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 for a bumpy ride I like to play hard but I work harder and I weather the storm cause I'm built stronger.
What is up, ladies and gentlemen, we are back. We are live. It is the 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 I say that before every single show. And what I mean by that is I only speak with transportation professionals because at the end of the day, you guys, I want to talk to the right individuals who have done what you're looking to do or who are currently doing what you're trying to achieve.
So you can take that information, apply it, utilize it and see a meaningful difference in your business and your life. All right, I got a very special guest. I'm just going to bring him up right away here, you guys. I have had him on the show in the past and, you know, seeing what, you know, meeting him in person a couple of times and what his family has done to build up their fleet out there and I wanted to bring him on to talk about what he's experiencing in his company, and what's going on in the industry and where things are. So I got my friend Harmon Chima with chima freight lines on the show. So Harmon, thank you so much for joining me.
Hey, Chris, thanks for having me again.
No, man, it's a pleasure, dude. It's, it's been a while. You know, we text back and forth every once in a while, we stay in contact and, you know, it's, I always appreciate your time and your perspective on things, you know, and especially knowing your family's history and building up your guys's company and everything out there, man. So that grit and resilience is, it's very evident out there.
Thank you.
So what's new, man? What, what's been going on? Let's, let's get everybody caught up with Chima because you guys are making moves out there. I will say that I'm about to start snapping you photos every time I see a chima truck out here on the 202 in Arizona.
I would say, you know, a lot of people have been asking me that lately, and I just, the one thing I keep saying is we're fighting the trucking fight right now. Right? And so, yeah, we're doing good. We're the largest we've ever been as a fleet and as a brokerage as well, ever. So. But that means we need the most amount of loads we've ever needed, the most amount of just freight and morale and everything to keep everybody boosted right now through all of it.
Right.
Because it is a fight right now in the industry, and there's no secrets there. You can read them online. You can check out the public companies. You can do all that. I mean, we're all kind of fighting the same fight here and with another, with each other, all of the above, right? So. But as far as Chiba goes, yeah, we're kicking butt. I think we're gonna be. I'm confident we're gonna be a step above a lot of folks when we come out of this freight recession or whatever you want to call it nowadays. Right. But we're taking names and we're building our team.
That's what we've been focused on, training, building the team, get some systems in place, whether it's phone systems or just better technology, and get ready, you know, get ready for the opportunity and just kick ass, don't wait for it, and then start working on it. So that's what we've been working on at Shima.
Is that something that now that you're kind of attacking, that you wish you would have done, you know, a few years ago to kind of prepare for that stuff? Because I think, like, it's always easy to sit back in Monday morning quarterback a lot of these situations that go on in the world, right. But it's like, you know, when you're in the actual trenches trying to make those decisions, I don't think a lot of people actually understand that the majority of the time, you're literally just trying to fight to survive, you know, and especially when you own as many assets as you guys do and you guys are as big as that. You guys are. Like, it is, you know, it's a constant battle.
Right?
Like, there's no one time where I'm sure, I mean, maybe, correct me if I'm wrong, where you can sit back or your leadership team can sit back, be like, damn, we're in such a great place right now. We have nothing to worry about.
Yeah. I think one thing I definitely learned. So we've been in business 18 years now and we're just approaching 500 company trucks, 2000 trailers. We've got some owner operators, we got a broker that's doing about, you know, 3000 to 3500 loads a month. And everybody's fighting to get bigger, right? Because that's what we've been doing, that's the culture we've built. But at the same time, I, what I've learned over the last few years, especially this year, I think this has been the toughest year for me just because of, I mean, you work your ass off for tiny margins or no margins, it's like, man, what's the reward? And then, you know, just the economical doom and gloom of the world, right? That puts people down in a way.
