Came back with a bank window down yelling now money anything hey oh Got the foot on the gas pedal to the metal when I'm get to the bag hey Got the foot on the gas pedal to the metal when the lane moving fast hey Let them all cross if they hate then let them made them make a bigger ball.
Say 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, 8:30am Pacific, 10:30 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. Happy Thursday everybody. I got a very special guest for you guys. I'm going to skip the rest of the intro. I'm going to bring them up right now because this is going to be action packed and this guy's got a lot to share. So with that being said, I have Mr. Jeremy Prince on the show, ladies and gentlemen, to bring tell us all about his story. So, Jeremy, thank you so much for joining me.
Hey Chris, thanks for having me. I appreciate it.
No, absolutely, man, I'm really looking forward to this. I mean, we, I mean we literally just talked for the first time like a month ago and it was like, dude, it was almost like an hour long conversation and you know, I, you're just really easy to talk to and you have a really good story and I'm really looking forward to kind of putting that out there for people today. So, dude, how'd you get your start in freight, Jeremy? What brought you into transportation?
You know. Well, first of all, I'm glad to be here. I, I really enjoyed our first conversation. I'm looking forward to this one. I, I actually, you know, I don't really do shows. I try not to, I think you know that. But one of the reasons that, you know, I, that I agreed to be on this one is that you do, right? You do try to talk to the real people doing the real things in the real world of this industry, you know, not just the talking heads and the pundits and the, you know, the. The tech geeks and everything, but, you know, actual professionals. And actually, I love watching your interactions with Sean Smith, by the way. Yeah, Sean, or P. Sean, as I like to call them. You know, we're customers of Denim, one of your, you know, sponsors. And.
And Sean is like, one of the realest of the real. Love that.
Yeah.
Yeah.
And that's one of those, like, you know, that's one of those shows, Jeremy, where it's like, you know, just the financial literacy in business is so overlooked. Right. And it's like, you don't think about it when you start your company. Right. Like, oh, wait, why do I need business credit? What's a personal guarantee? All of this stuff? And then you're sitting there in your head spinning. So it's like when. When Denim and I, well, we partnered up. I mean, man, we've been partners for like, a year and a half now. At this point, were like, how do we come up with, like, a monthly show that's not like a sales pitch, but more of like, hey, guys, this is how you understand the business financial side of things. And I love it because it's like, I'm learning more and more.
I feel so much more prepared as my company grows in scales by having those conversations.
Yeah. And I gotta tell you, I mean, you know, I haven't been a freight broker. Freight brokerage owner for very long. Right. I've been in the business for about 13ish years. But, you know, we've only been doing this thing at peregrine since about 2021. We. We got right into it, like, in the middle of the soup. Yeah. And honestly, Denim has been a substantial partner in helping us, like, really look around the corner and like you said, just educating us on things I had no idea about.
Yeah.
You know, I mean, I have, like four credit hours of accounting for my mba. Right. That's. That's all I know. You know, but it was. It was. It was, you know, that was a tough year, too. You know, 2021, you know, everybody on the show is almost certain to remember, you know, post Covid, the market went insane. I was working as a shipper at the time. I was director of logistics for a really large, you know, distribution company that worked in the transfer in the construction space. And, you know, and as a shipper, were losing carriers left and right to our competitors. We. Yeah, I mean, who knew shingles would be, you know, a competitive freight profile that was going to draw a drywall. Carriers. Right.
You know, everybody was just taking it on the chin and you know, a lot of our drivers, after, you know, being beat up in the COVID era, you know, all the shutdowns and everything, you know, they had to chase those higher rates. I, I didn't begrudge them. They, I knew they needed to make money. They'd been hurting. But on the flip side, bluntly, I, as a shipper, right. I, I was failing. And so the structural needs of the company that I worked for had changed. Covet had seen to that. We needed partners that were able to make significantly larger physical investments in, you know, physical assets.
