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 because.
I'm built stronger 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, 08:30 a.m. Pacific, 1030 Central to break down some industry headlines, but most importantly, 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. We're just going to jump right in, you guys. I got a very special guest coming on the show. You know, he's been in the industry for a very long time. You know, he's been on multiple sides of it and technology literally since the first time I met him back in like 2021, technology has been like the thing that he is all about. That being said, I got my man Curtis triber back on the show, or this might even be your first time. No, you were on.
I've been on before.
Yeah, that's right, dude, it's been a while, man. It's like, yeah, I probably got like over a thousand episodes out now, so it's kind of like, when were you?
I was in the same, I think I was in the single digits or the potential double digits.
Yeah, dude, it's been quite some time, man. But, dude, it's been a journey. And, you know, I know you're, you've been out there, you know, building and building and, you know, I, dude, I remember the first time we met at, and it was in Vegas and your brother were talking about how, like, we got this idea and we're going to build this out because, like, literally every shipper we've ever talked to needs technology. And this is what we're going to run with.
Yeah, yeah, yeah. It was at that time, it was like right before we started the start of exo freight.
Yeah.
Or I think were just, I think were. I think we had the brokerage running, but we hadn't transformed into exo freight yet. That's what it was. Yeah, exactly. And so we had, like, version one of the platform built, which was, you know, janky at best. Right. But, like, did some cool initial things to give us, like, a good traction. And then obviously that evolved, you know, pretty rapidly over the next, let's see, that was probably 2021. So probably three and a half years, right? Yeah, yeah, no, that was cool. I remember that. That's a lifetime ago. Yeah. Lots of things were different back then, dude.
It was. And, you know, and I, I remember because I saw here, it was recently that when I had reached out because I had saw that, you know, you guys are kind of coming out with something new here and. Yeah, you know, like, what I love is, is more of like, dude, it's just the evolution of things. When you go out there and you start doing something. Right? Because I, I think, like, you know, you can probably attest to this more than some where it's like, man, you start something in one direction and then the market dictates it as you kind of go and you're like, hey, actually, I think this is where the real opportunity is going to lie. And this is where my heart is. Right. And I think, like, that's where you're like, ultimately you don't know anybody, anything, right?
Like, you got to go after what you want to build and you've kind of been down this road before where you're like, hey, I think this is where I, the greater opportunity or whatever opportunity you see, you guys see fit for your company is going to best suited for you guys.
Yeah, I mean, like, you know, I think that I've always, every business I've always started just happens to be in a recession, like, of some kind or like some weird black swan event. And so the first, like, freight brokerage I started was like, right after the financial crisis, right? And it was like, what a time to start a business, you know, and we wrote a good train because it was like all up and to the right from the financial crisis to, like the pandemic, essentially. Right? And then, and then, like, when we started, you know, when we started exo freight, you know, were also kind of coming out of another black swan event. It was like, COVID pandemic era. And, you know, honestly, it was, you know, the way that I thought about it was not like, hey, here's a swan event.
We can, we can ride. But, like, starting that business we actually started before that happened. So that just happened like, you know, on accident or what. It just, you know, just something that came up. But, like, it gave us like a really big boost, you know, which was awesome. But, you know, you never want to build a business on the back of something that's going to be artificially, you know, inflating your business. But, you know, I didn't have that intuition. I said, hey, like, supply chain always exists. Like, freight always moves. Like, no matter what day of the week it is or what's happening in the real, you know, in the world. Like, this is a business that will live forever.
And I think over the next two years, what we realized was there was a little bit of artificial inflation there, maybe not all of the business, but there was growth that we thought was because of the things were doing, which were actually not, because it actually had nothing to do with us at all. Then on the tail end of that, there was never, never a time when that business was not growing, but there was a time when that business started to grow a lot slower.
Yeah.
And that was sort of like you put a bunch of resources into a train that's moving really fast, and as the train slows down, you can't always pull the coal out of the train quick enough to slow it down. You've already used the fire. And, yeah, to your point, like the market sort of dictated back in, well, really since like mid 2022 or 2023, you know, freight brokerage is fundamentally changing in a way that, you know, things tight, you know, businesses is still there, but volume is not there. And how do you navigate that? And, I mean, you know, the answer, cut cost. That's the only way to solve that. And then the other side of it is you kind of go through a soul searching mission there. Like, to your point is this what we really set out to be?
