Jack 8/28/25

How are you? I’m glad to be here. Great.

Thank you for your time today. So you have been producing and hosting a talk show, video conference, if you will, virtual conference. And I applaud you for doing that. I started this Global TV talk show because covid crashed into my live media and event business that I was fairly successful at for 30 years, having produced over 300 events, some small, but some bigger, mostly us, but some offshore, we’ve produced events briefly here in London, many years in Paris, in Geneva, Zurich Milan, Rome, Germany, Germany meeting Frankfurt and also in Munich. We did one there, and we’ve done just tons of meetings in in London. Jack, tell us about your recent broadcast of video conferences or meetings. You had a special motif, a special way.

Yeah, thanks, Ben. And similar to what you were speaking about, a lot of this really went off during covid I just found the need that people just didn’t have an opportunity to open up to speak about what’s going on, not just in the industry, but in personal lives. I mean, if you see my LinkedIn post, you know you get more out of life by giving to others, and I truly believe that in our industry, and that’s kind of where my mentorship has always been. And from from that, what I was doing was inviting people just who just wanted to talk one on one. And, you know, I probably had hundreds of people that connected just to talk, you know, just to see what’s going on. You know, we were going through the midst of covid, so that’s where it kind of started with. I also, along those lines, have posts that I do on LinkedIn called the other side of the coin, and those are articles where I talk about a lot of issues or things going on, where maybe other people are thinking it, but don’t necessarily want to speak about it. So I bring those articles to light. They’re sometimes they’re controversial, but, you know, they create a lot of value in doing it. So that was another area

I just want to jump, if I can just jump in and introduce you to a real good friend and client, Dr Ken Lloyd. Meet Jack JAMPEL. He’s a senior HR manager with the STRYKER Corporation, which is a very large medical device manufacturer, and he’s been there 11 years. He’s senior, quite senior, and involved in talent development, and also looks over the Global Mobility function. And I’ve just asked him, Jack, just to start in a minute ago, about his own series on broadcast. Ken has a PhD in organizational development and has been in senior talent development role for in a big corporation, and has been a published author, and for years he was published by he wrote an article, sort of like a help article, like a deer Abbey, but for business, and it was published and syndicated by the New York Times Syndicate, so extremely adept, and he’s just been a delight for me to have on these talk shows. It really brings a unique perspective.

I’m looking forward to hearing Jack’s been doing and all of his approaches that I had read about, sounds absolutely fantastic. Jack,

he has taken the high road in our relocation industry, if you will, talent development and moving talent to an assignment when you were in that senior HR role for that medical manufacturing, medical equipment, medical clothing, manufacturing organization for 18 years. Did you relocate people?

I’d somehow say relocating people? To me, it just sounds like, yeah, we move people. Yeah. We had opportunities for employees who wanted to work in other areas, and we’ve worked with them. We did one major move, where we opened a DC in Texas, and all employees who wanted to move were given the opportunity to do so, flew them down there, introduced them to schools and all the other local support. And a pretty good number actually did it and enjoyed the process. So we had opportunities International and across the US for employees and the opportunity to be offered to them and those who are interested if it worked out for them, for their career and their family, we take the steps from there.

Great. Thank you, Jack. I’m sorry to interrupt. I just wanted to make sure the audience knew why I wanted Ken here and and why, and so that you’re comfortable.

I appreciate it, and you know you’re speaking about being published in books, and that’s kind of always been a dream of mine, and I have never done it. I’ve never written a book, never really published an article in The New York Times, something like that. So I am jealous about that, but yeah, so, so I was just talking about some of the communications that I opened up. And so I started these industry calls, kind of after covid, and I know the industry started going a little bit down as far as volume wise, impacting suppliers, there was a lot of stress around this, and a lot of different reasons were being provided from, you know, it’s just going to be another year until covid, you know, is done with. We’ll get back to normal. But as we can see as an industry, I know we’re still going through that downturn, and it’s not really related to covid. So what I did is I started to have these industry calls, just to talk about what others are feeling around what’s going on in the industry, what’s going on in their lives, what’s going on in their jobs? And what it did was it brought together, and I had probably over 200 people signing up with this. It just needed people needed to talk. People needed to hear their issues were the same as other people’s issues. It wasn’t a personal thing, and I think that’s what a lot of people having problems with. They were thinking a lot of this was personal. Okay, so I think getting together as a group, it may not have been the best news that we talked about, because the industry was down, but I think it helped those that you know Stop blaming yourself.

So let me ask you, what percentage would you guess it’s off the top of your head, were corporate rather than services providers?

