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In this episode of Supply Chain Connections, Brian Glick sits down with John Anderson, Operating Partner at Greenbriar Equity, to unpack the role of private equity in the transportation and logistics industry. John shares insights from over two decades of investing in and operating supply chain businesses, offering a clear view into how private equity firms evaluate companies, create value, and drive growth.
The conversation explores what private equity really means for companies and employees, how leadership and culture impact outcomes, and where technology—especially AI—is shaping the future of logistics.
Key topics discussed include:
- What private equity firms do and how they invest in logistics companies
- How value is created through growth, operations, and M&A strategies
- Why combining companies can unlock cost and revenue synergies
- The importance of leadership, culture, and decision-making in PE-backed businesses
- How employees can better understand and adapt to private equity ownership
- The evolving role of technology and AI in supply chain operations
- Why AI is more about better decision-making than just cost reduction
- How time horizons influence investment decisions and company strategy
- The long-term outlook for logistics and the role of capitalism in industry growth
John also shares his perspective on how innovation, data, and automation are reshaping the industry—and why logistics remains one of the most dynamic and essential sectors in the global economy.
John Anderson is an Operating Partner at Greenbriar Equity, where he focuses on investing in and growing transportation and logistics companies. With over 25 years of experience in private equity and a background that includes leadership roles at Fenway Partners, BNSF, CSX, and McKinsey & Company, John brings deep industry expertise across operations, strategy, and M&A.
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Episode Transcript
[00:00:00] Brian Glick: Welcome to Supply Chain Connections. I'm Brian Glick, founder and CEO at Chain.io. On this episode, we are gonna have the great pleasure of talking to John Anderson. John is an operating partner at Greenbriar Equity. They're a private equity firm that focuses very much on logistics and supply chain.
[00:00:20] Over the years, they've invested in companies like BDP and SEKO. And most recently this year I've announced an upcoming investment into AIT Worldwide. So we're gonna get to talk to John about what does it actually mean to be part of a private equity firm? What do they really do and what do they really look for?
[00:00:40] And how can line level employees and managers inside of companies that are working in a private equity environment understand it a little better so that they can advance their careers and also participate with a deeper understanding of the process. So I hope you enjoy the episode.
[00:02:27] John, welcome to the show.
[00:02:35] John Anderson: Thank you. It's really good to be here. I've heard good things.
[00:02:39] Brian Glick: So, why don't we start off with kind of the standard question and tell me how you got into the industry and why you decided to stay and then we can dig in a little bit.
[00:02:50] John Anderson: I'm an engineer with my degree in mechanical engineering. I have an MBA. I got into consulting for a long time with McKinsey and did a smattering of manufacturing strategy and. A little bit of transportation logistics thrown in, but really not much. After 13 years there, I went to the railroad business and was running a couple different railroads, did that for about 10 years.
And so at the ripe age of, 40, got introduced to a private equity person in wanting to do transportation logistics investment. And, I decided to jump into that and that's really how I got into what we would call our industry, transportation, logistics. And that was in 2000. So for over 25 years now, I've been in private equity, solely focused on transportation, logistics, full gamut from ground based air base, sea-based, forwarding intermediaries, transportation management systems. And so that's how I got into it in 2000. And I'm still in, in 2020.
[00:03:46] Brian Glick: So I'm gonna share something that might be a little embarrassing. I spent probably close to a decade working for a private equity owned company, and I will tell you I genuinely did not understand what a private equity firm was except for the scary people in New York who had a spreadsheet. And I would assume that there are,
[00:04:06] that I'm not the only person who does not actually know what private equity is and what it means. So maybe you could enlighten us all a little bit.
[00:04:17] John Anderson: Your reaction is very, very common. It's kind of an opaque industry. The way I would think of us is, there are big pools of capital out there. Your retirement plan. Insurance companies, banks, sovereign wealth funds, family offices, wealthy individuals and they wanna invest in different things to buy a stock market, to buy bonds.
