Elevators are expected to work every time, but keeping them reliable takes more than a maintenance contract. In this episode of Vertical Access, host Michael Kremer sits down with Bobby Kemple, VDA’s Senior Vice President of Existing Installations, to unpack what better elevator service looks like in practice.

Bobby explains why clear expectations, measurable accountability, and consistent communication matter for both building teams and elevator maintenance providers. He also shares how VDA can serve as a bridge between the two, helping clients receive the service they’re paying for while giving providers a clearer path to meet expectations.

The conversation explores how stronger oversight can improve portfolio performance, uncover cost savings, and support smarter long-term planning.

Looking ahead, Bobby discusses the growing role of data, transparency, predictive insights, and connected technology in smart buildings.

Whether you manage one elevator or an entire portfolio, this episode offers a practical look at how stronger partnerships today can prepare buildings for what’s next.

Key Takeaways

• Learn how clear maintenance contracts establish the scope, performance measures, and accountability needed to evaluate service.
• Hear how VDA serves as a bridge between clients and service providers, helping both sides stay aligned, communicate consistently, and address issues before they grow.
• Find out how independent oversight can help verify billing, strengthen maintenance compliance, identify savings, and support capital planning.
• Consider the future of smart buildings — how data, predictive insights, connected systems, and greater transparency are reshaping the way elevators will be monitored and managed.
• Get to know Bobby in segments like Up or Down and Between Two Floors, which offer a more personal look at his experiences, perspective, and career.

Timestamps

[00:00] Bobby Kemple’s Background

[02:33] Challenges in the Service Business

[04:33] Maintenance Contracts & Accountability

[06:21] Introducing VERIFY

[07:57] The “Bridge” Between

[09:10] VERIFY Case Study & 300% ROI

[12:02] “Up Down” Segment

[14:14] Industry Consolidation & Growth

[17:53] “Between Two Floors” — Career Lessons

[20:02] The Future of Elevators

[00:00:00] Michael Kremer: My name is Michael Kremer. I am the host of VDA’s Vertical Access podcast, where we sit down with decision-makers in the vertical transportation industry and the built environment to learn more about the decisions behind the decisions that help shape the industry.

To kick us off today, we have Bobby Kemple, VDA’s Senior Vice President of Existing Installations. Welcome, and thanks for joining us today, Bobby.

[00:00:26] Bobby Kemple: Yeah, it’s good to be here. Thank you, Michael. I’ve been in the industry since I got out of school. Like many people, I jumped in right after college and started with Otis in its training program.

I spent about six months there, just being a sponge and learning everything I possibly could. Then I got the call to move to Boston and enter service sales, where I spent most of my career.

[00:00:44] Michael Kremer: Sure.

[00:00:45] Bobby Kemple: I had nearly every sales territory in and around the Boston market.

[00:00:48] Michael Kremer: Yeah.

[00:00:49] Bobby Kemple: My P&L responsibilities grew from there. Most notably, I served as Regional General Manager of New England, managing full operations across about six states.

I ended a roughly 16-year career with Otis as Head of Key Accounts for North America.

[00:01:02] Michael Kremer: Great.

[00:01:02] Bobby Kemple: From early on, I really enjoyed the industry as a whole. It’s a great environment in which to learn customer service, for better or worse. There can be some tough conversations, but the people and the culture in this industry stand out.

Granted, I’m a homer because this is all I’ve ever done, but there’s a reason I haven’t left.

[00:01:22] Michael Kremer: Yeah …

[00:01:22] Bobby Kemple: I think the relationships, the people, and the challenges themselves are motivating.

[00:01:27] Michael Kremer: Over your nearly 20 years in the industry, I’m sure you’ve seen a fair number of challenges.

That’s one of the things we’re going to explore today: challenges you’ve seen, challenges the industry is experiencing as a whole, and how customers work through them. Toward the end, we’ll also ask you to look into what we call the “glass elevator,” rather than a crystal ball.

We’ll ask you to look ahead and tell us where things are going, based on where you’ve been, where we are now, and what lies ahead. But let’s kick things off, Bobby. You know a lot about the state of the service business and what customers are experiencing.

Give us some insight into what you see right now: how customers are managing their portfolios of elevators, escalators, or other equipment, and the issues they’re experiencing.

You have the unique background of working for a manufacturer and service provider, as well as your current perspective at VDA. Tell us what you’re seeing, and then we’ll dive deeper into the topic.

