Blythe Brumleve:
0:05
Welcome into another episode of everything is logistics a podcast for the thinkers in freight. I am your host Blythe Brumleve. And I'm happy to welcome in Christina Ryan. She's the EVP of managed service over at Red with logistics. And we're gonna be talking about the software, eco sphere sort of landscape. I don't know if ecosphere is like being the right phrase to use for this conversation, but you get what I'm saying. So, Christina, welcome into the show.
Christina Ryan:
0:30
Thanks for having me. Glad to be here. Absolutely.
Blythe Brumleve:
0:33
So you know, I know that everybody kind of has a little bit of a story about how they got into logistics, but you're one of the rare few that like actually went to school for logistics, and then has stayed in this crazy industry. So So give us a hint of what first drew you in to the world of logistics and what keeps you here?
Christina Ryan:
0:52
Okay, so interesting question. I feel like my story is, maybe a tad like, I fell into it, not that it was a chosen path. But when I was in college, just like probably many people, I could not figure out what I wanted to do. And I changed my major four times within the matter of three years. So between engineering and then psychology, and then finance, finally got to my junior year and realized, I just got to pick something. And lo and behold, I kid you not that I went through the manual, and I looked at all the majors and I did all the math on like, what credits I had and what credits I needed. And the fastest way to graduate was supply chain. Nice. So that's how I picked my major. I don't advise that. But in the grand scheme of things, I ended up really liking it. So it has worked out well.
Blythe Brumleve:
1:49
No, I mean, yeah, I was reading through your LinkedIn profile. And what really stood out to me is that you're a process nerd, because I'm totally, you know, just a process junkie, I love finding out how folks, you know, just decide on how to revamp a process. And since you're in charge of of managed services, what does I guess sort of a day to day look like for you?
Christina Ryan:
2:12
Who big question, and honestly, the answer is, it depends. You know, I do love process, and I love getting into like the nerdy details on things. But unfortunately, my job has evolved and I don't get a lot of time to do that anymore. So, you know, my day can range from you know, sprout solving, problem solving for our clients, you know, unique challenges that come up, that they're trying to solve to helping our sales team look for opportunities to continue to grow our business. More recently, we've been getting really into Kaizen events and continuous improvement. So really taking a lens to how we can be more efficient, more effective. And then the really fun part that I to be honest, I don't get enough time to do is looking at ways we can be we can enhance our technology capabilities, enhance our service offering, really that strategy to kind of grow our portfolio of services for our clients. Well, that's
Blythe Brumleve:
3:11
a great segue into my next question. Because redwood, they've provided so many different products and services, and really a lot of them are SAS space. Now, can you kind of give us that high level overview of what some of those products do and how they function?
Christina Ryan:
3:26
Sure, yeah. So about I think we're coming up on maybe two years ago, we really kind of rebranded a lot of those products into a service that we call logistics provider as a service, or L pass. And that has really been the quintessential kind of summary of everything that we can provide, right. And it starts with having a logistics platform that allows our customers to connect to easily and efficiently and effectively and safely. And that's our Redwood Connect platform. So an integration platform between us our customers, but also us and our carriers, other SAS partners that we're leveraging for an end to end solution as well as TMS is so really starts there and then working with our customers to define what solutions that are trying to or what problems are trying to solve, we identify those solutions and services. So we have a broad range of different TMS is that we leverage we have WMS is and our whole distribution network. We have our brokerage we are we have reading API's, we have implementation. So that list continues to grow at ground ground, right, which is really good. And the whole point of that is so that we can be a service to our customers to solve many problems, not just one, right? So by leveraging different technology, let's call them SAS products, whether they are bolt ons to your supply chain or the main meat and potatoes of your supply chain like a TMS. We've integrated all of those into our middleware platform Redwood connect so that our customers have access to them. And depending on what problem they're trying to solve those integrations, those technologies are there and available to them. I think we're, we're, we're kind of defining that as like a logistics store, right? Like you can go to the store and I need a tracking software and I need a TMS. And maybe sometimes I need a managed services partner to execute for me, I need a laborer, augmentation, all those things are now available to you, once you connect with us, because I think
Blythe Brumleve:
5:29
it does, because I think that for what stood out to me when I when I was watching a lot of the redwood interviews to prep for this is you not only have the capabilities to provide those tools to users, but you have the ability to integrate with whatever tools that maybe shippers or your customers are already using, which I thought was interesting, because it feels like so much of supply chain is so siloed and isolated, that it's kind of a combo approach with redwood.
