Brad Jacobs

And our original plan was, okay, let's buy this company and let's keep buying more companies in those three sectors, particularly the truck brokerage, but let's also add Intermodal.

So we thought Intermodal would go together.

And a few years later, we bought Pacer, which was a big Intermodal company.

And that was the original vision.

Over the course of time, we had opportunities presented to us to buy New Breed Logistics, which is, in my opinion, the best-run warehouse contract logistics company that's ever been around, that Louis DeJoy was selling at the time.

And I remember Eli Gross, who's now head of investment banking at Morgan Stanley, then he was running transportation, calling me up on a Sunday and saying,

I got an interesting deal down in North Carolina.

It's a little bit different, here in the sense that it wasn't in the original strategy.

It was a pivot.

And he said, it's a little bit off what your original strategy was, but I think it fits.

It fits real well.

And I said, what is it?

He said, it's contract logistics.

And I said, okay, what's contract logistics?

I didn't know what that meant.

That's a part of the world I never really explored.

And so I got some fast education and tutorials about the warehousing business, supply chain management, contract logistics.

I looked at who the customers were.

I saw opportunities to do things with those customers in the original four things we were looking at and made perfect sense.

So that was an example of, yeah, we had a strategy.