And so it's like, man, I gotta, all I can do right now is just keep the morale up, keep the rallying up and just tell people and show the light at the end of the tunnel as much as I can while I don't have a crystal ball either, right, so kind of fighting that. But at the same time, what I've learned is you can't be in trucking and make it like your passive income. It's not real estate, right? You got to be 110% in, whether it's trucking or brokerage or logistics. From an ownership standpoint, I think that's why some of the big private equities or the big passive owners don't do so well and you see their results and then they exits. Because this isn't a game of just buy it and hopefully it'll, you know, appreciate there's no appreciating here.
Everything's a depreciation, right. Gotta be 110% interest.
That that's what I've learned, you know, and I see that, right. And I think that has kind of been almost glamorized. And this isn't necessarily a trucking thing. I think that this is almost like entrepreneurship as a whole. Like, oh, passive income this and passive income that. And, you know, I know somebody's gonna be like, oh, you know, multiple, seven streams of yada, yada. But I'm like anybody who out there, like a lot of the guys that I follow who have built real things, they're like, yes, I do have multiple streams of income now, but for the first 15 years I had one, I had my one business and then we diversified where I think a lot of people get in there like, oh, I'm going to passively do seven different things and like, you're just half assing everything.
And that's, honestly, man, that's something that I've been really battling with here in 2024 is that exact term half assing things? Because it's like, I got to the point where I, I feel like I was stretched too thin. I wasn't able to fully commit to things at the level that I want to. So it's like, man, I had to really adopt my new favorite word in the English language, which is, no, I can't. No, I can't do that. And, you know, and it's really tough when you go and build something from day $1.01, because in the back of my mind, Harmon, all times, it goes back to when I was in my bedroom when I first started doing everything. I go back to that, man, when nobody wanted to talk to me, nobody wanted to give me the time of day.
And now that things are kind of up and running and the brand is what it is, and, like, it's a lot different than what it was. It's very hard. But I also need to keep my eye on the prize here because, like, dude, you're right. You, this isn't a passive thing, man. You got to really be fully invested. This 24 7365.
Yeah. Oh, yeah. And I hope, you know, I know we're talking about kind of the state of the business a little bit today, but I hope there's some motivation for a lot of the entrepreneurs that are in this business as well to just, hey, we're in August. We're almost in. I mean, we're in September in a few days here. We've always almost made it through this year. The next year is going to be bright. We got to make it brighter, and we got to work together to just help the industry, and let's keep going. Right? Rally your teams and get them pumped up. And if you're down, right, everybody looks up to leadership, and if they're feeling the blues, then what's that going to do to the rest of your team?
Right?
I was talking to a friend of mine earlier before we got on this call, and he was kind of feeling the same way. He's in a different industry. And I pumped him up, and I was like, dude, look, he's like, man, I just want a Porsche one day. And I was like, you gotta aim for the black jet, man. That should be the goal because I've been talking to, I got a customer that's in the healthcare space, and they make a lot of medical products and they've just been killing it, right? And they are looking forward to the next 1520 years. And I'm like, why? He goes, well, that's when all the baby boomers are gonna get old. And I'm like, in my mind, I'm like, perfect. Because how many billionaires are baby boomers right now?
And they're going to, there's new billionaire entries going to, are going to come in and I want to make sure, I want to be one of those guys and take that over, right?
Dude, I'm right there with you, man. Like I got a Gulfstream g seven, Matt black with orange, hashtag the freight coach on the side of it. In my vision, man, that's literally, it's funny you bring that up because it's the truth, man. I think set extremely lofty goals no matter what. But then don't overlook what you have to do on the day to day. It's funny, you know? Cause the book behind you there is a, I'm a major fan of Brad Jacobs. I'm a fan of that book. Like I, you know, I look at it as the way that, you know, you see a guy like him who, you know, seemingly built up everything by him. I don't want to say himself, you know, because he talks about teams and systems and everything in there a lot, but like, he started with nothing, essentially.