The market does dictate where it's changing all the time. Not just in freight brokerage, but just in the world. Every market is telling you something, and if you listen, there's opportunity. If you don't listen, you might fall off a cliff and not even realize it. Right?
Yeah, and I think that, you know, everybody goes through that, though, right, Curtis? Like, I think that, you know, and I've actually been talking kind of about this a lot recently because I feel like entrepreneurship and a lot of stuff gets kind of overly glorified out there and, like, how it's just easy and everything else, and, you know, the reality is going to catch up with you at some point in time, right. Whether it's, holy shit, I'm over my head or damn, these people owe me a lot of money, or that person did something that they said that they were. And there's a lot of stuff in, you know, and that's why it's, like, I kind of talk about that, like, change is the only constant, right?
And especially now, everything that's going on at the port, everybody's a port expert in, a labor union expert out there on social media. So it's just like, you know, kind of, what do you do and where it is? And I think, like, it's. It's always a. You got to make sure, like, is this something I actually want to do? Is this something I want to continue to pursue? Because, like, it's expensive, right? Like, you know, this is another narrative out there that it's just free to become a millionaire.
Right?
Like, it costs a lot of money and everything else, right. So, you know, you kind of got to go through it, and then you got to make those pivots and you got to actually, because, like. And I was actually talking about this on the show. It was I think it was last week where I'm like, there are no set processes. When you start a business. You have to create them. Right?
So it's every single one.
Yeah, dude, you're going down a certain lane. You're like, fuck, this isn't working anymore. Now we got to blow it up and kind of start all over. Like, yeah, the framework still there, but how you get there changes, right? So it's like, I think, you know, that's kind of what I'm feeling you're saying here is it's like, hey, we started off with one thing, and then we realized, like, hey, this probably isn't going to be what we want to do. And then, like, ultimately, and then you brought up the whole point about soul searching. Like, is this something I actually want to commit to every single day, 16, 18 hours a day at times, whatever that looks like? And, you know, ultimately, you find it seems like you kind of found your thing now and where you wanted to go with it.
And what's funny is when I saw pulse come out and I'm like, dude, this is exactly what Curtis and his brother were saying that they were going to do four years ago, and now here we are. So it's kind of wild.
Yeah. I mean, to your, you know, to your point, like, it's not free to be a millionaire. It doesn't only take money, but to your, you know, your other point is, like, it takes absolute, like. Like, conviction that, you know, a lot of people have never felt before, and it takes more mind share than you can imagine and even wrap your head around. Like, you have to think about these things. You know? Again, you always see, like, the really successful things that people do. You know, they wake up at three in the morning every day, they run 17 miles. Like, okay, aside from all of that, like, one thing that they all do is they think about the thing they're doing, the business that they're building, like, 100% of the time, every single day, 365 days a year.
Like, that's really what people are talking about. And that's like, yeah, that's like, the dark side of entrepreneurship is you sort of, like, you know, you're devoting a lot of mind share that could be, you know, maybe you're. You're. You're sacrificing on the family side or this side. Right. But, like, there is a massive sacrifice there. But anyway, yeah, so, like, it got to the point, like, you know, as we. As we thought about, like, what do we want to be and what do we want to build? Like, ultimately, technology is where my path, you know, my heart's always been, and, you know, why we set out to build. What we originally started to build was we wanted to help shippers solve a core problem. Right.
And it was at the time, it was this open deck need, you know, where shippers just didn't really have a great solution there. And, like, we filled the gap and we did it well, like, up until the point that we decided not to anymore, honestly. But now with pulse, what we're also seeing is the way to help these people could be on just the servicing side of it. And so you're sort of one of many service providers, and maybe you can sort of put yourself a small percentage ahead of the next guys, and maybe that's valuable to them.
But as we started talking to either current customers of Exo and then even just new, you know, customers that we'd never worked with, yeah, it was pretty clear that, like, a lot of these people or a lot of these companies, the logistics department is, like, the thing that nobody wants to, like, open the door to. Like, it's just, like, over there on the backside of the building, and, like, we just don't think about it, but, like. But like, at the end of the month, the CFO and the people that care about the numbers, now, all of a sudden they care for, like, one day, right? And if the numbers are good, like, hey, we beat budget. Like, life is good. But the second we don't beat budget, it's like, all of a sudden this, like, massive chaos, like, this fire of, like, what's happening?
