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June 2016 • SMT Magazine 61 because it's an opportunity to help their constit- uents. That's where we're trying to connect dots. Goldman: Connecting dots is a good way of say- ing it. Hasselmann: I get excited about this, as you can tell. [Laughs] Goldman: Well, like you said, this event is only one part of your job overall, but it's going to make your job easier. John Vaughan of Zentech told me he's been coming for six years, and in the first few years he didn't really notice much, and then he started see- ing stuff happen, like the things that you guys were advocating becoming some real success stories. Things don't happen right away though, it takes time. These guys can't just come here and then ex- pect next month that something's going to happen as a direct result. It doesn't happen that fast. Hasselmann: I think they get it. For the most part it is like long-term planning, like when these CEOs have to look ahead with a five-year plan. There's a new Congress here every two years, they roll out an agenda, and we have an agenda, too. Where do they mesh? We try to help facilitate that conversation and try to offer policy solutions that help the industry. Goldman: I was just thinking there are some very loud voices here in Washington these days. You probably can't get louder than them, so you just have to be that voice of reason in there. Hasselmann: Oh yes, and I think that's what we are. Our issues are bipartisan. We have great mar- ket research on the industry, we have data, and we have information that backs up what we are advocating for. For example, when we're talking about some of these environmental issues, we have data that explains why we think this ap- proach is better than that approach. Policymak- ers and their staff thrive on all that. Instead of just rhetoric that people get so wrapped up in, we try to be that voice of reason because we can bring in the data that supports our message, and that's my role: To make sure it's bipartisan and that we have the meat behind our message. Goldman: And does that get through? Hasselmann: It does. The serious policymakers appreciate it, and they'll come back to us. With all the engineers and the technical and compli- ance people involved with IPC, we can go and ask them, 'How would this regulation affect you?' Then we have the execs and CEOs to weigh in and say, 'Okay, we think this will be good for the industry, let's go.' I like that we can draw on the expertise of all segments of a company. Goldman: I noticed, too, that a lot of the issues on your agenda, like conflict minerals, are not just challenges in our industry. It's not like we're saying do this for me, me, me. IPC's agenda is good for business, for the industry, and for the country. Hasselmann: Exactly, it's even more powerful than just us. We're working to be seen as a leader among the various industry groups. It's very im- portant to form and be part of broader coalitions of industry groups to bring more voices to the table. Coalition building is critical, and we have a lot of organizations that we work with, here and abroad, depending on the issue. We have members of IPC that are members of other or- ganizations, and they want us to work together and achieve more synergy. They understand that the collective voice among different industries is just as important for getting something done. Goldman: John, I really appreciate you taking time to speak with me today. I wish you the best in the next 48 hours. Hasselmann: Thank you, Patty. SMT " We try to help facilitate that conversation and try to offer policy solutions that help the industry. "

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