We needed more redundancy within our supply chain and, you know, were going the opposite direction, you know, and even if, even for those brokers and we had good partners, you know, brokers and carriers that were doing a great job for us. But you know, again, everyone remembers equipment supply was constrained back then. Even if you could find equipment, it was like two to three times what it should have cost. And the interest rates, you know, were double what any of these guys had been used to paying. So what were asking for as a shipper was. It was a big ask.
Yeah.
And you know, as the shipper, we couldn't bridge that gap for them. Right. We couldn't give them what they needed to stay on the business some things, but other things we couldn't, you know, we couldn't help them with their insurance, we couldn't help them with finding equipment, we couldn't help them with the backhaul portion of it. We can only help them with what we could give them.
Yeah.
So as a shipper, were failing them despite our very best efforts. And that's kind of when I decided that what we really needed to do was create a brokerage that could bridge that gap. Right. And if anybody understands the history of brokerage, you know, I'm a nerd, I'm an exhistorian, an old philosopher. Right. You know, anyone looks at my LinkedIn is going to be very confused at my career. But, you know, as a historian, I got a really cool opportunity to sit with my know, Paul Loeb not in the room. He was giving a speech to all of Echo when Echo bought Command. And one of the things he told was the story of the first time he brokered a shipment in his parents kitchen, you know, from their landline phone in 1979. 78, something like that.
And you know, back then it was a lot like an art Form I got the opportunity to meet people earlier in my career that had been doing it since the 80s, you know, like Roxy Beasley, you know, who is a legend in the flatbed community. And you know, I got to learn from some of these people and they would tell you it was an art, right? They matched like five loads a day and made a killing off of it. You know what I mean? The, the art of brokering was genuinely value add, right? And you know, as the professionalization of the industry progressed throughout the 80s and really starting in the mid-90s, you know, the SAPs and the supply chain professionalization colleges started teaching this stuff as a, as a, as a course and as a professional discipline. Right? And you know what happened?
It's the world we all live in today. RFPs, route guides, rate focused. You know, everybody's given paper rates and then, you know, falling off and saying, oh, but I can cover it in the spot market for double the, you know, it's, it's a broken system, man.
Yeah.
Doesn't work for anybody. And, you know, we knew from the beginning that we had to be different, man.
Yes.
You know, we go ahead. I'm sorry.
No, I was gonna say I'm, I'm right there with you, Jeremy. I, I think, like, you know, I look at freight brokerage like this is my profession, right? Like, this is not just like a job to me. And you know, and again, obviously I'm not ever going to sit in here and put myself on a pedestal and say, I've never done certain things because I have. I'm a human being. All right? Like, but at the end of the day, I learned from a lot of it. But like, at my approach now is it's just like, man, how do I actually add value to my customers and my carriers, right? Like, because my carriers have to win here too, otherwise I'm not going to have carriers.
And I feel like we're kind of at an interesting time, Jeremy, because a lot of individuals who are in the market now were not in the market pre2021. Right? Like, they don't know what it's like to have a capacity crunch. They don't know what it's like to really go through and you have to make 100 calls to find one truck that happens to be 150 miles away and might not make it in before.
You'Re gonna lose 250 bucks. But at least you're going to cover it. Right, Correct. Yeah, exactly.
Exactly. Yeah. I can tell, I can tell the way people talk, the way they post. I can tell that they've never. Or if they were, they forgot what it was like. And I feel like we're about to embark upon another segment of the industry here where we're going to event it's going to eventually whip back into that. Right. Like capacity is going to inevitably t tighten up or supply is going to increase. Yeah.
I mean it's spring break this week in most parts of the country. We're already seeing what happens when, you know, 20, 30% of the driver population decides to opt out for just a week or two. Right. A lot of my colleagues in the, you know, I'm on text threads. I'm sure you are too, with brokers all over the country, you know, people in all sorts of different environments and they're all saying like, God, what is going on? You know, we're. Yeah, of course we are. We're about to get there. Right. That, you know, I'm not as bullish as say Craig Fuller is over at Freight Waves. Right. You know, I don't think the election solved all of our problems. I think that the trade environment is going to be a little challenging. Right.
