Brad Jacobs

So we pivoted and we said, you know what, let's get into asset-based LTL.

It was a big pivot because we had been previously doing non-asset businesses, although Intermodal was quasi-asset because you lease the trailers, the containers.

So that ended up becoming a fantastic deal.

Had I turned that down, had I been rigid in my thinking on that, had I just stuck to the original initial strategy and said, you know what, no, that's a little off the beaten path, we would not have created billions of dollars of value because we bought that company for $3 billion today.

We're not selling it, but if we were to sell it, it would be many times that.

The perfect business, which doesn't exist, by the way.

But if I had the perfect business, here's what it would look like, Patrick.

Number one, it would be highly respected in the industry by its competitors.

It would be very highly valued by the customers.

The customers would say, I'm willing to pay more to do business with this company because their service is so great.

And their people are so great.

And their technology is so great.

Everything about them meets my needs.

It delights me as a customer.

It's a business that has lots of organic growth.

Just grows by itself in terms of price, in terms of volume.

Some industries, you're not gonna be able to raise price because it's too competitive.

Some industries, you're not gonna be able to grow volume because there's just so much market out there.

Maybe it's a declining market.

It's not even a growing market.