Lightning like Steve McQueen I'm in the fast lane when the light turns green and I built tough I ain't nothing but grit cause I made rugged blood, sweat and spit yeah, like a horse I fly better push yourself in for a bumpy ride I like to play hard but I work harder and I weather the storm cause I'm built stronger.
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What is up, ladies and gentlemen, we are back. We are live. It is a freight coach podcast, the top podcast in transportation. Coming to you guys every single weekday 830 in Pacific 1030 Central to break down some industry headlines. But most importantly, you guys provide some actual insight into what you can do with all of this information. If this is your first time tuning in, welcome. This is the real side of freight, ladies and gentlemen, and what I mean by that is plain and simple. I only speak to transportation professionals. You guys, there's no theory on this show. There's none of that. This is brought to you by transportation professionals for transportation professionals. So you can take this information, apply it, utilize it, and see a meaningful difference in your business and your life. I got a very special guest.
I'm just going to bring him up right away. We got a couple of things that we might talk about, but he's a good friend of mine. We're just going to shoot the shit for the next 30 minutes and talk about how we can get each other a little bit better out there in the business world. So I got my man, Robert Bain, aka the strongest man in logistics, back on the show. Robert, what's up, brother?
What is going on, man? How are you?
Oh, dude, I'm doing good. Just, you know, just like with everybody else out there right now. It's, you know, it's go time, it's crunch time, and, you know, it's kind of always that way for me at the end of the day. You know, I, I've been saying this a lot lately. When you're, when you're an entrepreneur, you're essentially, every morning you wake up, you're broke, you got to go after it and fucking make it happen every single day.
We made those. We never closed, baby.
Dude, it's the truth, you know, and it's, you know, it's getting, I don't want to say anything that I'm experiencing right now is like, out of the norm because, like, it's always hard to develop business. It's always hard to, you know, keep freight moving and everything. And what. One thing I'm learning a lot this year especially is, you know, making my business function better as a business, not as Chris, the individual. And, you know, because I, you know, I hired a guy, a marketing guy now hired him on, he's working with me. So it's like I'm, you know, and building that system up has been great, right? Because it's like now I can just kind of come on, do my show, hand him everything. He chops it up, he, you know, post it out there, gets edits.
It does all of that stuff for me so I can get back in. Into the day to day and, you know, and then making some real, you know, business decisions on shit, you know, making some changes and assessing my p l. Making sure that it's like I got to improve my margins and stuff like that because, you know, I gotta. I gotta make this thing work every single day. And I can't look at it as an employee or as a novelty item. Like, this is a real fucking hobby, man. Yeah, it's not at all. And, you know, those are those things that you kind of learn about.
Yeah. You know, it's funny, Sam, because we talked about this yesterday when were getting ready for the show. Like, that's what we do. Like, you know, for those who don't know. And I work at GLCs, and we're a tech partner, you know, for a lot of our customers or really, we do a lot of assessments around the technology stack, but we also do a lot of operational. A lot of Pknort assessment. And we. And when we say assessment, we're looking at where's. Where's the exposure, where. Where's our opportunity? And I know those are, like, all the buzzwords and shit, right? But it's, where can we make you better? Where can we make you stronger? I always, you know, whenever I'm on here, whatever, on a show, I do a lot of equations to the gym, right?
And you get to a point where, like, you're running, you're running, you're going. And, like, your body's naturally strong on some level, but you're going to hit a point where, like, oh, there's the weak point. Like, if you ever see somebody who kind of tilts forward when they squat, all right, your mid back is garbage. We got to get you to mid back stronger. We got to make sure you're tighter under the bar so you start to look at. And the devil's in those little details. That is the difference between, you know, average Joe. You know, I think I want to be strong, but I'm not sure. And they, and they cringe when they see three plates to somebody who's going to approach 1100 pounds and say, you know, let's take it for a ride today, see what the fuck happens.
There's a difference, right. And, but there's little things going. It's no different than your business where it's. Do you understand your cost of serve? Do you, have you de risked your network on some level with your carrier providers? You know, are you using the right tools or use them effectively. I mean I look at some of your sponsors, you know, they're awesome, you know, technology providers, you know, green screens, big shout out to the homies there, you know, are you utilizing those types of tools optimally? Like that's what I spend all day doing is talking to our clients and then, you know, those tech providers, how are they using it and how can you make it better? How can you make it stronger?