Christina Ryan:
5:55
Exactly and look at you know, the technology in the supply chain industry is always evolving. And so if you don't keep up with that, and we don't look at those new technology partners as truly partners to integrate with, then we're going to fall behind and not being able to offer those customers. So as new companies enter that market that are providing technology or SAS products that we can connect into our platform, we can really diversify not only the services that we have, but also, you know, expand the scope of solutions that we're providing our customers
Blythe Brumleve:
6:28
with a lot of the solutions that Redwood provides not a lot of them. But but some key aspects is that forecasting, and with, you know, I don't have to tell anybody in logistics over the last few years, it's just been a crazy pendulum swing from from one side to the other. So how do you use technology to forecast when the last I guess few years have just been so volatile?
Christina Ryan:
6:53
Well, that's a really tough question. Because if anybody is out there that actually forecasted to actual overlap, I would love to meet. Like, if you had a crystal ball that would be
Blythe Brumleve:
7:04
we'd all be rich, or at least a few of us that could
Christina Ryan:
7:07
I know, I know. But really, it comes down to data, right? And the more data that you have, and the more data that you can leverage, you can build data science and intelligence behind it. And our brokerage team has really been cornering the market on that within Redwood of leveraging not only their shipment data, but also market benchmark data building in these algorithms within the system to better understand, you know, what's happening in the freight market? How should freight be priced? Are there weather events that are creating surges in demand or surges in capacity? And how can we be better prepared to support our customers? Now, with that said, there's a ton of data out there and a lot of different sources. And even us internally, right, we've got multiple systems, multiple different business units within Redwood logistics. And so that data can become very cumbersome to leverage, you know, we're starting to explore more of that, how can we be more predictive with our data and leveraging it in a way that can be proactive to our customer base, but aggregating and then scrubbing, that data really becomes the like the task at hand, because you can have all the data in the world. But if it it is all jumbled and hard to aggregate in a way that can easily tell you what's happening. Here's the trends over time. Here's the KPIs that either you're hitting or you're missing, then what what purpose is that data serving, right, it becomes more of like an extra expense than it does become a potential revenue generation. So the data science in the aggregation has really been a big topic for us over the last couple of years. And look, I wouldn't say we're perfect, we definitely have opportunities to continue to do more. But how we are growing that is then you know, enabling that data and the dashboarding and the visibility for our customers on the back end. I would love for us to get to a point where we can use predictive analytics and more of like that artificial intelligence at AI to tell us what we should go out and look for or what exceptions are about to happen in our operational processes. We're not quite there yet though.
Blythe Brumleve:
9:18
This episode is brought to you by SBI. Logistics the premier freight agent and logistics network in North America. Are you currently building your freight brokerage is book a business and feel that your capabilities are being limited due to lack of support and access to adequate technology? At SPI logistics we have the technology, the systems and the back office support to help you succeed. If you're looking to take control of your financial future and build your own business with the backing of one of the most successful logistics firms in North America, visit SPI three pl.com to learn more. So when you are so a big part of this is getting the shippers and getting the these partners to actually share their proprietary data, how do you I guess, convince them that this is the right move to make? Like where, you know, privacy concerns all that? How do you I guess ease some of those initial concerns to break these companies out of their, their different silos?
Christina Ryan:
10:17
Sure. So really, the we can make the most effective decision when we have access to the best data, right? If the data is, excuse me, if the data is incomplete and missing information, those decisions becomes so much more difficult to make. And when you want to take your supply chain, from basic to intermediate to advanced, you really start to need to think about what are the data components that you have in that basic? Is it just order level information or shipment level information origin destination? Or does it go down to the SKU level detail and package size and, you know, quantities and dimensions, and think about the breadth of all that data in your shipment? Your shipment history, right? As you go from basic to intermediate, you need to expand that scope. Because there's a lot more creative things you can do like optimizing your freight, and ways that make your supply chain more efficient with the the more data that you have. Right? And so I think from a customer perspective, yes, sharing data can be very risky or scary sometimes if they're unprepared to do so. But at the end of the day, we have to ask ourselves, what question one question, what value are we here to provide? Are we just executing a service from point A to point B? Are we here to provide value to your supply chain in ways outside of execution? And I think that's the big component that Redwood is really trying to play in. And I think that's the biggest area where we drive the most value for our customers is not just executing a load from Chicago to Atlanta, right? It's being able to understand all of the shipment data, understand the components that make that up, your skews your demand your customers buying habits, and then being able to analyze that data in a more productive fashion thinking outside the box. So maybe I shouldn't be located in Chicago, maybe I should be located in St. Louis, or Georgia for that matter, right? And how do I get closer to demand or closer to manufacturing? Those are the analyses that we really can, you know, tick up for a customer and provide a lot more value, especially for smaller shippers that maybe don't have engineering teams and network tools that allow them to visualize their supply chain. That's where we can really take things to the next level.