I would say probably 90% were suppliers. 10% were corporate, because I think the suppliers were being impacted more than corporate from a job position. You know, although our business may be down, we may be having less relocations, it doesn’t that doesn’t mean my program isn’t less work or anything of that nature. We take on other responsibilities, and we’re always looking at process improvement, whereas I think it was impacting suppliers, you know, in our bottom line, okay, where our drop in location was not impacting the company’s bottom line. It was absolutely, probably improving it. But that’s, these are just my opinions, you know. So, yeah, it was a lot more suppliers. And I’ve always been a big supporter of suppliers. I’ve always said that, you know, they’re, they’re an extension of our company. Okay? So whatever we can do to enhance what they’re doing is a plus for me. So that’s another big take, that that’s how I see suppliers, as being a partner. Did

people who, and I’m not interested in names or anything like that, but just the ideas, did people talk about this concept of providing relocated talent that is about to be relocated and newly relocated talent, plus accompanying family with coaching about how to do it when you first land, because a lot of people are not given that approach, and It’s sink or swim, and that is an automatic block to a successful relocation experience.

Well, you know, it’s an interesting I have a different view when you say to the A lot of people say, assignments fail because they don’t have a good coaching experience, or they don’t have a good you know, the families are not comfortable with how it transformed. But you know, we toss around the word failed without really having numbers to prove it. Okay, and you know that’s dangerous. It’s like it leads you down this road. And I’m not saying that coaching wouldn’t help. I’m sure would, or spousal support, and most companies give spousal support, but I try to stay away from something, being fearful if we don’t do something okay without metrics. And I think any good company, if you’re going to add cost to a program, they need to understand the metrics behind it, why you’re doing it, not just because someone said This may occur. So I’ve always said that metrics are so important if you’re going to talk about return on investment, you know, companies look at their bottom line and they want to understand metrics to increase spend

data. Everybody’s looking for data

exactly. They’re not looking for soft stories that say, you know, this person won’t stay or this fail because of this reason. You really have to show data.

Yeah, so my thinking, I’m going to get to Ken in just a second here. My thinking is that people who have been relocated and survived, and their family survived, hopefully intact, without mental breakdown, would be excellent coaches for newly relocated people, or people who are ticketed for relocation but they haven’t gone yet to talk with it could be a zoom that doesn’t have to be in person, of course, to just because when people are even In England, you’d think, well, everybody speaks English, yeah, but they don’t. It’s not the same kind of English and local cultural influences and how people are the they are almost afraid of strangers, so they’re not. They may smile, but they don’t welcome you. You’re not in their circle, and they don’t need another friend. So the outsider is the expat, and particularly the spouse and the kid. How do they get settled in better?

Yeah, no, there’s definitely these services. You’re absolutely right. And your good companies do provide these services, you know, for children and doing assessments. And there’s just different, you know, processes on how much a company will do. I mean, a lot of companies, and I think we do. We have a mentor, you know, new country, you know, a mentor with a family. But these are not necessarily just global mobility. And I think, you know, Ken would probably agree. It’s a bigger company perspective on how you treat employees, you know, coming to a new location. You know, everyone thinks Global Mobility has to do everything, but I would challenge that. And you have organizations and talent management that need to step up as well to make sure that this talent, once we’ve moved them there, is being taken care of now internally in the company. Wouldn’t you agree with that? Ken,

absolutely Jack, you know we’re talking about a culture that looks at employees as individuals and treats them with respect, trust, openness, two way, communication, understanding. So it’s not just moving parts around or in quotes, moving resources. These are humans, lives, families, values, expectations, needs, career plans all the way on out. And for us to be aware and understand our employees as individuals when we’re making these kinds of major changes is critical for the success of the process and for the success of the person. So Jack, I I totally agree. There’s not just one cookie cutter. Here’s here’s what we do. Circumstances vary, and I agree with, also with Ed saying, if we can move people across the US, and by golly, it can be real cultural adjustment. Now you’re going to move from some New England city into the deep South, it’s going to be different. I’m not saying one’s better than the other, certainly not, but it’s different, and there are cultural aspects to it that need to be recognized. So I think that, I think you’re absolutely right. It’s it’s a very important process, very reflective of the culture of the company, and the more humanly way in which it’s approached, the more likely would have increased success and effectiveness when that occurs.

Yeah, and getting back to, you know, talking about not having the data even, even if you know companies do, let’s talk about the US, exit interviews. Even on exit interviews, many times, employees do not actually tell the initial cause of why they started looking? They may say they have another opportunity, that’s the end result. But why did they start looking? Was it to do with culture differences? You weren’t being treated well things of that nature. So, and that’s where I get back to it’s hard to collect true data, because if the data show that the cultures is what’s causing it, then companies would spend more money on enhancing that type of support. But as long as exit interviews showing another opportunity, it doesn’t get to the real crux of why they started looking

so is it the same old story of not the company but the direct boss, the directory report the relationship between that person and me?

Yeah, people don’t leave companies. They leave managers. Is that kind of selling? Yeah, it’s very true. Most of the time, that’s really what the case is. So your manager is key in the success of, you know, keeping people or leaving.

