Employee Spotlight: The Office Manager Behind Bulk Transit
Released 06/10/2026
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Episode description
Every load that gets hauled, every trip sheet that gets filed, every payroll that goes out on time, none of it happens without the person keeping the back office running. In Episode 18 of Always Pneumatic, Never Static, host Marcus sits down with Laura Holstein, Office Manager at Bulk Transit, for a conversation that shows drivers exactly where their paperwork goes and why getting it right actually matters to their paycheck. Laura first joined Bulk back in 2000, stayed for 16 years, took eight years away, and came back in 2024, which tells you everything you need to know about the kind of company that keeps people coming back. She touches nearly every aspect of reporting, record keeping, trip sheets, bill of lading processing, and payroll, and she has watched the entire operation evolve from paper-heavy processes to the technology-driven system running today. If you have ever wondered what happens on the other side of the paperwork you hand in, this is the episode that answers it. New episodes every Wednesday at podcast.bulktransit.com.
This week on Always Pneumatic, Never Static, host Marcus takes a closer look at the side of trucking that most drivers only think about when something goes wrong. The paperwork. Laura Holstein, Office Manager at Bulk Transit's Plain City terminal, first walked through the door back in 2000, stayed for 16 years, spent nearly a decade away working in insurance and with the Department of Defense, and came back in 2024 because nowhere else ever felt like home. She is part detective, part teacher, part problem solver, and the person making sure drivers get paid correctly for every load, every delay, and every detail that happens out there on the road. This is one of Marcus's favorite employee spotlight conversations since the show began and after listening you will understand exactly why.
Episode Highlights
A small girl from Southside Chicago who interviewed with the whole family: Laura applied for a payables position at Bulk in 2000 and did not hear back immediately. When Brian DeWolf finally called he told her she was overqualified for the original role and had something better in mind. She came in for a follow-up interview and found herself sitting across from Ron DeWolf, his wife Gloria, Brian, Brad, Andrea, and Brad's dog Max. She got everybody's seal of approval that evening and has never found anywhere that felt as much like home since.
The trip sheet is storytelling: Laura described the trip sheet the same way every single time throughout the conversation. It is a story. When a driver finishes at a loading or unloading site she wants them to grab their clipboard and write down exactly what happened, as if she is sitting in the passenger seat asking them to narrate it. Low PSI restriction, long push, plugged line, broken valve, highway shutdown, customer delay. Whatever happened out there needs to be on the paper because if it is not on the paper it does not exist from her seat.
The five hour unload and the pay that almost got missed: A driver was restricted to four PSI at a customer site. Typical unloads run at 10 to 12 PSI. That driver sat there for five hours pushing the product through what Laura described as a child blowing through a straw instead of an adult. He did not write it down because he thought it was just part of the job. It was not just part of the job. That kind of delay has a pay component attached to it and without the detail on the trip sheet the office has no way to process it correctly.
Eight stories straight up: Another driver was pushing product eight stories up into an open window of a building. Did not write it down. That is one of the hardest and longest pushes you can have on a pneumatic route and it needs to be documented. The office cannot see the obstacles the driver sees. They can only work with what the trip sheet tells them.
Leave the emotion out of it: Laura had a story about a driver who was clearly frustrated with a customer on the trip sheet. Her advice is consistent and direct. The trip sheet goes with the invoice to the customer. Keep it factual. If the shipper ghosted you, write that down professionally. If you were waiting three hours for a seal, write that down. But the emotions belong in a conversation with your terminal manager, not on the paperwork that the customer sees.
Technology since Y2K: Laura has watched the entire operation transform from handwritten paper processes to fully digital systems over her combined 26 years with the company. The current software connects dispatch, billing, payroll, and operations in ways that simply did not exist when she started. Her newer team members have never known the paper era and have nothing to compare it to. She described helping them understand the why behind each process rather than just the how because when people understand why something matters they do it better.
Managers manage, leaders create learning environments: One of Laura's core philosophies is direct and worth writing down. Managers manage people and processes. Leaders create a safe learning environment. Her door is always open. If a driver calls confused about their deadhead or their per diem she will walk through it with them on the phone until it makes sense. If a team member cannot figure out how to run a specific calculation she sits down and works through it together. She is not interested in being right. She is interested in making sure everyone understands.
Who is harder to train, terminal managers or drivers: Both get a fair shake at the stick was her answer. Terminal managers have more software to digest. Drivers have more physical chaos to manage before they even get to the paperwork. Laura made clear she has enormous respect for Bulk and Spur drivers. Her exact words were: they are not steering wheel holders, they are not dock bumpers. They show up dirty, they do the hard work, and they bring it all home.
Marcus is the lettuce: Laura described the podcast by saying Marcus is the lettuce that brings the sandwich together. The point was that drivers like Jackie Thomas and Stephanie Evans from Episode 15 should probably meet each other someday and this podcast is the thing that makes those connections possible across terminals. It was one of the most memorable lines in the show's eighteen episode run.
From The Host
“The biggest takeaway from today is simple. The details protect the drivers. They protect your pay, they protect the customer relationship, and they help the office tell the real story of what happened out there. Not every unload is typical. Not every delay is visible. Not every obstacle shows up from the outside. But all of those things matter, especially when it comes to your paycheck. They only matter if someone knows about them. So do not assume the office knows what happened. Tell the story. Write it down. Be Walter Cronkite out there. Zero spin, zero opinion, just the facts. And if you do that, you have people like Laura on the other end who genuinely want to get it right.” — Marcus Bridges, Host
Have a story to tell or want to be a guest? Email us at podcast.bulktransit.com
Transcript
Expand to read the full episode transcript.
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You know, most trucking podcasts spend a lot of time talking about the visible parts of this
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industry the trucks, the chrome, the horsepower, the weather, the breakdowns, the truck stops, the
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miles. But we're not like every other trucking podcast here at Always Pneumatic, never static.
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There's another side to trucking that most drivers only think about when something goes
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wrong. That's the paperwork. And before you roll your eyes and think. Today's episode is about
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forms and filing cabinets. Let me tell you something right now. This conversation changed the
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way I look at the entire backside of this industry, because every load tells a story.
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A driver stuck at a plant for five hours because of low psi restriction. A trailer pushing product
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eight stories into a building, a broken valve, a plugged line, a deadhead route, a missed note that
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can change a paycheck. And somewhere in the middle of all that chaos is somebody trying to piece the
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whole thing together from a few handwritten notes on a trip sheet. Today's guest is one of those
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people. Laura Holstein is box office manager in Plain City. But after this conversation, I think
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you'll realize she's also part detective, part teacher, part counselor, part problem solver, and
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maybe most importantly, one of the people making sure drivers get paid correctly for the work they
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actually did the first time. She's been with bulk on and off since the year 2000. And if there's one
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thing that became crystal clear while talking to her, it's this the best companies aren't built on
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trucks. They're built on people who care enough to get the details right. This is one of my favorite
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employee spotlight conversations we've done so far. Office manager Laura Holstein right now on
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always pneumatic, never static. You are listening to always pneumatic, never
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static. The totally Pressurized podcast, brought to you by Bulk Transit, where we keep the lines clear,
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the tanks empty, and the conversation anything but dry. Whether you're running powder pellets or
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anything in between, pull up a seat, crack the windows and let's hit it.
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How's it going out there? Bulk and spur. Welcome in to this episode of Always Pneumatic, never static.
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I'm your host, Marcus. Thank you so much for joining me here today. Uh, podcast.bulktransit.com
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is our website. You want to head over there and bookmark that. So you get every single
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episode right when it comes out without having to open up another app. Uh, it's such a great website.
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Shout out to my guy Tyler for building it and maintaining it. Uh, there's plenty of stuff up
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there. You can take a quiz associated with every single episode after the episode airs. Uh, just to
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test your mettle a little bit. And we will use those quizzes as entries, uh, later on down the
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line. In the future, we'll be doing another giveaway here. So I always want to mention that
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off the top of the episode, just so you guys go and get that website bookmarked now so you can
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get to it easily when it's time for us to give away some of the good stuff once again.