[00:04:38] And another thing they'd like to invest in would be private companies. So they are essentially looking for a manager who knows how to find good private companies, maybe focused on a particular industry, who knows how to structure deals and buy the company. From its current owners, might be the founders, might be another private equity firm or whatever.
[00:04:58] We also could take a public company and take it private. That's happened in our industry a couple of times. So we raise capital from those people who wanna invest. Could be, like I said, individuals or institutions. We've got this, you can think of it as a pool of capital. It really doesn't just sit there as capital, but we have this pool of capital and we decided we want to invest in a private company and transportation logistics.
[00:05:23] And the reason we want to do it is because we'll get a cut of any profits we make on the growth of the business when we sell it to the next buyer. So we'll find a nice company, let's say a good forwarder. and we have this pool of capital and we've said, you know, that would be a good place to invest capital.
[00:05:42] We think we could add value. We think we could help the company and, we think we could probably grow it. Either by doing some add-on, merger and acquisition work, or by helping them get into new markets, provide some capital, and we do that. And five years later we say, wow, this thing really has grown.
[00:05:57] We've, uh, hopefully tripled the earnings and it's worth a lot more now. And so let's sell it to, for example, a bigger private equity firm. And if we sell it successfully and there really is profit made on that. The bulk of that goes back to the investors and they make their return.
[00:06:14] And hopefully it's well above a public market return they could have gotten. And then we get a percentage of that return, and that's how we make our money. So you could think of us as we manage the capital that we raise, we add value to the companies, and there really are two gross ways we do that.
[00:06:31] One is by helping them in their operations get where they want to get. And the second is by acquiring companies to add onto it, which happens to be our specialty. And we usually do more of it than most companies do. So that's an area where we really do add value. And so think of private equity as supplying a big pool of capital, buying the controlling stake in a company and hopefully growing it and making a return.
[00:06:58] Brian Glick: So I am curious, why does adding two companies together have more value than what, like how does buying two companies make more value than if they're separate?
[00:07:09] John Anderson: Yes. Very good question. Some of the answers are probably obvious. They're not the big ones. You only need one CEO for the combined company. So you save that cost. You only need one CFO. You might be able to combine it all in one building and get rid of the building. You might take overlapping stations out in the field and combine them and have savings.
[00:07:30] So there's kind of that, cost synergy, if you will. One of them may have a better installed operating system already than the other one does, and you can just jump people onto that. It's usually somewhat easier than trying to install the whole new operating system setting. So those are what I call the cost synergies.
[00:07:45] Secondly, you've got scale, so we now may have enough heft and size to say, you know, we should move into some international markets. And either one of the individual companies, this may not have been big enough or had the wherewithal to do that. Third, we may now have a range of services by combining the two, that either one of them would've taken a lot, much longer to grow themselves.
[00:08:13] And so we could take the individual customers of each of those two companies cross sell and now we've got revenue synergies. So, that's theoretically how it works. And then you look at any private equity firm and see if empirically they've done that in the past. It's a pretty good bet.
[00:08:30] Probably if they haven't, nobody's gonna invest in
[00:08:32] Brian Glick: And it is hard. It all looks easier on paper. Right.
[00:08:35] John Anderson: Yep. Everything's hard.
[00:08:37] Brian Glick: so, out of all of that, so there's the scouting, the companies, there's the working with the operators, there's the m and a, there's all these different things. What gets you excited? Like, what's the fun part for you?
[00:08:49] John Anderson: For me, I'm the operating partner at the firm I'm at now at Greenbriar Equity. And so I am the kind of the operating partner, but the most senior of people there who've actually worked in the industry. And so what gets me excited is figuring out how to grow faster than a company would by itself.
[00:09:09] Because that's really the only reason we're able to make a return ourselves is we somehow add more value than a company could do on its own. Who would invest in something that could do it on its own without having to pay us a cut? So that's what excites me, figuring out how to get more revenue.