Why are rates getting expensive? Like, why is our transportation blowing up? Like, what it's like. And, you know, these people are sort of blindsided by it. Like, every day. It's like, well, hold on. You haven't cared for the last 28 days of this month or the last 60, 70 days of this quarter. Now you're coming to me, like, what do you want me to do? Like, it's already happened, right? We could have strategic conversations if you want, but, like, you didn't want to do that at the end of the first part of the quarter. You only want to do it at the end. And so, you know, we looked at this and, like, I mean, I'm sure you heard this a lot. Like, when you were on the brokering side.
Like, you know, I have one customer that is near and dear to my heart. They were, they were an early exo customer. They have always been with us. He's a friend in the real life, you know, through this whole journey. And he's like the number one shipper that gets this every day. Sits his office is right, literally, like, down the hall from the CEO's office. They're a very large company, you know, in the tunes of hundreds of millions in revenue. And, you know, he's the guy that has no tools. He's got spreadsheets and email.
Yeah.
And if things are good, nobody bugs him. The second one thing explodes, it is World War three. You know, he's on the brink of losing his job because the guy is so upset that they, you know, overspent or, you know, something got stolen or damaged or what have you. Right. And, you know, the point is like, as I had some of those conversations, it's like, well, I think there's going to be a lot of service providers that can help these customers, and there will be always new ones. There will be people entering and leaving the market. You know, I wanted to sit in their office. I wanted to go up a level and sit with these folks and say, like, let's talk about what's really happening.
Yeah.
Let's actually give you some tools and provide some insight into the things that you're actually doing every day so that, you know, rather than being sort of this dark room that nobody opens, like, I want you to create value within your company. I want you to. I want you to proactively be able to walk into that end of month, end of quarter meeting and say, look how awesome we did. Here it is. I want you to have that power to where people say, man, that's a really valuable part of our business because this guy's leveling us up. And I think I want to really be a part of that story for a lot of these people. And even in the small part of the journey we've been on so far, we've built a lot of awesome technology over the last four years.
Pulse is not new. Like, I've been building a TMS for, you know, since 2020. And so now we're just taking all the problems that we had as brokers and using a lot of that technology for them, and it's like, super useful. Yeah, absolutely.
And so, like, with this, is there, are you guys able to, you know. Cause, like, pulse is a shipper TMS. Are you guys able to, like, integrate with a broker's TMS at that point where it's like, that's how instead of, you know, like, I think the best way to put it, how most people have EDI tenders right now, right where now this just instantly, is there like an API connection that Pulse can have into, you know, tie TMS or something like that and have send all that and transfer all that data over that way?
Yeah, we're actually working on a couple of those integrations right now with some of the, you know, some of the, some of our customers, you know, have onboarded their carriers and brokers and shocker, most of our customers actually work with brokers, not actual carriers, which is fine because they're the service providers that will usually have some of that elevated tech, but. Yeah, exactly right. We've got a few customers that do the high volume contract stuff. And so as those tenders go through the waterfall guide, they actually EDI a 204 tender out to their TMs for accept reject. I mean, very similar workflow that we would have had at exo freight with a yemenite, you know, an enterprise shipper that were working, you know, had worked with.
No, definitely. And, you know, I like what you brought up there about the, you know, the data aspect of it as well and kind of like showing what. Cause like, that's one thing that I always think about is like, all right, how do we make somebody's transportation department. Like a clear line profit center, right?
Yeah, exactly.
They show that in there and, you know, because, like, I'm actually, I am brokering again. I don't know, it's been a while since we connected, but what I didn't know that. Okay, we're doing that. And, you know, that's one of our biggest things when we're sitting down with people and having meetings with them, because a lot of them are always like, I'm not a transportation company. I'm a manufacturer. Like, we build this. Like, that's why we work with.
I don't really want to do this thing over here and those things where.
It'S like, as a broker, my biggest value proposition is I want to show a clear RoI every time they move one of their products out because, you know, same thing, man. Like, we do a lot of open deck, so it is not as consistent as, you know, bottled water loads and stuff like that. Right? So it's like, they build this one machine, send it out to their customer. Well, now we want to make sure that every single time they buy another machine, they go back to our customer due to the service, communication, everything that they're like, damn, not only was it great to buy this machine, the transportation of it was even better. They were communicated. They let us know all of that stuff.
