Get A Load Of This
Get A Load Of This
7: Understanding Pay Rates in The Trucking Industry
Seairra Williams, the CFO of UFFB & UFT, has built a long career working with haulers - helping them grow their business and connecting them with work opportunities in their area. However, that is only part of what she views as her responsibility. She also helps educate and empower truck drivers to learn more about their local market -- teeing their business up for success.
Pay rates are a topic on every trucker's mind and Seairra helps us break down what goes into rates, what to expect -- and what not to expect from the short-haul industry.
Tune in to learn more about pay rates in the trucking industry.
Welcome to get a load of this. This is your host Elizabeth Shoals. And today we're joined by Sierra Williams, the CFO of UFT and U F F B transportation. Their business has been serving the freight industry for over 10 years and CRM takes to heart the position she holds in the lives of her carriers. She manages to have her finger on the pulse of the small day-to-day interactions and the big picture. All at the same time, we're excited to speak with her on the final episode of season one, about some of the exciting and challenging things the trucking industry is facing and where she sees the industry headed in the years to come. So without further delay let's get started. So we are very excited. We have a very special guest today. Um, Sierra, I would love for you to introduce yourself to our audience and give them a sense of what it is that you do in the logistics industry.
Speaker 2:Okay. So I'm the CFO of UFT and UFB, and what we do is pretty much anything logistic me move in. Um, so we have, um, of course our fleet of like dump trucks and hoppers, but drive ans power only. Um, we also have the freight forwarding side where we deal with, you know, ocean and rail. Um, so we do a little bit of everything, um, in the industry and have been for over the last 10 years.
Speaker 1:That's amazing. One of the things that's, you know, so unique about your companies, you span across a bunch of different types of logistics. I'm curious, knowing that like, you know, trucks in and of itself is kind of focused on that short haul side of things. Um, but there's a lot of stuff in the news cycle about the long haul industry. It always gets a ton of attention. I'm interested to see what you think some of the biggest differences are between short haul logistics and the logistics that goes into the long haul trucking side of things.
Speaker 2:Well, I would say that both are equally important, um, because I see the big picture I see from where it comes from overseas to the port, to the warehouse, to, um, from the warehouse to either the manufacturer or the company that ordered it and then from there to stores or homes. So I can't say one is less important than the others, because if you take out, um, one ingredient, you burn the cake. Right. So, um, I would say that they're both equally important in order to get things moving and where it needs to go.
Speaker 1:Yeah. That makes complete sense to me. Um, when you're thinking about some of the similarities that you see between the problems and challenges maybe that are faced by long haul or, or over the road trucking versus the short haul space of like even vocational trucking, like dump trucks, do you see any similarities or challenges that both sides of the industry are facing right now?
Speaker 2:Um, I think that right now we're kind of in, um, uh, unrealistic, um, approach in reference to pricing. Um, I will say by trade I'm a CPA. So I watch a lot of the numbers and I'm watching the numbers. Um, we just had a national disaster, so, you know, and we're still in it. So drivers tend to think that, you know, money, you know, come so much money comes into the industry because we're desperate and we need that. So then they're, they're asking for rates a lot of times that are unrealistic. Um, and so that hurts the industry as a whole, because if you, as a supplier, you know, you're budgeted to, um, transport your goods to, from a, to B whether long haul or short haul and you can't get it moved, you know, without, again, it trickling to the bottom line and now you're at a loss for your product. So I would say in reference to trends it's cost, um, and, um, lack of education. A lot of times on how cost is determined, um, TA causes determined not only, you know, by the particular job that you have or the load that you run, and we will just use, you know, the trucks, um, like the dumps in the end dumps and live bottoms, you know? Okay, well, yeah, you know, you may have per ton, but then you also are going to short distance, you know, back and forth. So that may be the same math when you add it up to what this person is getting per hour, but to explain those things sometimes, um, so that it's understood that no, we're not trying to get over on them. Like this person is doing a long haul or they're sitting here for hours and you're just going, you know, seven miles and going back and forth and you're getting it by the time. But at the end of the day, it's still the same price. It's just a different formula of coming up with it. And so I think we have to focus more on educating our carriers, um, on the processes and in order for them to keep their business, were, it needs to be in, they're able to make money. They cannot come in with realistic, um, demands in reference to pay. And so that's why we have this shortage. Now. It's not that we don't have trucks. It's not that we don't have drivers. It's kind of a lack of trust on the rate, CIS being presented to them. And so when you have that, it's like they would let their truck sit. Like I'm not running it for that, but they're not looking at the fact of, let's say, what trucks are my company, where we offer them consistency, where you're not on a load board every day, trying to figure out work, you know, where you're working every day, what you're doing every day. And so you can maintain and manage a business. Um, and so again, it's just education on how those formulas work and what it means to them as an individual, by coming in with an realistic expectation when it comes to pay of running the freight.