[00:09:22] I do a lot of international work, so how to take a really good US forwarder, for example and get them into Europe. Buy a platform there or just find some smart guys and open up. A station somewhere in Europe and grow it. Offering new services, a smaller forwarder we might buy and own and getting them much more into the international market.
[00:09:44] Doing a lot more customs, brokerage, things like that. so I get to almost shadow as a real operator of the company, but I can do it with three or four companies at one time. And, uh, add the value only where it really is high value and important and not have to do everything that, that does, for example,
[00:10:05] Brian Glick: Well as the CEO, that sounds like a lot of fun. So.
[00:10:07] John Anderson: Yes, if you pick your spots, right, you're doing the things you like to do every day with three or four companies and the things you don't like to do, the CEOs are doing those and kind of a neat perch to be on.
[00:10:21] Brian Glick: I'm assuming the answer's a lot, but, like, how much is tech coming up in these conversations nowadays? Like you're looking at these companies, you look at all this stuff, like how much time is about the software and the way that they're using technology?
[00:10:36] John Anderson: You know, it's interesting. I have been doing this, as I said, 20 over 25 years now, and I would say it's probably not much more than it was in 2000. Or 2011 or 2017. It's always been important since I've been in the industry to have good technology to, you know, all the old cliches are right.
[00:10:59] You know, kind of the calling card to just get in the door and so forth. And that's always been the case. And so now we have, multiples of. Tech investment that can be made. There are multiples of parts of the business influenced by tech, but it's really not that much different than it was a long time ago.
[00:11:19] So tech comes up all the time. It always has it always will. And is AI the big transformation of the last 25 years? Maybe. But I've heard that about many things that have come up. You've probably seen them and so tech's really big and really important, but it's just like, it's always been since I've been in the industry, it is something necessary to get in the door.
[00:11:41] And a tech advantage is just another business advantage you bring to your customers.
[00:11:46] Brian Glick: You might recall that XML files were going to completely automate the air freight industry, and there was never gonna be a human involved in an air freight shipment ever again after cargo 3000. So, uh, yes. Couldn't agree more.
[00:11:59] John Anderson: I'm sure AI will be that way. So keep making your predictions.
[00:12:05] Brian Glick: Well, so what are you seeing out there? Like what are you telling your companies to look at or, what's in your
[00:12:11] John Anderson: And, you know, it's rare that we could tell our companies what to look at in the sense that, you know, they're really in the industry day to day. But our advice, and that usually comes from the fact we've seen two or three other companies.
[00:12:21] How do they do it? We just have a little more time to study those kinds of things. And so. I do think, I almost hate to say it, but, ai, meaning to me, super sophisticated automation. Of human tasks, super sophisticated data management that puts hundreds of millions of bits of data at every employee you've got available to them as opposed to millions of bits.
[00:12:45] And that capability we're getting now is the biggest topic of conversation and we're really seeing results. They're not exactly the results a lot of people talk about. Which might be, eliminating jobs, uh, you know, automating things that humans have to do. Those happen. But I'll tell you, Brian, that doesn't yet to me seem to be the major value.
[00:13:10] The major value we've seen is again, the automation that brings the ability to think about or have access to. I don't know what the number is, but hundreds of millions of examples and bits of data let an individual make a better decision right on the spot. And that's what AI is doing to me. It is taking huge sets of data and sorting through them in seconds and helping make decisions according to rules and presenting options to the humans we have.
[00:13:46] So they just make better options about pricing, you know, up to the second pricing, make better options about take or don't take business. Make better options about how to price a particular piece of business if you're in contract logistics, for example. and the speed with which that could be done is, uh, really valuable.
[00:14:05] And that's what I see, uh, our company's benefiting from right now.
[00:14:08] Brian Glick: It's interesting that lines up really well with, you know, I had a conversation with a pretty, very large forwarder top 10, at their innovation team a couple weeks ago, and they said, we just did like a little brainstorming session on AI and. You know, they were talking about how their team is still in that cost savings mode, right?