[00:02:33] Bobby Kemple: Absolutely. Yeah, I think the service business is the most challenging both for the maintenance vendors as well as the clients.

[00:02:40] Michael Kremer: Yeah.

[00:02:41] Bobby Kemple: It’s really tough to maintain consistency and meet expectations.

I’ve been in the industry for nearly 20 years.

[00:02:46] Michael Kremer: Yeah.

[00:02:46] Bobby Kemple: The client expectations haven’t necessarily changed. They’ve always been the same.

[00:02:49] Michael Kremer: Yeah.

[00:02:50] Bobby Kemple: Reliability and safety, and really just transparency.

[00:02:53] Michael Kremer: Yeah.

[00:02:54] Bobby Kemple: And transparency in so many different ways of are you meeting what’s in the contract?

[00:02:58] Michael Kremer: Sure.

[00:02:58] Bobby Kemple: Are you billing [00:03:00] me appropriately for what’s in the contract? And are you communicating?

[00:03:02] Michael Kremer: Yeah.

[00:03:02] Bobby Kemple: One thing I learned early on is that communicating appropriately with clients in the service business can be challenging. I have many colleagues and friends who work for maintenance and elevator companies, and no one wakes up thinking, “I really want to disappoint the client today. I don’t want to communicate.”

[00:03:19] Michael Kremer: Yeah …

[00:03:19] Bobby Kemple: A lot of it comes down to the fact that it isn’t just one person—it’s a team sport. You have to make sure everyone is aligned, from the service manager to the account manager, the biller, and the state testing coordinator.

There are many potential gaps, and it can be difficult to meet a client’s expectations, even though the maintenance contract establishes a level of accountability.

[00:03:41] Michael Kremer: You mentioned several things we can unpack. Let’s start with reliability and safety. That’s what so much of this is ultimately about, right? They’re the two things people often don’t think about until they have to—and by then, it may be too late or the situation has already become uncomfortable and discouraging.

How should a building owner or manager keep up with all of that? They aren’t managing just one elevator or thinking about it all day. There’s much more on their plate.

Like the service provider, they’re swamped with other responsibilities. They’re dealing with contracts, maintenance, management, and many other concerns. Talk about some of the frustrations they experience and why, by the time safety and reliability demand their attention, it can feel as though it’s already too late.

[00:04:33] Bobby Kemple: I think the big piece is what’s in a maintenance contract.

[00:04:36] Michael Kremer: Yeah.

[00:04:36] Bobby Kemple: Is there accountability? Are there metrics? Are there KPIs? Are there performance clauses that can at least be measured?

[00:04:42] Michael Kremer: Yep.

[00:04:42] Bobby Kemple: Because if you don’t have those things, what is your complaint really based on?

[00:04:46] Michael Kremer: Yeah.

[00:04:46] Bobby Kemple: You need a defined scope and accountability. Owners also need to consider the age of the equipment. Do they have a 30-year-old obsolete unit that they aren’t investing in or including in capital planning?

[00:05:01] Michael Kremer: Yeah.

[00:05:01] Bobby Kemple: And I think that goes two different ways, right?

From a consulting standpoint, we guide them. The maintenance company may also have an incentive to present a capital plan because older equipment is probably costing the company money and modernization ultimately means fewer repairs.

[00:05:15] Michael Kremer: Yeah. To that degree it’s a partnership.

It should be, right? When things go well, it’s a win-win for everyone. As you said, no one wakes up trying to disappoint anyone. Sometimes, though, the partnership doesn’t work as intended. It isn’t about pointing fingers; there is simply a lot happening on both sides.

[00:05:35] Bobby Kemple: Many contracts are competitively bid. There are independent companies and OEMs, and everyone is competing for these large portfolios. Price isn’t always the main factor. One thing I’ve learned from this side of the fence is that it isn’t simply a low-bid situation.

[00:05:50] Michael Kremer: Yeah.

[00:05:50] Bobby Kemple: The companies that do it best are the ones that will continue to earn the business.

[00:05:54] Michael Kremer: At VDA, we have a solution for that. I want to discuss it not simply to promote the product, but because we’ve seen it help bridge that partnership and bring both sides together in a way that benefits everyone.

Talk about the impetus behind it. We’ve discussed the frustrations and the issues that arise. Tell us about the product and how it came to be. Then we can look at a case study and how it has worked.