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podcast.bulktransit.com. Now today's episode is another employee spotlight and these
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are some of my favorite episodes to record. Why? Well, it's because I get such good insight
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into why everybody loves working for Bulk and Spur. It really is. Constantly. These episodes are
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a peek behind the curtain. This takes a village. Do you hear me say that all the time? There's so many
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hands involved in making this company run well. And some of the times those hands just don't get
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appreciated like they should. Well, we've got this platform, so we might as well bring them in here
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and appreciate them. And today's guest officer manager Laura or office manager. Excuse me, Laura
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Holstein, uh, is she's one of those people that really can take. Uh, if you were to
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take a puzzle, a thousand piece jigsaw puzzle in a box and throw it into the air and punt it into
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the sky. I'm convinced after this episode that before the 1,000th piece hit the ground, Laura
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would have that puzzle piece together and at least, uh, laid out so that we could put it
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together immediately if she hadn't already put it together before it hit the ground. That's the type
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of person we're dealing with today. It was hard for me to even wrap my head around some of the
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order that she has to bring to chaos, and I'll tell you right now, that's the meat of today's
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episode. Everything about this interview that you're about to hear, uh, has its place here in the
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well-oiled machine that is Bulk and Spurs. So without any more chin wagging of my own, I am
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going to bring Laura in here and get this episode started, because. Wow. Stay tuned afterwards for the
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outro. You and I are going to chat again real quick about exactly what we just heard. And listen,
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I'm talking to you from the future right now. I've already recorded this interview. You're going to
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want to strap in for it.
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All right. Welcome back in here to always pneumatic, never static. Let's get our guest here,
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uh, in the room today, because a very important guest is joining us for our employee spotlight
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today. And, uh, what I would say about this person. And I was fortunate enough to get to sit down in
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the same room with her and have a nice conversation. When I was out in playing City, uh,
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this next guest is a pro at translating chaos into clarity. Uh, she's one of the people making
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sure drivers actually get paid correctly. Uh, customers are getting billed correctly, and the
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company doesn't lose money just because somebody forgot one tiny detail at 230 in the morning at a
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dusty factory. Our guest today is office manager Laura Holstein. Laura, thank you so much for the
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time today. Uh, you've got your hands in everything here as far as Balkan Spur is concerned. So even
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getting this time with you today, I know is is a big deal for us. Thank you so much for being here
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today. Yes. Thank you for having me. Marcus I'm excited. I am too, I am too. And one of the things I
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want to talk about, just jumping in here, is kind of your history with the company, because we can
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draw a line all the way back to now. In my notes, I said the year 2000, uh, the turn of the millennium
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here. So walk us through your career path, uh, with bulk and spur from the very beginning. Laura. Okay.
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Um, well, from the first back in 2000, I was just looking for something different, and I
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applied for an advertisement that I saw for bulk transit. Um, they were looking for a payables
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person. Um, and I had experience. So I thought, well, you know, I could try doing that and see what kind
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of company it is, because normally I, I tend to grow pretty fast with the company. So I didn't
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hear anything from them and I had heard from somebody else. So I went ahead and accepted a
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different position. And then after a couple of months, I received a phone call from Brian, and he
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actually wanted to bring me in for an interview. He did tell me that, uh, you know, the position that
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I applied for, he felt he and the family thought I was overqualified for. Um, but now they had a
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different position. Um, that was right up my alley. And if I would come in and talk with them. So I
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agreed, and I met with him. And at the end of that conversation, he said he would talk with the
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family and get back with me. And I think it was like the next day he called me and said, would you
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be willing to come back and interview with me and my family? And I'm just a a
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small girl from Southside Chicago, I thought. Interview with the family. Oh my God.
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Am I going to have to kiss a ring or something? What's going on here? Right, exactly. You know, what
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am I being initiated into? Um, so, uh, we scheduled for, um, for an evening. Um, that I could come
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in after my, um, my current position, and I, lo and behold, I met with the
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entire family. Wolf was there. His wife Gloria was there. Brian. Uh,
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Brad. Andrea and Brad's dog, Max. Oh, yeah. So
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I got everybody's seal of approval that day, and I was brought on as apparel and, uh, billing manager
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back in 2000. I was here for 16 years, I loved it. This is by far my
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most favorite adult position, but unfortunately, in 2016, um, something else that
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landed in my lap, and I had a few things that I needed to clear up at home and take care of. So I
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took the opportunity to to go on to a new venture. I spent many years in
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insurance. Um, and then, uh, they were phasing out the position. Uh, Commercial Lines
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underwriter did not sound appealing. It sounded like a snooze fest. So I thought, well, I'll look
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for something else. And that's when I went. And I did, um, two years with the Department of Defense.
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Um. Oh, wow. Yeah. And then, um, you know, with, with that stint, I had heard from a
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friend that I had heard from in the past that said, hey, bulk might be interested in talking to
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you again. And, you know, each time they nudged me over the years, I would just comment, um, you know,
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no, that would be like going backwards. But I did miss it. I missed the family. I missed everybody
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the the entire ten years that I was gone. Nine, nine and a half years. Absolutely missed everybody.
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So this time around when I was, you know, kind of finding myself a little bit, uh, homesick, I texted
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Brian, um, and by now I had a new last name to go with it. So I was like, you know, this is Laura
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Holstein, aka Laura and my my previous name. Um, and I heard, you know, that you might be interested
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in talking with me. And he immediately texted me back and said that he was out of the country on
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vacation and how at 4:00 next Wednesday, work and bye. And I told him that was fine. And
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by 4:00 the following Wednesday, my phone was ringing and we had an amazing conversation. I came
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into the office, I met with him and Andrea and I'm just so blessed to be back. Is is the whole
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thing. I love what I do, I love who I do it with and who I do it for, and I like doing it
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well. You know, you're not the first person to tell a story about Brian, uh, putting in a phone call.
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And one thing I can say. Having having sat in the same room with the guy, having had plenty of
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conversations at this point, I don't know if it's possible to say no to Brian. Um, that that man is
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is one of the friendliest, nicest guys. And Andrea, two, and Brad, I mean, the whole family. I, I didn't
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get to meet dad, unfortunately, but I've heard so many things and and just hearing you talk about
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it, that's really part of what bulk and spur, uh, offer. As you know, we talk about
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compensation and benefits all the time, Laura. But some of the unsaid things and the things that
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don't show up on paper and don't show up on a paycheck can be so valuable to us as people. And
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what you're speaking of right now is, is something that I see just running through bulk and spur, um,
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like like water flowing down a river. It's just everybody is happy. Everybody loves the people
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that they work with, and they love to work very hard for the DeWolf family, and I think that's
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almost irreplaceable. You said this is your favorite adult job. Have you ever felt like that
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anyplace else that you've been that connection with the people running the show? No, never. Um, and
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and it's not that I'm difficult to get along with or anything, but this is just, um, these people are,
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at their core, bulk transit. They do everything knowing how it affects them
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and how it affects us as employees. Um, that's how they base their decisions. Um,
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they're kind and they're caring and they're loving. Um, you know, I've heard on numerous of your
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other podcasts and stuff, you know, everybody boasting about them. It's true. Um, they really care.
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I'm not just employee number, blah blah, blah. Um, I can walk into Brian's office, Andrew's office,
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Brad's office, anytime, any day. Close the door, sit down and just speak my piece. whether it's
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something that they want to hear or not, they hear me out. We we, you know, go back and forth with a
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plan. You know, they're just down to earth people that really care. They really are. You know, you
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hear open door policy with a lot of different managers or ownership. And that is more lip
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service than it is real. Um, I, I waltzed in to Brian's office. I waltzed into Andrew's office. I
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was only there for three days, and I felt like I had been there for five years. With the access
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that they gave me and the willingness that they were, uh, that they had to just let you pop in and
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ask a few questions. Uh, that that's not common in our industry. Laura, it's, you know, that you've
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you've worked in and outside of it for so long. It's not common in, in many industries at all. Um,
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but to see it and to hear it so many times on this podcast, like you're saying, I don't pull that
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stuff out of people. I just allow them to speak to to their own experience. And that's what everybody
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brings me. Um, and man, we'll always make room for it here. It's so down to the core that it's it's
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their their families and their children and everything. When I, when they rehired me in
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December of 24, by the end of January of 25, we were having our first
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annual managers meeting. And at the dinners Friday and Saturday night, the families
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of the owners and families of, um, you know, like our IT guy and stuff, their spouses were
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seeking me out and thanking me for coming back, um, and welcoming me back. I mean, I left
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in tears that night, um, after the meetings and stuff. Um, they're just they're just great
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people. They really are. We should all be so lucky to to work for a company like that, because it
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really does have an impact when you go home. I mean, Listen, Laura, I've heard a lot of stories of
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people leaving work in tears, but none of them have been happy. Stories like yours was. So sad.