Especially when it comes to cross border and anything that would have to originate in a port.
Yeah.
But I am bullish about the prospects of 2025. But I do think that like you're saying, it's going to require a different mentality.
Yeah.
I think again, the industry, you know, my first taste of it was working as a shipper. It has been nothing but confirmed in the three or so years since then running Peregrine that the industry really just doesn't meet the needs of the market anymore the way that it's currently structured. I think you understand this in your other experiences. I think most of the people watching here today would say, yeah, it ain't working for me right now. And frankly, you're not alone if you're out there. And that's what you're thinking. I mean, anyone who watches this show will tell you like, there are good things happening. There are good things happening, good people trying to do good things. But there are a lot of problems.
Yeah.
And it ain't working for most of us, you know.
No. And that's exactly it. So like, you know, how are you out there working with your team, you know, as a leader of your organization? Jeremy, how are you passing that message down and I want people to actually, you know, take what Jeremy's about to say here and whether it's you as a solo operator, a business partner in you, or maybe you got three, four, five people working for your company, all about, he's all about what he's about to say here is going to be applicable to you. So how are you working with your team right now in regards to that exact sentiment?
Because I know of a lot of people who are really good at this industry, Jeremy, on the brokerage side and the trucking company side who are like, man, I'm working non stop and nothing is actually adding to my bank account.
Nothing is landing. Yeah, no, I, look, I get it. We're, look, I'm not going to sit here and tell you that, you know, it's all golden roads and you know, pearly gates for us here, fellas. I mean, you know, we're, you know, we're taking our lumps just as much as anybody else is. But, but the reality of it is that again, as somebody who's been a shipper, as somebody who's been a broker, as somebody who now operates two fleets, oh, there's my max. But you know, we operate fleets at Peregrine. You know, we're mixed asset here. So we're also keenly aware of the challenges of trucking companies. Right.
We have a hotshot fleet and we have an 18 wheeler fleet and but we have found that the most important thing is the thing that we've had the most success with is being transparent and committing to honesty. You know, like I, I, I know it's, it sounds like kumbaya and let's, you know, let's work on our, you know, our patch for our sash. But you know, honestly like, and there are real practical ways that we've gone about this, right? We, you know, we do not focus on the inputs. That's something I learned as a shipper. Focusing on the inputs like rate is going to lose you control of the output like outcome every time. Right. You're an old freight broker. You're, you know, you know how this thing works.
You know, the more you focus on driving the price down, the more you risk the potential of losing control of your own supply chain.
Yeah.
And so we focus a lot on low margin, high repeatability. You know, like you said a second ago, I would rather make one phone call and book 10 loads than make 100 phone calls and book one load for 300 bucks. Right. I'm happy to get 50 bucks on the other, on the 10. You know what I mean? Happy. Right. It's an easy win for our team. And so that's what we're really focused on. Transparency, sustainability and scalability. Right. We want. I have no problem. You know, there's a lot of talk in a hullabaloo right now about broker transparency and whether or not we should be exposing our margins to the market. And, you know, I will leave that for much wiser men and women to decide. Right. But as far as we're concerned, if it becomes a rule, I can sleep at night.
If it doesn't become a rule, I'm probably going to continue to show my customers anyway and my carriers. Right? Everyone. I can sleep at night with the margins that I live on. Right. That our team operates on. You know, we float on a given month between 9 and 13. You know, I don't have a problem with that. And I don't think anybody with a reasonable approach to the business should have a problem with that either. Our trucking partners are doing at least 90% of the work. Right. If we can deliver 90% of the funds that are available for that shipment, we should be right.
