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Culture and Scale in European Trucking with Pavel Kveten
64 Plays9 days ago
In this episode of Supply Chain Connections, Brian Glick speaks with Pavel Kveten, CEO at Girteka Logistics, to dig into what it really takes to build and sustain culture at a major European asset-based trucking company. Pavel is one of those rare executives who spent his entire career at one company, and he has a lot to say about what that vantage point makes possible.
Key topics discussed include:
- Why the gap between well-capitalized carriers and smaller operators is getting wider
- What the best supply chains do differently with carrier relationships, and why switching on price tends to backfire
- Girteka's operating model: control, discipline, and scale, and why scale alone isn't a competitive advantage
- Why culture is harder to fake in logistics than almost any other industry
- Brian's theory on what AI should actually change about shipment management, and whether Pavel agrees
- What Pavel says he's most afraid of (it's not making mistakes)
Pavel Kveten is CEO of Girteka Logistics, a major European asset-based trucking and logistics company, with operations across the continent. He joined Girteka in 2011 and spent his entire logistics career there, moving through roles including COO and Chief Commercial Officer before becoming CEO in 2025. His focus today is on combining operational discipline with emerging technology to drive performance at scale.
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Transcript
Introduction to Supply Chain Connections and Key Guests
00:00:03
Speaker
Welcome to Supply Chain Connections. I'm Brian Glick, founder and CEO at Chain.io. Today, we're going to take a dip into the asset-based side of
Overview of Geerteka and Pavel Kvetin's Career Path
00:00:11
Speaker
the world. We're going to have the pleasure of talking Pavel Kvetin, who is the CEO at Grteca.
00:00:19
Speaker
which is a Lithuanian logistics company, which is the largest asset-based provider of trucking in Europe. And they have a wonderful culture, and we're going to talk a great deal about culture.
00:00:33
Speaker
Pavel's been a one-company man for his 15 years in the company and has worked as a coordinator, a team leader, or department manager, COO, chief commercial officer, and now CEO of the
Technology and Culture Interplay in Logistics
00:00:48
Speaker
company.
00:00:48
Speaker
And so we're going to talk about learning culture from the inside, and we're going to talk about the combination of technology and culture and how all these things fit together. Just a wonderful conversation, and I hope you enjoy the show.
00:01:05
Speaker
Papawo, welcome to the show. Hi, Brian. Tell us how you got it into the industry and why you decided to stay. Actually, it was a coincidence. I just tried, you know, to understand how this business looks like, and I will explain you later to why.
00:01:20
Speaker
So I joined the company 15 years ago. I have a joke that I was born in Gypteca. And I started my career as, you know, as an assistant for the planner. And, that you know, I had learned the business from the ground and all my understanding is based on my experience. Because at that time, I remember there was not many carriers across the Europe whom you could learn from or ask for advice or something like that.
00:01:46
Speaker
And actually, i never planned my career in the trucking, but today I'm so happy that I joined this industry and that I
Complexity and Challenges in Transport
00:01:53
Speaker
stayed here. And there are a few reasons why. First of all, I perfectly understand, and this is actually attracting me mostly, but that transport is sitting in the center of the economy.
00:02:05
Speaker
So every product we use, every factory, every retailer, depends on the logistic work. And the the second reason why I still find the transport industry super attractive for myself is the complexity.
00:02:18
Speaker
It could sound strange, but it is like that. Even after many years, you know, there is no two today's which looks similar. And transport, from my point of view, is changing over the last 20 years faster than other industries.
00:02:32
Speaker
And you constantly are balancing, you know, between the customers, drivers, regulations, technology, weather, geopolitics situation, then and operational execution, of course, as well. So everything is a wall.
00:02:47
Speaker
And there is a thing which also, you know, motivates me. It's probably then the feeling that every year, good decision or bad decision of all that many of the good say. So you see neither the impact of those.
00:03:00
Speaker
If you improve some process, you know, the immediately there's some, you know, the consequence of it comes into the place. And probably, you know, the most attractive thing is that when I see that my colleagues, you know, and our customers, they succeed together helping each other to transform, let's call it this way, very traditional industry through the data, technology, and of course, the better
Geerteka's Operations and Business Insights
00:03:24
Speaker
partnerships. So Just let me give you, you know, briefly the context one more time about the Giztaka.
00:03:30
Speaker
So close to 7,000 trucks, close to 8,000 trailers. We have more than 11,000 drivers. But what is very interesting, KPI and SAG, that we deliver more than 800,000 loads annually.