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That that says a lot. I want to ask you real quick before we kind of dive into, uh, what the office
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manager position is really all about, because that's a deep pool that will jump in. Um, but talk
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to me about bulk. Back in 2000, when you started in that stretch from 2016. Uh, fast forwarding to now,
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2026 and your your current tenure from 24 to 26. Uh, what changed about the
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company? Obviously, the culture didn't change. Was there any big differences that you noticed, either
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with the company itself and the growth that it had experienced over the time you were gone, or, uh,
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the industry itself? What were some of the biggest differences you saw between 2016 and coming back
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in 2024? So we implemented a lot of things within my first 16 years. Um, I think I was
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here probably six months or something, and Brian called me down to his office because I was two
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miles down the road at a at a different location with the billing staff, because we didn't have
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this beautiful office building built at the time. But he called me down to talk one evening, and
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he mentioned that with Y2K, back in 2000, they had purchased a product to
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to prepare, just in case. You know, we woke up Y2K morning and everything was down.
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Things weren't working, that sort of thing. They had purchased a product that they left on the
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shelf. They they got it open and they started it. Um, they had our, our core files
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built. Um, and it was just kind of waiting there. And then when Y2K didn't happen, they didn't
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finish implementing it. But he asked me, he's like, I really think you're the person who could help
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us implement this Project and I was like, give me the box, Brian. Just just hand it over. Um, and that
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started us down a path of so many great things. Um, we've always been an eye series
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based software system. Um, which I love, but we are starting to dabble with
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some online. Um, a new TMS system and stuff. Which which I'm so excited to
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get going. Um, because this will be the second transition that I have helped with. And we kind of
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joked around, um, when I came in and talked with Brian and Andrea at the, at my interview, um, that I
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got him onto the system that we're using now. Um, and now they want me to get them on to another
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new system. And you're the you're the person, right? And and that's the kind of thing that I love
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doing. I love the research. I love digging deep. Like, why is this not working? Everything about
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this says that it should find X and it's not finding X. And I will, you know,
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I'll just put heads down and and figure it out until I find it. So we we got up on the new
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platform, and this thing has been a dinosaur. Um, but it's been a rock solid dinosaur.
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The only reason we're trying to move away from it is, um, they no longer support it, and we need
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something more new age and modern. You know, everyone these days, they want the point and click
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environment. Um, and a nice series. You don't necessarily get a point and click. You get a menu
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option. You know, you you take option 16 from your keyboard instead of pointing and clicking at
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option 16. That just means dispatch. I mean, it's just a different way of looking at it, but a lot
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of times it's it's the I series that probably is working in the background and you're just looking
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at a GUI overlay system. Um, gotcha, gotcha. So it's the technology is is is the
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biggest part, I think, of what I'm taking from. You, it. Really is. So yeah. So we got up and running on
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that. Then our next goal was to implement. It wasn't logs back then, but it was communication
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between the truck and dispatch and the mechanics. Like, um, we had an onboard system that
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would notify us of hard brakes, you know, if they if they slammed on the brakes one morning or
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something. I believe it also notified us of the, uh, engine temperature and the oil level and
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different things like that. So it was it was a great monitoring system that then we could also
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use for communication back and forth from the driver, so the driver could input that he's
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arrived at the shipper. Um, and then he would input when he departs from the shipper. And then that
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all integrated into our TMS system. And it started the process of the paperwork to where
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it automated things. Um, we were no longer waiting for the trip sheet to come in, which
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sometimes, you know, back in 2000, early 2000, it would be snail mail with some of
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these drivers, and we try to produce a weekly payroll. Um, so, you know,
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it it helped, uh, leapfrog us ahead into getting paperwork a little bit quicker, or at least
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getting the data into the software quicker. And then we were just waiting on the paperwork when
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the paperwork came in. By then, it was typically ready to come to my team. My team would. Back in
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the day, we had a dot matrix printer that would print on that old green bar paper, the green and
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white lined paper. Um, that tractor feed. Yeah, it was like 18in wide and stuff. And it was probably
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all of two and a half, three inches thick. Um, and my staff would, um, sort it through that.
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Looking for a shipper, a consonant and a bill to combination. Pertaining
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to that load. And they had to match commodity. You know, if it was fly ash or if it was lime, and then
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they would write the code on the bottom of the trip sheet. In doing this, they would also be
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looking at all of the factors of the the driver's trip sheet. They would mark whether or not we're
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going to build for a vac, a scale, a wash. Um, they would look at the driver's routing information
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for deadhead and calculate that, and they would basically write everything on the trip sheet and
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then hand it to another person in my office who would then translate that and key it into the as
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400. Then we would print bills based on what that person had keyed.
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That keying encompassed what we were billing and what we were paying the driver. So I am always
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telling people that our billing drives our payroll. So then we would print the invoices,
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and then we would audit every single piece of paper from the list, build
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it printed to the invoice that printed, then the backup documentations, a copy of the trip sheet,
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copy of the delineating. Um, we would audit over a thousand invoices a week. Then one of us would
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bring them down here, two miles down the road to this office where we had the postage machine. And
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while we would fold them up and put them in envelopes, and we'd had stickers with the, you know,
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who to mail it to, and they would weigh it down here and put it out in the mail. And then, you know,
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we would just wait for the check to be issued these days. Fast forward. Um,
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we we barely see any paperwork. Paper wise. It's all scanned to us,
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and as soon as it's scanned in, we can start working it. We we do the same things,
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we look at it. We play the matching game as what I call it. We have the trip sheet on one
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monitor. We have the S 400 on another monitor, and we start going back and forth, you know, auditing
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the driver, the bill of lading, the weight, the routing information, the truck number, the trailer
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number, all the important things. And the more accurate that paperwork, that trip sheet is
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completed and the more accurate their attachments are of their bill of lading, their scale tickets.
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If there was a wash ticket and things like that, that's the more accurate that we can produce an
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invoice the first time around. If they leave something out. Then if we know that maybe
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something is missing, we can set it aside, and then we can start making phone calls or sending emails
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and doing the research to get it. But if we have everything that we need, we're able to invoice it
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and poof, get it done and pushed it on. And then the invoices instead of us mailing
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them and paper auditing and everything. They auto email from a program.
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That's. For our postage. Um, amount has significantly decreased. I bet.
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I mean, just the cost of postage alone was probably crazy. And I will say this right now
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you're looking at a at the video of me. Uh, for those of you that are just listening to this,
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we're on a video chat right now, and I want to tell you, I'm a duck on the pond because from the
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shoulders up where Laura can see me, I'm calm, cool and collected. But listening to you talk about the
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organization that must have had to be involved back when you first started all the auditing, all
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the matching, all that paperwork. My legs were going a million miles an hour because it was just
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driving my HD ADHD crazy. Laura and I, there's something else that I want to touch on too. We
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could very easily have drivers out there listening to this right now that were either very,
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very young or not born yet when Y2K was a thing. So just to catch you young
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bucks up here, Y2K was a scare that they thought because they only programed two numbers for
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the year in the computer software, i.e. 9899. It didn't say 1999. Uh,
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there was a scare, if I remember correctly, Laura, that when the clock turned over on the year 2000,
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that those computer clocks were going to reset to zero zero, and it was going to shut the whole
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system down because the computers were going to think that they hadn't been born yet, essentially,
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and that the technology hadn't evolved yet. So, um, people were pulling their hair out for Y2K. It's
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kind of something that's almost lost to time now, because it was 8 to 12 months of everybody
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worrying about it. And then we woke up on January 1st and everybody's computers thought, fine,
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despite how many millions of dollars were probably spent in preparation for such a thing. So,
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um, you know, I think it highlights how much different technology is just 26 short years later,
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uh, than it was back there when you first started with Bulgaria. Right. Yeah. Because, seriously, you
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had people in both sides of the camp. Some were like, oh, it's going to be just fine, you know? And
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then you had other people like, you know, the grocery stores are going to be closed. There's not.