Speaker 1:That's a great point when you're having these conversations and you're starting to, you know, bring that topic to the forefront. And you're talking with people. Do you find a particular message is kind of working? You know, one of the things that I find interesting, you know, especially in the dump truck world, right? Some people are going to post jobs with, uh, a per ton rate, some are going to do it by the hour. And it kind of depends on the job and you sort of figure out what's going to be best for the holler. What's going to be best for, you know, the customer and you, you kind of figure that out on a per job basis, but at the end of the day, you know, the goal for most of these hollers, I would assume is keeping their trucks active, busy on the road and, and earning good money. If you're able to get a full day of hauling in, is there a different narrative that makes sense where, you know, maybe it's, you're not looking specifically at that per ton rate or the per hour rate, you're thinking about, Hey, how much money are you going to walk away with at the end of the day, if you sign on for this job versus, you know, leaving your truck in the yard and not going out at
Speaker 2:All. Right. Um, I, because again, 10 years and I have carriers, um, I think I'm kind of in a sense their mama, but
Speaker 1:A physician to be like,
Speaker 2:Whoa, well, you know, um, we have, um, in our database over 7,000 carriers and I have a call once a week, um, and they can choose to join or not. But one thing that I always tell them is, um, if your truck is sitting there and it is not running, you have nothing, nothing from nothing. It's always nothing. So, um, don't look at it to say, well, you know, if I go on a low or right now, and I see let's say$15 per ton, and yeah, but you're only going one time right. In one day. So that$15 is not realistic, you know, in reference to your daily pay. Now, if I could give you, let's say$10 a ton, and I can give you seven trips and I can book you out for three weeks, then what sense do it make for you to argue or even bring up the difference of a one-off, you know, that one off looks good from the outside, but it is not realistic when you have bills to pay, you know, you still have to cover your truck insurance every, you know, month. You still have to cover your fuel costs every month. So, you know, those conversations again, I throw myself out of the CEO mode and the CPA mode and be like, okay, now what are you doing? The numbers just do not make sense. And then once you can kind of educate on those particular things, then it's like, okay, I get it. And then I think the trust comes back in to say that, okay, you have to trust me to make this decision for you so that you can make sure that your business stay afloat, because if you do it this way, you're not going to survive.
Speaker 1:Exactly. And I think you're so right, building that trust building that credibility is huge. And it doesn't, it doesn't have to take too long to build that if they're seeing the results at the end of the week, if they're seeing the results at the end of the month and the money is there, you build that credibility and you build that trust. And I think, you know, your point is great too, that$15 per 10 job versus the$10 per 10 job, maybe there's a reason that that job is priced higher because it's, it's less desirable. It's less attractive. They know they're going to need to pay somebody more because it's really short term or it's, it's hauling a difficult kind of material or it's going out of your way. There's, there's so many reasons that go into what the rates are for a particular job and helping break that down for people so that they can look at it, not just at face value, but like, what is this impact? Uh, what is this going to have as an impact on my business, not just today, but for tomorrow, am I going to be able to build a better relationship? Am I going to have consistent work over the course of multiple weeks? That will end up one freeing my time up. I don't need to be, you know, checking for new jobs every few hours or every day. There, there are so many different types of advantages that can come with that aside from just price. And if you're, you know, if your bank accounts looking great at the end of the month, well then even better. Right?