Yeah. And you know, to put it, you know, a little bit further into what Robert does. Robert works with a lot of trucking companies, all right? He works with a lot of fleets and everything. So I just want to put this out there and I try and balance this out because I got a lot of drivers who follow me and listen into this show and I don't just talk about freight brokerage on this show or freight sales, you guys, like we're here to make people's lives better overall in their business and this is, a lot of this stuff is applicable to every business of every size, right? Because if you're an owner operator, you have some form of technology that you're paying for every month, whether these, maybe you're invoicing whatever that looks like. And are you optimizing a lot of that stuff?
And it's the same thing here in my business, right? Like I have one employee for the media side of stuff and then it's me, my business partner on the brokerage side of things. And you know, again, it's like, hey, with our technology, how are we optimizing our operations? So again, I like to be brutally honest with people. Like I don't have some massive organization and teams of 5000 people out there. Like this is legitimately the building blocks of this stuff. And these are the things that we think about because how do we grow and scale our business from a lean perspective, right? Because I, I don't, I'm not implementing technology or utilizing technology to replace people. I'm doing it to optimize my team.
When we hire that they're going to have the best tech stack to increase their output, to make themselves the most amount of money because I don't believe in cap commissions and I'll never do that because like how do you want to disincentivize somebody, especially a true killer sales rep, tell them they can only make x amount in a year. That'll kill their productivity. So it's like we're assessing a lot of this stuff, man, because it's like I want to set people up for success in the long term. But again, I also need to know the technology that I'm paying for because, yes, I have a small business. I have a p and l that I have to follow. Okay. And I need to make sure that every dollar I'm investing in my business every single month, that there's a tangible ROi to that 100%.
And, and that's a conversation we're having every single day with our clients of what? You know, hey, what's going on, Steve? Every single client we talk to is where our dollars going. If you, if you don't know where your dollars are going. That's one massive issue. Like, there's a huge issue. If you don't understand the path they're taking, that's another one. That's, that's where, you know, I talk about double the details. That's really where I talk to people. Because you ultimately see the money that goes in, goes out. You see, you see it on your bank statement, right?
Yep.
But do, but do you know truly where it's going out to? Is it going out to, again, to a carrier, to your reps, to, is it going to the ether? Is it soft money where we're spending our time to cover XYZ when we could be leveraging good carrier partners and good technology? Or if you're a carrier. Know, I have some key relationships with customers and, you know, maybe it's three pls that fill my network. And I'm not wasting time trying to cover ABC. I'm doing revenue generating activities in my business. And you mentioned already, you know, incentivizing people, listen to people, do what you pay them to do, and that goes across the board. Whatever you pay them to do, they're going to do.
Punishment will work sometimes, but it's what you pay them to do, they will do and they will do to the utmost.
Yeah, dude, how so how are you? You know, you're working with a fleet and trucking companies in techs and stuff like that. How many of them maybe invested in the wrong technology early on? Maybe they signed up for something that had its clear shelf limitations, but they looked at it as, you know, hey, it only cost me x and they didn't necessarily see a few years down the line. Are you working with people on from that perspective where it's just like, hey, we should probably reassess our TMS or maybe our maintenance program or whatever that looks like because, hey, we're at five trucks. You're sitting here telling me you want to get to 15, but your current technology caps you at seven trucks max.
Yeah, sure. So we look at that, we look at where the redundancies, we've seen it with some, like, maybe some larger fleets. It's a good example, but then I'll take it down market a little bit to those, the smaller fleets. You know, you got somebody who's got a TMs. They've got their own portal that they've built the company ingest data into. They've also got some type of bi portal that they purchased. They've also got a, you know, tableau. So they've got a few different redundancies in there. So it's like, well, you look at that. Why do you have those things? Oh, well, somebody created the workaround because we couldn't extract this piece of data. Well, the data is in your system. Like, you can find it. Like, it's not hard. It can be hard. You just need to understand it.