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Going to be any. Electric. Um, you know, how will we do this? How will we do that? Um, that was Y2K. That
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was our pre-COVID cursor. Right? Yes, yes. Another one that kind of did that to us was in
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2012, when they thought the Mayan calendar was going to end and the waves were just going to
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come over the mountains, and we were all going to be swept away to sea. Uh, similar to where you had
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people on both sides of the fence saying, I think you haven't thought this through well enough. And
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you had people whose bunkers were fully stocked. Um, and and fortunately, uh, for
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Y2K, at least it didn't, uh, didn't mess up your guys's system that you had so well dialed at that
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point in time. Um, but it sounds like now, at first I, I want to say the fact that you've got such a
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nice head of hair left after dealing with all of that in the early 2000 is kind of a miracle, Laura,
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because I'm. I'm going bald just thinking about it. I mean, that must have been an absolute pressure
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cooker every single week with the volume that you guys were facing. Yeah, the volume is a lot. Um, and
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we, we really strive to have everybody's paycheck right the first time around. Um, but we make
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mistakes. And if we do, just let us know, you know, we have a process, um, a payroll discrepancy form
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that if you fill that out, turn it into your terminal. This way, you know, something happened. The
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terminal knows that it happened. It comes in here. It gets divided up amongst 3 or 4 people, myself
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being one of them. Um, so I actually can have my eyes on every single payroll discrepancy. So if I
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get a driver who calls me and says, Laura, my check has been wrong every single week for six months, I
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can pull the file and I can say, well, I see you've complained three times, you know. Let's let's talk
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about the differences and things like that. Um, to where I mean, we do try to keep, like, a checks and
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balance. Um, it's a way for me to help coach and train my team. I'm not somebody who
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will look at my team and say, no, that's just the way we do it. I will stop and take the time and
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explain, you know, this is the way we do it, and this is why we do it the way we do, for sure. You
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know, this brings me to something that you said to us when we were out there and playing city the
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first time we met. Um, you said something that I wrote down and underlined in my notes a few
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different times, and that is, I want to feel like I was in the cab with you, uh, speaking to the
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drivers. Can you walk me through that? That mindset a little bit. Why is it so important that you feel
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like you're right there in the cab, with the drivers on your side of things? It is. And I still
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use that to this day. Marcus, we have new hires that come in for what we call a meet and greet.
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And first off, I start off with there's two ways to not get paid. The very first way to not get
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paid is to not turn in any paperwork for what you did. The second way to not get paid would be to
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turn in paperwork, but don't put your name on it, and you would not believe how many times that
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happens. Yeah, but yeah, it's just a matter of you can tell the difference between
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an organized driver and maybe somebody who's a little bit newer, but, you know, everything's
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the same. You know, we we need the same information basically on each trip sheet. Um, it
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helps make the, the madness and the chaos a little bit quieter. Um, when we can determine what's
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billable and what's payable because not everything is both. Sometimes we end up paying the
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driver and we do not build the customer. Okay. And I think a lot of people don't realize how much of
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that we do. Sure. Can you give me an example? Um, just a real world example of
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one small missing detail that could completely change the outcome or affect the driver's pay. Um,
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we I know that the job that they do is so involved and so detail oriented that it's
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something I see across the trucking industry, is that paperwork tends to be, uh, the tedium of the
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job and, you know, the the pole and hoses and the crawl and over train cars and all of the stuff
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that is trucking 101 type stuff. It takes so much focus that sometimes it can be a little bit hard
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once you get back to the paperwork time. So I'm looking for just an example here for you that the
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drivers can kind of Uh, relate to that. Hey, if you don't do this one little thing, we extrapolate all
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the way back to your paycheck, and you can see big changes here with just one tiny mistake. Right. We
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have a lot of opportunities on the trip sheet itself for them to mark boxes or write comments.
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Um, so like, for example, their routing information is highly important in order for us to process
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their deadhead. With that being said, we still have a lot of people who think that their routing
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information should mimic their log. Um, their log is something totally different. And now that we're
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on logs and stuff, all of that is log related. Anything that you have to do for Tim and safety
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and your log and your log and, you know, for the state highway patrol, that's separate. Your
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trip sheet tells me where you've been and what you've done. I don't need to know where you got
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fuel necessarily. I don't need to know when you went into the sleeper berth or, um, you know, in
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what town you were in your sleeper berth. But at the bottom of the trip sheet, the drivers can mark
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the, um. If they're requesting deadhead, they can mark if they're requesting scale. Um, if they did
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some inner plant work, which is an hourly, um, paid item, they can there's a whole
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section for just notes that weren't at the shipper or at the company. It's just, you know,
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miscellaneous notes to where if they were shut down on a highway due to a fatality, you know, 5 or
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10 miles ahead of them, they can put that down. You know, I was down for two hours because I 71. The
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more information that they can give us, um, the easier it is to pay them, because I can go back
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and I can look on, um, you know, on their truck data history as far as, um, you know, where they
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really stuck in traffic for two hours. Um, so if they tell me, like, where and the times and then
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their terminal manager signs off on it and gives us their approval and stuff. That's that's how to
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get paid for. Everything that you do is to remember to request pay for it. And if you're not
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sure, you can mark the box. If you're not sure if it pays deadhead or not by mark in the box will
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run the deadhead. And if it doesn't pay, we just won't pay it. And if you call and ask, you know, hey,
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I thought this should have been, uh, had deadhead on it, you know, I'll explain how Deadhead works to
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him, and we'll walk through it while the driver is on the phone with me, and we will either come up
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with the exact same answer that my team did and the deadhead wasn't valid, or I'll see where
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possibly my team made a mistake and picked the wrong county code. You know, you'd not believe how
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many New Albany Ohios we have. Um, and. Different things like that. So it's sure it's as. Easy as.
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That. So it's sort of. And maybe the drivers don't always think about it like this. But from your end,
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that trip sheet is sort of storytelling from the driver's end. It is. And I do tell them, um, you know,
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because I'm not in the truck, you know, when when you get finished at the loading site or at the
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unloading site, get in the truck, grab your clipboard and start writing a story. And I even
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joke around with them. I tell them, I say, you can look in your passenger and say, hey, Laura, watch
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this and and just write exactly what happened. Be kind, be courteous. Because the trip
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sheet does go with the invoice to the customer. So if you're having problems with somebody
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at that site, that's a conversation for you and your terminal manager or your terminal staff, and
333
00:33:43,469 --> 00:33:50,228
they can help try to rectify it or, you know, try to put a squash to it. Sure. I
334
00:33:50,229 --> 00:33:55,909
don't want you getting too emotional on the trip sheet. I know things happen, and I know that that
335
00:33:55,910 --> 00:34:02,218
might be part of your reasoning. But what I try to get at is, you know, look, if somebody just ghosted
336
00:34:02,219 --> 00:34:07,659
you. If the, if the person you know, told you what silo to hook up to and then they ghosted you. They
337
00:34:07,699 --> 00:34:13,739
went they sat on their phone. I don't need to know what all they did. I just need to know. Shipper did
338
00:34:13,739 --> 00:34:20,539
not come back to to release me, you know. Or I was three hours waiting for, you know, the shipper to
339
00:34:20,540 --> 00:34:27,219
come back or I was two hours waiting for my seals to seal the load. Because for different
340
00:34:27,220 --> 00:34:33,939
loads we do seal them. Give me the specifics. Leave the emotion out of it. That's a conversation to
341
00:34:33,939 --> 00:34:38,979
have with your terminal manager. You can call and tell me about it. Um, there's not a lot I can do,
342
00:34:39,260 --> 00:34:44,859
but the terminal manager should be working with the shippers and the companies to try to mitigate
343
00:34:44,860 --> 00:34:51,219
some of those obstacles. Sure. You know, you told us a story when we were out there and playing city
344
00:34:51,219 --> 00:34:56,769
about a driver that had a five hour unload somewhere around a five hour unload because the
345
00:34:57,050 --> 00:35:02,649
PSI restriction at the customer was very low. I think if I remember correctly, it was something
346
00:35:02,649 --> 00:35:08,449
like four psi or something, and this driver just kind of took it on the on the chin and thought,
347
00:35:08,449 --> 00:35:13,449
well, this is just part of the job and didn't know that that had happened. And there was a pay
348
00:35:13,449 --> 00:35:18,488
discrepancy after that because, hey, that's part of the job, right? Five hour unload or five minute
349
00:35:18,489 --> 00:35:23,488
unload. You're still getting something for that. And that's a very important detail that you need
350
00:35:23,489 --> 00:35:28,289
to know. Correct. Can you catch me up on that story a little bit and just kind of talk through? Sure.
