else going for us. But to be able to innovate ourselves as human beings, our minds along with AI, because AI is here to stay, then that's an awesome thing. It's human-centric, it's long-term view rather than just a short-term view. And we also talked about short-term deadlines when I was having this previous conversation that people are pressed so much and pushed. Oh, I got to get this done. So let me use the easy button. Got to get this done. Oh my goodness, so much is put on me. So, do you have anything in regards to timelines that where AI is of value, or like you said, it can be junk or just not appropriate and doesn't have much content or substance? But do you have any guidelines or anything in terms of how you either use AI or how you recommend in terms of getting a good quality answer or response that works well?

SPEAKER_01 14:56

You already mentioned a couple of them. So we grew up in a world where we still went to libraries and looked at books. You and me grew up without an iPhone. There was no cell phones when we grew up. Yeah. Even then, and that's I'm blessed for the education I received. We were asked to question the source. Don't just it's in the book. Wow. The more I lived in different so here's an interesting thing. I grew up in a bro, and I come back to the AI topic, but this is one of the fundamentals, and you mentioned it. Don't just put your question in and then trust that whatever Google tells you or the AI, whichever tool you use, that's the truth and the only truth. And living here's the recommendation: go outside your comfort zone, go leave your town, your country, your county, and go experience something different. Open your eyes. The world is multi-shaded. And I got blessed that I was allowed to live in different countries, and it helped me to understand. I grew up thinking that we are the good ones, German media is the only free media in the world, and everything that the two German or three German programs back then on TV were showing, that's the truth. And as I've been experiencing more of the world, I got to know there's not only three programs in the world, there's more. And if you go and talk to people from other countries, maybe they have a slightly different point of view of what German media tells you. And the more I've seen the world, the more I get to the point it's multi-shaded, multi-faceted, there's many different realities out there. Yeah. And go build your own opinion. So that's the that's number one. Don't just trust the answer the AI just gave you. Make sure you use your brain and logic, reasoning, and thinking, and then you're already in pretty good shape. So that's step one. Step two if you don't use AI going forward in your job, you probably won't have a job for that long. It's gonna take over. Other people will use it, they'll be faster, and they'll get better results than you get with your slower manual non-digital approach. So you better get comfortable with it. So that's number two. How do we use it? So I was asked to write a chapter in a book. And it would have taken me probably the whole weekend to write that chapter if I would have done it without any AI support. But the main ideas still were mine. So I didn't just ask AI, hey, write me a chapter about supply chain risk management. That's the easy button. Nothing is original from that work and it shouldn't be in a book. So yeah, the main ideas they came from my 25 years of work experience. But yes, I did use AI to fine-tune them to help me with the language. I'm not a native English speaker. I I my grammar is not perfect. So there's good AI use cases out there. And that's just one simple example. I know friends that use AI to a much larger extent than I'm doing. And I believe there's a lot of value, and I'm just at the beginning of my learning journey, and that's what it is. Don't ever stop learning, or you're ready for retirement. And I mean the boring type where you don't do anything anymore.

SPEAKER_02 18:20

Yeah. And then you kind of atrophy, and many people they die up in their head mentally first, and then they just wait for their body to die, which happens pretty Yeah, happens pretty quickly after that in many people.

SPEAKER_00 18:32

There you go.

SPEAKER_01 18:33

I don't ever want to be there. That's why I tell everybody I'm never gonna retire. That's not that's not a vision and retirement in the sense of some people like golf, others play chess, whatever it is you're doing, but that I you have to challenge your mind and body both. So I always and have a purpose. I think the purpose is the other important aspect. So no, I never want to retire. Do I still want to work 60, 80 hour weeks? No, I I want to work on my own terms. Yeah, I don't want to have to work for money at one point in the future, but then continue to do projects that challenge mind and body.