What I see a lot of, to answer the initial question, is people see the shiny object, and it can do the things they want them to do, and it will do it in the future as well. But they don't prep for both the original implementation and how you continue to evolve your organization. I think I was on the show a few months ago when I talked about this. The TMs that you got five years ago may not be the TMS for you, or it may not be the version you need. So, and then if you're looking at, you know, an operating system as a. As a small carrier, again, the TMS that you use, the operating system you may use, it is going to be different at five trucks, at ten, at 25, at 50.
It may be the same one, but it's gonna be a different version. You're gonna have different bells and whistles. That's the conversation we have a lot of is, you know, is it the right one? Sometimes it's not, you know, hey, listen, like, if you're on an as 400 system, they're powerful, they're awesome, they store a lot of data, and you've had them for a long time. You might want to look at some other options.
Yeah, dude, I think that a lot of people need to be looking at. I mean, again, I try and go through my p and ld as much as I possibly can, and then find out, a, what. What are we paying for every single month? And then b, I'll ask my guy, you know, my guy, Christian I'm, you know, before we go, because were actually just in the process of looking at some new software for editing and in social media work. But I'm like, hey, man, I need you to go through everything that we pay for here. What are you using? What are you not using? What does this actually have an overlap with? Because I'm not against spending money. I'm actually all about lacing up my people with as much as they need.
But I don't want redundancies on my p and l because, like, I'm in a very. I don't want to call it a fragile spot, but I'm in the building stages, man. I don't have a, you know, a budget meeting every single month where I was like, all right, we got $7 million to spend on tech. Go fuck it. But even then, you can't frivolously throw dollars out there, because a lot of the discipline that I'm trying to implement and adhere to early on is the exact same discipline we're going to have in place when we're a ten hundred billion dollar organization. Because I bootstrap everything. I don't intend on taking on investment. I plan on fucking doing this and building this up.
Yeah, absolutely, man. And that's. That's some of the needs to be done, especially as you grow, if nothing else, every other year, but real estate, annually, do an inventory. What. What are you utilizing, and how are you utilizing it? And if you're not talking to your seat level people about how they utilize tech, one of the things that I see quite a bit is this is gonna be kind of wide ranging here. Like, you. You and I talked about training a ton. Like, like training in the industry, right? Because it's one of the most important things you can do. How do you train people? You gotta train thought process. You gotta train, the basics of how to sling freight, how to move, you know, how to run a trucking company properly.
There's awesome resources for these things, but you have to do that base level work. The thought process around training can't be all right. We need to get this person on the floor making money as fast as possible. Yes, it's something you need to do, but it's not the primary thing. You need to make sure they understand what they're doing, because then what happens is when they see your TMS and go, I have no idea what this. What is in front of me. A good example. It's a great system like TMW, trimble and teamW. Has an incredible product. It's very strong, it's very powerful. But if you sat like one of my kids in front of it, they would have no clue how to use it.
None, because they don't have the baseline education and they also don't necessarily have the resources say, hey, like, who do I even call to help me with this? So when you have this combination of new people figuring out workarounds, because also what are they measured on? They're measured on their production. So people do what you pay them to do, they're going to figure out ways to do what they need to do to make money. That also then inherently creates the limitations. On to your point earlier, how much they can make, how much they can do. So our whole job, what we come in to do with these technology is, hey, how do we unbind you from all this stuff so that you can sprint a lot faster?
And again, you got strong individuals, great seed level folks, but if they don't have the right baseline knowledge of process and technology, they're going to be very limited in what they can do. And unfortunately, I think in the industry, we've lost great people to other industries because of that.
Do you think, I don't want to say technology's run its course in freight, but do you think that there's almost too much out there that doesn't necessarily solve an issue?
I'm going to quote the great Chad Olsen, don't try to solve issues that you made. Yeah, that's what I see. A lot of tech. Is it solving problems that the original developers created for themselves?
Yeah.
And so that said, I don't think there's too much tech. I don't know if there's a cap on how much tech you get. I don't think there's too much. What I do think is there's too many people trying to do the same thing. And ultimately, what do you need when you're running a trucking company, you're need, if you're an owner, operator, single guy or single individual, you're going to have an eld, you're going to have some tax software and some banking software. You know, maybe those two are combined, I'm not sure.