Yeah. So Lynn Greenberg, New Yorker on this company called pivt, and based on her own negative experience of being a transferee in London and lost as a younger woman, and no friends, no connections, and the work was good, but outside of work, she was alone, and this had a real tough time. So she invented this app, and then found venture capital money to, you know, help her survive, then it’s taken off because it’s serving the need. Yeah, I’m just making a comment on the PR person

I know. I know her very well. I know when she first started the company pivot, and I don’t know, you know, it seems like our company’s doing successful. It definitely, you know, provides a type of support that enhances an employee’s, you know, experience Absolutely, so it’s there. I don’t know, like I said, I don’t know financially, how a company is doing, but they’re doing well, yeah,

yeah. So this is a new thing, and not brand new, that she’s been around a few years now, but pre covid, but it it seemed it’s there, and it’s being used, and hopefully it’s addressing the need, just as the PR says it is Ken your background, why don’t you share a little bit about your background that you’ve shared with me and previous programs about you and talent development in an organization earlier today, Jack we had an interview with a senior trainer with a military background and has a rigorous attitude and program, very people oriented guy, and how would you compare, or not really compare, and contrast with what Jack is saying about how companies, many Companies, aren’t addressing the issues connected with relocation and some companies are, and the fact that it’s very difficult with to get metrics of because people, I think, are reluctant to share information, but that’s my take. Jack Kent, I’m talking too much. No,

not at all to to go to to Jack’s point, to make effective decisions across the board, you need to gather data. And I agree it’s it’s sometimes it’s difficult to get accurate data. But if, if we’ve established in an organization that we are, in fact, open, we are. It’s a psychologically safe place where people can’t express their true thoughts. We’re going to get better data, and if we’re finding it, just as Jack had said, now I’m leaving for a better opportunity. Just this came along that is not really helping us. It just tells us, as an organization, we’ve got to dig in deeper here and find out more about what’s really going on in this organization, and to really make sure employees understand that they can be open and honest and express themselves without fear, without reprisal. And in fact, we value that we recognize those kinds of characteristics. And again, if we’re just a top down, authoritarian kind of company. Yeah, people are people are likely to leave. We’re going to track managers who adhere to that authoritative, if you will, authority based kind of leadership, as opposed to building with the team. But we do want to take a look at turnover rates that we can get there is hard data there, and if we’re just finding key increases in turnover in various departments various areas, is it more among our the newer employees that we bring on? Is it among the more what’s going on? To really conduct an analysis, it will help us understanding the organization, and certainly when you approach topics like relocation, it’s going to be very helpful to have that kind of data as well. But turnover can be very impactful and very important for us to honestly look at, not rationalize, but really say, All right, what? What’s really behind this? We know that today’s younger employees are looking for development, growth opportunities, opportunity to be heard, respect for some of the values that they bring into the workplace organizations that are a little bit more socially oriented, as well as focused on the basic business bottom line, kinds of factors. What are we doing? Are we seeing, for example, in our data analysis, we’re losing new hires at a ridiculous rate. What’s going on there, what might be happening, analyzing the data and doing some research and some studying.

Jack Are you measuring the issue of remote assignments? So like, in other words, when I do a broadcast from San Diego, and I have client from Hamburg, Germany, and another client from Berlin Germany and another client from London, all on the same show. So I am basically working in those locations, quote, unquote, working. How much of that kind of remote work are you involved with?

It’s actually something managed outside of mobility on the international side, it they’re more involved in remote work because tax ability and things of that nature. But it is, it is managed in our company. But the approach is always, the approach we’ve taken after covid is that, you know, remote work is supporting as long as the business is able to feel that it’s the right thing for that position. Not every position obviously can be remote, but you know their take on it is, they trust their employees. The company has been doing well, there’s no reason to question that, although you hear companies saying, Oh, we’re going back. We’re going back. You know, it just depends on your company, on the culture the company. And, you know, we have taken stance that, yeah, remote work does work in certain situations and it doesn’t work in others.

So it’s not so the mobility in your your view, the mobility operation doesn’t get into remote work because it because there’s no cost involved, and there’s no responsibility,

right? It’s not in my company. It’s not under mobility HR and managers, they record it, and they they understand payroll, it’s it’s all understood in the systems and where someone is working. But it’s not a responsibility in the US of mobility to track that.

Right? Fascinating, okay, so and, and so the same idea, then, would cover global talent, global talent development, whereby, say, my client that I just referred to in Hamburg, Germany, she’s not going to relocate to San Diego, and I’m not going To relocate there, but we’re doing work together. So that’s that’s internet, international business, international talent development had nothing to do with mobility.