Blythe Brumleve:
12:37
So when you're i This might sound like a dumb question, but for like I say, I'm a shipper. What kind of data would I need to just because I would think that I would have these big problems. And I would say just take it just take the data, I don't care as long as you solve my problems. But what kind of data? Am I is it an API connection? Or am I you know, exporting Google Sheets? Or what does that I guess data process look like of me as a shipper sharing it with redwood?
Christina Ryan:
13:05
Yeah? And the answer is it can come in all different forms. I mean, I've had a customer ship us actual boxes of paperwork. But ideally, we would want an integration with a customer, you know, if it's just more of a hey, what can you do for me, and we're kind of in that like, solution design phase, typically work state exchanging data via Excel or CSV file that we can import into our systems for analysis. That makes sense. You know, once you're defining that solution, and you're setting everything up for the customer, we absolutely want integrations right. The last thing I want anybody to do is manually keying information into our system where we could potentially create errors that then impact our decisions or impact our solutions for our customers. So typically, that integration is going to be with a customer, you know, and this is where that Redwood Connect tool makes it super easy. Do we do an API do we do a you know, just a flat XML file that's coming over from our customers and the data behind that is typically going to be like a order or a shipment level. So here's all my sales orders and the skews that I that I have on those along with quantity and weight and hopefully dimensions if they haven't, you know some folks that have more of that like less than truckload type of freight, the LTL or the parcel, you really need to get down into the dimension based data of a shipment so that we can optimize it because we know LTL is not the most efficient mode to ship from point A to point B, right? You should be in a truckload hopefully maybe sometimes intermodal. And in order to get there, that dimension of that shipment, you know, are you taking up one pallet space or you're taking up five pallet spaces, right? How can we optimize that to really aggregate your shipments and create solutions that minimize your costs within your supply chain
Blythe Brumleve:
14:55
and so once I'm you know, I've given handed over my dad I got the connections all set up and as a shipper, what does my I guess ideal day to day look like with using like a redwood connect or or El Paso? How does that function into my workday?
Christina Ryan:
15:13
Yeah, so great question. And I think it really depends on how you're integrating. So let's talk about maybe a customer that wants to do it themselves. They're not quite ready to outsource anything, right? So in that instance, you're leveraging maybe Redwood connect, maybe you're leveraging a TMS that we provide as well, you still want to execute in your own system or in the TMS that we're providing. So in that instance, the day to day interaction with breadwinner, once we've implemented and set everything up is typically little or very small amount because your your technology should work day in and day out, without issues without bugs. And your integration should work day in and day out without issues. So you're kind of executing yourself in the system, leveraging the Redbook technology and SAS products. Now I'll take that a step further, let's say you want labor augmentation and you're looking to outsource some of your operational functions for transportation planning, or customer service. Now, in that type of environment, you know, the interaction could vary a little bit right? And depends on what kind of decisions you want Redwood making on your behalf? If we are executing transportation planning, we typically have a good SOP from a customer on what are the requirements you want us to plan to? How do you want us to act? What are things you want us to do an order of a decision tree XYZ, XYZ, for example, so that we can be as efficient as possible and taking that work off your plate, right? Sometimes, though, there's going to be problems we can't solve by ourselves. While we are trying to act in the best interests of the customer, we sometimes need their feedback. So occasionally, you'll see us having some interaction with our customers on a daily basis to resolve exceptions. You know, where should I route this freight it was returned, we need to know where to send it to so the carrier can get on its way stuff like that.