And they, and then you've got some operating system, more than likely android or an iOS because that's where you're accessing your freight and that's where you're contacting and using your, whoever your partners are, whether they are customers or whether they are, whether three Pls, which are technically customers, but it's gonna be looked at a little differently. Same with a brokerage. You're gonna have some type of operating system. And to be fair, when you start spreadsheet is fine. It's okay. When you got ten loads to move every day, you're good.
I was just talking about this yesterday on the show. I showed people like, how do you prospect for free? Right? Because lead generation software, I get a DM or fucking an email about that every other day. And I mean, fortunately I can afford it, right? Is it great to have it? Yeah, it is great to have it, but I showed everybody how I've built it up in the past. I even put it up on my screen, the exact format that I use in excel and how I track leads and putting them in there and doing that and falling line by line, like really ultimately.
So you didn't just put it on a whiteboard and then post it on LinkedIn and said I did all this stuff?
No, no, I showed people, yeah.
And then you didn't tell everybody you made $250,000 in a day off one customer and then two weeks later make a post about cost another customer an extra $140 million over seven years.
No, I didn't do that. I must, I don't know if you're actually being literal right now. I must have missed that because I tend to not be on social media. All that off.
I will send you the screenshots because remember, kids, screenshots live forever.
Oh, that's funny. But yeah, you know, I just want to show people about how to be resourceful out there because like, I know the amount of vendors that I get hit with and that's why I can sympathize with all my prospects that I call when they're super. But like, I can sympathize with that. But I also want to show people, like, hey, you can be extremely resourceful with what you have. And that was, you know, as simple as buying a web domain from Godaddy or whomever that's out there getting, you know, you'll have a Microsoft outlook email account. Through that everything will look official and it might cost you, it literally might cost you $250 for the year. And then what other opportunities does that open you up?
And, and that's why it's like, I think as you kind of come up and I'm caught up in this, I was caught up in this in 21 and 22 when I was doing really well revenue wise. And I'm like, oh yeah, the shiny objects in. That looks good. That looks good. And then I was looking out there and then I remember it was in May of 2023. Apparently I signed up for everything in fucking May of 2022. All of a sudden, within like a two week span, I had like $2,800 worth of shit get renewed on my credit card. And I'm like, what the fuck did I sign up for? And I went in and I had to pilfer my p and l and I had to look through everything line by line.
And I'm like, fuck, I can't get caught up in that again. Some of you might be like, oh, 2800 bucks. That's not, that's not much. I'm like, but it kind of is when you're dollar in, dollar out, 28.
Here's what I tell people. If $2100 was thrown on the ground right now, I'm still going to fight you for it. I'm going to.
Yeah.
So when you tell me it's not a lot of money, it is your small business. It is to any business. And let's be real, if you cost your company 2100 bucks, you're gonna have a conversation with your boss.
Yeah.
So you're right. That's that shiny object syndrome is, it's scary because it's, and what we're gonna see, I'm gonna call it right now. So when your editing guy goes through this, here's the clip. We're about to get into the next evolution of shiny object syndrome, the mark. The market is beginning to turn. We've seen all the signs. Is it perfect? No. Are there still things have to happen? Absolutely. But we're seeing the positive signs also that when it comes to imports, when it comes to, unfortunately, when you see capacity leaving, the market rates are, they're not dropping as drastically. They're also starting to creep up in some instances. I don't believe that we had the early peak season. I don't believe that at all, actually. I think there's going to be another peak.
I hate to break it to everybody that thinks that they called that, but we're going to see shiny objects because what you're going to see is people's pockets are going to get lined over the next 18 months and they're going to start eating fat again and they're, oh, I can get this. I can get this. I guess the, you hit it right on the head. The discipline you develop now when times are lean are what truly make an organization impervious to the market conditions.
Yeah. No, I mean, and that's exactly it, right, because it's like, I don't want to go back or I'm not going back, bro. To where. To where I was when I first started. And I. The uncertainty that comes along with, you know, how am I going to pay for this? Or how, you know, my bills are due and I don't have the money coming in and all that stuff. Like, I'm telling you guys, it's. It. You can. You need to exercise this discipline continuously. You need to treat this as an actual business because that's what it boils down to. Right. And nobody's going to advocate for your business but you. And guess what, you guys, nobody fucking cares whether your business succeeds or fails but you. All right, so it is on you to take.