351
00:35:28,289 --> 00:35:34,849
Can. Marcus. Thank you. Um, if they're instructed when they get to a company to unload at a low
352
00:35:35,169 --> 00:35:41,169
PSI, like, for example, the four psi that you mentioned, that is extremely low. I think we can
353
00:35:41,169 --> 00:35:48,129
typically unload most of our products somewhere around 10 to 12 psi. So imagine you're blowing
354
00:35:48,169 --> 00:35:55,049
product through a straw and, you know, imagine there's a child blowing through a straw and then
355
00:35:55,049 --> 00:36:00,688
an adult blowing through the straw. But also, depending upon what you're trying to push through,
356
00:36:00,689 --> 00:36:07,168
that straw may clog up on you. Yep. Um, you know, there's fly ash loads and
357
00:36:07,169 --> 00:36:14,168
there's dust loads and things like that, or chunky loads that, uh, you know, the faster
358
00:36:14,169 --> 00:36:20,569
you try to push it out the hole, um, it's just going to clog up on you and you're better off, you
359
00:36:20,570 --> 00:36:26,049
know, slow and steady wins the race. They've always told us that since school. Um, and it's the truth
360
00:36:26,050 --> 00:36:31,730
with a lot of these products, if you're restricted to a low PSI, you really just need to tell us. You
361
00:36:31,730 --> 00:36:38,329
know, I was restricted to four psi. Some loads are six psi. Um, and then that tells me that it's going
362
00:36:38,330 --> 00:36:45,329
to take you if it's unloading. Um, your base pay is based on one hour at the shipper, two hours at
363
00:36:45,330 --> 00:36:52,009
the constant E, so four psi, you're going to take longer than two hours to blow off 40,000
364
00:36:52,060 --> 00:36:58,879
pounds. Okay. There's other examples where you hook your your line to a line that's
365
00:36:58,879 --> 00:37:05,878
laying there. But then that line goes somewhere along the ground, up over a rail car and
366
00:37:05,879 --> 00:37:12,399
out. Who knows how many, you know? 80 or 120ft to a silo that you don't even see where you're
367
00:37:12,399 --> 00:37:19,319
unloading into. That, to me, is a long blow or a long push. And that's going to take a while
368
00:37:19,320 --> 00:37:26,119
if you're trying to move that product from your trailer, another 120 foot and not just 20 foot
369
00:37:26,120 --> 00:37:31,279
away from your trailer, that's going to take a little bit longer. So it's the details that we
370
00:37:31,279 --> 00:37:37,919
need for that, because me and my staff and and the folks that are paying the invoices, they typically
371
00:37:37,920 --> 00:37:44,559
are not of the plants. They're not they're seeing the the obstacles that we come up against. I had
372
00:37:44,560 --> 00:37:51,229
one driver that, uh, he was unloading at a place and he forgot to write down his
373
00:37:51,229 --> 00:37:58,110
unloading detention time, and I can't remember if it was the five hour one or or more, but he was
374
00:37:58,110 --> 00:38:04,909
literally pushing product from his trailer up. Eight stories. Eight. Oh, wow.
375
00:38:05,110 --> 00:38:10,708
Into an open window that, I don't know, maybe then they were, you know, unloading it into Gaylord
376
00:38:10,750 --> 00:38:17,550
boxes up there, but he was going up eight flights. Um, that's a long, hard
377
00:38:17,550 --> 00:38:24,189
push. Gravity. Right? It comes into. Play, you. Know. Um, and then there's other
378
00:38:24,189 --> 00:38:30,909
places that will be at that. Um, I've heard that we can be using our our blower
379
00:38:30,949 --> 00:38:37,709
to offload our product, but then on the receiver's end, they are also using something on their end to
380
00:38:37,750 --> 00:38:44,709
suck the product off. Okay. So so that means things up. Means that, you know, this is a difficult
381
00:38:44,709 --> 00:38:50,459
product or if it's it's a difficult line. Um, you know, there's there's all sorts of different
382
00:38:50,459 --> 00:38:56,979
reasons. Um, and then we all have hoses and connections and valves and
383
00:38:57,219 --> 00:39:03,939
things like that. So if something breaks while the driver is unloading or loading. Um, whose thing was
384
00:39:03,939 --> 00:39:10,179
it that broke, you know? Was it ours? Was it the ship or was it the constantly we need to know?
385
00:39:10,179 --> 00:39:15,179
Because then that tells us whether or not it's billable. If it was our trailer that broke. I
386
00:39:15,220 --> 00:39:20,018
certainly do not want to penalize the customer for that, but I don't want to penalize the driver
387
00:39:20,019 --> 00:39:26,099
either. So we'll pay the driver and not bill for it as long as we have the information we need.
388
00:39:26,659 --> 00:39:32,899
Details. Details. And this is why I said turning chaos into clarity. Because if all this stuff
389
00:39:32,899 --> 00:39:39,819
comes at you out of a fire hose, uh, it is pure chaos. But, uh, going through, uh, the Laura Holstein
390
00:39:39,820 --> 00:39:46,820
filter, it comes out very clear and, uh, and legible, if you will. Um, I think that's so cool. I, I can't
391
00:39:46,899 --> 00:39:52,779
wrap my head around the organization that you must have to have in your brain to keep all this
392
00:39:52,779 --> 00:39:56,779
straight, Laura, but that's where the experience comes in. You've got a lot of time behind the
393
00:39:56,779 --> 00:40:03,059
wheel, uh, figuratively speaking, here. And, uh, I think it shows. I mean, you're very confident. You
394
00:40:03,060 --> 00:40:08,300
don't. I've seen some office managers that if their hair was virtually on fire all the time,
395
00:40:08,300 --> 00:40:13,259
they would probably be more comfortable than they were when I talked to them. I don't get that from
396
00:40:13,259 --> 00:40:18,659
you at all. And what I find when I hear you talk, you mentioned it earlier. You talked about
397
00:40:18,699 --> 00:40:25,579
training and teaching and you seem big on those, but specifically the why behind it. Uh,
398
00:40:25,580 --> 00:40:31,059
have you found that that your team and also the drivers perform better when they really
399
00:40:31,059 --> 00:40:37,379
understand the reasoning behind all of this organization and all of these details? I really do,
400
00:40:37,540 --> 00:40:44,499
and I try to I try to model my life based on be the person that you needed. You know,
401
00:40:44,540 --> 00:40:49,809
if you ever stop and think about a time in your life. We all go through seasons. But think about a
402
00:40:49,810 --> 00:40:55,169
season that you might have been in and think about who showed up for you. Okay. Who helped you
403
00:40:55,209 --> 00:41:02,009
through that? If anything, I guess I consider myself, I don't know, a I'm
404
00:41:02,009 --> 00:41:07,889
probably ADHD as well, but I'm adaptable. I can be diversified and I can be a
405
00:41:07,889 --> 00:41:14,529
multi-purpose player. Um, to where I really, truly believe that managers
406
00:41:14,529 --> 00:41:21,290
manage people and processes and leaders create a safe learning environment. And I want
407
00:41:21,290 --> 00:41:27,009
my team to have a safe learning environment where they can come in and close my door, sit down and
408
00:41:27,010 --> 00:41:32,530
say, Laura, I just don't understand how to run Deadhead. How did you get the number that you got?