[00:06:21] Bobby Kemple: Sure. If you look at maintenance management as a whole, it includes invoice and repair-proposal review, maintenance-compliance management, general KPIs, and state-testing oversight. We’ve always provided those services as a company, but we had never bundled them into one complete package. I joke that most people don’t have patience for subscription services other than Netflix or Amazon.

[00:06:43] Michael Kremer: Yeah.

[00:06:43] Bobby Kemple: Since we introduced VERIFY in 2024, the response has been very positive.

[00:06:47] Michael Kremer: Yep.

[00:06:47] Bobby Kemple: You used the word “bridge,” and I think that’s exactly what it is. We aren’t there to be a thorn in the maintenance vendor’s side.

And we’re not there to be the account manager for the client.

[00:06:56] Michael Kremer: Yeah.

[00:06:56] Bobby Kemple: We’re there to play center field: to make sure the client receives what is expected from the maintenance vendor and what the client is paying for. I think that helps both parties.

[00:07:06] Michael Kremer: Yeah …

[00:07:06] Bobby Kemple: You can think of us as the bridge—or sometimes the marriage counselor—but the program creates consistency and accountability in a very healthy way.

[00:07:13] Michael Kremer: Yeah. It’s hard to do that on your own. Building owners and maintenance providers have so much going on and so much to manage.

To use your Netflix example, I found out the other day that we have HBO Max. I didn’t even know it, yet it hits my credit card every month. That’s small potatoes compared with what these clients manage—the age, usage, and many KPIs associated with their equipment.

You almost need that third party—a marriage counselor, a referee, or simply someone to pull everything together and keep both parties aligned. Otherwise, by the time the situation becomes serious, you may be dealing with more than a late bill; you may be facing reliability or safety issues.

[00:07:57] Bobby Kemple: When I headed key accounts for Otis, I sat in several meetings with consultants that I did not want to be in. You spend much of your career not wanting a consultant involved in your business.

[00:08:06] Michael Kremer: Yeah.

[00:08:07] Bobby Kemple: But, we’ve taken that sentiment and made sure that we’re not the thorn in someone’s side.

[00:08:12] Michael Kremer: Yeah.

[00:08:13] Bobby Kemple: We make sure we understand the challenges maintenance providers face as well. Again, everyone has the best interests of the client in mind. Sometimes the issue is having enough repair teams or state-testing teams, or determining how many units are on a mechanic’s route.

[00:08:23] Michael Kremer: Yep.

[00:08:24] Bobby Kemple: Do they have enough state-testing teams? How many units are on a mechanic’s route? Those are the kinds of things we uncover through the program.

[00:08:30] Michael Kremer: Sure.

[00:08:31] Bobby Kemple: When a maintenance or elevator company must answer for those issues consistently, adapt, and make commitments, it’s much healthier than waiting until things are completely out of control a year or two later, with entrapments and a rash of other problems.

[00:08:45] Michael Kremer: Before this, you told me about one client in particular. We’ll withhold the name, but the story is significant—especially the amount of money saved by having us serve as a third party to help manage the relationship.

Can you walk us through that case study—what set up the situation and the benefits that ultimately resulted?

[00:09:10] Bobby Kemple: I think everyone in the industry would agree that relationships are paramount.

[00:09:14] Michael Kremer: Yeah.

[00:09:14] Bobby Kemple: Without relationships, you can switch jobs, but you won’t have many people follow you. I’ve always tried to be mindful of that and earn trust.

[00:09:19] Michael Kremer: Sure

[00:09:19] Bobby Kemple: When I came to VDA, I reached out to a trusted client I had worked with for most of my career.

[00:09:26] Michael Kremer: Yeah …

[00:09:26] Bobby Kemple: I told her about our new program. She gave us the bottom 20% of the portfolio as a challenge.

[00:09:33] Michael Kremer: Sure.

[00:09:34] Bobby Kemple: In effect, she said, “Here are 60 elevators. Show me what you can do.”

[00:09:38] Michael Kremer: What do you mean by the bottom 20%? Put that in context for everyone.

[00:09:42] Bobby Kemple: So they have 300 elevators in their portfolio.

[00:09:44] Michael Kremer: Yep.

[00:09:45] Bobby Kemple: They essentially said, “These are our 60 most problematic elevators throughout North America.”

[00:09:49] Michael Kremer: Got you.

[00:09:51] Bobby Kemple: So we weren’t getting a layup, so to speak.

[00:09:53] Michael Kremer: Yeah.

[00:09:53] Bobby Kemple: I’m really proud of the team because the service was still in its early days.