00:03:46
Speaker
800,000 loads FTLs per year, which basically means that it is like 100 loads per hour. After we started our conversation with you, so already at least 20 loads were loaded into our trucks. This is super interesting. You know, it's amazing.
00:04:02
Speaker
So you've been at one company your whole career, which is not that common nowadays. Yeah. What do you think you've learned or what advantage do you have because you were born into the company, essentially?
00:04:14
Speaker
You know, on one hand, yes, you are totally right. So I spend almost all my, you know, logistic life within one company. But on other hand, I feel like I was changing many companies because I was responsible for many different projects within the company. And also I have changed my position at least 15 times, something like that, which basically means that, you know, I had an ability to understand the business, you know, from the operational point of view, from the customers as well, from the sales perspective, and even from the finance and other supported functions, which actually, probably this is the main competitive advantage because I understand this business from the ground.
00:04:54
Speaker
You know, I agree. I say i got very lucky earlier in my career where I had customer facing responsibility and sales responsibility, but I came up through IT. And I think we're talking about this right before we turn the mic on. But there's a real thing in this business when you can see this same shipment from a number of different angles, right? How it affects the customer, how it affects the finances, how it affects the technology. That's the thing that I think some people who, you know, if you get too specialized, you don't understand the all of like sometimes why it looks like your boss is making a bad decision, but he's just making a good decision for a different reason.
00:05:30
Speaker
Oh, definitely. Many things stays behind the sun. yeah You are totally right. And even, you know, when we talk about the other customers, you know, they don't remember the dashboards, but they definitely remember if something happens.
00:05:42
Speaker
And unfortunately, sometimes it happens, you know, at night. So definitely they remember it. If you support them, if you answer the call, if you fix the issue and how you move forward.
00:05:53
Speaker
I was talking yesterday with a private equity firm in the US who just acquired a freight forwarder. And, you know, I was arguing a little bit that in, say, forget the top three or four freight forwarders, that ultimately everyone else has access to very similar technology and whether you're a carrier forward or forwarder, it doesn't matter.
00:06:15
Speaker
Everyone has the technology. Everyone has you know the same roads that we drive on the same airspace. And it's really ends up being that you have to sell on service.
00:06:26
Speaker
And so there's a technology investment that everyone's making right now that can either improve your service. or make your surface worse. I know you had some thoughts about this the last time we talked, but curious kind of where you think this connection between keeping that relationship strong and adding technology to the business, like are they working against each other
Technology's Role in Service Quality and Relationships
00:06:47
Speaker
for each other? What are you thinking? Oh, it depends. First of all, you know, I strongly believe that right now the gap between professional, you know, well-capitalized operators and the small carriers who we still treat the investment into their knowledge as a waste is going up.
00:07:04
Speaker
And which is good, at least for Geertec, definitely it is good. From my point of view, you know, when we talk about the partnership, when we talk about the good relationships, and when we talk about the customer service and the technology part as well, it goes together.
00:07:19
Speaker
And I will explain to you why. Because everything is about the, you know, the supply chain. And what I observed during the last many years is what the best supply chains, they do differently.
00:07:30
Speaker
So first of all, I see that, you know, the three, probably the main things which are changed. First of all, when we talk about the logistic business and the transport business, so they stop buying transport as a commodity.
00:07:42
Speaker
Some customers, yes, they treat the transport as interchangeable. No. Tender, rate, replace, not happy, repeat. ah Again, tender, rate, replace. But the reality is actually, is if every time you switch the partner or the carrier, you introduce instability into your network.
00:07:59
Speaker
And the small savings, even per load, you know, they create the much bigger problems on the execution. And the best companies, they actually do differently. They identify the core carriers and then, you know, the core carriers, the core flows, and then they start to protect those relationships because they perfectly understand that this is the way, you know, how to bring the stability into your performance as an organization.
00:08:23
Speaker
Secondly, there is a commitment. Commitment on the real value. not just like, you know, having the forecast, which are usually very optimistic because the carriers, they prize that uncertainty into how they operate.
00:08:37
Speaker
And the best supply chains, they actually, they do differently. As I said, so they identify the core volumes and then, you know, they have an agreement and in return, of course, they get the priority, reliability, better execution and others.
00:08:49
Speaker
And the third thing is that, and this is, by the way, it's very related with the technology background, is that they integrate operationally, not just contractually. Sending the tenders or working through the intermediaries is not the integration.