409
00:41:32,530 --> 00:41:36,330
Because I'm getting something totally different and we can sit down and we can have a
410
00:41:36,330 --> 00:41:41,089
conversation about it. When the driver calls me and says, you know, Laura, I didn't get Deadhead or
411
00:41:41,090 --> 00:41:47,639
I don't understand my per diem. you know, I like to be able to dissect it and break it down. Um,
412
00:41:47,639 --> 00:41:54,439
and, you know, hopefully, um, convey the information that they need. By the end of the conversation so
413
00:41:54,439 --> 00:42:00,239
that they feel more confident in what they were paid. Well, it's it's times like this here, and you
414
00:42:00,239 --> 00:42:04,359
say things like that, that I wish you were my math tutor all the way through high school and college
415
00:42:04,360 --> 00:42:09,959
because, uh, I never had somebody that could sit down and help me work it out and tell me why and
416
00:42:09,959 --> 00:42:15,520
explain it to me. Um, and that's, you know, it goes beyond just the math of everything. There's
417
00:42:15,520 --> 00:42:21,079
reasons that you guys do everything that you do the way that you do it. And, uh, a lot of times
418
00:42:21,080 --> 00:42:27,360
those reasons have years of experience stacked up behind them. And, uh, all you have to do is have
419
00:42:27,360 --> 00:42:30,999
somebody that's willing to explain that to you. And all of a sudden, the whole picture becomes
420
00:42:31,000 --> 00:42:36,959
clear. Um, I there's something else that you said, uh, when we were out in Plain City that sort of, uh,
421
00:42:36,959 --> 00:42:41,120
ties into that. And and you said that if somebody's having trouble communicating or if
422
00:42:41,120 --> 00:42:46,229
somebody by nature is a bit of a a poor communicator, your counter to that is to
423
00:42:46,269 --> 00:42:52,669
overcommunicate with them. Um, as somebody that communicates on a daily basis and gets paid for
424
00:42:52,669 --> 00:42:59,228
it, I understand the importance of the importance of over communication and also the distractions
425
00:42:59,229 --> 00:43:05,110
that poor communication can bring. Um, talk to me a little bit about that over communication when
426
00:43:05,110 --> 00:43:11,229
somebody maybe, um, not communicating as well as what you'd hoped when they, when they took the
427
00:43:11,229 --> 00:43:17,709
position or started the project. Um, well, I just try to slow them down and explain to them, you
428
00:43:17,710 --> 00:43:23,948
know, really what we're looking at. Um, as far as the drivers go, their base pay is based on shipper
429
00:43:23,949 --> 00:43:29,229
toxicity and back to the shipper, regardless of whether they go back to the shipper or not. Their
430
00:43:29,230 --> 00:43:35,149
base pay is also inclusive of one hour at the shipper and two hours at the company. So when they
431
00:43:35,149 --> 00:43:41,549
put that they were at the shipper for three hours and they put normal load time. Well,
432
00:43:41,549 --> 00:43:48,549
now normal load time is the one hour that is included in your base pay. But not only
433
00:43:48,550 --> 00:43:54,609
that, behind the scenes we know that well with that shipper. We really can't bill until after two
434
00:43:54,610 --> 00:44:00,229
hours. So if you're telling me you are there for three hours and you're just going to put normal
435
00:44:00,229 --> 00:44:05,829
load, there's something not normal about it. Normal would have been the one hour. So I need to be a
436
00:44:05,830 --> 00:44:12,788
little bit more wordy. Um, you know, give me those examples of, you know, the low sigh or
437
00:44:12,789 --> 00:44:18,830
even slow moving product when we're loading out of silo nine. I don't know
438
00:44:18,870 --> 00:44:25,468
necessarily that silo nine is the furthest silo from the plant, and therefore it's the longest
439
00:44:25,469 --> 00:44:31,709
push from the plant that it has to go past silos one through eight to get to nine. Some of these
440
00:44:31,710 --> 00:44:36,629
facilities, there's silos that are stacked, you know, one in front of the other and you really
441
00:44:36,629 --> 00:44:42,419
don't know, you know. Is the product going to one, two, three, four, you know, through eight first and
442
00:44:42,420 --> 00:44:49,060
then hitting nine, or is it coming down the left side and feeding the odd number silos or you know,
443
00:44:49,100 --> 00:44:55,299
vice versa, the right side of the silos. So since, you know, I don't I don't know that for each
444
00:44:55,300 --> 00:45:02,299
shipper and the people who are typically paying our invoices, um, at the customer side, they may not
445
00:45:02,299 --> 00:45:07,979
know. So the more information that they can provide us, I don't need an entire dissertation as
446
00:45:07,979 --> 00:45:14,379
to what happened, but just the facts. You know, if something broke, if there was a low PSI, just
447
00:45:14,379 --> 00:45:19,699
provide us, you know, what they think we need. Because trust me, Marcus, if I was at a customer
448
00:45:19,699 --> 00:45:26,219
unloading and I was there for five hours, I would have a story to tell. Absolutely,
449
00:45:26,219 --> 00:45:32,019
absolutely. It kind of what it sounds like you're telling the drivers here is we need you to be the
450
00:45:32,020 --> 00:45:37,529
the, the purest form of Walter Cronkite that you can be. And if if our younger listeners don't know
451
00:45:37,530 --> 00:45:44,529
who Walter Cronkite was, he's the iconic example of how news should be reported. Zero spin,
452
00:45:44,570 --> 00:45:51,409
zero personality in it, only the facts followed by the next fact, followed by the next fact, and then
453
00:45:51,409 --> 00:45:58,289
get out under a beautiful mustache. My, if I do say so myself. But that is really, I think, the at the
454
00:45:58,290 --> 00:46:04,569
core of what you're looking for here is any type of of injection. As far as how I felt, this
455
00:46:04,570 --> 00:46:11,049
situation happened isn't really needed. It's just what did you see? What happened? Get it down on the
456
00:46:11,050 --> 00:46:16,970
trip sheet. You nailed it, Marcus. That is exactly. It. I love it. I love a big Walter Cronkite fan. If
457
00:46:16,970 --> 00:46:23,330
you can't tell doing what I do, uh, you know, and and also, it's like, think about it. If, if, uh, a more
458
00:46:23,330 --> 00:46:30,009
current example fits, you better think about it as not being your Fox News or your CNN. Think about
459
00:46:30,010 --> 00:46:35,879
it as being just what they're reporting without all of the spin that you get. I find it funny. We
460
00:46:35,879 --> 00:46:40,519
used to call it Fox News. Used to call themselves the No Spin Zone. Yes. I haven't seen no spin since
461
00:46:40,519 --> 00:46:46,560
Walter Cronkite left this great mortal coil. So, uh, that is that's a really good example. Look up some
462
00:46:46,560 --> 00:46:50,759
YouTube videos of the guy. If you've never heard of him before, it's worth your time. And I think
463
00:46:50,759 --> 00:46:55,918
it'll help with this, uh, with this sort of painting. The picture on the trip sheet. Right. In
464
00:46:55,919 --> 00:47:01,398
broadcasting, that's a line that we constantly say is, we need you to paint the picture. People aren't
465
00:47:01,399 --> 00:47:07,638
seeing what you're seeing, but you're telling them about it. So imagine your words painting a very
466
00:47:07,639 --> 00:47:12,399
clear picture of what's happening. And that's what's happening with the trip sheet. Right. And we
467
00:47:12,399 --> 00:47:19,199
have some remarkable trainers out there, you know, like Bob Fortner out in Sydney. Um, he really, um, he
468
00:47:19,199 --> 00:47:24,919
takes it to the next level. He's like, Laura, what can I tell the drivers? You know, I'm presenting
469
00:47:24,920 --> 00:47:31,479
them with how to do this and, and the process, you know, and and he'll call me, we'll have
470
00:47:31,479 --> 00:47:36,479
discussions. I have drivers that will stop in. Even if they're just here to swap out a trailer,
471
00:47:36,479 --> 00:47:42,800
they'll come on in, they'll sit down, we'll chat for a few minutes. Um, we'll talk kids, grandkids, um,
472
00:47:42,800 --> 00:47:49,239
and, you know, and shop all in the same conversation. Um, the, the staff that we
473
00:47:49,240 --> 00:47:55,799
have wants to take care of the, the newcomers, you know,
474
00:47:56,039 --> 00:48:02,679
um, like when I heard your podcast with Stephanie and Jackie. Jackie is just phenomenal, for starters.