[00:09:56] Michael Kremer: Yep.

[00:09:57] Bobby Kemple: The team really responded throughout that six-month period. Let me back up a little, because when we first started, much of the work involved setting expectations with the elevator companies.

[00:10:07] Michael Kremer: Sure.

[00:10:07] Bobby Kemple: We let them know what we expected. We weren’t there to be difficult or confrontational; we were there to be a guide. Everyone adapted very well, and it became a strong three-way partnership.

Very quickly, we established a clear value proposition. One person at a maintenance company—there were six vendors involved—reached out and said, “This is actually helping us. You’re creating consistency, and we like requesting resources because we know we’ll be held accountable.”

We achieved that without reaching into anyone’s pocket and saying, “You owe me X amount.” Even so, we delivered a 300% ROI.

[00:10:41] Michael Kremer: Oh, wow. That’s real money.

[00:10:44] Bobby Kemple: It’s real money.

And it wasn’t through performance penalties or anything like that. It came from basic maintenance-contract requirements and comparing what was billed with what was contractually allowable.

[00:10:56] Michael Kremer: Wow. That was a specific customer with a sizable portfolio—more than 300 elevators—but this doesn’t apply only to small, medium, or large portfolios. It can benefit organizations across the board, regardless of size. Is that fair to say?

[00:11:12] Bobby Kemple: Absolutely. We like to say it doesn’t have to be home runs; it can be singles. It can be any size portfolio. Obviously, pricing varies somewhat by volume.

[00:11:20] Michael Kremer: Sure.

[00:11:21] Bobby Kemple: But the results don’t change.

[00:11:22] Michael Kremer: That’s huge. We’ve covered a great solution, but before we continue, we need to get to know Bobby Kemple a little better. Our listeners have heard that you know your stuff, but we want to know what makes you tick.

We want to know how you think about things that may be obscure or completely unrelated to the vertical transportation industry. This segment is called “Up Down.” You won’t have much time to explain yourself; just answer “up” if you agree or “down” if you disagree.

I think [00:12:00] this is probably the most fair part of your day.

[00:12:02] Bobby Kemple: I like it.

[00:12:02] Michael Kremer: As I said, you won’t have a chance to explain yourself, so it’s simply yes or no. Don’t worry—none of these questions are politically charged. You’ll be fine.

You ready?

[00:12:13] Bobby Kemple: Let’s do it.

[00:12:13] Michael Kremer: Up Down: Is it proper to pour the milk before the cereal?

[00:12:19] Bobby Kemple: Down.

[00:12:19] Michael Kremer: That’s the correct answer. Would you rather fight one horse-sized duck or 100 duck-sized horses?

[00:12:28] Bobby Kemple: Horse-sized duck, for sure.

[00:12:30] Michael Kremer: That’s a good question. A horse is pretty substantial—are you sure you’ve thought this through?

[00:12:39] Bobby Kemple: As a pacifist, I wouldn’t try to fight it. I’d try to get along with it.

[00:12:41] Michael Kremer: Okay, you’re a duck pacifist in this scenario. Up or down: Elevator music gets a bad rap.

[00:12:47] Bobby Kemple: I can’t name one tune, so I don’t think it’s a bad rap.

I actually thought we should start this segment with elevator music. It isn’t my preferred genre, though.

[00:12:55] Michael Kremer: Fair …

I thought you were going to suggest starting this section with rap music, and I was thinking, “You’d better not ask me.” We have the microphones, but beyond that, I don’t think we’re ready.

[00:13:04] Bobby Kemple: You’ve heard me karaoke.

[00:13:05] Michael Kremer: Yeah. I have. I have. Glass elevators make for a better ride.

[00:13:09] Bobby Kemple: Absolutely.

[00:13:11] Michael Kremer: Wow—that was a definitive response. I like it.

[00:13:16] Bobby Kemple: They’re unique, too.

[00:13:16] Michael Kremer: Small things can completely turn your day around.

[00:13:19] Bobby Kemple: 100%.

[00:13:20] Michael Kremer: Okay. That’s good. Good answer.

[00:13:21] Bobby Kemple: Up.

[00:13:21] Michael Kremer: Up, up. That works then, too. Let’s see here. It’s better to be great at one thing rather than okay at many.

[00:13:30] Bobby Kemple: I’d rather be okay with many, to be honest.

[00:13:32] Michael Kremer: That’s interesting, because you didn’t choose the many duck-sized horses; you chose the one horse-sized duck.