So we want to have that direct line item that goes back to them where we can show where it's like, hey, when you started working with us, there's a clear upward trajectory of orders and repeat orders based on the shipments that we move for you.
Yeah. And like, you know, whether they're showing you everything or not. I'll tell you what. One thing I have seen now that I've sort of, you know, yeah. Move my position in the value chain a bit. So the doors have opened and the conversations have been a little more open. Every shipper that I've talked to, they are tracking this. There is very much a sort of p and l that, whether it's a spreadsheet or what have you, they are tracking this. What do we charge our customer for? Shipping. Like them, they sold a product. What do they charge the customer for shipping. Then there's this. What did we pay a carrier to ship it? And there's sort of. They don't always call it margin. Right?
It is a bucket of money that gets generated, but it's, you know, one of our customers, they use it. They use that money for, like, you know, if the product gets delivered and something's damaged, well, as an offering, they say, hey, we'll bring it back and ship you another one for free.
Yeah.
And so that margin that they create, like, those are for those opportunities to make sure they have, like, a really good customer experience, you know, but to your point on turning it into a sort of a profit center and roi, like. Yeah. Like, they are tracking that and it is important to them. But, but they're not always, like, telling the broker that information, right. And it's vital. If you knew, you're like, hey, man, just tell me, like, what's the, you know, what's the whole picture here? Like, I can actually support you in a really interesting way. You know, if I know where you need to be, I can absolutely make us as a team help you get there. Right.
You know, but I think a lot of, a lot of folks that I see is like, you know, they don't really even have the tools to get that full picture. Right. So I'll give you, like, another example. We've got a customer that they're in the heavy machinery sort of equipment space. And, you know, over the years, he's, he's sort of had to build in this margin, right? But he doesn't, you know, he's trying to track every shipment on a spreadsheet. You know, he's trying to really get down to the nitty gritty of it. But, but the way that their CFO sort of looks at it's just like a lagging p and l, right? So he'll get the p and l at the end of the month, and he's got to kind of match up all these transactions.
But keep in mind, it's like not real time. Like, the transactions he's looking at are happening now that the p and l happened 30, 60 days ago. So it's kind of this, like, science experiment at the end of every month that is challenging, right? So it seems like, you know, if we can sort of, you know, from our perspective, we can sort of help these people. You know, nobody's like giving them the path to create these, like, spreadsheets and these, like, how to report on it. They're all, like, sort of making it up as they go. And there's no class on this. And there's no, like, industry discussion among sort of logistics planners that are saying, like, hey, this is how you should do it, right?
And so I feel like there's an opportunity for us to sort of, you know, talk to even the shippers, like, you were talking about, like, going to them and have that conversation of, like, hey, look, yes, you could use a TMS. And, you know, maybe it's really easy just emailing carriers, but, like, I. That's not really the point. The point is it's like, your email is not giving you the accurate reporting to sort of have these more strategic conversations. That's actually the reason why you're using a TMS. Everybody can email. A tender. Like that can just happen. Right?
I was gonna say, what's some of the biggest things that having the experience that you have as a broker, you've built up technology. You've built up. I mean, back in the day, too, you were also on the tech side of things. When you're going down there and you're talking to shippersen, what's some of, like, the biggest things that they're almost surprised of? What, like, actually goes on from a broker's perspective when you're trying to, like, organize freight for them or anything like that? Because, like, when you're going in there and you're bringing them, technology, and technology isn't necessarily synonymous on the, you know, on that side of the industry. So it's like, what are some of the biggest things where it's almost like an aha moment?
Like, holy shit, were actually doing this for so long, and now with this TMS that you're bringing into us, like, we had no idea that was even an option.
I'll give you one really simple example that just happens because we have a conversation. It's not so much because of our software. It kind of is. So this is a really tiny example, and then I'll give you a really powerful, bigger example. The tiny example is shippers don't. It's not that they. I don't want to say this in a negative. Like, they don't actually know as much as you think they do.
I know what you mean.