00:09:03
Speaker
The best companies, they act on a daily basis and they work with the key carriers on the planning, on exceptions, on some networks, some performance and others. So they have daily interactions instead of, you know, just quarterly
The Role of People and Technology in Decision-Making
00:09:16
Speaker
reviews.
00:09:16
Speaker
And this is the way how and where Technology part is super important, but as I said, only in case if you perfectly understand how to use it and where to use it.
00:09:28
Speaker
Because from my point of view, the technology, you know, but is incredibly important and it helps to build a better relationships, but only in the way if you combine the strong technology with the strong people.
00:09:41
Speaker
The reason is very simple, you know, the technology probably provides the transparency, speed, data, faster decision-making, and other things. But the people, they provide the trust, they provide the judgment, and of course, they provide the problem-solving.
00:09:56
Speaker
So super important is to have this conversation. So how do you build strong people? First of all, from my point of view, everything starts from the company's culture.
00:10:07
Speaker
And on top goes definitely leadership because leadership is something which describes the real company values. So when we talk about the values, so there, from my point of view, there are probably three main things.
00:10:21
Speaker
First of all, this is about the clarity. People, they really need to understand what are you expecting from them? You know, what are you looking for as an organization and what means that good performance.
00:10:34
Speaker
Secondly, of course, expertise and accountability. And accountability, this is something, you know, which is for me probably it's crucial because also I believe that people, they should understand that commitments matter.
00:10:49
Speaker
And commitments from both sides, not only from the people side. but from the organization side as well. And of course, the trust. Trust, you know, trust within the team because the teamwork performs best only when the people feel that they are empowered, they can make a decision and they could solve the problems and so on. And this is something which you could not hide because, you know, logistic and transport works 24 hours per seven. So your poor culture will not last for long, you know, if you try somehow to move it somewhere.
00:11:22
Speaker
So this is because of the transportation industry and the technology. This is something which is stretching the culture, not replacing it. But the good technology creates the transportation, accountability, and the fast decision maker.
00:11:34
Speaker
But the culture determines how the people use that technology. And just let's take you know one example. Let's assume we have best some software or some digital solution in place.
00:11:48
Speaker
And we give it for both companies. And you know, I believe that one becomes effective and collaborative and another one becomes bureaucratic. So what is the difference? And the difference is actually the culture.
00:12:01
Speaker
So, because we see the technology as an enable, but the people, values, and the leadership, this is something which remains as a foundation. And now the question is or how we get those people.
00:12:13
Speaker
Of course, you know, it starts from the company's approach and understanding that the people is the real value inside the organization. How you train them, how you support them on daily basis, how you communicate to your people.
00:12:25
Speaker
This is not easy exercise. But actually, if we look on the, I don't know, if we ask some companies to show the training program for the organization, you know, for the people, for your employees, if they have it or if they not, all your steps, actually, this describes your approach as an organizational and of course, you know, the ability to attract the right people into your organization.
00:12:45
Speaker
I'm in IT, so things go wrong all the time, right? Even more so than logistics, right? And sometimes they go wrong big. One of the things that I've seen that's interesting in cultures and companies is kind of what their approach is when something goes wrong, right? Whether that's misdelivery or whether that's, you know, you've lost the whole customer or whether it's a technology investment that you have to throw away.
00:13:09
Speaker
I'm sure you've seen a few over the last 15 years. Everyone has. What framework or what do you use in order to maintain the culture when things are hard or when things have gone bad?
Customer Interaction, Culture, and Brand in Logistics
00:13:20
Speaker
You know, Ryan, so I already mentioned that in Gearteka, you know, we experience our customer supply chain, not on dashboards, and but we experience them, you know, at two o'clock in the morning, if was something goes wrong, when I don't know, temperature of deviation burns, production line is waiting. yeah Then, you know, delivery should simply happen no matter what.
00:13:42
Speaker
And over the time, you know, what I realized that I start to feel the pattern, not in what works, but in what doesn't. Because too often in that business, we optimize against each other instead of succeeding together.
00:13:56
Speaker
And of course, you know, we had big company with many employees, many different functions. So I mentioned the drivers, you know, part only, which is close to 11,000 drivers, but close to 2,000 colleagues we have in our administration.
00:14:10
Speaker
And when I mentioned those values, it was not a coincidence. So you should live with that. And I mentioned also, you know, the trust. And I mentioned that you should empower your people. But also it means that you allow them to make a mistake and allow them, of course, to solve this problem.
00:14:27
Speaker
It's not easy. You could, you know, write nice statements on the wall, everywhere, across all the office, all the locations around the Europe. But you should live with that.