[00:13:39] Bobby Kemple: Different approach.

[00:13:40] Michael Kremer: Okay. That’s fair. All right.

[00:13:41] Bobby Kemple: You can’t be a one-trick pony.

[00:13:43] Michael Kremer: There’s something to that joke. I like it. Being in the industry as long as you have, up or down: Do you notice elevator performance everywhere you go?

[00:13:50] Bobby Kemple: Oh, yeah.

[00:13:51] Michael Kremer: Is it hard to have a conversation in an elevator because you’re constantly thinking, listening, and looking at everything around you?

[00:13:58] Bobby Kemple: Absolutely. My wife gives me a look when I stop to inspect something. On vacation, my kids push all the buttons and test everything. They’re mischievous.

[00:14:06] Michael Kremer: Yeah. Just lighting that thing up. But that’s good. You passed that segment. That was good.

I think most of your answers were objectively correct. That’s pretty good.

[00:14:13] Bobby Kemple: Outside of the pony duck.

[00:14:14] Michael Kremer: Outside of the pony duck. All right, Bobby, we’ve talked about several trends, and one we’re seeing is consolidation in the industry.

We’re seeing it across the board—in our space and among manufacturers and service providers. Talk about the impact of that consolidation: how it affects the way we do business and, ultimately, how the end user benefits.

[00:14:44] Bobby Kemple: From VDA’s perspective, we’ve been very strategic about the partners we’ve brought on.

[00:14:50] Michael Kremer: Yeah.

[00:14:50] Bobby Kemple: And I think we’ve learned a lot. We’ve brought on a lot of talent, a lot of good people. And I think most importantly, companies that share our culture.

[00:14:58] Michael Kremer: Yeah.

[00:14:58] Bobby Kemple: You can say that about all 16 companies we’ve brought on.

[00:15:03] Michael Kremer: We always say they’re joining the VDA family, and that language is intentional.

Like you, it’s like when your son or daughter brings home their significant other, you got to see that cultural fit. Is this person going to work? And we see it as a family because our products are our people.

[00:15:20] Bobby Kemple: Yeah.

[00:15:20] Michael Kremer: And that, and our people come from a culture,

[00:15:23] Bobby Kemple: And again, it sounds disingenuous, but it’s real. Yeah. And I think that’s why we’ve seen such high retention, just not on the partners we’ve brought on, but also their clients-

[00:15:32] Michael Kremer: Yeah …

[00:15:32] Bobby Kemple: and now our clients.

[00:15:33] Michael Kremer: Yeah. And we’ve gone global, baby.

We’re out there. Global. We’re no longer just,

[00:15:36] Bobby Kemple: Global, international.

[00:15:37] Michael Kremer: Yeah. So we from a VDA standpoint our family’s extended from the US to Canada, and then now across the Atlantic.

[00:15:44] Bobby Kemple: Yeah. And if you look at Canada, right? What we’ve learned from bringing on a partner like Gunn. We took their technology and their portal that they use in the platform for maintenance management and used that as a critical resource and invested in it a bit more, to create what we have now, the VDA customer portal supporting VERIFY.

[00:16:01] Michael Kremer: And that’s the interesting part about when you grow your family, right? You get the opportunity to do more things, right?

Whether that is you get talent, you get technology better ideas. You get the internal competition to just constantly push that needle forward and drive that forward. And I’ve seen that since being here, and I’ve been a part of… our family’s grown a couple different times since I’ve been here, and every time it’s like you gain you don’t just gain units, you don’t just…

You gain talent and you gain people and you grow your culture in a way that ultimately benefits. That, I think that sometimes that that can be an overlooked benefit of that the growth, the consolidation in the industry.

[00:16:41] Bobby Kemple: Yeah, absolutely. We get better and our clients get better service.

[00:16:44] Michael Kremer: Sure.

[00:16:45] Bobby Kemple: Right? We have more geographic reach. We have more resources. To the Gunn example, we have more technology advances, and all of that goes back to the client.

[00:16:54] Michael Kremer: The speed at which things happen is exponential for us as well, right? We’re no longer reaching out to someone we happen to know in another market.

It’s one of our family members. I have someone in London who knows someone in Dubai, and with one call, things happen just like that—in real time.

[00:17:09] Bobby Kemple: Absolutely. On the inspection side, we’ve brought on a number of strong inspection partners who haven’t really been exposed to our existing-installation business and consulting services.