Speaker 2:Correct. Correct. And, and, you know, I will express over and over again, the one off versus the consistency. Um, and I think, you know, our company is completely technology based. I mean, we, everything we do is integrated, you know, from EDI, whatever it's all integrated. So I am a technology baby, anything that new, make it simple and easy to move and easy to keep track of, um, um, I'm with it. But with it also is the other side of that. The other side of that is you do have major load boards out there that will give a number. Um, let's say by a region. So we know that, okay, if I'm in the Southeast, I cannot compare the price in the Southeast, as I could, let's say up north, right. Because those rates vary. They vary for very different reasons. Um, in the Southern states, you know, you may have some bad weather here or there, you know, but up north, those longterm contracts have to factor in. They have to run. Sleets no whatever, you know, um, in there, and also, you know, the costs to live in those things factor in. So you can't look on a board and say, well, you know, I just see my truck, you know, running in Chicago, you know, for, you know, let's say$200 an hour, you know, sometimes there's some ridiculous stuff, but we know that that's not a real number, but, and, and then, but you're located in the Delta, you know, because it just does not work that way. Demographics play a role also in rates. And so when that technology just puts the information out there, and it doesn't explain to the carrier why these two rates, um, are different, the different variables that makes it different. Then also you have the misconception and are back to educating on why this is different from this and that we, as a company are not withholding, you know, anything because drivers tend just not to do sometimes the research on their region. It's very important to understand in my region for my particular type of equipment, this is what the norm is. Um, and we have to kind of keep expressing that so that they will understand their region and not look at any other region than what, you know, their region would accommodate. It's
Speaker 1:Interesting. It's one of those ideas of like, the grass is always greener on the other side. And when you start to centralize data and you use technology, you can pull data and from all across the country, but you're right. Without that education component, it can kind of create a little of hostility or frustration because you're not sure why you're seeing things look so different somewhere else than, than how they are in your backyard. When you talk about, um, getting knowledge and educated about your market, what are some of the ways that you encourage drivers to do that? Is that something that you help facilitate or are there certain ways that you encourage them to, you know, check out or keep an eye for information in their area so that they can start to get more educated on what to expect in their particular region?
Speaker 2:Well, I can actually tell you that most use the low boards as their form of arguments. So they will take the information let's say, off our internal board. And they will put, you know, their truck, their information, you know, in the system. And it says, or on the low end, it pays this and on the high end it pays this. Okay. So what do the high end mean? Right. The high end means that at any particular time it was, um, let's say 20% of trucks in that area. Right? So that means the demand is going to be real high because there's not any trucks in that area. But if you're now in an area where the demand is low, meaning there is 700 trucks showing, you know, in this area, well, you need to look at the low end of this number because now you're dealing with the power of supply and demand and competition. Okay. So, um, so sometimes again, that is that carrier relationship where they just trust what you say. And it's like, look, I'm trying to keep a longterm relationship with you. So it benefits me none by telling you none truths. You know, I always want to, you know, do what I said I was going to do when I said I was going to do it. And just back that up with information and the truth doesn't need support. So if I tell you the truth, you know, you can go out here and you can look at that. And then nine times out of 10, the phone rings back and be like, okay, I'm in
Speaker 1:Well. And I think it's interesting too, because even at different times of the year, right, that's the client demand balance is gonna be different. There's going to be times of the year in certain geographic regions where things are really heating up and those rates are going to go up and in accordance with that. And then at other points in time, there's just not that demand for the trucking. And like you said, there could be 700 trucks in the region and, and, you know, people aren't needing to put out higher rates to attract people, but you know, when you see that good rate and demand is high and you're, you're ready for it, you know, you know, you can jump on those opportunities, but it may not be an all year thing. It may be a few weeks out of the year. You get that, you capitalize on it while you can. And, you know, you have to trust the people that are telling you, no, that's not, that's not the case anymore. Like the rates are shifting and here's why.