00:14:38
Speaker
You should behave like that. That's not easy. So that's why I constantly highlight the leadership part as well, because everything starts from the leadership, from the right leadership.
00:14:49
Speaker
I'll tell you that one of the hardest lessons i had to learn in my career as someone who did most of the jobs was when to not get involved and when to let the team do the thing that might take a little bit longer because they haven't seen what I've seen.
00:15:07
Speaker
Yeah, being able to pull back and be a leader who lets the team build is Not easy sometimes when the customer is upset, right? So. Definitely. Look, personally, you know, probably if I would start to look on my mistakes, which I made, i would find a lot.
00:15:24
Speaker
But personally, myself, I'm not afraid of mistakes. You know, I'm probably afraid of not making some decisions. That's the big, probably, risk of mine. And if you ask myself, what?
00:15:37
Speaker
You know, what is probably my biggest risk or what I'm afraid of is probably thinking that tomorrow will look like yesterday. Well, then you are in the right business, sir. Because as you said before, tomorrow never looks like yesterday in this business. That's what makes it so much fun.
00:15:55
Speaker
Yes. I want to go back to something you said because it actually triggered a thought in my head. I'm not sure if there's a question in this. We'll find out together. But, you know, you mentioned how you can't fake the culture in this industry.
00:16:08
Speaker
And one of the things that I found really interesting over the years is you know If you were Coca-Cola or your you were Audi, your customer interacts with your product, but 0.00001% of your customers have ever entered one of your facilities or you know spoken to an employee outside of a a service center.
00:16:30
Speaker
But in logistics, our customers see the inside of our operations all day, every day, right? And so there is no difference between...
00:16:43
Speaker
Like you can't have branding and culture as separate topics. You can't be like, this is my brand. We're a family company. And then run a sweatshop because your customers are on the phone all day with your employees in the office or the drivers are in their buildings.
00:16:59
Speaker
Right. So again, I don't know if there's a question, I'm just like, do you think of it the same way that like the culture is the brand and the brand is the culture or is there a way around that or should there be even? I don't know. This is probably not the question.
00:17:14
Speaker
yeah This is an idea and to talk about it because I really support this idea. And as I said, yes, you cannot decide the culture. So the transports. Industry is super dynamic.
00:17:25
Speaker
I mean that daily interactions, as I mentioned before, they are constantly on the phone. So they're visiting, customers are visiting cats their providers to understand how is it going. At the end of the day, still, this is the, you know, the personal relationships between the employee and the customer.
00:17:41
Speaker
And also, you know, on top on that, we focus on the high care deliveries. High-cap deliveries means that this is more difficult logistics. So we focus on pharmaceutical deliveries, on the high-value deliveries, and temperature-sensitive or time-sensitive deliveries. This is our strategic direction as a gift-backer direction. So, which means that this part becomes even much more important and sensitive.
00:18:08
Speaker
Because the product by itself, yes, you could describe your product, what you want to sell and then so on. You also to put it on the walls, to send the nice presentations for your customers.
00:18:19
Speaker
But at the end of of the day, the product is the service which they get after. They get it from the people. We need to be, you know, with the right approach, with the right mindset, with the right understanding of it.
00:18:30
Speaker
And then coming back to the my, you know, previous statement that it's very related, first of all, with the organizational approach, with the, you know, leadership approach and understanding of this importance.
00:18:41
Speaker
So I'm fully with it. I mean that this, those two things are very close to each other. So tell me something you're excited about for the next couple years.
Logistics Evolution and AI Integration
00:18:50
Speaker
What's got you really kind of enthusiastic right now?
00:18:54
Speaker
she No, we're not on video, but she just had a big smile. I'm excited hear this answer. You know, Ryan, I think that we are entering one of the most interesting periods in logistic history.
00:19:06
Speaker
And I'm excited seeing, you know, working closer to the customers because definitely market participants, they understood the importance and the of it. And I'm happy to see how it is evolving.
00:19:19
Speaker
As I mentioned you previously, so we control on the high care deliveries. So, which a basically means that Geerteka's operating model is built on the three things. Control, discipline, and scale.
00:19:30
Speaker
And control, it's very simple reason why. So we control, you know, all the process during the execution because we own our trucks. So we manage the drivers because, you know, truck by itself don't create the capacity.
00:19:42
Speaker
Drivers do. So second point is, of course, discipline. So we execute in a standard way across all the Europe, even also by delivering goods from China to Europe and back Asia countries.