SPEAKER_02 19:10

Yeah. Yeah, and I've heard definitions of retirement as not the typical way that we've heard in the last 50 or 100 years, but the way of, as you said, changing your purpose or changing your intentions of what you're going to do on a daily basis and what you're maybe pursuing more of your passions or the passion that you have at that time. So yeah, and to me, that's a more exciting life than just sitting around, I don't know, looking at the sunset or watching TV all the time. I'll still do those things, but that's not going to be most of what I want to do because life, we're made to live, we're made to create, we're made to experience things. So I totally agree with what you're saying in terms of retirement, because I can't see the typical retirement for myself either. It's like there is no end. It's a constant, like you said, you're constantly learning and growing, or you're not learning and contributing, and you're basically dying at that point, just on a slow basis. So Yep.

SPEAKER_01 20:06

We're on the same page. It's almost boring. Let's get some challenging topics.

unknown 20:10

Right, I know, right?

SPEAKER_02 20:11

Yeah. Question I have for you is how do you stay aligned with your values and vision when pressure is on?

SPEAKER_01 20:22

There's there's two very, very important and simple guidelines for any decision that's borderline. So 99% of my days, or 99.9%, there's no ethical question. I'm coming to work, we're an ethical company, we do ethical stuff, and we deliver results for our clients. So I don't really get into decisions where I have to question myself too often. They happen, and then there's two questions I ask myself. The first one is, Martin, would your would you be able to go and tell your grandma what you just decided and did? And would you feel comfortable with telling your grandma? The second one is a great question. Would you be okay if what you're this what you just decided or did is tomorrow in the newspaper front page? Wow. So if the answer to both of these really simple checks is no problem, then go ahead, do it. And the grandma example is that's the moral compass, and the other one is well. And that's what it comes down to for me. So if I'm doing something that I don't want the world to know, it's probably not a good thing. So that's how simple it is. Look that we we do seventy percent of our business in automotive, and automotive has not been doing well in the last two years. So the last two years after six Years of growth in our company, or after almost 20 years of growth, for the first time we didn't grow. We had to make difficult decisions and we had to no the nice word is we had to right size our company because now you don't want to use as a good politician the word we had to lay off people or we had to fire people because that sounds so mean. It's the same thing. After you hire friends to join your company after you know their homes, after you know their kids, and then you have to go to that person and to that family and basically look them in the eyes and say, We hired you as a sales director, you've been here now for 10-11 months, but we collectively have not been successful, and this is the end of the road. Is that an easy one? No. Does that are these the most difficult moments for me in my life? Yes, because I know there's families that depend on this income. However, there's like 30, 50, 60, 70 families that depend on this company. So sometimes you have to take these decisions. Do I have any problems seeing that in the newspaper? No, because we've not been doing so well. Have I a problem telling my grandma that I have to take sometimes hard decisions as a leader in business? Not if I can look myself in the mirror. That's where the moral compass comes in. Um, as a first step, did I reduce my own income and that of our partners before we even touch? That for me is part of my integrity. So we first because as the business partners, we have to upside. Like so, when things are well, we do well as the owners. Yes. Um, when things aren't well, the first step is as a co-owner, we reduce our incomes to protect our people. And then the next step is if it's still not enough, then we have to talk to our people and we try to keep everybody on, and we talk to our people and see what can everybody chip in. And then as a last, we have to right-size the company. The good news is 2026 looks good. January has been way better than January 25, and we're actually seeing an uptrend. So we're actually hiring again, which is way more fun than what we did in the last one and a half years.

SPEAKER_02 24:22

Fantastic. Yeah. Yeah, no, I think that's great. And I yeah, I've never heard that spoken from anybody in their companies or organization and how they would reduce their own incomes as owners or higher-level executives, and then and and with the partners and other things and everything else.

SPEAKER_01 24:41

Yeah, it doesn't happen in corporate. Okay. In corporate, no. Usually the answer is no. The executives make sure that their bonuses are protected and they rather fire a thousand or ten thousand people to make sure their KPI targets are hit. But if you're a small or mid-sized business owner, I've seen it more often than not that people care. The smaller the company on average, and again, 80-20, there's always it's never everything's the same, but yeah, I've seen it. People really care about their guys and their girls.