Speaker 2:Yeah. You know, and, and I always equate that to, um, peak, right? So we, you know, if we look at peak season, um, and you're going around the holiday times and a lot of things is moving and so forth, you know, always sell a carrier. Well, yeah, you can get this per mile per ton, per hour right now. And I'm gonna tell you around January the sixth, it's gonna go right back, you know, down. So if you wanna run real hard in those peak seasons and you knowing your type of equipment that you run, you should know your peak seasons, get it, you know, that's your reserve, you know, for your company going forward, CPA talking, you know, to when it goes down. And then you're at that average rate. Now you have a reserve and in the end it kind of comes out in the wash for your bottom line, but just don't come in at, with one particular mindset that just because I ran it for this, this time, the next time it's going to look the same, that's just unrealistic. And, um, when it comes down to the way the freight world works,
Speaker 1:No, that's a really great point. I think one of the other interesting things that's, I've seen a shift in just the general narrative, you know, mainstream media even is picking up on this, but the way that COVID in the last year, year and a half has impacted supply chain and logistics is huge. And I don't think that the general population fully understands what that means, but I think for so long, we've had this idea, especially, you know, on the longer haul out the, over the road kind of side of things of, of like last minute delivery and having things there just when you need them just in time delivery. And I think there's some things that have happened more recently that are maybe starting to call that into question. And the challenges are not quite the same in the dump truck world, but do you see any shifts in the way that dump trucks and vocational trucks are having to kind of deal with what's gone on in the past year, that that are maybe different from how they've had to, you know, look at the way that they're thinking about rates or work, um, in general, um, from, you know, two years ago to now, how, how is that different?
Speaker 2:Well, I think it's, um, different because again, it's the last minute I need it right now. And I just was able to make a hundred dollars an hour. Right. Um, and so it's, it's not, again, looking at the long haul it's most of the time it is just the one offs, but once they get it, then it's like, okay, well, the rates just went across the board. So, you know, no, I'm not accepting, you know, this rate that I used to take going forward, but what happens is you with me? I always use this thing with my carriers and I'll tell them, okay, now you're leased on to us. You know, you can run it, you can not run it. But if I put you in my system is this is what you're going to take. And I can't get you. I'm not calling like I'm not calling to negotiate this. So you need to tell me the rate that you can run your truck for one question that everyone in our organization is trained to ask, what do you need to run? Not what do you want to run? What do you need to run? And just trust us enough to know that if we can get you more than that, we're going to get you more than that. But if you tell me absolutely that you need a hundred dollars or$125 to run, don't call me and ask me why you're not using my truck on this project. You know, you made the decision on why your truck wouldn't. Well, it was not going to be used on this project, you know? So I'm just saying those things up front. A lot of times, get them to backtrack. Um, the thing that they want, because I mean, I would love a million dollars an hour, you know, but wouldn't, we all, wouldn't, we all, you know, but what do I need to sustain my business, not be at a loss and have a profit, you know, let's talk about that number.
Speaker 1:You feel like the people that you're talking with and providing that message to know what that number is, or do you think that many of them are throwing out those, you know, higher rates, because that's what they want. They know they'd be in the clear if they, if they got that, but maybe don't don't know how to calculate what that bare minimum rate that they could accept and still be profitable would be
Speaker 2:Okay. I think it's a combination of both. And I think it's a combination of bad information and bad groups. Um, we have a lot of social presence, um, on Facebook, Twitter, Instagram. And so as a company, we join these trucking groups. Um, and you know, sometimes I go in and I read, you know, some of the information. So, um, that information is not fact checked. So, uh, you know, there's
Speaker 1:Certain narratives that you see there pretty consistently that you, you feel like are just not really representative and probably deserve to be fact-checked.