And if he was able to do it and, you know, like, what we're going through right now, ultimately, this isn't anomaly. This isn't like the first time. There's been challenging times and, you know, and everything else, and I think that it's so easy to kind of get caught up in it and we all do, right? We're all human beings, but like, at the end of the day, it's like, all right, you just gotta, you know, like when things are really in that, those challenging moments for me, it's like, man, I just look at the task in front of me the next hour of my day and I'm just like, all right, I just got to execute on that. And if I do that every single day, you know, it's those small little incremental bumps every single time.
But like, someone's going to come out of this a winner, a major winner. And then you're going to look back in five years and be like 2020 to 2024. That is the period that made me.
That's right. That's right. That's, that's what makes us stronger, right, dude?
I agree, man. So, like, how are things from, you know, because I think you see a lot of, you know, the publicly traded, you know, companies in freight, their results, you see a lot of brokers out there and you know, there's always that brokers take all the money nonsense and you know, and everything else.
I thought that was true.
It is, man. Yeah, we just print money and take 80% margins and that's just how it's done. But how are you approaching things right now? Especially because as we are coming up into the end of 2024, bid season is going to be upon us. It's probably already started with some companies that are out there. How do you guys approach that?
So the positive news is we're starting to see some momentum in certain markets. Right. I spent the last two weeks with our vp of sales, Lars, who I think he's been on your show as well. So we spent the last couple of weeks on the road first, Chris, this props to you for the motivation. Spent the last two weeks on the road, getting up, working out every morning, cutting the drinks, cutting the bullshit and then going and rocking it away.
Right.
And so we've had some good momentum. We met a lot of customers, existing customers, some new ones. While were on the road, were still getting emails for requests of things that are moving around or, you know, carriers or brokers falling off of lanes, which is kind of the first sign of improvement.
Right.
And so we picked up some stuff with some big customers that we've been chasing for a while at better rates and so that's the first step. So I'm very bullish on that. But we got to be careful because it's not busy everywhere, it's only busy in certain markets and it could be busy because of certain things.
Right.
So all in all, I think this RFP cycle that just actually already started, we're starting to see some rfps come through now. And last RFP cycle was hell. From here we did almost 200 something rfps and we needed freight.
Right.
We just needed to bring it all in and then we'll kind of figure it out. And that was kind of the model there and, but this year we're going to get very strategic on who we're partnering with and try to build more density with some of the core and strategic customers. But for us I'm still seeing, not seeing a lot of motivation for increases. We have to, we need the increase but we're definitely not going backwards and that's made that very clear to our customers. We just can't.
Right.
We're going to start walking away from business. I know big companies have been doing that this year, but I think they know that. And the message has, the message from the last couple of weeks with some of my customers was they kind of know that they're starting to prepare into next year, into early next year that there's going to be some increases because at the end of the day, if our costs are 220 a mile is what a tree put out, which is kind of true where a lot of companies are running, we can't be operating at $2 a mile.
Right.
It's just not. How long can we do that?
Yeah. And that, you know, that's really interesting. So you're talking about being more strategic in your business approach here and your business development approach. Are you guys only dry vans or do you guys have any other equipment on your guys fleet?
So we're only drive in. Even on our brokers, we're primarily drive in. We do a little bit of flatbed, but mostly just drive in. But we're going to probably try to open into another mode into our, on our brokerage offering at least. Right. Maybe refrigerated or something to get our feet wet in there a little bit. We're still going to focus on the core. You know what we know the best.
Right.
But at the same time we want to, on the brokerage side, we want to expand into more and more geography. On the truck side, we want to continue to build the density on some of the weaker lanes we have and just continue to build that. But don't really plan on adding assets at this moment. Gonna kind of fine tune what we're doing today and just get them up. There's still a lot of trucks that are underperformers on my fleet that we need to continue to move up and get them more miles.
How, so how do you assess an underperforming unit on your fleet then? Are you looking at it? Is it more driver centric? Is it load volume centric where you got to get out there and pound the pavement and get more customers? Is that what you mean by that?