[00:14:29] Oh, it can automate the data entry. It can automate sending the invoice. It can automate this, this, this, and this. And the question that we got to was, okay, let's say you as a top 10 number seven forwarder in the world automates and cuts 30% of your cost out. And also number 1, 2, 3, 4, 5, and six, and numbers eight through a hundred.
[00:14:51] Also do that. Are you all going to hold pricing, discipline and make more money, or are you just gonna still be a 9% business that just operates on a smaller revenue base because you've all got more efficient. One of you is willing to sell it for less money and therefore you all sell it for less money.
[00:15:08] And then I said to them so what are you going to do with all this new technology power to be better than the guy that's one ahead of you on the list? And their honest answer to me was, people aren't ready to think about that yet? Because they're still getting dirty in this stuff.
[00:15:25] But we kind of got to that very similar point to what you just made, which is if you don't find something unique to do with this, you're just, know, we all got rid of typewriters and bought computers. Like having a computer is no longer a competitive advantage. So is that like a matchup with kind of how you're thinking about it and.
[00:15:41] John Anderson: It does it, it does. And I think, first of all, you have to do it to keep up and keep your place at number seven, you know, otherwise you'll be number eight and then nine and 10 and slip. So I think that is true. And it, you know, it just comes back to leadership and the intellectual strength of the thinkers that are driving your business.
[00:16:05] And that's. One of the biggest value adds there are, and that's what we look for when we, as a private equity firm, when we buy companies, that's one of the most important things we can find is somebody who, and a lot of times it's just for a period of time, will think ahead of the competition. AI can lower costs and AI does this and that, and as you said, all the top 10 are doing it.
[00:16:28] But that one company that thinks, you know, I can use it this way, and they get a lead, they probably can't keep the lead for the long term, but that's what we're looking for, are leaders who can think about how to use these tools faster, better than somebody else can for a period of time.
[00:16:46] Brian Glick: Mm-hmm. So how much of, how much do you guys think about. Culture and leadership. And so, how do you process things like analyzing companies, it's very easy to look at the numbers or it's not easy, but it's, I'm sure you've looked at 50 of 'em. It's pretty easy to go. Okay, well they're BSing that number, but that's real.
[00:17:07] but the soft skills and the like, Can this team or kind a portion of this team, do we, is our hypothesis that they can carry this forward? Like how do you guys talk about that? What's the language
[00:17:18] John Anderson: So I think it's a subject that common sense applies pretty well to if you or any other sophisticated or experienced business person thinks about it and uses common sense. That's kind of what we're doing. We're doing what you would do and what, other people who've been through this.
[00:17:36] We have kind of memory templates that are very helpful. You know, we've bought 250 companies in the last 20 years, and so that really helps. We've had some winners, we've had some mediocre, and we've had some losers. And so you start getting some templates, you know what to look for. The other thing that we spent time doing is what I call profiling, success.
[00:17:58] So we've explicitly, we've done this with consultants and some ourselves, but we've explicitly said, okay, here's a company where they just do things better. It's been one of our big winners. They were ahead of the industry. They competitively, you know, had a great place and just always seemed to be ahead and earned in the end.
[00:18:15] For us, it's all about, and they earn super normal returns. So what would we say made the difference with them? Was it IQ? Was it analytical capability? Was it being a nice place to work? Was it being a place with sharp elbows and kind of driving people hard? And we explicitly look at the leadership factors that make a difference and we, in some cases, subtly or informally, but in some cases formally look for that in the management teams that we're evaluating as we look to buy.
[00:18:47] So culture, if you will, or style. Or leadership characteristics are very important and we don't have one model that we always look for, but we can look at an existing company and a model and kind of fit it into our templates. Ah, that's generally culture or a style or leadership. Or just a lack of experience as a team that we've found hasn't worked out very well for us in the past.