Speaker 2:It is. And I would say this, um, well, you know, you're running this load in this area, let's say for$75. And if you keep running it for$75, what's going to happen is you're driving the price down for everybody else. So you shouldn't accept these. Um, so you have these groups that's out there that is pushing carriers to not accept rates that they know our rates, because then they're putting the blame on them for driving the price down for everybody else. And so those are, you know, false narratives that, you know, do need to be corrected because again, it's, it's about demographics. It's about the type of truck that you have. It is whether or not, you know, you're bothered ton or by the hour, these factors come in and then, you know, what, what can you say? I mean, I can say as a company, I don't jump in and say that, but I do like to say, you know, that those things are just false. It's always going to be pretty much consistent, you know, across the board, um, because a shipper or, um, let's say a government contractor they're budgeted, you know, it's, you know, and who gets the account. Most of the times break down to most of the time. Penny's not major differences. Like this one is completely so low that that's why they went with it. You know, it's either reputation or either it's just a couple of cents that kick you out the bed. So, um, would that be in the sad, say it, then the carrier is still going to get about the same amount of money, um, from those particular contracts, it doesn't matter who owns him, you know? Um, so that whole narrative that if you accept this particular, you know, um, amount per hour per ton, that you're driving it down and making it hard for everybody else is it's not true. Because again, you have to look at the source and you have to understand as suppliers. And, um, as the people that actually hold these, this freight that we're trying to allocate, it's, it's like we can't afford to do it any other way. So, and still have a profit because everyone in that line has to produce a profit. And so as a carrier, we can't give you all of the profit and being bankrupt, our company, but we can give you the fair rate for the work that you're going to do up under this contract. And we most, most of the time, 98% of the time we like with trucks and our relationship with trucks, it's like, we don't even enter into agreements with individuals that we cannot give consistent work from. So, so what I mean is there's rarely any one-offs and if it is a one-off, we normally have something to still keep you running the next day and every day you have work. So to me, the security of being able to keep your business afloat, you know, it's not worth you fight. And over 5 cents, you know,
Speaker 1:Either way your truck payment's going to come due either way, you're going to have to, you know, pay for your insurance and, you know, making sure that you, I think your point of getting educated is huge, right? There's so many narratives out there that are maybe appealing. Um, but maybe oversimplified. And if you're just taking it at face value, you could end up damaging your business or your overall profitability just by taking yourself out of the conversation and out of the thought process, like you said, if you tell me you don't want this rate, I'm not going to call you for it, but then you can't get mad that you weren't offered the job. So I think so much of that education is just so key and there's, there's tons of those education sources out there on social media, but just like taking that second to kind of gut check that and look at it a level deeper and see like, is that, is that really the best advice for my business? Is this something that works for me or do I need to actually crunch my own numbers and figure out what, what will help me be profitable at the end of the day?
Speaker 2:Yeah. And, you know, um, you can look at the store ship, you know, beyond the business to the family. It's like, you know, am I going to be able to take care of my family with this number? And nine times out of 10, the answer is yes. So I can't allow someone else to influence my decision, you know, um, on what I need to take care of what I have stewardship over. Um, so, um, again, that, that to me goes back to carrier relation, um, and, and them trusting you enough that you're going to give them, you know, good information, you know? Um, I, I, it takes me back to a story of, I had six carriers that I put on a job. Um, two of'em, you know, were stuck on their rate. Didn't want once a budge whatsoever, six of'em go, I count, end up going into overtime. So, you know, where they were promised eight to 10 hours today, they were pulling in 14 hour days. Um, so you know, this one particular carrier call back, you know, please put me on this account, you know, um, of course, because they're friends, they're, you know, most of the time when you're dealing in regions and they have certain trucks, they all know each other, like the trucking world is big, but it's small. Um, and so it's like now they're bragging about all of his money that they may, you know, on this account and you basically X yourself outs because now I have what I need on this site. So I'm not pulling someone that is consistent and their every day, just because now you change your mind, you know, and, and those things happen and it's unfortunate, but, you know, it's just, you have to focus as a, as a carrier, just anyone in business as a whole on what you need for survival for yourself, you know, don't get caught up in what you consider industry trends or anything like that, you know, can I pay my bills? Can you know, I have the life I need at this rate and take the time as you said, to do the math, you know, um, do the math. Yup.
Speaker 1:One of the other things that I think has, um, you know, been a narrative that I've seen a few places, um, is that, you know, hollers in general are, are really resistant to technology. And I think there's some truth to that. I think there's also plenty of oversimplification there. I know you mentioned that your company is really technology driven and you're using that to get the job done. How you find your conversations with hollers. If they like, how do they feel about the technology that one year leveraging or, or technology you may be encouraging them to leverage? Do you meet with resistance there, or is it really a mixed bag? Maybe some are really eager to jump on board and some are a little bit more hesitant.
