Brad Jacobs

And then XPO, I started in 2011 and it was a similar business plan.

It was a business to consolidate an industry that was still fragmented.

And that's what I did.

I looked at over 2000 acquisition opportunities and I bought 18 companies.

And we tightly integrated those 18 companies.

And if you look at those companies that we bought, before we bought them, they were doing roughly about a billion dollars in EBITDA collectively, pro forma.

You look at them today, they're doing something like two and a half billion dollars EBITDA.

So we and my management teams that succeeded me have improved those businesses, have made those businesses more profitable.

And that's the other component.

You can't just buy stuff.

You have to buy stuff and then integrate them and optimize them.

And that's a very important part of the value creation opportunity.

That's what I learned at XP Logistics is to, I just honed the skills and just built on the skills that we had done in the previous company.

What, having listened to this, would still surprise people about you?

I was talking to one of my investors the other day and he said he's learned more about me in the last three months because I've been on interviews and different forums.

I've been opening up a little bit about my personal life.

I've usually kept my personal life and my approach just out of it and just tried to just institutionalize myself and just be a corporate CEO and just do a real good job and deliver the numbers and get results and people will appreciate that and do it.

So I've been interviewed a bunch of times the last few months and I've taken questions like the good questions you've been asking me and I've been answering them.

Over the last year, I've looked at over 500 opportunities, mostly M&A opportunities, industries that we could consolidate, businesses we could do a lot of acquisitions in.

And I've rejected the vast majority of them.