SPEAKER_02 25:17

And do you think that's because I was going to say the same thing with a lot of the big corporations, you see how those top executives are getting bigger bonus because they've gotten all the numbers right? And you're like, what a way, they just and like you said, let go of a thousand or ten thousand people. But do you think it's because you know, small and medium-sized businesses, is it because that the executive leaders have a closer touch and relationship with if you want to call frontline or a better portion of the organization than those that huge corporate businesses. Do you think that's why because of the relationships there potentially? Or it's just how that those types of organizations, that's how they work.

SPEAKER_01 26:00

It's I think it's a human side, right? So if you have only 10 or 20 or 50 or maybe even a hundred people that work for you, you know all their names. And for depending on how the family business is running. In our case, we know the families. Like we invite the families for the Christmas dinner. And after you get to know somebody's spouse, and that's way harder to say goodbye than if you are the CEO of a 300,000 people organization. I don't blame them, right? So I don't blame a CEO of a large corporation that they have to do hard cuts and maybe fire 10,000 people. It sounds like a lot, but it's the same as if I have to let go two. So the ratio is the same. Yes. The difference is for that CEO, they're just a number. There's 10,000 numbers. There's no face, there's no family behind. So, yes, that makes it way easier. There's a reason if you have to restructure your company, you don't do it yourself. You ask another company like Ambi Engineering, come in and help me restructure my company in order to protect yourself and to make it non-biased. Because you have this personal relationship with your 100 people, you probably want to hire an outside consultant. I did that one time in China where I was tasked with hard restructuring. I've been four and a half years in a greenfield plant for Mercedes. So I knew all the expatriates. It was a relatively small plant building vans for Mercedes, and we didn't hit our numbers. So we brought in McKinsey and they did a restructuring. After that was done, the CEO said, All right, in order to save the company, we told McKinsey not to fire anybody. Like, don't touch the org chart. They worked on processes, etc. But it's not going to be enough. McKinsey's gone. Martin, you, the CFO, me, the CEO, and the accounting manager, the four of us, nobody else, we will cut 30% of the fixed cost. Martin, you and this Chinese gentleman, you are the lead. Tell us at the CEO and CFO how to do it. There is no more holy cows. Make sure you get rid of a lot of expatriates because they're expensive. Let's restructure the org chart and let's do what needs to be done to save the company. So here I was. I've been four and a half years in an environment where my kids grew up with all these other executive kids or expatriate kids. We played soccer at night, we went to each other's birthday parties, and we knew each other intimately. And my job was always project management, launching new cars. So that was fine. And then you get the job. Hey Martin, go tomorrow to work and write out of the 30 expatriates 10 or 20 on a list that will be sent home. So they had planned with their families to maybe stay in China for three, four years, two, three years. And then after nine months, I put their name on a list and they will be sent home. So all of a sudden, I come to the lawn to lunch in the cafeteria, there's 10, 15 of my buddies sitting there. I walk in, conversation goes quiet. That's not fun. So I usually sleep well. Work doesn't really affect me. But these were days and weeks where I didn't sleep well. And then when the CEO announced and he called all the guys in and said, You and you and you and you and you, please prepare to go home. You'll be home within a month. People glared at me in the second row because they knew I was part of the team that put the list together. Yes. I don't want to do that. I really that's a shitty job. Sorry for the bad word, but that's that's bad. Um that that took me a while to get over that.

SPEAKER_02 30:02

Yeah, yeah, those are some tough decisions, and like you said, to to keep the company going, to make the right decisions. Um and I've heard the phrase a long time ago. I haven't heard it recently, but people have said it's nothing personal. When we let you go, it's nothing personal. Well, it is to those people. It is personal, but I feel when you do have the right integrity, which I feel you do and you did, that this was not something that you chose to do, that you looked at all angles, all options before getting to this point, which you illustrated earlier in this episode. So I really appreciate those pieces of integrity, heart-centered integrity, and realizing that you're dealing with people and not just numbers in defense of, like you said, a large business that has tens of thousands of employees, it's hard to know everybody. So that you know, it's a that's a difficult one. But but I appreciate your integrity and just caring for people and not making fast decisions, but you're making thoughtful decisions. So yeah, so I appreciate that. And we're actually getting near the end of this episode. So I'd like to ask you one more question before we close out. But you've mentioned some of this, but is there any other area either either one of two questions? Either how does your inner conviction play in how you handle fear and some of these tough decisions, or what is one of your biggest leadership lessons that you've learned?