It's, you know, it's an interesting stance, right? Because I feel like what. You know, because I've talked about broker transparency on this show a few times now, Jeremy. And my stance is. Is the way the law was written, or whatever. It was written back in 1980, it was different because trucking companies would hire a fre brokerage at that time to go out and find freight. More like they're hiring dispatch services to do that. Right. So it's like, I feel like ultimately the. The transaction has changed, so it needs to be updated. And I feel like with that being said, dispatch services should now be held to the exact same standards that freight brokers are.
I completely agree.
And. And that's where my stance is on it. Like, again, at the end of the day, I know there's way too much competition out there, Jeremy. Like, people will always hold on to the one thing that. That goes on out there. The reality is when you look at a 10k of some of the largest publicly traded companies in this industry, everything's right out there on where they are. And trust me, if those guys are only making 10 to 15%, there's a high probability that everybody is making that the overwhelming majority of the time. Let's remove the outliers.
Yeah.
Everybody makes, you know, money. And again, nobody complains when they're making money though, Jeremy. And that's my big thing with a lot of this is when the people were charging five, six, seven dollars a mile. There's no cries for broker transparency during that time. Again, I am a capitalist, you guys. Everybody deserves to make money, okay? And I'm just gonna leave it at that. I'm not complaining when people are making money, but when the ebbs and the flows happen, you can't cry wolf when you're going through a downtime. Because all business owners go through a downtime.
That's right. I mean there's a bit of a, there's a bit like you said, right. It's, it's crocodile tears.
Yes, correct.
But again, I have never had a problem letting my customers or my carriers know what I'm being paid. And you know, we expo, you know, we have a really great tms. I, you know, I, I won't try to shamelessly plug on the show. Right. I know you got your partners. I'll leave it as appreciate that we have a great tms and like most of the really good tmss out there, they have the ability to expose a lot of, you know, basically expose whatever you want to your carriers and to your customers within their tenants or portals that they have. And so we do that, right? We kind of default switch them all to max transparency. Because we don't, we're not worried about it, right.
We, we know that our, honestly, because of our transparency, we've had more of, we've had more people responding positively to that. Right. Like they actually there's a credibility and a trustworthiness that comes with realizing that no, your broker isn't making 50% margins like you think he is.
Yeah.
You know, when he's making nine, you're like, oh, wow, how is he surviving on that? You know? Yeah, exactly. How are we surviving on that? You know, maybe you could give us A, just 25 bucks more. Come on, man.
But yeah, we don't penny pinch either. Like, we always try and take care of the drivers in a lot of these situations and sometimes it comes at our expense. Right. Like we've, went through something this week where you lost, we lost money on it at the end of the day, but at the end of the day I look long term, 12 months, right. Like I look over the next 12 months, I'm not going to let one or two shipments throw off because like again, the difference between Me and a lot of other people who create content in this industry is I'm in the thick of things, you guys. Like, I am actively building a business. I know how hard and how long it takes to earn somebody's business and I do not take that for granted out there at all.
Like, and that goes with both of my businesses, right? On the media side as well as the brokerage. Jeremy. Like, I don't take any of this for granted. People pay me money, you know, like that's, you know, and I'm like, and I get to live, literally live my dream out with this. So, you know, I don't take any of that for granted. And I feel like that's one of the big things that is kind of what I can kind of see out there is there's, there's almost an entitlement to results because you started something and you think, like, I have this business, you should just be paying me whatever I feel. And I just, I, I don't know if enough people understand how it actually works out.
No, no. And, and you know, and honestly, I mean that's why we've tried to do it differently. Like, really, our pricing model is not market based. We do not offer market based arbitrage pricing to most of our customers. Right. You know, and by that I just mean like the normal way that most freight brokers do things, right? Like, oh, I'm going to quote this for a thousand, and I'm hoping to get somebody for 800-8-5900, 950, whatever. Right. We focus on talking to our carriers. Right. We have really, like, if I had more than a thousand trucking partners, I'd probably be doing this wrong, right?