Correct. Where our international gets involved is more when there’s someone moving, whether it’s permanent, whether it’s assignment, whether it’s extended business travel, we try to monitor to make sure that we’re in compliance right with the various tax immigration, whatever that may be, but not someone that’s sitting in a house, you know, somewhere, working for another company. You know, that’s something that the manager needs to understand.

Yes, of course. So let’s go back to your video conference that you have coming up in what it’s October, right?

Yes, yeah. This is a special one, yeah. The topic that I brought up this time was, you know, what, we seem to be a very cohesive industry, and we always talk about all these regionals and how everyone is friendly with each other, this is going to give an opportunity for a handful of individuals to tell their story. There’s a lot of individuals that I’ve spoken to that I’ve heard some personal stories that were remarkable, whether they’re health related, whether they’re success related, and it’s giving these individuals who volunteered, I asked for volunteers, and probably have about 10, I think Edwin, one of them, that is going to tell their story to probably Over 200 people that will help them better understand who this person really is, why they act the way they do. But so many times, people want to tell but they have no way of doing so I’m giving the people this personal has nothing to do with our industry, but we say how close we are as an industry, it’ll help people understand more about some individuals. You know, I did, I don’t know if you were at the WRC last year when I did the lightning, the lightning round?

No, I was not there,

yeah. And I spoke about, I think you have to do, it’s five minutes, 20 slides or something. And I spoke about my personal experience growing up, and it was very impactful. So I took it from that to give others an opportunity that you just don’t get today. There’s no way to get that.

Do you I invite you now to share some of your personal story. If you would like to do that. Okay, how

about I? I’ll just give you what my story was about, but I won’t go into the details of what I did during my lightning session. My parents were concentration camp survivors, so going through what they went through, and then how it impacted me, coming, you know, here as an immigrant, and how it impacted me having parents that were concentration camp survivors, I talked about different parts of my life as a child and how I was different, or I felt different than most people

so that kind of parental experience would certainly impacted you growing up, and your attitudes and your Exactly

So, if people right, if People hear that story, they’ll more understand me of why I am the way I am okay without knowing that you just don’t know why I am the way I

am. And your slogan about giving,

yeah, right, being helpful,

right up front, that is your signature line,

yes, yes. And actually, this year, I’ve been nominated as the WRC has a new influencer of the Year Award, industry influencer of the Year award. I know I’ve been nominated for that, so keep your fingers crossed.

Well, I’ll vote for you. But So Ken, I think you would like to comment on what Jack just said.

Well, I’m obviously very moved by the fact that you’re a child of survivors, and now you have friends who are in that similar position, and it’s something to really, to really talk about. It’s so important, particularly what we see going on in the world today. And it’s just, it’s quite moving. I mean, my my heart is there. My family immigrated out of Germany generations ago and and yet, I know that during during the war, my grandmother’s family was helping, literally sending money over to Germany to pay to help get Jewish citizens out of out of Germany. It’s just, it’s very moving. It says just so much, so much about you, and I can see that, among other things, without even knowing you, I know this is led to just this great humanistic passion that underlies what you do and

the roles that you’re playing. Jack, I was like, exactly, that’s a perfect fit. Yeah, right.

Whole concept, I was just saying, this whole concept of choose life, and, my goodness, you, you’ve, you’ve brought that in. And I, I sense that there’s a spiritual aspect to you. And I sensed it even before you mentioned your your background, you have a you have a gift that reaches out to people. It’s a very caring gift. And I think that that’s just part of what’s just made you as successful as you are. And somewhere Jack, there’s a book there. I’m telling you, you got one. Keep thinking,

I know, and that’s the one goal that I just can’t seem

to get. Well, we know a coach who does who does that. His name is Steven. Oh, Ken, Ken, I mean, Paul Falcon. Yeah, we’ve got the best of the best available. If you would like an intro, Ken, thank you for your time. This is the second show Ken has been on today, but there won’t be any more today. Jack, thank you very much for the opportunity to participate in your talk show. Would it be okay if I just tell a story about my previous live conference business and how covid impacted me, and then the mechanics of me starting TV talk show on on March 1, 2020,

absolutely people, you know, they know your name. And that happens a lot with individuals. They know the person’s name, or they know the business, but they don’t understand what that business is, you know. So it’s definitely, you know, you probably get more participation, you know, understanding what you

do, yeah, and what’s the time frame? How much time

being you know, probably no more than 10 minutes here, we have quite a few people. So,

good, good. Well, I’m really honored to be able to do that. Thank you. Okay, yeah, alright. I appreciate you, Jack, sharing all this information, and look forward to being a service to you and your mission, your mission, and I will introduce you to a couple of guys who are extremely knowledgeable about publishing.

Yeah, I appreciate

that, and then it’s up to

you. Yeah, Ken, thanks. It was great meeting you and spending some time with you.

Same to you, Jack. Thank you. Thank you.

Okay, have a nice Have a nice weekend. Thank you, bye bye. Thank.