It's a little bit of both. So I get my green bar report printed to me every Monday and I'm just getting, comes on the email, but, and it basically I have a thing that says any trucks under 2300 miles I want on the report and then I will send it to the directors of the areas that are in charge of those and say, hey, why, why? And they go through and just say, okay, this guy was off this guy's this. And we're constantly working every week to drive that number of unproductive or the number of under 2300 miles trucks down.
Right.
And then we know we're improving. So that's what we started doing. And with that, it's been a network, right? It's been a network change. And it's very hard to develop and develop new networks or make networks strong when the market is busy here, slow here, busy here, slow here. And it feels like every week it's up and down. And that's the biggest struggle that we've been facing all year. So. And bringing our new business when it's slow here is going to be very difficult. When it's busy here, you can start picking that up.
Right? Are you guys more regionally focused with your assets, or do you guys kind of run all, you know, the lower 48? Cause, you know, that's one thing that I see out there a lot in, you know, the owner operator community and the, you know, the smaller fleet communities is they're like, oh, we'll run anywhere as long as it pays. Did you guys do that at one point and gravitate away from that, or have you guys always been regionally focused?
So we have always been regionally focused. We visited a big care, big customer last week, and we don't do business with them, but we've been selling them for a while now and trying to work and this big national retailer. Right. And it was cool to hear that because we've been working on this for five or six years. They were like, hey, when we think of I five, we think of Chima, even though you don't do any business with us. So that was our first region was develop I five. Now, if you drive I five between Washington to San Diego or Southern California, you will see a chima truck within a few minutes of each other. And that's the density we built. And so the next steps are, you know, Arizona is huge for us as well.
You probably see trucks down there all the time. And, but we're primarily the eight western states and into the San Antonio and Dallas market as well. So we're kind of doing this funky thing right now. But just, I like to be a jack of, I don't want to be a jack of all trades and master of none, right? I want to master lanes before we continue to move everywhere. And it keeps the trucks close, keeps the drivers close to get them home. And if something goes wrong, there's a truck within, you know, an hour or 20 minutes of each other. So that's kind of in the strategy.
So are you guys applying that in your brokerage as well? Are you, are you taking that same strategy or is it a different strategy inside your brokerage? Are you guys kind of calling everywhere?
Not everywhere, because we're calling on the markets we know so definitely overlap our truck line market because we know it's second nature and we know the carriers that are here that we can, you know, you got a load for me. I know exactly who to call and I probably get it covered within few minutes.
Right.
So that's the bigger strategy. But as we geographically develop into new areas, we want to get really good and get our reps that know those markets, you know, if it's Kansas City, Texas or wherever in the midwest, just get really good at those lanes and build the density there.
Now would you recommend fleets in, you know, and even owner operators? We'll go back. Would you recommend that they adopt more of that strategy into building their business? Do you think that would help them get a more direct customers? Because, you know, again, and I'm kind of bringing in the whole broker, people hate brokers. Right. And, but it's also, well, if you want direct freight, how do I go about it? That's probably a question that I get from a lot of owner operators and small trucking companies all the time is, hey, you know, like I've tried to get direct customers, but I'm too small. Nobody wants to work with me. Do you think that they stick to that right now? Would you recommend that?
I think it's a fine line right now. It's get any customer you can. Right. Whether, even if it's a broker that can help pay the bills. But I think what's, you know, for, I can speak for myself. And what was successful for us, we teamed up with some bigger fleets that had brokerage divisions that have power only divisions and just built good relationships with them.
Right.
We knew they were going to make, you know, I don't know, 1015, 20% margin, 18% margin, whatever. Right. They're going to make it, but they typically have better paying freight because it's kind of like our strategy. Right. Our overflow of our fleet is going to better than the one off spot stuff.
Right.
And so we built some consistency around that and I think that's good. And I, and I'm seeing that, I'm seeing a lot more people pulling Warner trailers and us express trailers and all these bigger power only networks now.
Right.