Yeah.
I don't want to have, you know, the 20,000, the 30,000, the hundred thousand that some of these big brokers are talking about. Right. I want to have a few number of carriers that I basically load every day, right. High utilization. And I start. And that's what we do. And we start with them and we talk to them, we ask them questions. How much is, what's your target for breaking even every day? What do you need to make in order to break even? When do you start to make money as the trucking owner? Right? Like, what's the number for you? Right. And so then we start at that cost level and we go out and we start from there and we say, look, our carrier costs are 800 bucks on this, right? So we're going to put 10%, 880 customer, this is your rate.
It's fully exposed. The carrier knows that we're charging 880. The customer knows that we're paying 800. Everyone is fine. Right. And because of that, and plus we're focusing on, I don't want to say a niche industry. Right. Because I don't mean it quite that way, but you know, flatbed freight, building materials, construction materials, energy products, industrial supply, over dimensional material handling equipment. Right. This is a very specific group of people that don't often get a lot of focus within the business, within the broader industry. Industry. Right. And so we want them to understand that the carriers that are the drivers that are showing up every single day to their yards, right. And getting unloaded and helping, you know, helping the guys with the untarping and all the stuff that happens. You know, those guys are making money that they can live on, you know.
Yeah.
Our customers to be confident in that because they're the ones that are talking to their forklift drivers and the receiving folks on the, you know, in the warehouse and stuff. You know, we want them to know that those guys are happy, they're happy to haul this customer's freight because this customer, through a partnership with us, has committed to paying them a living wage. And that's the important piece.
How do you get that down to your team though, Jeremy? You know, because there's, how do you balance that? Because, you know, again, when I say I'm a capitalist, you guys, I mean, I believe in ethical capitalism, right? Like, I don't believe in just Chris Jolly winning. There has to be an environment where all parties are feeling that they are compensated fairly. The, the customer, the shipper, they're like, hey man, you're charging us a fair rate. That, that's what we're looking for out there. How are you pushing that out to your team as a leader of an organization where it's like, hey guys, let's think long term about this. Let's not think, how do we get rich today in this moment?
Yeah. Well, first of all, you know, I, I was hired into the industry by somebody I think, you know, that, you know, Michael Kaney, who's now over at highway, one of the leaders at Highway. He was one of the guys that brought me into this business, you know, 13 years ago. And he taught me a valuable lesson, which is how not to be what he called pennywise and pound foolish, or in other words, stepping over dollars to chase dimes. Right. And I think there's a lot of that in this business. And so I think, for the first thing is that we. Paragraph. I have an easier job as an organizational leader because I have really good people. Right. They're very smart. They see the bigger picture, eat more easily than a lot of the colleagues I've had in this industry over time.
So start with good people. But the point is that we want to incentivize them. Right. The structural incentives of the. Of the industry are such that most brokers can only make a decent living if they do things that are a bit unethical and dishonest in the business. Right. Peregrine, were very committed from the beginning to not do any of that. Right. We believe in high generosity, high accountability that comes with it. Right. You know, I. I mean, like the book says, to whom much has been given, much is expected. Right. But, you know, we take that to heart here at peregrine. But, you know, I pay our people really well. Yeah. Other. Other brokers are like, please don't tell anybody what you pay them. I'm going to have a mass exodus at my door.
They're all going to be knocking on your door to come work for you. But, you know, we do. We pay them very well, and we pay them on $1. We don't play the gimmicks and the, you know, the draws and the shifting goalposts of goals, and we just tell them, look, go make money and we'll pay you. You know, and we ask them to do that within the constraints of the expectations that we set for them. Right. We want them to know that they're empowered to go out and make our carrier partners, our trucking partners, the people on whom this entire supply chain relies and deliver for them something that actually matters means. Right.
No, absolutely. How did you come to that conclusion on paying on $1? Right. Because there's a lot of, you know, from a compensation perspective, there's a lot of people there who are like, hey, you got to cover your seat. Right?