00:19:54
Speaker
So we hire the drivers from 24 countries, receive including Brazil, and they know that the discipline should be everywhere in place because only you know consistency is something which creates reliability with them.
00:20:07
Speaker
And the third is scale. But scale but on its own is not any competitive advantage. But if you have a control and you have it in a disciplined way, then yes, it is. It is a big competition. So here, you know, EI is coming.
00:20:21
Speaker
And which is super interesting for personally, for myself and for whole industry. And i have seen the, you know, few ways of it. So first wave. was many years ago that everyone decided that AI will help, you know, to save the world.
00:20:36
Speaker
And by the way, you know, it's true because the pressure in the market on the costs is growing. I mean, that pressure from the customer side, you know, on the cost is growing. Of course, the pressure on the profitability level from the transport companies, from the logistic providers also is going up. And the funny thing is that, you know, there is no big space in the room left.
00:21:00
Speaker
and And for me, what is probably is most exciting and most interesting part is how right now to combine AI with the, you know, strong people and ensure that operational excellence.
00:21:15
Speaker
Because with the AI, this is something which empowers you, but only if you understand the reason why you need to have it and you understand how to use it. And the people helps you.
00:21:26
Speaker
This is not the replacement of our employees. This is empowerment of them, faster decision-making. And this is something which ex exciting me mostly. So probably the two things which I would like to highlight one more time.
00:21:38
Speaker
First of all, I'm really happy to see how the relationships with our partners are evolving because they understand also the importance on it, but I already mentioned that. And the secondly, of course, how the strong participants in the market, they will combine technology part.
00:21:56
Speaker
Strong technology background with the strong people inside, which potentially could create, you know, very stable platform for further development. Because for the future, you know, this is not the question if we should move in that way or we should not.
00:22:09
Speaker
We should, definitely, but with the right combination and balance of it. So I have a ah theory that I want to test with you, see how you react to my theory, because I've been playing with this theory for more than a year now, and we've used it to inform some of our product development. But the theory is that many years ago,
00:22:29
Speaker
We all invented this idea of exception management and the dashboard that you said that nobody ever looks at. And we're going to build this model and we're going to say, you know, this delivery is supposed to take, you know, 14 hours and we're at hour 15 that's an exception.
00:22:44
Speaker
Right. And we're only going to look at the exceptions because there's so much volume in the network that we really just need people to be able to get a red green and only look at the red ones. But in that, you actually lose opportunity because the green one maybe is green, but not great.
00:23:02
Speaker
Or it's green by the exception management, but not by the email that somebody got 15 minutes ago that says, oh we had a fire at the loading dock and I need you to reroute things away for the next two days, right?
00:23:16
Speaker
That shipment's still green on the dashboard because the dashboard is based on rules and rules are static and it doesn't change with the world around it. My theory is that the companies that apply AI well in this industry, what they're going to do is actually break the exception management theory out of their heads completely and say the power with AI is that it never gets tired and you can treat each shipment differently. as if it is the only shipment in the world and manage it the way that the world's smallest carrier would manage one truck with one customer that I get to move on one day and then I can earn the next day's shipment by how well I operate this one shipment.
00:24:02
Speaker
And so that all the companies that are just saying, this is all about cost savings and this is all about labor questions. Like, yes, if the market rates go down, you have to match the market rates. But ultimately,
00:24:14
Speaker
so many people were born into this industry after exception management was a thing that they don't understand that it even exists because they never lived before it. Because in the 70s or 80s, you managed every shipment.
00:24:27
Speaker
And that actually what we're going to get back to is AI helping us treat every shipment like it is the most important shipment in the world. Does that make sense to you? Is that a path?
00:24:38
Speaker
Or am I just an IT person who's crazy? you No, no, no. It's okay. You are not. Definitely. At the end of the day, everything is about the balance. Where, you know, to use AI and where to use the competence of our employees, of the people.
00:24:53
Speaker
This is not, you know, going to one way. This is balancing. but And I believe that, you know, in the future, the companies that will win is not the ones who has, you know, the best software or digital, some solution or they're super advanced in AI usage.
00:25:08
Speaker
They will be the companies with combines. technology part with, you know, competence and disciplined execution, and operational excellence and scale. That's most important part.
00:25:19
Speaker
You cannot rely on one. You need to merge it and use it together. And as I said previously, maybe I did not highlight it, but actually, no, we had different kinds of experience also. Many years ago, we went too much probably into this technology part.
00:25:33
Speaker
And right now we are coming bang and we try to balance it because we understand that, you know, at the end of the day, the competence is super of the people because they have a feeling sweet. They understand actually, you know, what is more important, what is less important.