475
00:48:02,680 --> 00:48:09,159
And I really do hope that at some point, him and Stephanie do get to meet up, because, Marcus, I
476
00:48:09,159 --> 00:48:15,519
gotta tell you, I consider you the lettuce. Okay, let okay. Let us bring the sandwich
477
00:48:15,519 --> 00:48:22,199
together. Okay? And that's Stephanie and Jackie together. Like, led us to a sandwich.
478
00:48:22,360 --> 00:48:29,120
Okay. We have drivers out there. That they will get stuck. They will get plugged up, they will call
479
00:48:29,120 --> 00:48:34,909
each other, or they will call their terminal manager, or they'll call one of our mechanics, and
480
00:48:34,910 --> 00:48:41,549
there is always somebody on the other end of the phone who is willing to take the time to
481
00:48:41,590 --> 00:48:48,069
walk them through, even if they cause the plug up themselves. Here's how you clear it.
482
00:48:48,509 --> 00:48:54,509
Right? No judgment. Just let's help out here. Exactly. I've been in your shoes. Let me. Let me
483
00:48:54,509 --> 00:49:01,388
help you. I'm not there, but I still want to help. Right, right. I love it. This has all been so great.
484
00:49:01,389 --> 00:49:06,989
Laura, I. I can't thank you enough. And I've just got a few more things here that are a little bit
485
00:49:06,990 --> 00:49:13,589
more kind of fun questions, if you will, and will draw on the vast experience that you've had. And
486
00:49:13,590 --> 00:49:18,709
also, I think, highlight, uh, just how good you are at your job of office manager, because if you
487
00:49:18,709 --> 00:49:23,989
haven't figured it out yet, uh, Laura's got it together. Okay. And there's a very good reason that
488
00:49:23,989 --> 00:49:30,459
book and spur run like a well-oiled machine. Um, but some fun here. What type of paperwork
489
00:49:30,459 --> 00:49:36,218
instantly makes you smile? Is there any kind? Anything that's on that sheet that comes through
490
00:49:36,219 --> 00:49:40,939
that just warms your heart? Because you saw that the driver understood the assignment and
491
00:49:40,939 --> 00:49:46,339
everything is as it should be. Yes. Um, especially with the new drivers after they do the meet and
492
00:49:46,340 --> 00:49:53,339
greet and I see the change in their paperwork, the way it comes in, the neatness. Um, trust me,
493
00:49:53,340 --> 00:49:57,939
you're not going to be able to read my signature either. But when it comes to my payroll, I do try
494
00:49:57,940 --> 00:50:04,379
to print my name and list my employee number as clear as possible, just to ensure that I'm the one
495
00:50:04,379 --> 00:50:10,379
getting paid. Because when we have, you know, 200 drivers that we're paying, um, you know, some
496
00:50:10,379 --> 00:50:16,820
numbers blend together, some signatures look the same. Um, so the more clean and accurate your
497
00:50:16,820 --> 00:50:22,779
paperwork is, um, it just produces a better invoice. And when we produce a better invoice, we produce a
498
00:50:22,780 --> 00:50:27,849
better payroll. There you go. And that's all part of producing the great product that bulk is known
499
00:50:27,850 --> 00:50:33,569
for. And I think that's those things. That's the point. That's the reason we brought you in here, is
500
00:50:33,570 --> 00:50:38,249
to connect the dots today. And and you just see the dots connect all the way down the line for
501
00:50:38,290 --> 00:50:43,609
that. Now on the flip side, I couldn't let you out of here without asking this. Uh, have you ever
502
00:50:43,610 --> 00:50:48,649
looked at some paperwork and thought, what on earth is going on?
503
00:50:50,289 --> 00:50:56,490
Yes. I do not remember the driver's name, but I do believe that I called the terminal manager more
504
00:50:56,490 --> 00:51:03,090
than once. Probably. And I asked him to please ask this driver to either, um, fill the
505
00:51:03,090 --> 00:51:08,729
paperwork out away from his steering wheel or turn the truck off. Because trucks are like
506
00:51:08,729 --> 00:51:15,689
motorcycles. They jiggle. Okay. And when you've got your. Your paperwork on top of the steering wheel
507
00:51:15,689 --> 00:51:20,929
and you're writing, my writing's not all that great to begin with, but then you add the truck
508
00:51:20,970 --> 00:51:27,929
shaking. Um, it looked like a Tourette's Person. Completed. His paperwork nine times
509
00:51:27,929 --> 00:51:32,850
out of ten, but then other times it would be clean and clear to where it's like, okay, he was a
510
00:51:32,850 --> 00:51:39,729
hometown, a cup of coffee when he did that. Yep. I love it, I love it. On that note, you talked
511
00:51:39,729 --> 00:51:45,129
about working with the terminal managers. You also work with the drivers. Um, you got a chance to, uh,
512
00:51:45,129 --> 00:51:50,009
to to make some hay here for us. Who's harder to train terminal managers or drivers?
513
00:51:53,090 --> 00:51:59,330
I think they both get a fair shake at the stick. Um, the terminal. Managers, they, they have, um, they
514
00:51:59,330 --> 00:52:05,209
have more to digest with the software that we use and getting the, uh, the things from start to
515
00:52:05,250 --> 00:52:11,289
finish. Um, but then the drivers, um, I just love our drivers, you know, they're not steering wheel
516
00:52:11,330 --> 00:52:17,089
holders. They're not dock bumpers. Um, I have so much respect for them. They're out getting dirty.
517
00:52:17,090 --> 00:52:22,409
I've heard about the flour bombs and things like that. And ending up with plastic in places you
518
00:52:22,409 --> 00:52:28,599
don't want to tell your friends about, um, you know, our drivers. Um, they're not the the
519
00:52:28,679 --> 00:52:34,439
typical, you know, stereotypical type of driver that just goes home clean and shiny every single
520
00:52:34,439 --> 00:52:39,559
day. Just the way they walked out the door that morning. Um, I love that we have more female
521
00:52:39,559 --> 00:52:46,479
drivers involved now than we've ever had. Um, but they, uh. Yeah,
522
00:52:46,679 --> 00:52:51,239
they bring it all together. They they. Bring them. Home. They really. Do. Yeah, they really do. It takes
523
00:52:51,239 --> 00:52:57,279
a village, right? It definitely does to make this company run as well as and as smoothly as it does.
524
00:52:57,320 --> 00:53:02,799
Um, Laura, again, I can't thank you enough for coming on here sharing as much time, because with
525
00:53:02,800 --> 00:53:08,479
the amount of things that you deal with, taking an hour out of your day almost feels criminal on my
526
00:53:08,480 --> 00:53:15,039
part. But here you are with a smile on your face. Thank you so much for the time here today. Um, we
527
00:53:15,039 --> 00:53:20,239
do a segment with everybody that comes on the show called Final Thoughts, and this segment is
528
00:53:20,240 --> 00:53:24,709
really built just for you to get anything out on the table that we might have left off that we
529
00:53:24,709 --> 00:53:30,148
didn't get to talk about, or it's great for shout outs. It's great for a message to the company
530
00:53:30,190 --> 00:53:36,429
however you want to take it. The key is the floor is yours. Office manager Laura Holstein joining us
531
00:53:36,429 --> 00:53:41,749
today on Always Pneumatic, never static. Thank you so much for the time. Once again, final thoughts
532
00:53:41,749 --> 00:53:46,589
from you before we let you get back to it. Okay. Yeah. I just, you know, a huge thank you again to
533
00:53:46,629 --> 00:53:52,949
the family and to their extended family for welcoming me back. It's like I never left.