Right.
You know, like an arbitrary amount, $10,000. Right. Say that there's $10,000 seat cost. How do you, as the. The leader of your organization when balancing a budget and everything? Like, there's an inherent risk of bringing people on and having that quote, unquote debt expense that comes along while somebody develops their book of business. How do you kind of approach that from, you know, an owner who's, you know, financially responsible for the organization?
Well, and that's. And that's a great question, too, because I. I suspect, like you, right. We. We did not Take any investment and have not taken any investment. Right. We, we bootstrapped everything, you know, on my life savings, you know, and yeah, so, but, you know, it is a problem, right. You know, like, one of the things is how do we grow in a responsible, sustainable way? How do we scale? Right. And, and a lot of that comes down of talent, and a lot of that comes down to the people that we pick. But, you know, one of the things that we think about here, you know, in terms of seat cost is, you know, we don't. Labor has never been something that I've thought of because I, and I, I've earned a paycheck.
Everyone on this, you know, in the audience, I'm sure at some point in their life has earned a paycheck. Right. Everyone who's earned a paycheck has always felt that they should be earning a bigger paycheck. And I certainly felt that way too.
Oh yeah.
But, but one of the things that we think about here is labor as a return on investment. Right? Labor is an investment. It's not an expense. It's never been an expense. It is an investment in future outcomes. And so we always set the expectation, hey, we're paying you this. The expectation is this. We think it's fair if you agree to that. That's good, get to work. And you're right, there's a ramping up period and, you know, and sometimes things don't work out. I mean, I had somebody on staff, you know, that, that showed a lot of promise in the interview, you know, said all the right things and, you know, laid a goose egg for three months.
Yeah.
You know, until we had to exit him and, and then, you know, that thing happens. But yeah, I don't have the payroll puzzle figured out. There are various people out there who've tried all kinds of things. But we know that if Peregrine is going to get rich, the people who are working their asses should be also getting rich.
That's. Well, I, I, I align with you on that, Jeremy.
Right.
My business partner and I are very aligned on that in the sense of like, you know, again, hypothetical example here, you guys, I, I'm, I don't have $10 million in profit to play with here. But, you know, we, him and I have sat down and we're like, you know, does our life make that big of a change if him and I split 5 million instead of 10 million? And what could that additional profit sharing going back to the Team. What could that do for them? And, you know, we. We both read Made in America by Sam Walton, which is another book I feel like every entrepreneur needs to read. After we both read that, with profit sharing, we're both like, yeah, that. That's exactly what we're gonna do.
Because, you know, it's not always about how much, because, like, I just feel like, you know, again, I'm not in a financial freedom point of my life, but I'm also like, the money's gonna come, right? And I'm like, how do I make sure everybody around me gets what they're deserved? Like. Right. Like, yeah, of course, I obviously have a lot larger risk, and my name's on the side of it and everything else, but I also understand that after a certain point, the team will. The team's output will far exceed mine from, like, a revenue generation standpoint point. Right?
Yeah. You know, I. I started my. My career early right out of high school. I didn't go to. To college right out of high school. And. And one of the first companies that I started for was. It was a technology company. And, and the entrepreneur, he's still here in the DFW area. His name's Bruce Thompson. You can go out there and read about him. He's. He's. I mean, he's. He's done some really cool stuff. But one of the things that he said to me early, early in my career, I was maybe 18 years old, right? And, you know, he was a God in my eyes, right? And he looked at me and he said, look, happy employees work harder, smarter, faster, hands down, every time. And I really took that to heart. I mean, I was a young, impressionable kid.