SPEAKER_01 31:42

All right, I'm not a scared person, so I'm not gonna talk about fear because that's not a word I really associate with. I'm I'm I don't know. Lucky, unlucky, whatever word you want to lose use. I'm I sleep well, and I'm not scared easy.

SPEAKER_02 32:03

So you operate out of so you operate out of courage, is what I'm hearing.

SPEAKER_01 32:07

Yeah, I don't know. But it's not a word I associate with. Um leadership lesson. The big one, big to small, all day long. Don't get bogged down in details. I believe I lost a lot of money for Mercedes-Benz in China when at a very young age they gave me the opportunity to become a program director for whole car. And usually that's a job where either you have no hair or gray hair, and there's probably a reason for that. And I got that opportunity very early in my career, and I spent evenings with a bunch of other German and Chinese engineers going into crawling the van and making every millimeter perfect of that van or that luxury bus we were building on the van platform. And we really created a really great project and product as expected from Mercedes. And that's the overall project lead. I thought that's part of my role. I wouldn't do it like that anymore because today, the Martin of today would know there's another 100 very qualified engineers that will optimize the color down to the last pixel, and that will optimize the German word to Spaltmaß, how far the gaps are within a car and on the outside of the sheet metal, and they'll get their job done. You don't have to focus on that as the overall project lead, but you better make sure your business case works. Look at the big picture. Is the business case actually logical and viable? Can do do you really will you really be able to sell 10,000 of these units? Or do you maybe have a bad assumption in there that only makes you sell a thousand? And all of a sudden your business case is all the way wildly negative, and it doesn't matter whether you got the last micrometer on the gaps right inside the bus between the seat and the floor, because that's not gonna make the difference. So that's my big leadership lesson if you, whatever project you're tackling, think big to small all day long.

SPEAKER_02 34:19

That's amazing. That's amazing. Well, thank you, Martin, for all of these bombs you dropped or mic drops that were just amazing throughout this whole episode. So I I really appreciate you being here.

SPEAKER_01 34:32

Same here. Anytime, Corey. I appreciate you having me.

SPEAKER_02 34:35

Yes, you're welcome. And let people know what's the best way they can connect with you.

SPEAKER_01 34:41

Look, at the end of the day, I think LinkedIn is a great tool. Our homepage is M B A-M B-E-EN-G, as of engineering, so ambe.com. You find some information about what we do. I'm Martin Stedelmayer. And the way the easiest way is to just click on LinkedIn and we start a conversation. Looking forward to it.

SPEAKER_02 35:04

Awesome. Well, thank you. And I appreciate you listening to this episode of Unapologetic Leadership where don't over compromise, or I'm sorry, don't overpromise of the things you are committing to. Make sure you are aware of cultural tendencies that are not always 100%, but cultural tendencies, and also get outside of your comfort zone and continue to learn and grow. And as Martin said, one of the biggest leadership lessons he's learned is that from top to bottom, make sure that you have a viable case for your business and don't get bogged down in the details. I appreciate you listening.

SPEAKER_01 35:50

Thank you, Corey.

SPEAKER_00 35:51

You're welcome. So that's it for today's episode of Unapologetic Leadership. Head on over to wherever you listen to podcasts and subscribe to the show. One lucky listener every single week that posts a review on Apple Podcasts or iTunes will win a chance the grand prize drawing to win a$25,000 private VIP day with Corey Dunham himself. So head on over to Upologetic Leadership Podcast dot com and pick up a free copy of Corey's gift. And join us on the next episode.