[00:19:18] And part of that is, remember, we have a very short horizon. We plan on five years needing to have that company be worth much more than when we bought it. And that's our horizon. So that leads to a different type of leadership template and so forth. and that's how we do it.
[00:19:33] Brian Glick: So I think that brings up a really important lesson that I didn't understand when I worked inside of a private equity firm and I reported to a CIO at the time. So, you know, I had the largest capital budget in the company because I ran all the data centers besides the warehousing guys. And as a technical person, I would see the same thing in trade compliance and in operations. I was like, this is a good thing. And over the next 10 years, this is gonna be amazing for the company. And then I kept getting shot down. And I think it's important for people to understand when you work inside of a company where the owners have a timeframe, that something that is gonna pay back in nine years is a bad investment, even if it's a good investment for 30 years.
[00:20:19] Right.
[00:20:19] John Anderson: I think you're right
[00:20:21] Brian Glick: I mean, oversimplifying, but Yeah.
[00:20:23] John Anderson: No, no, no, no. You're, you're right. I think it's rare that we can do something that is bad for the long term that makes us more money in the short term, in the five years, let's say. And I'll tell you why. Think about who's going to buy the company.
[00:20:44] Pay the top price for it. It's somebody else who knows what they're doing. And if we've done something that damages the longer term prospects for a company and five years from now my counterpart in another firm is in looking at it, they're gonna go, wow, this thing was kind of mismanaged, or that is a big gap or a whole, we are gonna have to fill in our five years.
[00:21:09] Brian Glick: Yeah.
[00:21:10] John Anderson: And so that's a check on the raping and pillaging that you hear about with private equity firms, you know, while they own it, that is a fool's chase in many ways because the next buyers are just as smart as we are and they're going to catch us if we've done things that do anything to hurt the longer term, even just the next.
[00:21:30] Brian Glick: Yeah, and I think one of the things that I saw at the time was or didn't understand in talking to my boss and talking to the executive team was, it was less so about like doing a bad thing as, okay, there's two good options on the table. One's gonna hit the bottom line in two years and one's gonna hit the bottom line in five, and we're already three years into this thing.
[00:21:51] We're gonna take the one that's gonna hit the bottom line inside the window, like, you know, of two good options. That's when the, I would see the time horizon
[00:22:00] conversation come in pretty quickly.
[00:22:01] John Anderson: Kind of, but remember the next guy is looking at the history, what we did and what we did in two years, three years. And that looks like growth, but they mostly are saying what's gonna happen in our five years, which is the next years. So I hear what you're saying, I think, there's truth in that, but it's not, that cut and dried.
[00:22:24] If we do something and we only reap a year or two of the value out of it at the end of our hold period, it is gonna go gangbusters after that. But we just wanna sell it for some reason because we need to show an exit or something. The next guy is gonna highly value that and pay us more for that, for that company.
[00:22:42] Brian Glick: So in the spirit of education, let's say I'm, working, you know, I'm a director or a manager at, you know, in a company and I'm getting acquired by PE Firm and I don't know what all this, like, what's kind of the most generic piece of advice you can give to someone who's not in the boardroom.
[00:22:59] John Anderson: I would say if I was middle of my career and, starting out to look at the longer term things of a company and advising, the C-suite and that kind of thing, I would just go ask and try and get my boss, or my boss's boss if there were enough people interested to explain some of that thinking to me.
[00:23:19] Because you can't just, you can't see it from the outside. You've got to learn from people who are feeling it, , who are in the boardroom, who do know what the private equity firm is pushing for, and who do know what the realistic options are. You know, you can't have every employee in the company doing that.
[00:23:37] But as far as being a, somebody reporting to the C-suite to go to your boss and say, Hey. Looks pretty new now. Private equity owns us. What's changed? What do you think I should be doing differently? What's gonna help you when you're in that boardroom with, with a board that is private equity?