Because I think they should totally leverage those but at the same time don't leave when the market goes crazy. Build those relationships and keep working on them. And at the end of the day I think customers, you know they say less brokers, they say all those things but they want to consolidate providers. They don't want to have 300 5400 providers. They want to have 50 to 100 good ones. And you know they'll allow companies like us to say hey yeah, you can use your brokerage arm when you need to or you can use a power only solution or you can use your trucks once we build that relationship. So for owner operators I would just say you know you can continue to work on the direct freight but it's going to be very tough especially if you're going for the big shippers.
But if you're, if you got some smaller mom and pop or medium sized ones that you can see you know focus on the area that you can come back to and service them over and over.
Right.
With a single truck how many times can you possibly load for that shipper, right? So you got to be cautious of that. If you're over here in Pennsylvania and the shippers in California then how many times are you going to make back to California that month to do another load for them? And is it worth their while to give you two loads a month versus they can give somebody ten or 15 a week, right?
Yeah I think that's, you know that's, it's a big challenge and balance for I think a lot of providers out there whether you're a broker or a carrier because it's like, you know, a lot of the large enterprise shippers as you know, I mean you are a formidable fleet man and you guys, I mean correct me if I'm wrong, are you, like you said you were prospecting somebody for five years and you're not working with them. So you guys probably deal with a lot of the same rejections as everybody else does. It doesn't matter. 500 trucks, right? Like it doesn't matter that I mean what do you guys have? Probably a thousand trailers at least 2002. Yeah. So you got 500 trucks and 2000 trailers and you still get hit with. We're not adding anybody to our network, right?
Yep, yep.
But that doesn't deter you or your sales staff from going out there and trying to continue to develop business because in my mind man it's only a matter of time. Right? Like it's only a matter of time. And as a business owner I want everybody to know what I do, right. Like, ultimately, I want everybody to know what I do, especially here in Arizona, especially in every single market that we're in, right? Because, like, dude, I've been fortunate to get a couple of customers off of this podcast, right? So it's like, there's other parts of the country, and we're trying to be as strategic as possible as we're trying to build it up.
But again, like, we're in that phase of building where, you know, we got a couple of, like, really core customers that give us a lot of our volume, but, like, we can't stop selling. You know, like, we got to continue to go out there, but, you know, the door gets shut a lot. But, like, I'm finding out there right now that people are more open to quality conversations than I think a lot of people are really getting out there. And I think it always boils down to doing your homework on. On the person that you're calling. So how do you guys prepare for that as you're going out there and prospecting new shippers?
So it's gotten a lot easier as the brand has gotten bigger.
Right?
So that definitely helps. We're getting a lot more. Hey, yeah, let's talk. We don't have an opportunity today, but we definitely want to hear what you guys are doing, and we're okay. I love this part, Chris, over my last couple trips, one customer told me, hey, I saw you on LinkedIn and doing this, and you guys are making a lot of noise on LinkedIn or on YouTube or online, right, on social media. But I was like. And then I went back, I told ours, I was like, this guy doesn't like any of my posts. He doesn't like any of this stuff. So shippers are always watching, and I don't blame them why they're not doing that, right? Because it's gonna be like a swarm of bees after them. But I was like, people are watching, right? We got to keep doing what we're doing.
Sales and marketing are, you know, marketing is sales and sales is marketing, right?
Yeah.
So you got to keep doing that. And you may not be able to crack the code today, but you can only sell something when. When there's a need for that product, right. I'm not going to go buy something today if I don't need it, but when I need it, if you're still there, I'm going to look at it.
Right.
So there's no different. There's no. Nothing's different about that in our space as well.
Right.
So just got to stay after and stay in front of them.
And I think that you almost need to have. The mentality is like, I mean, you're not going to set up everybody you talk to, right. But like, you need to, like, and like, I think business development people only think closing, making money, you know, they've missed the second half of that term development. Like, you have to develop customers and there is no shortage of people that are out there calling. I mean, dude, every time I call somebody, you know, or not, every single time I try, I get called out because apparently I use too many blanket statements. But the reality is when I'm calling and when I'm speaking to people, like, I hear this very often. Amen. You're like the 7th one to call us today, right? Like call us back in a couple and we're good.