Blythe Brumleve:
17:00
This might also sound like another dumb question, but I'm just gonna say it. So are these solutions. It sounds like these solutions are really good for a variety of roles within logistics, not just from the shipper perspective, but maybe other brokerages or other brokers themselves freight agents, I don't know that kind of thing. Is that a safe assumption? Or is it really just you know, that this is the redwoods IP, and we use our, you know, ecosystem in order to help benefit the customers?
Christina Ryan:
17:26
Yeah, no. So that's an interesting question, because I think our history has always been with shippers, that's where we started, right. But the ecosystem itself is designed for anything, we actually recently signed on a new carrier and broker to our arrangement. So like we're trying to grow that, that ecosystem so that it's a plug and play for any any type of entity, whether you are a shipper, your carrier, your broker, your forwarder, the more the merrier. And for us, it's not about competition, although some kind of view it that way. Right? You're partnering with a another company that also maybe is a three PL and how does that work? At the end of the day, we do have a separation of church and state on that stuff, so that we're not sharing customer information across the board. We keep it very secure in that manner. But the platform is good for a variety of different companies, especially in the logistics space. And that's where we want to play.
Blythe Brumleve:
18:18
And so with all of these, you know, I guess sort of the the ecosystem that you're developing, you're trying to, I guess control what you can control. I mean, of course, like weather delays, you know, driver drop offs, like things like that that happen. But then what about the things that are just so I guess, like these big global impacts, you know, war with Ukraine, you know, COVID, lock downs, things like that, how does software play a role in helping to navigate those bigger issues too?
Christina Ryan:
18:46
So great question. And it definitely has become more prevalent over the last couple years, I think, you know, prior to the pandemic, I felt as though and this again, kind of maybe my perception, right, I feel like shippers, and even even through PRs, like ourselves, you know, we viewed technology as like a, it's, there's a need to have a nice to have, and a lot of that visibility software is more of a nice to have versus a need to have. And over the last two to three years, that's really flipped on itself, right? And you've got more and more customers, and even ourselves included, saying no, we need to have certain technology that provides visibility, that can really help us understand what's happening in the marketplace today. And it's not maybe tracking software is a huge component of that, with recent developments that we've seen out in the tech space on getting ocean containers. Where's it at? Right everybody that had any sort of import business over the last few years knows the pain of finding an ocean container and just waiting waiting for it while it sat on the water to get unloaded and LA and Long Beach. And so that brought a huge need. And I think that that that need created a lot of momentum in that tech space and make a platform for people that they could leverage. We've integrated that into our Our platform, I think that there's going to be future opportunities to maybe that just aren't quite defined yet, because the problem hasn't exploded enough to create that demand that we need. But that's the beauty of the supply chain technology space, like it's always evolving. And I think that there's going to be, you know, these new companies that come into the market at some point with different opportunities for us to view things a little bit differently, and integrate that into your systems to gain the value the visibility, or, you know, the solve the problem that you have at hand.
Blythe Brumleve:
20:35
And that's a great segue into my next question, which is around, you know, sort of the automation and AI debates that are going on in this space. But what are some of I'm a big believer in automation, where it makes sense AI where it makes sense for your business. What are some of the promising areas that you're seeing with automation? And AI taking a hold in freight?
Christina Ryan:
20:55
Um, good question. So, you know, I've, I've got a little bit of a passion for some of the AI that we're looking at around traffic delays, and weather delays and impacts to transportation. Actually, I just met with my team on this, this past week. And what we're trying to do is really capture more of that proactive problem solving, right? So think about the summertime, you know, typically a week in advance before the hurricane is going to hit somewhere, right? So how can we leverage that information, knowing that it's going to change day over day until the hurricane actually, you know, comes ashore, but using that to either manage the exceptions proactively going to our customer and say, Hey, this is about to happen. You have, you know, these 100 orders shipping to this area that is about to get a hurricane, do you how do you want us to proceed? Should we expedite I'm getting there sooner? Should we hold back and not ship until afterwards? I think that's where you can take some of that predictive AI tools create more of a risk relative to what the customer is shipping towards, and be proactive on their behalf. Because for us, like, what value are we providing that shipper that hurricane is going to hit, the shipment is gonna get stuck. And if we don't proactively add value in that situation, you know, we're no better than our competitors. Right.
Blythe Brumleve:
22:21
And I think that that to that, that's a great insight into how like artificial intelligence can actually be used in this space. And then I imagine from that, from that point, that's where a lot of the predetermined automations that you have set up within your different systems and software that that will really put, you know, sort of a lot of teams into overdrive and into you know, they don't have to worry about data entry and that being wrong or, you know, a lot of unnecessary phone calls or just, you know, things that could be automated instead, that they can just focus on the job that are the task that is at hand. Is that is that a safe assumption?