534
00:53:53,470 --> 00:54:00,269
I'm just so blessed to be back and to be able to do the things that I do. Um, to my team
535
00:54:00,429 --> 00:54:07,349
who are learning to work with me and learning new things, um, learning why we
536
00:54:07,389 --> 00:54:13,629
decided to do things the way we did. They don't have the past 26 years experience, or even that
537
00:54:13,629 --> 00:54:20,539
first 16 years when we were still doing it paper wise, so they have nothing to refer it back to, but
538
00:54:20,540 --> 00:54:26,139
yet they're open to learning and stuff. So just please keep learning, keep asking questions. My
539
00:54:26,139 --> 00:54:33,100
door is always open. And then to our 12 grandkids and our one great grandchild on the
540
00:54:33,100 --> 00:54:40,059
way, a shout out to you. And then a shout out to Leonard. Um, he's my husband. He's the string to
541
00:54:40,060 --> 00:54:45,899
my kite. He has steady hands. He keeps me tethered. Uh, he's my gentle anchor in life.
542
00:54:46,379 --> 00:54:51,139
Fantastic final thoughts segment from you there. Laura just knocked this one out of the park. Thank
543
00:54:51,139 --> 00:54:56,138
you so much. We will definitely be knocking on your office door because we know it's open, so
544
00:54:56,139 --> 00:55:00,859
we'll get you back in here again sometime soon, okay? Yes. Anytime, Marcus. Thank you.
545
00:55:09,419 --> 00:55:15,099
Office manager Laura Holstein. What an awesome conversation that was. You get some real true
546
00:55:15,100 --> 00:55:21,819
insight into why it all works so well with that conversation and something else that I
547
00:55:21,860 --> 00:55:26,499
noticed about Laura that I want to bring up here. And I've noticed it about so many people that
548
00:55:26,500 --> 00:55:33,299
we've done employee spotlights on. Um, you can just tell that the dedication just bleeds through this
549
00:55:33,300 --> 00:55:38,699
person. They want everything to work out in the best possible way. They want all the drivers to
550
00:55:38,699 --> 00:55:44,540
get paid. They want everybody home safe. And when you ask them a simple one sentence question about
551
00:55:44,540 --> 00:55:50,619
their job and they give you a few minutes, that's when you know that this person is dedicated. They
552
00:55:50,620 --> 00:55:57,580
are on a level, uh, that it takes you being on that level to be able to perform the way that they
553
00:55:57,580 --> 00:56:03,859
do in the face of all of the chaos that is put in front of the office manager. You know, we didn't
554
00:56:03,860 --> 00:56:09,179
even talk about the fact that is is Laura the person that's got to go order a new box of pens?
555
00:56:09,179 --> 00:56:14,939
That's that's an office manager duty right there. There's a lot that we didn't cover that Laura is
556
00:56:14,939 --> 00:56:19,329
probably responsible for. Which just means that we're going to get the pleasure of bringing her
557
00:56:19,330 --> 00:56:25,809
back on here again later on in the life of this podcast, and learn even more about everything that
558
00:56:25,810 --> 00:56:32,329
she's got her hands in. Now, I think the biggest takeaway from today's conversation is this
559
00:56:32,649 --> 00:56:38,209
the details protect the drivers. That's really what all of this boils down to when you think
560
00:56:38,209 --> 00:56:43,648
about it. The details protect your pay the details protect the customer relationship, which is oh so
561
00:56:43,649 --> 00:56:50,329
important. The details protect the company. Also a pretty big priority. And the details help the
562
00:56:50,330 --> 00:56:55,289
office tell the real story of what happened out there. Which means you get paid for what really
563
00:56:55,290 --> 00:57:01,329
happened out there. Because as Laura explained today, not every unload is just normal or typical.
564
00:57:01,370 --> 00:57:08,369
Not every delay is visible on a trip sheet. Not every obstacle is obvious from the outside.
565
00:57:08,370 --> 00:57:14,599
And that's why Laura says, you. I want to feel like I'm sitting in the cab with you from her seat
566
00:57:14,600 --> 00:57:21,319
unless it shows on a trip sheet. It's really hard to tell. Uh, that there's lo sigh a long push. A
567
00:57:21,319 --> 00:57:27,279
plugged line, a broken valve, a customer restriction, or a highway shutdown. But all of
568
00:57:27,280 --> 00:57:32,559
those things matter. And they matter big, especially when it comes to our paychecks. They
569
00:57:32,560 --> 00:57:37,879
only matter, though, if someone knows about them. Otherwise, they're in the ether, right? So if
570
00:57:37,880 --> 00:57:43,439
there's one thing to take away again, it's probably this. Don't assume that people know what
571
00:57:43,439 --> 00:57:50,079
happened. Tell the story. Write it down. Communicate it clearly. Be Walter Cronkite.
572
00:57:50,120 --> 00:57:56,959
Zero spin, zero opinion. Just the facts. And from everything we heard today, if you do
573
00:57:56,960 --> 00:58:03,399
that, folks got people like Laura in place who genuinely want to get things right. And if they're
574
00:58:03,399 --> 00:58:08,960
not right, she wants to make them right and identify the problem and coach it up so that we
575
00:58:08,999 --> 00:58:15,149
don't deal with this problem a lot in the future. Huge thanks again to Laura Holstein for her time
576
00:58:15,149 --> 00:58:21,989
today to get an hour of her time when she has so much on her plate. Man, she talked about
577
00:58:21,989 --> 00:58:26,789
being blessed. I feel like I'm the one that's blessed today. Uh, to get to sit down and have such
578
00:58:26,830 --> 00:58:33,470
an insightful conversation with her. Uh, but that's going to wrap it up for us here on this episode
579
00:58:33,470 --> 00:58:38,989
of Always Pneumatic, Never Static. I want to remind you one more time. Our website is podcast.bulktransit.com
580
00:58:39,030 --> 00:58:44,668
TIf you're listening to these episodes and you're going, this podcast thing is really
581
00:58:44,669 --> 00:58:51,109
starting to pique my fancy. I want to get on there and talk to this Marcus guy. I would love to talk
582
00:58:51,109 --> 00:58:56,388
to you. Maybe you just have an idea for an episode. That's fine. I take driver emails and turn them
583
00:58:56,389 --> 00:59:01,669
into episodes all the time, but you got to go over to the website and get in touch with me. Or you
584
00:59:01,669 --> 00:59:07,389
can talk to one of the many drivers or the many office staff members out there that have my phone
585
00:59:07,389 --> 00:59:13,270
number and my email. I am happy for them to give it to you. They all know that you guys can get in
586
00:59:13,270 --> 00:59:18,709
touch with me and get on this podcast. Become a part of it. Have some fun with us in here. You know,
587
00:59:18,749 --> 00:59:22,829
a lot of these conversations, we do take them pretty seriously, but you'll notice that there's
588
00:59:22,830 --> 00:59:28,428
always a few laughs. We're always enjoying the time that we have with one another, and we want
589
00:59:28,429 --> 00:59:34,149
you to be a part of that here on Always pneumatic, never static. So go by the website, hit me right in
590
00:59:34,149 --> 00:59:39,429
the pocket and let's make some magic here on always pneumatic, never static. You guys be safe
591
00:59:39,430 --> 00:59:45,429
out there and we will see you again 5 a.m. next week, local time for a new hour of content right
592
00:59:45,429 --> 00:59:52,229
from us here at APN S. And that's all she blows for today's
593
00:59:52,230 --> 00:59:58,109
episode of Always Pneumatic, Never Static. Your number one and probably only Pneumatic Trucking
594
00:59:58,110 --> 01:00:04,069
podcast, brought to you by Bulk Transit. Thanks for rolling with us today. Till next time, stay safe,
595
01:00:04,110 --> 01:00:06,828
keep those lines clear and keep it pumping.