[00:23:56] Guys? How do I think a little differently than I did, two years ago when the founder still owned us? And that's the best advice I could give.
[00:24:05] Brian Glick: I will tell you, as someone who went through in Chain, kind of went through, you know, venture rounds, there was never a time when somebody on my team asked me what it, what that meant or how that was gonna impact us. That I wasn't excited to have the conversation, like, because we're all. Everyone who's sitting in that sushi, like, you're kind of like holding it all and you're like, it's like you're dealing with it.
[00:24:29] When somebody asks, you're like, awesome. I can talk. Like it's actually, and it shows that they have a lot of interest. Like, like it's a little mental check. Like, oh, this is the person who's actually invested in understanding the company.
[00:24:41] John Anderson: Exactly. And if I tell them what is going to help me when I'm in the boardroom, maybe they'll do that and then they really will help you. You know, so it's a good of.
[00:24:52] Brian Glick: What has you excited about the future? Where's your optimism for the industry or for anything really?
[00:25:00] John Anderson: Well, I guess it starts at the really fundamental level, which is I'm really excited about capitalism and especially about American capitalism. I've lived, capitalism I guess since I was a kid or whatever, but since I graduated from business school and that's coming up on 50 years ago, and I can see nothing, that is not.
[00:25:24] Still positive about the entrepreneurial spirit, starting companies, managing them, growing them, expanding. I've dedicated my life to being a capitalist and, uh, learning different aspects of that. So, I start with that and then I can zero it down into transportation logistics. I remember, when transportation logistics was much more complicated, much less efficient, much.
[00:25:49] Lower, in terms of standards that we had to meet to kind of be a, be a good player in the business. And those standards keep going up. The costs keep going down, and we just do so much more, now that is, is efficient and gets the job done. And that lowers the overall cost of goods. That increases standards of living in a, in a very micro and macroeconomic sense.
[00:26:14] And that's what excites me is being part of the biggest capitalist economy in the world and being one of the, in one of the biggest sectors, which is transportation, logistics. You know, they're just never gonna, it's not gonna go away.
[00:26:28] Brian Glick: every time I think I understand how big this thing we call an industry is. I am constantly reminded that there are aspects of it that I don't even know exist. Right? Like the first time I heard about people who do studies on the size of the cardboard boxes that you should carry in an e-commerce warehouse and like that's their whole job, right?
[00:26:50] Or the time I was assigned to run a duty drawback department, right? I was like, what is duty drawback,
[00:26:55] right? Like these are things that are on such opposite
[00:26:58] ends of, we all call it all this one thing.
[00:27:01] John Anderson: Yeah, no, it's on and on and I, I still, after all these decades, I'm still amazed by some things that, you know, how do you, how do you get a, a little $5 package to someone, at the cost that it currently takes in the market, knowing 30% of the time it will be returned for free. And yet somebody sells that piece for $5 and makes a profit.
[00:27:25] This is not just all startups and money losers. These are the big e-commerce companies and things like that. I'm still learning.
[00:27:32] Brian Glick: It's, what gets me excited is I still think it's more complicated than the internet. Like the actual physical economy, it is unbelievable that this thing doesn't fold in on itself every 20 minutes. Right? So.
[00:27:50] John Anderson: It's great to be part of it really is.
[00:27:52] Brian Glick: So in that spirit, I wanna test the theory on you that I have. 'cause I'm just curious to hear your take on this. When it comes to this AI stuff, one of the things that people keep saying online, and you know, I take all of it with a grain of salt, is, oh, we're gonna have less labor because we've made everything easier.
[00:28:11] And when I got into this, I worked for my first supply chain software company. We had a huge global wearing apparel company. It was a customer of ours, but essentially they were a US company. They brought everything into Los Angeles. They put it on a truck, they brought it to the East coast and they distributed it to Macy's and to JCPenney.
[00:28:31] And then everything else was licensed outside. And the only people they bought from China was one supplier who aggregated all that. Now that company manages every country in the world, they move things in every direction possible in E-com channel and multi-channel because the tech made it easier.