Speaker 2:Well, I think it just has to be required, right? If you want to get paid, if, if, you know, you want to be on this particular job, or if you just want to work for our company and as a whole, this, these are the tools that you need. You know, um, we have onboarding in the onboarding. Um, basically if they do not sign up to be able to electronically send their bill ELLs and you know, our rate confirmations, everything's electronic here. So if they don't do that, then they're not officially onboarded. Like we have a checklist. And so I'll tell them, no, you're well, I did the packet. Well, you're not onboarded because you haven't done this and you haven't done that. And these are the things I need done. So they have to be required. But what happens is, you know, sometimes people tend to want to break the rules for carriers. And then, you know, I had someone tried to, um, one of the systems we use is RingCentral. So it allows us to, to directly communicate with our carriers, wherever they're at, or, and so they send me this pictures of like BOLC and PLDs, and I'm like, no, like, I don't want this, this goes into our TMS. And, um, you know, so until it goes there, can you take and put it there? Like I just sent it here. And the answer is always no, because you will, you will kind of babysit them. And then they will never use the systems until they realize they have to. I mean, um, we track everything and everybody, so even, you know, with our relationships, doesn't matter who it's with. If they do their tracking, that's fine. But guess what? That does not excuse the fact that I want to know where you're at, if you're on any of my loads at any point in time. And, and that is web based. So, you know, it, it pains them, no app needed, you know, I can send it to their phone and know where they're at. So those things matter to me because I think what a lot of carriers don't understand, it's what is interested in our stewardship, meaning that once we own this freight, even though you're the one that is hauling this freight, it's ours. So I need to have the assurance of knowing that my supplier or my partners that I work with, if they call and say, where's this carrier, what is going on? I don't have time to call you and check with you, try to hunt you down. You're in a dead zone right now. I need you to use the tools that's in front of you at all point in time. And you just have to stick to your guns and just make it be required. Like if you run for us. Yeah. Once
Speaker 1:You get people onboarded though, and they're, they're bought in, they want to be part of your company. They've gone through that onboarding process. How long are they staying with you? I mean, it wouldn't be a huge turnover and still have you be this successful 10 years later. I'm assuming that most of the people, most of the carriers that are running for you are sticking with you. So once they get through that initial phase of, oh, man, this is required, I have to do this. Then it just becomes second nature,
Speaker 2:Second nature, that's it. And they don't go anywhere and you're right. You know, they, uh, I have myself, um, because when I originally started the company, you know, I did a lot of everything myself. I mean, in, in my particular group, I mean, I have 213 carriers that I can't give away. That, I mean, I just, I'm just like here don't you want to just work with them? And it's like, you know, they will not leave. So as much as I've grown, I still, you know, but I tend to put them more on dedicated stuff that I don't have to worry about, but they won't go anywhere. But carrier relationship, I keep using that word because, um, that matters. I can have a carrier that is 300 miles away and say, Hey, I need you to go here because I, you know, need trucks here and just stay the week, get a hotel room, you know, if we gotta set up corporate rates, whatever, and they go and be away from their family for a week, if that's what I need them to do, because they trust me like, okay, I know this is not as close as you want it to be, but other stuff is coming, just do this for me. And I, you know, of course I pay them, but also they trust me. And like, it just let me get you in the door right here. And as there's other stuff open, then I'll move you, you know, a little closer or whatever, but that is all carrier relationship. Um, and that word of mouth, get you so much further than anything else, you know? Um, if you don't have strong carrier relationship, a lot of times you tend not to grow as quick because, um, if you have that in a strong, um, strong way with your carriers, then they tell other carriers and they want that same relationship. And then they tell other carriers and they want that same relationship. Um, sometimes, you know, because they do talk so much, you know, they'll say, well, okay, I know you have this job over here and I want over here, but it's full over there now. This is what I have, you know, so, but you know, it's, it's fun and it's exciting and it's challenging, but, um, it's a family, you know, to, um, you would say, well, how can you have over 6,000 carriers and say, it's a family because it is a family. Um, I, I don't feel that anybody feel that I'm unreachable like, um, and I've put tools in place. Like I said, um, technology, baby, that, you know, you can send me a text message and if something is going on, that's not right. I can jump in at any point in time. And I think that matters too. I think it matters to carriers, uh, whether with trust with rates or anything, if they feel like, you know, you're assessable and you're looking out for them. Exactly. Yup.