The politicians don't care. No, no.
Ironically, they want to raise your taxes so they can continue to spend fucking frivolously, you know? And that's. Yeah, that's. That's another thing we can talk taxes here for a little bit, Robert.
Absolutely.
That most people don't actually comprehend is their taxes in their business and setting aside money throughout the year because you sit there and think you're like, oh, I gross $10,000 this week. I can. I can spend $10,000. And, yeah, I mean, you technically can if you're itemizing it properly, but you want to actually have profit in your business, right? That. That's a big key thing, by the.
Way, if you don't keep showing profit in your business. The IR's doesn't like that.
Exactly. But I look at it as like, are you setting enough aside for taxes? Are you paying attention to what tax laws are being passed? Are you prepared for that? Because there's a lot of that is going to be happening in January of 2025 that I don't think a lot of people are even considering yet. And there's a lot weighing on this election. All right, I don't talk politics on this show as much as I probably should, but there's a lot weighing on this. I mean, if you look at capital gains tax, if you look at a lot of this stuff that's being talked about, I don't think, to put it bluntly. All right. Kamala Harris is talking about capital gains tax a lot here. And increasing that, might I add. So if you buy an asset, a fixed asset.
All right, so, like, let's use the trucking market, for example here, when all of those people bought used trucks for $50,000. Okay, then the valuation of all of those trucks increased to 75,000 or $100,000. That money is now a taxable gain, okay? And that is what you're gonna get taxed on.
And you don't have that money in the bank.
Exactly. But guess what? If that same now, like, say that happens into. In the next twelve months, all right, your truck increases $50,000 in value for easy math, and you got to have $25,000 set aside for taxes on that, because there's, it's like a damn near 50% capital to gains taxes. What they're implementing here or looking to advocate for, say that same truck then in 2026 now is worth $25,000. You don't get that money back, all right? So that your business is a fixed asset, all right? Excuse me. It's not a fixed. It's. It's an asset. All right? Your equipment, our assets. If you get any fucking gains on that shit at all, that is what they're talking about taxing, okay? So pay attention to this shit, you guys, there's a lot fucking out there that you guys need to be aware of.
This is why it's like, I've had my CPA come on the show in the past to talk to people about this stuff. And that's another thing to you guys. If you don't have a CPA, or if you're just fucking winging it on your taxes, they are the. Their weight in gold cp. The right CPA will fucking save you tens of thousands of dollars a year if you fucking know what you're asking.
And they will hedge the business that you're building. That's, that's the thing. I don't think a lot of people truly recognize when they look at the financials, their business is. You can look how many people we seen do this. 2020, 2021 into 2022, you saw business skyrocket to a hundred million dollars. Yeah. Guys that you would like how honors they do that, and they're sitting now at 22, 23 million because they didn't hedge anything. They just thought it was gonna be a rot. And I call them surfers now because they just ride the waves. Right? Yeah, but again, when you have the right financial professionals and professionals in general around you, again, you don't have to have a harder person organization to require one of these types of folks.
You can be a one person show, and you need a tax professional, you need a good fucking lawyer.
Yes.
And, and then if you're going to do anything public facing, you need some type of like, person you can, it may be your attorney, but people you can bounce pr stuff off of again, all of us have our tolerance for what we say, what we do, right? You need someone you can bounce it off, say, hey, is there anything that this is going to get me in trouble for? Great example of this. Cdl life is about to have their ass handed to them because they inadvertently almost destroyed the company. Logiflex here in Chicago. I don't know if you saw this made the rounds again. I did, there was an accident last year. And I'm talking about this because one, their CEO, he's great, dude. They are one of the good ones.
Even though they check a lot of the boxes of like, oh, they're one of the typical Chicago carriers. They are one of the good ones. They're a great outfit. Good, good fucking people there at LogaFlex. So this photo is of a tractor. That guy was on his phone on fucking tick tock. Runs into three cars, kills five people, everything bursts into flames. And what do you see? You see the Lazar flex trailer as the centerpiece of this photo. They were the ones who were rear ended with these three cars underneath them.
Oh, shit.
But what happens as soon as a shipper sees that's one of my providers gone.
Ooh.