[00:28:47] And so my theory is that all of this AI is gonna make the things we do today easier, and then all of our customers are going to make the world more complicated to fill that vacuum. That it's never actually that we're gonna have less work to do that it's that we're actually just going to find ways to make this economy more complex so that we end up with the same labor base doing more things, that it's always about efficiency on the, but that the labor is actually fixed and we just do more with it. How does
[00:29:20] John Anderson: good, really good, good theory. And I, as you can tell, I mean, I'm an engineer, so I like empirical evidence and I like, uh, templates and, and so forth. So let's take ourselves back to 1600. How many people did it take to make a hundred square yards of cloth?
[00:29:45] So, um, let's say, I don't know, but let's say a hundred, you know, spinning the thread and putting it on the loom and all that kinda stuff.
[00:29:52] So then water power comes along and then steam power comes and electricity comes. And so now it takes a hundredth of a person instead of a hundred people. It takes a hundredth of a person to make that. And yet, the unemployment rate in well take, even England is, you know, 6% or something, or 4% or whatever it is.
[00:30:13] So every single person in England in 1600 was employed and 40% of 'em happened to be making square yards of materials. Now every single person in England is employed and they're doing all kinds of stuff, and they have a better economy. People have a hundred times the standard of living that those people did, and that is my vision for the next 300 years.
[00:30:33] It's, it, it's an, it's a variation on what you said, and it may be that the logistics and transportation industry supplies the entire world's deeds with fewer people than we have today. So that, as you said, the complexification or the complication of the world does not always have to be in one industry.
[00:30:54] But now there'll be four times the number of leisure and lodging workers. Because you and I take nine weeks of vacation a year or 16 weeks of vacation a year, and we still have a better, higher standard of living. So the, so the world to me, especially in a capitalist system, will reallocate the labor because everybody wants to get more a hundred years from now when they have unimaginable things to us.
[00:31:19] When everybody has a standard of living that's much higher, people still will want more. So they'll still work and they'll work hard. And so AI is just an automation tool. That is, I believe, gonna be no bigger of an influence than the steam engine, the internal combustion engine, and so forth.
[00:31:38] Don't think that we will have more unemployment or anything like that. Again, you and I may only work 40 weeks a year instead of 50 or whatever it is, but everybody will be working and trying to get ahead and doing more with less.
[00:31:52] Brian Glick: John, I'm gonna tell you that the only outcome of me working 40 weeks a year would be that my wife would divorce me because I would be driving her crazy. So no, I think, before we talk ourselves into any more trouble, that is an excellent place to wrap up.
[00:32:05] Thank you so much for chatting. This is a lot of fun,
[00:32:08] John Anderson: I've enjoyed it. Thank you very much.
[00:32:10] Brian Glick: Thanks so much to John for just an amazing conversation. After we stopped recording, he and I actually chatted for an extra 45 minutes on the side. So, just a pleasure to talk to John, always and get some insights from somebody who really has a deep understanding of the industry from a really unique perspective.
If you are interested in some of the AI we were talking about and how to make it a little more practical, I would suggest you go to checks.chain.io and take a look at our new tool that helps operators, whether you are working from a spreadsheet as a shipper all the way up to deep integrations with your systems to look at your SOP.
And have a babysitter for your shipments that's gonna sit there and look for SOP compliance. Look for all those things that are really hard to dig up, like, a forwarder for getting to put a key reference field that you need in order to pay them. Or from the forwarder side, looking at those unique customer KPIs like, this customer prefers this carrier on this lane, or.
We're not supposed to move this commodity via air freight for them or all of these special rules that are so hard to build into TMSs. When you use checks, you can run the data through. You just type the rules in plain English and out from the other side comes your results. So check it out. Checks.chain.io.
Again, I'm Brian Glick, founder and CEO at Chain.io and I'll speak with you next time.