Or, you know, we've been working with the same provider for ten years. We're not going to add you know, and everything else. So it's like, it's, it, you get beat down over that. But again, man, like, I'm just like, I've just adopted the mindset where it's like, man, I'm one phone call away. I'm one introduction away. I'm one meet away from changing my life with anybody, right. And I think that, you know, you have to approach it like that in any market. And I think that what a lot of people need to understand though, most importantly, is how they're operating right now. Whether it's business development, fiscally budgetary, all of that. That's how you have to operate when things are good. Because otherwise you get to that point where you're reckless in your approach.
And I've learned that over the last couple of years, man, when revenues up, fuck, you think you are king shit.
Yeah.
You spend at a higher level and then reality sinks in. You're like, fuck, I'm overextended. Then you got to make a bunch of cuts and everything. So I think it's good to go through that and make those changes because otherwise you'd never know. But I think that's how you have to approach things because in my opinion, man, you're never good in business. You, you never have enough customers or enough revenue.
Yeah, and that's something we've definitely focused on was staying disciplined on that and some of our competitors didn't. And, you know, they've kind of gone away or they've shrunk big time and we see that.
Right.
So, but we got to stay focused and continue to go down that road. But at the end of the day, it's a numbers game, right, Chris? Like, you gotta be able to. You gotta be talking to 100 different people all the time to break into four or five or three, right? And so it's just a numbers game. And don't forget about the other 80 that you talked to that were kind of potentially hot or, you know, that you had good conversation with. You got to, like, keep. Stay in front of them, right? And even if it's just a. And it's. And I hate the following up here, don't do that crap, right. Just stay real and say, hey, how's it going? What's going on?
Right?
Those things.
So, yeah, dude, I just keep. I just try and keep it as simple as I possibly can, and, you know, because mainly it is. This is just who I am as an individual, right? Like, I am just calling to introduce myself, and I'm just searching for a yes. I feel like as a business development rep, I'm just searching for a yes.
I.
And it's. It might not be a yes today, but I'm just like, oh, you work with brokers. You do full truckload. Perfect. We'll talk later then, you know, and I'm trying to read the conversation. And then again, you build that up, and I think that most people need to get away from that. Oh, just following up or, hey, how's the weather out here? And stuff. Like, I hate that stuff. And it's super awkward. And again, I look at it as a lot of the conversations that I'm having with people at these stages, they're. I mean, I'm throwing them off in the middle of their work day. I don't want to waste their time. Just, like, for me, when I'm in the zone, when I'm at my workstation, man, when I'm out here doing that, I don't want my time wasted either.
So, you know, again, I'm not trying to make anybody sound more important than the next, but, dude, I got a family to feed. You got a family to feed. You got a business to run. You know, time is everything, and you got to go in there and you got to hit them and with the right information, and then if it's not there, boom, you got to move on. And I think, like, that's the mentality. At least that's what I'm, you know, I'm working through and trying to, you know, develop as I'm trying to build my business up.
Yeah. And I think one thing I always tell my sales reps or, you know, even others that I'm talking to that I'm friends with. You know, no offense on this statement that I'm about to say, but at the end of the day, when were coming up, and I'm sure you're in the same book, Chris, is if we didn't sell, we didn't eat, there is no revenue coming in. There is no base salary. There is none of that. Like, you gotta go hunt or to eat. Simple as that, right? So then I was turning every rock overdem to see, okay, who makes this writing down at night or whenever and then going and following up and calling and calling to get in, and I had no idea. And guess what? We didn't have fricking LinkedIn in 2006. It just came out right after that.
And it's made it so easy to see who's where were calling people. We're reaching out to the city chamber of Commerce's to get contacts, like the old school way, which I still do, that. I still work sometimes. But, like, when LinkedIn came out, I was like, holy crap. This directory of. Even though it doesn't have emails and numbers, but I know who to call now versus just fishing in the dark or shooting, you know, darts in the dark to figure out who to get to.