You know, some people would tell me, I'm still a young, impressionable kid. But, you know, I really did take that to heart, and I. And I believe in that. I really do believe in that as a model. High generosity, high accountability. And if I can't expect my people to believe me when I say that, I can't expect my trucking partners or my customers or even my, you know, tech stack vendors, my, you know, denim partners, you know, and. And that's why one of the things that we do and we've done from day one is we. We allow our. Our not allow. We. We award our employees with stock, not options or tokens or whatever. Whatever weird thing bitcoins are. We're not doing any of that. You know, I'm not.
I'm not nfting for my people or, you know, by the way, I'm just saying acronyms. I don't know if any of them.
Are real, but yeah, it's fine.
Real, real shares. Like actual real shares, right? I mean, people seem to forget that the word company means company, you know, I mean, there's a reason that was the word that we assigned to our business, our concept of business in the English language. It is a company. It is a people business. Right? These things don't exist outside of the people who make them what they are. And I've always believed that, too. You know, maybe I. I'm inspired a little bit by the idea of having golden handcuffs on our people, too. You know, we pay really well, we invest a lot in these people. I would hate to see them walk out the door. Right. Although that is always the goal. Train them well enough that they would be able to walk out the door, but treat them well enough that they don't.
Yeah, and that's what we want to do here. You know, we. We want to focus on ethical, generous, high accountability, elite performance. That's it. You know, And. And we want to focus on industries where we know we can drive business, you know, drive value to their businesses. You know, talking to them is a lot like talking to somebody who's like, you know, got their dream car. It's like talking about tires, you know, I mean, what do they know? Tires, right? There's four of them. The car doesn't go anywhere without them. Anytime I have to mess with them, I know it costs way more than I think that it should. That's logistics. Yeah, that's logistics to most companies, right? It's the tires on the car.
Why.
Why are you talking to me about. I don't care. They're tight, they're rubber. I don't know, what do you want? But if you. But if you understand what they love about that dream car, their business, if you really get into their head, right, you can understand why changing the tires might be something they want to do, because it would shave a quarter of a second off their 0 to 60 speeds, right. If they're into speed. Or it might offer better traction when they're off roading in their trucks, right? You know, I have an F150. You know, I like to. I like to take it into the. Into the grass, you know, like every suburban, you know, joker with a truck. But yeah, you know, I.
Again, like, once we really understand what our customers and our trucking partners genuinely need, the true value propositions appear, right? Not just the rate whipping. Right. You know, anybody can. Any Joker can call a CFO of a distribution company and say, oh, I can cut fifteen hundred dollars a month off. Anybody can do that. I can do that. Right. But I can't sustain that.
Correct.
It's not sustainable, and it doesn't provide the quality of service the way that this brokerage and our trucking companies stand in the gap. Right. We bridge the gap from each side of the industry that isn't meeting each other's needs and we hold the line.
Yeah.
And it's worth money. It's worth being paid for. It's a service that adds value. And as long as everyone understands and accepts that making money is an okay thing for a broker to do, then there shouldn't be any problem telling everybody how much we're making.
That's a very valid point, Jeremy. And that's a good spot for us to put a cap on part one of this conversation. Because you're coming. Whether you like it or not, you're coming back at some point. Jeremy, I know you don't do interviews often, but I'd love to have you back on, man. How does anybody reach out to you guys to find out or if you guys are hiring or anything like that? Put that all out there, man.
Yeah. Sorry, man. That's great. Yeah. You know what? Honestly, just shoot me an email. Right? We're building a tribe over here. We've talked about it, Right? You know, we. We want to hear from other brokers and in trucking companies and, you know, equipment dealers and, you know, anybody, right? So shoot me an email. It's jeremy.prince@1o n e. Like the number one paragin.com.
Perfect. If you guys can't find Jeremy or Peregrine or anything, hit me up. I will gladly put you guys in contact with them. But that is going to be it for today, ladies and gentlemen. As I was. If you got value in what you heard, would you better have after this one? Subscribe to the show. You guys share it out there. Because if you see value, your network's gonna see value as well. I appreciate you guys. I love you guys and we'll be talking to you soon. There's no fancy outro.