Speaker 1:You have their best interests at heart. And it takes a little bit of time to kind of build up that reputation. But once you do, they're going to be much more willing to jump at things for you because they know you're going to take care of them. Um, when, when you think about, you know, your relationship with carriers now versus how it was when you first started out the company, I'm sure there's things that have kind of stayed the same because they're foundational. And, and of course, you know, it's that human to human side of things. But as you think about like the next 10 years in the industry, you know, what are, what are the things that you think are coming down the pipeline? What are the ways in which you think your relationships with carriers maybe will stay the same and maybe we'll grow or change over that course of time?
Speaker 2:Well, I'm pretty sure, you know, again, technology changes. So I know the technology of it, you know, um, definitely would change. Um, but I always look for ways, um, to, um, incorporate my long-termers that may be ready to come off the road or equipment into something, give you examples. So, um, I had someone that had ran for me a long time, ended up having an injury. Um, he couldn't be in the truck anymore, so he start, you know, getting a driver for his truck and then I needed a site manager, you know, and I'm like, well, you know, it's right by you, you, you can do this and I can pay you, you know, a salary to be the site manager, because we had so many trucks coming in and, you know, dah, dah, dah. So I tend to always try to figure out like, what, what's the next step for you? Because carriers start out in a truck, but just like with anything else, the body starts to break down or, you know, they just get tired of being on the road. Um, and, um, then I kind of turned into this consultants, uh, like, okay, you know, just because you can't dry, your truck doesn't mean that somebody else can't drive your truck. So let's get, see, I have people, you know, that apply all the time. I was like, let's see if we can find a driver, you know, for your truck. And, um, you know, I'll see what comes up and if they're good people and you learn the ones that know the industry, like the back of their hands, it's like always try to find a place. Even if it's with one of my accounts, you know, that, you know, I work with, you know, I'm like, Hey, I got this guy, you know, and I think he would be really good for that. So if it's nothing, but just bridging a gap, you know, while that now their truck is making money and they're doing something where they don't have to be in a truck, but again, that still is relationships. Right. You know, um, that, that you set for. So I think, you know, we're, we're going into a whole new trend of drivers, young drivers, um, right now, um, I can tell you, I have more new CDs drivers signing up every day, then, you know, um, older ones. So they're young and they're with the technology and they hate paper. And it's a real advantage for them. Yes. It's a advantage for us because now we're not having to teach, teach those things. But as we go through the transition, you know, of the ones that's trying to get out the truck, I think that we need to, if they're not willing to go home, we still need to find ways to utilize them in different ways. You know, if it's just safety checks or whatever, you know, I just try to always keep them, you know, some kind of way, you know, it's like, I only need you a couple of days a week. You know, you can go over here and check these trucks and, you know, or whatever. But again, it turns into just that family and those lifetime commitments. Yeah. And it's
Speaker 1:Meeting people where they're at. So it's, it's meeting those new young CDL drivers with the technology that they're used to in every other aspect of their life. And now they get to have it in their work life too. And it, and it feels like a seamless transition, but it's also meeting those people that are, you know, in the thick of their career, really in their earning years, trying to like take advantage of as many peak seasons as they possibly can so that they can put as much in reserve as possible. And then it's also helping those people that are transitioning to a new phase of life and maybe looking for a way to still be a part of the industry, but maybe not behind the wheel of a truck. And I think that's a great, a great takeaway is, is meeting people where they're at. And, and in some instances that may be diving more into the technology. In some instances, it may be diving more into how can we find the right place for you. And in some instances it's about education. And I personally think there's so much education that still needs to happen that in another 10 years, we're still going to be at the spot where like, we feel like we've made progress and, you know, we've put out a ton of great resources, but there's still going to be so much to learn. And as a new technology becomes available, that's just going to broaden the whole scope of what people will need in terms of education.
Speaker 2:You know, I, I, I think of one thing when you just said that, and that's like, let's say the beginning of, of one of our account, um, agents, you know, they come in and we start them off, you know, very, very slow, very generic information. And they think, oh, I got it. You know, and then they get to the next thing. It's like, wait a minute, it's all of this. And you have to learn about all of these trucks and all of this stuff. And it's like, you have to learn that information compounds, you know? Um, so no, we cannot just throw out all of this technology overnight and expect them to understand. Um, but what we can do is do baby steps. I do videos, right. I, I get a graphics person to do a video to walk them through step by step. This is what you do. And that is in their welcome packet. Um, because you know, maybe I can explain it to you, but maybe I'm explaining in a way that you can't get it, you know, so the video at least give them the foundation of what's expected to them, and then they know what questions to ask. So I think we're always building up on building up on new ways, you know, to, to do things, but also just like putting it right there in their face in a simple way where it's not too hard for them to grab so that they can, you know, take that as the foundation to build upon, you know? Absolutely.
