Adrian Hale has two titles at Foundry: director of Economic and Community Development, and a director of Foundry Deploy, the field team that installs and maintains miners. At Mining Disrupt Miami 2023, held July 25–27, 2023, he argued that the weak link in many mining operations is not the hardware but the people handling it, and he described the program Foundry built to fix that: a paid Mining Engineer Fellowship for young people from its hometown of Rochester, New York.
When this session was recorded, Bitcoin traded at $29,148; on October 11, 2026 it was $83,079.
The Hidden Cost of the 'Pack to Rack' Problem
Hale began by defining the "pack to rack" phase of a miner’s lifecycle, the critical window between the arrival of new hardware and its active contribution to the network. He described this period as a source of significant opportunity cost, where units sit in boxes, generating zero revenue. For a major pool operator, this idle time is not just an inconvenience; it is a direct hit to the bottom line. Foundry, which Hale noted handles approximately 30 percent of all new Bitcoin minted through its U.S. pool, views this deployment phase as a battleground for efficiency. The goal, he stated, is to minimize the time units spend inactive, a metric that requires more than just fast hands; it requires a team that understands the specific nuances of the hardware and the site infrastructure.
This perspective challenges the common assumption that mining is a purely technical or electrical discipline. Hale suggested that the operational reality is a blend of logistics, electrical engineering, and human management. In this context, the quality of the workforce becomes a direct determinant of profitability. If the team is slow or prone to error, the "pack to rack" window widens, and the revenue lost during that time becomes a permanent deficit. This framing sets the stage for his central argument: that the industry has treated labor as a commodity rather than a strategic asset.
Why Temp Labor is a Liability for Multi-Million Dollar Assets
The prevailing model for many mining operations, Hale observed, relies heavily on temporary or unskilled labor for routine maintenance and deployment. He argued that this approach is not only inefficient but also risky. Temp workers, he contended, often lack the deep technical knowledge required to handle high-value assets with care. More importantly, they lack a vested interest in the long-term success of the operation. This disengagement, he said, leads to a cycle of errors that must be corrected by skilled professionals, effectively paying twice for the same work.
not only do they not work effectively or efficiently they also have low attitudinal engagement with the work
Adrian Hale · 11:32
Hale cited specific incidents where his team was called in to undo work performed by temporary staff. These were not minor cosmetic issues but operational failures that compromised the integrity of the mining site. The financial implications extend beyond labor costs. He pointed to risks such as theft, where unvetted temporary workers might exploit their access to high-value hardware. He recounted a story of a customer in a remote area who discovered that temporary workers had researched the resale value of the miners and begun stealing units, leading to a significant increase in security expenditures. This anecdote served to illustrate that the cost of using cheap labor can be quickly erased by the expenses of security, rework, and asset loss.
do you really want your multi-million dollar investment to be handled by unskilled labor
Adrian Hale · 11:54
Proof of Work Meets Proof of Impact in Rochester
To address these challenges, Hale introduced the concept of "Proof of Impact," a program rooted in the socio-economic realities of Rochester, New York, where Foundry is headquartered. He highlighted the city's poverty: a 31 percent poverty rate, which he said ranks third in the country, and a 48 percent child poverty rate, second for young people under 18. These statistics were not merely social context for Hale; they were the foundation of a business strategy. By investing in the local community, Foundry could build a workforce that was not only skilled but also emotionally and economically invested in the success of the company.
let me introduce you to proof of impact
Adrian Hale · 5:25
The Mining Engineer Fellowship, the operational arm of this initiative, is a two-year, industry-based curriculum that hires recent graduates from local school districts. These fellows undergo rigorous training in troubleshooting, diagnostics, repair, and the use of mining management software. They also receive certifications in safety, warehousing, and forklift operation. Crucially, they are employed from day one, providing them with financial stability while they learn. Hale emphasized that this model creates a "best practice" for the industry, offering a template for other operators to engage with their local communities in a way that generates both social and operational value.
we have a 31 poverty rate okay that makes us third in the country
Adrian Hale · 5:49
Closing the Gap: From Literacy Checks to High-Speed Deployment
The fellowship does not assume that all candidates start from the same baseline. Hale explained that the program begins with a literacy and numeracy evaluation to identify gaps in foundational skills. Through enrichment services, the program closes these gaps, ensuring that every fellow has the basic cognitive tools necessary for technical training. This approach is particularly important given the demographic profile of the fellows, many of whom come from backgrounds where access to educational resources has been limited. By addressing these foundational needs, Foundry is not just training technicians; it is building a resilient, adaptable workforce capable of handling the complexities of modern mining operations.
The results of this investment are measured in speed and efficiency. Hale argued that the combination of attitude, skill, and development leads to higher levels of "discretionary effort." This means that the fellows do not just follow instructions; they proactively seek to optimize processes and solve problems. This mindset is essential for the "pack to rack" phase, where speed is paramount. A team that is engaged and skilled can deploy units faster, reducing the opportunity cost of idle hardware. This operational advantage is not just a theoretical benefit; it is a tangible financial gain that compounds over time.
attitude skill development equals higher levels of discretionary effort
Adrian Hale · 9:48
Turning Community Investment into Operational Defense
Hale also connected the fellowship to the political landscape of Bitcoin mining. He noted that New York State had passed a two-year moratorium on Bitcoin mining, a move that reflected the "fear, uncertainty, and doubt" prevalent in the state’s political environment. By creating jobs for underrepresented communities, Foundry is making the stakes of the industry tangible to local legislators and residents. When community members see that mining provides stable, well-paying jobs and supports local economic development, the political pressure to ban or restrict the industry diminishes. In this sense, the fellowship acts as a form of operational defense, protecting the industry’s right to operate by building a broad base of support.
the less likely state legislators will be able to just pull shotgun policies
Adrian Hale · 10:57
This political strategy is not a side effect of the fellowship; it is a core component of its design. Hale argued that the industry has been too focused on technical and financial arguments, neglecting the social dimension of its operations. By engaging with communities in a meaningful way, miners can build the goodwill necessary to navigate the regulatory challenges that will inevitably arise as Bitcoin becomes more integrated into the global economy. The fellowship, therefore, is not just a human resources program; it is a strategic asset that protects the industry’s future.
The Economics of Speed: Why 97% Uptime Beats 80%
The financial argument comes down to uptime. In Foundry's experience, Hale said, the average mining operation runs at 80 to 85 percent operational efficiency, while Foundry's own fleet runs at 97 percent. Every point of that gap is hashrate that is not earning.
our Fleet at Foundry where we have a 97 percent operations rate
Adrian Hale · 14:11
To make the stakes concrete, Hale put a number on a single machine: depending on power costs, a miner might bring in four to seven dollars a day, 28 to 49 dollars a week, or about 116 to 203 dollars a month. Multiply that by the units sitting idle or broken on a site, he said, and the case for a skilled, engaged team makes itself.