And in none of the articles until our friend Cassandra Gaines called out cdl life and said, hey, like, you're ruining somebody's business. Because that picture that they initially published then made it to MSNBC, CNN, Yahoo. Yeah, so, and it's resurfaced again. And so it's, dude, you need somebody who's going to because now CDL life is like, oh, hey, we're fine, no big deal. We'll just, we'll issue retraction. No, man, you're in for a world of hurt.
Yeah, geez, man, that's brutal. I didn't even, I didn't even see that.
I'll send the article a little bit. Yeah, I will name the other company that was involved. They are also based here in Chicago. And, yeah, I know it's no bueno.
Yeah, I, but, you know, I guess a lot of it, you know, my thing is you need to use a lot of these markets, a lot of these scenarios that you're going through as very teachable opportunities. And then, you know, because again, man, like, I don't want to be in this situation. You know, like, I want to grow my company. I want to, you know, I have very lofty goals for what I'm going to do in business. And, you know, this is what I signed up for and everything. And I think that's what a lot of people need to realize is, hey, when you sign up to start your trucking company or your freight brokerage or anything else, it's on you to get a better understanding of how you can improve in your business and everything else.
And, you know, and this is why it's like, I want to, that's not I want, this is why I do this show. Ultimately, man, I want to put this information out there so hopefully this gets people thinking about it and then they don't like this. They didn't have to sign up for some bullshit course, you know? Cause that's like, that's my ultimate mission is to kill off all these bullshit courses that are out there that drain tens of thousands of dollars from people's bank accounts that don't teach them fucking anything.
Listen, man, I got three spots left.
What's that?
I got three coaching spots left.
Oh. Oh, shit. Oh, man. But dude, so, I mean, let's spend the last couple of minutes here. Broker carrier summit's coming up October, so we're coming up on that in the next 60 days here.
Yep. Yeah, it's exciting, man. We've got the agenda finalized. All the keynote speakers are locked in. We announced that. Very excited for all the folks we're going to have. I'll go with it. I'm excited to listen to Andrew Silver talk. I am. It's cool.
Oh, is he speaking?
Yeah, yeah. Oh, nice. And so I'm really stoked for that. What I love about broker care summit and actually another commercial for this, I love the fact that you got brokers and carriers sitting right next to each other. They are, they're talking business. I mean, we had this happen in Kansas City where guys met at the kickoff event on Monday night and Tuesday morning, rate was being tendered to the carrier. That, that's the dream, right? That you have stuff like that. And there are guys that have attended all the broker carrier summits. They've gotten new carriers, they've got new cut broker customers out of this. They've secured dedicated business. And you mentioned earlier, you can work with your customers and you want to secure them, but you're capped as far as how many trucks you can get.
These are guys that are, they're buying more equipment because like, hey, I've got dedicated business even with my broker customers, and I now have to go get more trucks. And so it creates this flywheel. And by the way, we have technology providers there too that support the industry and they're there to help these guys grow, too. And so we're able to create these tracks, these workshops that teach all the stuff that you would and I've been talking about for 30 minutes over the course of a day and a half. And we instituted new pricing for carriers because again, we want more carriers there. We would love to see a two to one carrier to broker provider ratio because small and medium sized carriers are who truly need this ultimately, like if you're a broker, what do you do? You resell capacity.
So you need these carriers and these carriers, you know, we want the good ones to be highlighted because unfortunately, too many of the bad ones do get highlighted.
I know, man. I'm right there with you, man. That's another, that's another thing that I want to end is I want to highlight the right providers that are out there, but. Well, you guys, that's going to be it for today. We got, we got my man cam coming on tomorrow. We're going to be talking insurance. We're going to be talking about truck insurance and everything else coming up here. Robert, how does anybody reach out to you to find out more about what you got going on, man?
Absolutely. You can find me on LinkedIn. Robert Baines, strongest man logistics. You can hit me email our bain@glcs.net if you want to watch the whole strongest man logistics thing, hop on Instagram at Bain 316. The content's always interesting.
It is, dude. I love it out there. But hey, man, I appreciate you joining me as always, you guys. If you guys got value in what you heard, subscribe to the show. You guys share it out there to your network because if you see value, your network's going to see value as well. I appreciate you guys. I love you guys and we'll be talking to you soon.