That gives us an opportunity to approach those clients and explain what we can also do for them on the existing-installation side.

[00:17:27] Michael Kremer: That’s an interesting side of it. Consolidation is happening, and I think people sometimes shy away from discussing it. We fully embrace it because, as we’ve said, growing the family and welcoming new members creates tremendous opportunities.

I appreciate you diving into that. Now we get to another fun section—one that gives you a little more opportunity to share your perspective. I won’t pick on you as much in this one, Bobby. At least, I don’t think I will.

[00:17:52] Bobby Kemple: No horses.

[00:17:53] Michael Kremer: No—well, don’t rule it out yet.

[00:17:54] Michael Kremer: This next segment is called “Between Two Floors.” We want to hear about a time in your life or career when you felt stuck and had to make a decision. You’re between floors: Do you go up or down?

You’re at a fork in the road. What was the situation, what did you decide, and how did you handle it?

[00:18:15] Bobby Kemple: I’ll start by saying I’ve never been entrapped in an elevator. Knock on wood. But I think I know who to call if I ever need help.

[00:18:21] Michael Kremer: Absolutely.

[00:18:22] Bobby Kemple: Early in my career, when I was in service sales, I got into quite a rut. I was learning that I couldn’t tell a client in every email that the elevator would be returned to service immediately and that it wouldn’t cost anything.

[00:18:40] Bobby Kemple: It’s challenging. When you’re constantly delivering what feels like bad news and disappointing a client, it starts to wear on you.

But you quickly realize that communicating something—even if it’s simply, “I don’t have an update yet, but I’ll get back to you”—is far better than saying nothing.

People say it throughout the industry, but communication really is key. It’s how you earn trust. If you can’t communicate effectively, you won’t gain that trust.

[00:19:06] Michael Kremer: Fair.

[00:19:06] Bobby Kemple: You also won’t retain the client, because they won’t have confidence in you. I generally say I’m one of the less knowledgeable people who walks into the room, but I know how to communicate. That’s something the industry teaches you, for better or worse.

[00:19:19] Bobby Kemple: I think that’s still true today. I don’t go to bed until every email has been read or answered.

[00:19:25] Michael Kremer: That’s true. I know it for a fact.

[00:19:26] Bobby Kemple: Whatever you may lack in a particular skill set, you have to make up for in responsiveness. I think that always wins.

[00:19:34] Michael Kremer: I know the best way to stress you out is to show you my inbox. I can send you a screenshot—depending on the day. That’s great advice. Before we wrap up, Bobby, I want you to look into—not the crystal ball, but the glass elevator. What do you see ahead over the next year, five years, or even 20 years? Where do you see the industry going, particularly in your world of modernization and existing installations?

[00:20:02] Bobby Kemple: I think the elevator will remain the backbone of a building.

[00:20:04] Michael Kremer: Sure.

[00:20:04] Bobby Kemple: If you think about it like Wi-Fi, right? Everybody expects it to be running.

[00:20:07] Michael Kremer: Yeah.

[00:20:08] Bobby Kemple: As soon as it goes out, chaos.

[00:20:09] Michael Kremer: Chaos.

[00:20:09] Bobby Kemple: And, everyone’s expectations go through the roof.

[00:20:12] Michael Kremer: Yep.

[00:20:12] Bobby Kemple: From the standpoints of transparency, data, and predictive analytics, the connected building will continue to advance.

As we move from mechanical systems toward digital ones, smart-building technology will increasingly connect everything from security to destination controls. In some buildings, the technology can already anticipate which floor you’re going to.

You may not even need to push a button. That technology already exists, and I think its adoption will only continue to accelerate. At the same time, accountability on the service side will remain critical.

[00:20:45] Michael Kremer: Sure.

[00:20:45] Bobby Kemple: We talk with many elevator companies, and they’re improving how they communicate, the data and transparency they provide, and the level of detail available to clients. That’s a healthy shift in the industry. It’s what clients need, and it’s what we’ll continue to expect.

[00:21:00] Bobby Kemple: Making sure companies can fulfill the contracts they sign will be critical, with the ultimate expectation that elevators remain reliable and safe.

[00:21:09] Michael Kremer: Excellent. Bobby Kemple, thanks for joining us. It’s been great talking with you.

[00:21:14] Bobby Kemple: Pleasure.

[00:21:14] Michael Kremer: Thank you, and thanks to everyone for listening to this episode of Vertical Access.

[00:21:20] Bobby Kemple: Thank you, Michael.