Yeah. What I mean by that is, like, I'll give you, like, the simple example. You know, in our system, if you want to invite your carriers, you need their MC number or dot number, right? Very simple, right? I've got a customer that says, I, you know, I feel like I shouldn't be asking them for that number because I feel like it's something that, you know, is theirs, and it's like, you know, special and hidden, and I'm like, no, no. Exact opposite. You need to ask for this, because if they don't have it like that, you know what I mean? Like, there could be all sorts of red flags. So I think there's a haha, moment of like shippers don't know everything that you think they might. So as brokers, you know, information, like don't think it's like, oh, everybody knows this, right?
Correct. Yeah.
Feel free to educate a little bit. Right?
Yeah. It's a, I think a good example for me was, is like, you know, it was hours of service. It was like dot inspection weeks, stuff like little things that we kind of think like everybody knows that's actually the exact opposite. And it, and it takes as a transportation professional, you need to go out there and educate people in a meaningful way. Right?
Like, yeah, don't be like an asshole about it. Right.
What's going on? Here's why it's going on and it's going to tighten up in a couple of weeks and here's why. Yep, yep.
So, so that's like a small example. Like as I have conversations with shippers, like there is an opportunity to educate them on the other side of the fence even though I'm not there currently, but it's good to be able to bridge some of the knowledge gap, you know, the other big opportunity that we've, that has happened. Right. This sort of aha moment, you know, kind of coming back to an earlier point you made about sort of even a profit center. We've got one customer, you know, again, and I don't know if this is like the dark side of it or not, but like there is again, I kind of talked about some of that margin that gets created between, you know, what they're paying a carry and what they're charging a customer for shipping.
The Aha moment that I've seen, at least with our, a lot of our early customers, is by enabling them to have a system, they're able to accurately make sure they make that number every time. Right. As before, it's been kind of a, well, I think I made it on this one, but I might have lost it on this one. And like it'll all shake out at the end of the month. You know, we've had customers able to, you know, line by line, minute to minute, every load that goes out the door, track in real time. Like, excellent. We are on track to hit this sort of target that we have at the end of the month.
And so it gives them sort of this like, I don't want to say like maybe like a little bit of a pain reliever, a little bit of a stress reliever. It gives them like, something. A goal to work towards the month, rather than sort of putting on a blindfold, you know, working through the month and then taking it off and kind of seeing how they did. Right.
Yeah.
So I think that's kind of the, you know, the big aha moment. And, like, the work, you know, how I get to that is like, the words that people say is like, hey, you know, before, you know, my job was, every day I come in, you know, I've got salespeople coming to me asking, you know, what's it gonna. I got a deal I'm working on. What's it gonna cost to ship this from a to b? Right. And there's a lot of that happens. Like, you know, part of these people, these logistics folks that you speak to, it's not that they didn't want to give you the load that it just didn't happen.
A lot of that, especially in the open deck world, too, right? Like, a lot. Hey, we're bidding out this precast concrete six months from now. We just need a general idea, right? And that's what, you know, there's a few of my customers, Curtis. That's what they said. They're like, hey, man, just give us a ballpark. Like, we know it could go up, it could go down. We just need something toss out for our bid.
Yeah, yeah. And that's. That's kind of the point is, like, you know, one of the things that we've been able to do, you know, again, we've got a customer in a smaller realm, like there, and a smaller piece of that where it's like, hey, you know, we've got somebody that's interested in buying this large machine. They're kicking the tires now, but we have to give them landed cost. We've actually rolled, you know, our, like, pulse out to the sales guys. So, like, they're getting. They're actually getting their own, like, over dimensional, like, full truck look. Like these, you know, heavy machineries, the heavy machines that you're shipping, they're actually getting the quote for customers, like, while they're on the phone taking that sort of sales call, if you will. And so it's actually enabling, like, a customer. Like, that's.
This is sort of back to that aha moment.
Yeah.
They're actually closing deals faster, and these are sales guys. Like, they don't want to know anything about transportation. They don't need to know anything about transportation. But what they can do is they know where their equipment's at. They know where their customers at. And they've got some very general dimensions and they can ballpark it, right? Yeah. And they can take that information and put a deal in front of a customer on the phone rather than calling them back. And the outcome is they make more money, they close more deals. The sort of downstream effect is the transportation person is not bogged down as this, quote, vending machine. He's able to be strategic and actually work on making sure the stuff, the deals that already closed, making sure they get delivered and on time, sort of that customer experience that you're talking about.