Speaker 1:I think that's a great spot to, to kind of end the conversation. Um, we do have a couple of like more rapid fire questions that we go through with each of our guests. So I'd love to run through those quick questions with you now. And then I know you've got a busy day, so we'll let you get back to it. Um, has there been someone in the industry that's really been a mentor to you, you know, as you were starting out in your career or, or even now, you know, 10 years into your business?
Speaker 2:Um, I would actually say, um, um, Chuck Rosen was a great influence for me. Um, he, I actually wasn't CPA and he ran lot of frayed and, um, I eventually retired from up under him and started my own. So that was kinda me. Um, I didn't think the industry was for women, you know, um, I, all, it was, it's still pretty much male dominated, but, um, being in that position gave me the opportunity to realize that I could do something different and I could do it my way. Um, so, and that was my influence. Um, so yeah,
Speaker 1:I love that. Um, what keeps you in the construction and in the logistics industry today?
Speaker 2:I think the challenge, uh, I love the challenge. I'm never bored, there's always moving parts. Um, and I just, again, I go back to storage ship. Like, I, I know that I, if it's in my hand, I can take care of the people that I've been entrusted with. Like, um, I'm not gonna fail them. I'm going to always look for new, innovative ways and new accounts to make sure that they're always working. And so, and, and that's just, you know, um, the way I look at it, like I'm interested with that. I'm in a steward over their laws. If five failed, then they fail. And so that, that keeps me always in the industry, as long as I'm needed. I love that
Speaker 1:What's on one piece of technology that you couldn't do your job without
Speaker 2:All of it. I would say, you know, outside of the PC, I would say definitely I'm a plug RingCentral, um, in here because it gives me an opportunity to video call each one of my carriers. Um, that's in our database at one time. Um, I can send a message to everyone in my company instantly. Um, I just love the platform. I can send messages to my team. I could set up different groups, truck groups in there and just send a message to this particular church group. Like I would say, RingCentral is definitely, um, this new version that they came out with the last couple years. Um, the web based version has been a godsend, but I was with them with the desktop version. So I I've kind of grown with them, but, uh, that technology, um, just to be able to not have to do any dispatch calls and to send in drop links and people to communicate directly with you, I don't know what I would do without RingCentral. I love it.
Speaker 1:Um, and if there was one part of your job that you could automate, what would that be?
Speaker 2:Myself, Tom. Stan. I love it.
Speaker 1:Oh, you got to love it. I feel like that is like the most honest answer that I've gotten so far. Awesome. It's been wonderful having you on the show today, we're really appreciative for your industry knowledge, your thoughts about where things are going and, you know, bringing it all back to that education and stewardship, I think is such a great mentality and has served you well so far, but we'll definitely continue to serve you well, going forward.
Speaker 2:All right. Thank you so much for your time and the opportunity. Absolutely
Speaker 1:Great connecting with you. We're so happy Sierra was able to take the time to talk with us today. We touched on some big and really important themes in today's episode, based on the conversations Sierra is having with her carriers, there's clearly an increasing focus on growing and bettering yourself and your company on the part of haulers, hollers are advocating for themselves and oftentimes turning to social media for support and knowledge. However, there's so much that goes into running a successful company that just can't be conveyed in 140 characters or less what's really needed is additional education. We need to help empower hollers to grow their business and increase profits while keeping expectations realistic, getting a higher and higher rate. Isn't the only way to grow a successful business. Building relationships with people you trust in the industry, learning more about your market or leveraging new technology can be critical to getting ahead. Sierra clearly makes it a priority to educate and set guidelines and boundaries within her company. As we sign off for season one, we'll leave you with this question. What are the ways that you can start to incorporate education and empowerment into your business practices? We appreciate you coming along on this journey with us, and if you like what you heard today or throughout the season, please be sure to leave us a review and stay tuned for more in the coming weeks and months. This is Elizabeth signing off on season. One of get a load of this.