Christina Ryan:
22:57
Yeah, I think that's a good assumption. But I think one important part of that, just to add is like if if we can take a situation that became become predictive based off the data, and we can use the artificial intelligence to identify the opportunity the customer, they can then control the costs, right? With events like that, that are disruptive, whether it's a snowstorm or hurricane, you're typically at the mercy of the market. So what happens to demand what happens to capacity and influx is your it influences your rate and transportation, if I have the ability to see that coming, and I can make a decision to avoid it, or I can make a decision to do something faster to avoid it. That's a huge win. And then once I make my decision, I can leverage the automation tools that we have in house through our software programs to act accordingly. Right.
Blythe Brumleve:
23:42
Yeah, I think that makes a ton of sense, because I was stuck in the Dallas snow storm that happened to you know, a few weeks ago, and I was trying to find a way to wrap myself around this disaster. So I could imagine that, you know, having a couple more days notice would have been hugely beneficial, just for me personally. So if you're adding that additional component for folks who have their trucks scattered all over the country, then it could probably better position them in a way that you know, is more beneficial to their end customers, and also their business and income streams. And so, have you had a chance to play around with like, chat GPT or anything like that.
Christina Ryan:
24:22
We actually just had a little bit of a conversation on that this morning. No, I have not I'm very eager to see what we can do with it.
Blythe Brumleve:
24:28
I wondering I've added a few free questions and it's okay in that regard. But I've been wondering that the use cases I can see right now or like sales teams, using it to build the you know, their cold outreach or something like that. But I was curious if you know anybody within the freight space as has started using that, so if you're listening and you have played around with that, I would love to hear from you. Because I love those different examples.
Christina Ryan:
24:52
We I think there's a couple of very basic scenarios we can leverage it with. My fear, though with a customer specifically Is do you lose that human element? And you know, we very much at Redwood, right, we're tech enabled company, but we're human lead, right? So how do you ensure that you have an interaction with somebody that is a human, you know, kind of approach, if you will, even if it may be automated on the back end with AI or some other tool, right?
Blythe Brumleve:
25:25
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Christina Ryan:
27:02
No, not yet. And fortunately, for us, you know, we've been exploring and leveraging RPA within our business for the probably the last year or two. And the team has welcomed it with open arms, because we've really started attacking that with what are basic administrative functions that you're tired of doing every day? Let's use RPA for that, and let's start building a base to automate some of the stuff that becomes monotonous. The stuff that is not as exciting to work on every single day. So no, we have not had to address that. Great. I think everybody's pretty on board with getting the paperwork off their desk. Yeah,
Blythe Brumleve:
27:37
for sure. And I imagine that that's maybe a role that would fully embrace it. But it was interest, I was listening to six river systems, which is like a robotics company for warehouse workers. And they include a key piece in their training on developing that psychological relationship between the robot and the warehouse worker. And I thought that that was super interesting, because the warehouse worker naturally is looking at that robot, like it's going to take their job, when it's like, no, it's going to help you do your job much more quickly. So you don't have to lift all of these heavy things and work around the warehouse, I thought was really interesting. And so as we kind of, you know, sort of round out this discussion, you know, when this episode is going to air, it's going to be Women's History Month. And so I was curious, you know, for being a woman in the space. Do you have any, I guess, sort of, I guess the thought process around or the theory around like women growing within logistics, and how do we make more roles for them from an entry level to executive level? We've seen some improvement in the space. But I'm curious as to what your perception on it on how do we get more women to work within the logistics industry?
Christina Ryan:
28:45
Yeah, great question. So I'm always I've been a proponent of the women and logistics. I mean, when I first started, I think the team I was on there. I'm the only woman that has changed dramatically. We're definitely not in that same place anymore. And it's exciting to see more younger women join the supply chain industry. Look, I, you know, how do we make it happen? Honestly, I don't know that I have the secret answer to that. But I do think that we've, we've come a long way with the, you know, the nonprofit organizations and not necessarily the networking, but it's like the group kind of events that have been organized over the last couple of years. A lot of people are doing women and logistics. I think it's a great component of that. But what also would be great as the professional development, right, not everybody has a time to go back to school or to spend their evenings learning how to professionally develop certain areas. Right? We have got kids, we've got pets, we've got significant others and sometimes we're on the road traveling right. But I think that there's these organizations that are really helpful in creating content, and whether it's webinars or in person events that you can attend that help kind of broaden your skill set. In the area, maybe you're not big into inventory and SOP planning. And so there, there's ways for you to network with folks via those mediums and those organizations, and expand your network of women and logistics, which is always a good thing. So I'm a big fan of that. And then I would also say, you know, we only get better when we give back. So the more we can partner with universities and colleges across the country to really develop those future women in logistics, huge fan there, too.