00:25:47
Speaker
Of course, in the perfect world would be great to serve each delivery, each load, each customer as the best one in the life. But something happens sometimes. As I mentioned, those, you know, at two o'clock in the night,
00:26:00
Speaker
It happens. Yes. So the question of how you act, how you react on that. And I'm not sure if, you know, if AI is able to provide you you, know, some possible solutions, but based on, you know, the algorithms and the previous experience, sometimes you need to think out of the box.
00:26:15
Speaker
And by the way, thinking out of the box in the future, this is probably, you know, the challenge for the businesses in general. So I'll tell you one of the things I'm actually most excited about with AI, and it's so boring,
00:26:28
Speaker
When we run some of our new AI over shipments that have problems, the quality of the email that it writes explaining to the customer what went wrong and what is not something that a human couldn't do. But the thing that a human at two in the morning is too tired and too busy to do, which is you know Dear customer, this shipment with this shipment number that was scheduled to arrive at this time from this location to this location, all in the bullet points. And then here is the action we've decided to take on it.
00:27:07
Speaker
Here's the contact information. We made this decision based on page 26 of your s SOP where you asked us to do this. and Like that email, that's couple paragraphs is so good compared to what any of us would write because at two in the morning, you're sitting there on your phone, you know, trying to not wake your kids while you're, you know, just pecking out. We're going to deal with it. We're sorry, which is the email we normally send.
00:27:32
Speaker
I think that that frees up the humans that because they don't have to think about writing that good email. And you just repeat that, that that's actually where this stuff has a lot of value is in getting that noise out of our heads.
00:27:52
Speaker
So then we can actually think about the relationship and not think about, oh, I have to go look up that I use the right delivery zip code when I explain to them where we're rerouting the freight to. Yes, that you are actually, you supported mayat that my previous statement as well about the thinking out of the box. So that's why but I'm fully with you.
00:28:09
Speaker
I mean that when I say that, you know, people are important, I'm not saying that technology is not important. It's evolving. It's needed definitely because of many, many things and the cost pressure and they actually it works, you know, and shows that much better. results at the end of the day.
00:28:24
Speaker
So my idea is that it should be combined together, allowing our people to focus on the most important questions. But the problem is that, yes, this is something which is freezing us as well from the thinking out of the box.
00:28:40
Speaker
So the question is how to proceed with that, how to empower it. That's the main question. Because I'm fully with you, you know, that this email and statement, it's brilliant. I mean that, of course, it's not thing to compare.
00:28:52
Speaker
But my idea was slightly different. It's not, you know, about, you know, technology will not replace this process or this exercise. It will. But at the same time, it allows our people to think more about more important cases. Awesome. Well, I think that is a really good place for us to wrap up. So I think we have the same enthusiasm. I'm sure you and I could do this for another couple of hours if we were allowed to.
00:29:16
Speaker
But we both have jobs. We both have companies to run. So... Again, thank you so much for coming on. I really, really enjoyed the chat. Thank you, Brian. It was pleasure to meet you as well.
00:29:29
Speaker
Well, thanks so much to Pavel for a great conversation.
The Future of Logistics and Chain.io’s Innovations
00:29:32
Speaker
As so often happens on this show, we ended up talking another 15, 20 minutes even after we stopped the recording.
00:29:40
Speaker
It is always interesting to me to hear the same perspective that comes out in so many different ways about how important relationships are in this industry, as well as, if you didn't catch it in the beginning of the episode, this idea that so many of us are motivated by the fact that there is a different adventure and a different excitement every day in this business.
00:30:04
Speaker
So great to always talk to someone else who has that same view and that same enthusiasm for our industry. As we talked about towards the end of the show, I've been doing a lot of work and thinking here in Chain about how to make every shipment be the most important shipment for your customers. So a lot of new releases coming out around our Chex product, which does exactly that, brings multiple SOPs together and helps guide your employees with AI and really empower your team to treat your customers better by
00:30:40
Speaker
sorting out all the differences between global operating procedures and local operating procedures and customer operating procedures and bringing that into a dynamic set of rules so that you really can have a custom crafted experience for your customer on every single shipment that they move with you.
00:30:57
Speaker
and So whether you're a shipper who wants to push that out across your forwarder community or a forwarder who wants to win more business, we're very motivated, very excited. So check out checks.chain.io.
00:31:09
Speaker
to learn more about that. And we'll have some webinars coming up to talk through it even more. And as always, I'm Brian Glick, and thank you for listening.