Right?
Yeah. And I think that, you know, I'm. I'm just like, that's my mentality, man. Like, I've been self employed now for over four years, right? So, like, I don't have a salary. I don't have, you know, it's me. It's dollar in, dollar out. It's. It's Huntley, you know, it's killer be killed, essentially, is what it boils down to. And that's. That's the way that I approach it, and that's the level of urgency that I bring intensity that I try and bring every single day with it, because, like, I view it like this, and I think that a lot of small businesses are in this boat, whether they want to admit it or not. I think most small businesses and hell, probably even most established businesses are realistically 30 days from going, running out of cash every month.
So it's like, every time I come in, you know, on the first of the month or whatever that is, man, I'm like, all right, I'm 30 days away from being broke. You know, I'm like, I got to go out there. I got to make shit happen, you know? So it's like, when I see people comment like, how do I show up every single day and do podcasts? This is how I support my family. I take this shit very seriously.
Yeah.
You know, so it's like, and then what else am I going to do? Sit at home? It's like, fuck that, dude.
Yeah, that's right. I, and it's so easy to start falling on the other side and get all, you know, doomy and gloomy, right? Just gotta snap out of it and let's go, right? Rally it up, dude.
And that's exactly it. And that's why I do not pay attention to like industry headlines very much anymore because of that. Cause I started to realize a pattern out there. And again, like, I get it, you know, clicks get, you know, revenue and everything else. But like, I'm like, man, I can't pay attention to this shit, man. I got a family to feed. Like, if I paid attention to every headline out there, whether it's industry or mainstream mediataindeh, I might as well crawl in a fucking hole. You know, there's no light at the end of the tunnel if you get too far into it. But I'm like, I just try and minimize as many distractions as possible and lock in. And then, you know, some days are really good, some days are not so good.
But I'm going to show up tomorrow and, you know, I got the rest of the day. Today it's two. But like, I'm going to show up, I'm going to put the work in.
That's right. And you know, one thing I want to make sure I point out is when you're hunting, you got a hunt. And when you're thinking about calling somebody, pick up the phone and call them. Don't think, pick up the phone and figure it out. Because while you're figuring out you're thinking about it, Brad Jacobs team at RXL is already calling them. Right, whatever, right? So your competition is already calling. So pick up the damn phone and make those calls or figure out who the email is and get in front of them. Fly over, whatever it takes, right. Make it happen, dude, I love it.
I'm right there with you, man. I'm jacked up and I'm ready to go. I was making call, I was actually making calls before for this call before our podcast today because I'm like, I got to get fucking in the zone for this stuff, man. So I rocked out a couple before and I'm going to do that and I'm going to make some more calls and I got some site visits lined up here locally in phoenix today as well. And I'm just going to get out there and try and make it happen. All you got to do is shake more hands, right? That's right, man. Harmon, that's already. I got to get you back on, man. That was 30. I feel like we could go for another 2 hours.
If you guys are hiring or if you guys have any announcements, drop them in there right now. How does anybody reach out to you guys to find out more?
Find us on LinkedIn. Send me a message. Send lars message. We're looking for hunters just like everybody else. We are looking for the people that are serious, that want to make a lot of money, that want to blow this thing up.
Right.
It's slow right now. You're not going to make a lot of, you're not going to get a lot of customers just yet. But we got to get ready and we got it. We got to get, you know, dialed in to take it over. So that's what we're looking for.
Harmon, thank you so much for reaching out. If you guys can't find Harmon or Lars or anybody at Chima, just hit me up. I'll gladly put you guys in contact with my friends over there, but that's going to be it for today. And gentlemen, we will be back tomorrow. We got another guest coming on. It's our monthly financial Friday segment that we have over at my friends with Den. And we're going to teach you guys about another thing about how to improve the financial health of your business and how to prepare for it in those times. But as always, 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. That was.