Blythe Brumleve:
30:30
Yeah, absolutely. I think high school and colleges are really the missed opportunity for for a lot of just the different segments within logistics of just letting women know like how fascinating this industry really is. And, and it's not just a you know, that I you know, the big trucks that you see on the highway, it's much more intricate than that, and, and with your role at Redwood, you you've been there for about what I think eight years now is what I was reading on on LinkedIn and and sort of the cultural world that we live in where folks are, are switching jobs, you know, every one, maybe two years. What personally has kept you at Redwood for that length of time?
Christina Ryan:
31:11
Great question. You know, when I started eight years ago, our team, I think, not Redwood as a whole, but the team that I was working on was roughly about 20 employees. So it was super small, and we were growing like crazy. And it gave me the opportunity to really be more creative. And previous roles. I felt like I was kind of stifled with, here's the process, you have to follow the process the whole way, don't step outside the process. But at Redwood, you know, I think we've got a great leadership team. But we also give people the opportunity to bring up ideas, whether it's continuous improvement or other solutions that can help better the company. And I think that ideation fostering that, that creativity from people is huge. It's, it's untapped. And I love the fact that we can tint can continue to do that with our team. And we encourage it moving forward. I mean, we're never going to be better unless we realize that everybody at the table has, has an opinion has an idea. And if we can come together and listen and understand those ideas, and it makes us better. That's the great thing.
Blythe Brumleve:
32:21
Thank ya. Well said. So with all that being said, what do what's coming in the pipeline down the road for Redwood, and this year in the coming years? what can folks expect?
Christina Ryan:
32:33
Um, tough one.
Blythe Brumleve:
32:36
Anything you can publicly release, I guess?
Christina Ryan:
32:39
Yeah, um, you know, we're definitely still very active in the m&a market. And hopefully there'll be a couple of those this year. Obviously, that's dependent on a lot of things. But look, I think at the end of the day, we've got a great company, we're growing, we're expanding, we want to continue to grow and expand. We also want to continue to look at, you know, additional technology capabilities that we don't have today. We want to look at additional functionality or services that we don't have today. You know, a couple years ago, we expanded In we expanded in that parcel market. So we're still kind of getting our feet wet there. We're looking to grow that. I think what might be next for us is other modes of transportation and or doubling down more on our SAS partnerships, because I think that ecosystem really has some, some legs underneath it.
Blythe Brumleve:
33:24
Yeah. 100%. All right. Well, where can folks I guess, follow more of your work, you know, see what's coming down the pipeline for Redwood, all that good stuff.
Christina Ryan:
33:32
Yeah, so you're happy to follow me on LinkedIn. Otherwise, our Redwood logistics.com website has all of our updates, and you can subscribe to our newsletter to get any of our latest hits.
Blythe Brumleve:
33:44
That's awesome. And I will link to it in the show notes just to make it easy for folks. But Christina, thank you so much for your time. This was a great discussion, especially around the AI in the chat GPT stuff. I find that stuff fascinating.
Christina Ryan:
33:56
Awesome. Well, thank you so much for having me. I appreciate it.
Blythe Brumleve:
33:58
Absolutely anytime. I hope you enjoy this episode of everything is logistics, a podcast for the thinkers in free telling the stories behind how your favorite stuff and people get from point A to B. If you liked this episode, do me a favor and sign up for our newsletter. I know what you're probably thinking, oh God, another newsletter. But it's the easiest way to stay updated when new episodes are released. Plus, we drop a lot of gems in that email to help the one person marketing team and folks like yourself who are probably wearing a lot of hats at work in order to help you navigate this digital world a little bit easier. You could find that email signup link along with our socials in past episodes. Over at everything is logistics.com And until next time, I'm Blythe and go Jags