And so it's just sort of like bridging some of the gaps inside of these companies. And basically the outcome is a lot of these people are saying like we're just thinking about it a totally different way now. Like this is just a different motion, which is great. It's like a positive step forward.
I think that some of the biggest misconceptions that a lot of brokers might have and again, this is just my opinion based on like what I see people post out there is like they don't think that their customers or shippers have competition and that like there's anybody else out there.
There's only one guy making rebar.
One guy making fucking shingles and all. Like they just think that, right? So it's like, dude, and I think like once you actually, if you're a sales rep, you know, and you're a broker or you're in freight sales and you start thinking like a business owner, you start thinking of the fact that all of these companies have competition out there and they're all bidding against each other, right? Like we're so consumed with freight that we think we're the only fucking industry on the face of this earth.
And, you know, but when you're out there and you think that way, right, like that speed is everything and what you're delivering, you know, to that sales staff for those companies, Curtis, that speed, they're like, hey, again, we don't like, we just need to know a ballpark of what this right to move that dude that's going to help them get out even more quotes. And as you know, man, you've sold for a long time. It's a volume game. Sales is volume. You need to put, get in front of as many people as possible and you also need to be able to provide that information that your customers or your prospects are requesting in that moment. And if you can't, somebody else will.
Totally, you know, and that's like, you know, to your point? You know, as you mentioned, as you're like a broker kind of working upstream, being able to, you know, if you can. Right. Sometimes, you know, folks want to hold stuff close to the chest, but, I mean, if you can have a conversation like that with a customer of like, hey, I can get you as many freight rates as you want. I can get you as many trucks as you want. I can make sure all this stuff works out really well. Let's go one step higher. What are the actual goals here? Right?
Yeah.
You know, a short story, a story that happens to me often or happened to me often as a broker, large company that I work with, very close with. Sometimes he'll come to me, or he would have come to me as a broker and said, hey, my sales guy botched this deal. Like, he underbid freight on a hundred of these machines. We're shipping out dump trucks or what have you. I need you to accomplish this for as close or, you know, below this number as possible. Right. And it's like, okay, cool. Like, you set the stage for a really, like, a really, like, we can be successful knowing that information. I actually can do a lot with that as, like, a broker. And so you've got your goal to beat a number here. I know exactly sort of where I'm playing with.
I have a timeline I can work with. Like, we can make that sales guy and ultimately the end customer happy now that we know exactly what's going on. Yeah, not at, you know, if I didn't have that relationship or wouldn't be able to ask some of those questions, you know, in sort of the upstream piece of that, like, you might be scrambling, you might be overpaying for trucks. You might be doing, like, crazy things on your side to meet things, you know, meet goals that are, like, kind of made up in your head. Right.
Yeah.
So there's always, like, that opportunity. I think, just if you can, you go a little upstream, you figure out, you know, some of the goals of the business. You know, like you said, think like a business owner and it can be really successful. Like I said, that's where I think, you know, us, where we sit today. Like, that kind of gives us the open opportunity to have that conversation. Yeah. And hopefully, you know, I think what that'll turn into is just smarter decisions and maybe just moving the industry at, you know, one inch forward. You know, we, it's a big rock. We're all moving here. It doesn't move quickly. But, you know, I think that's always been a goal of mine is like, make the industry slightly better with everything that I try to do.
Oh, man, I love it. Curtis, I'm going to have you back on, man. We keep those at the 30 minutes mark. I know you got a big ahead of you here, man, but we'll have you back on for sure. But how does it need to reach out to you to find out more about what you got going on now?
Yeah, so. So just Curtis at shipper pulse.com website is shipper pulse.com. You can reach me on LinkedIn. I'm pretty easy to get ahold of. I'm on LinkedIn every day, posting we're trying to build in public. So you'll see a lot of stuff happening, you know, coming up here over the next couple of months, dude.
Absolutely, man. Curtis, I love it. And if you guys can't find Curtis for whatever reason, you guys can always reach out to me. I'll put you guys in direct contact with them. But speaking of, you know, shipper everything. We got a shipper coming on tomorrow, you guys. So if you guys have any sales or operations related questions for the trans or for him, drop them in the chat, dm them over to me. Know, you cannot solicit his business, but offer guidance on the show live for you guys. 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 networks gonna see value as well. I appreciate you guys. I love you guys, and we'll be talking to you soon. Dude, I need like a.