Kevin Tawil

So Chuck came with the company, he had led the company, and he was going to come in and partner with Brett and I as really a truck guy in terms of managing the business.

And he was all in.

And once his management team saw

that he was in, we were aligned, everything else fell into place.

It made all the other decisions easier.

And we knew how we were going to integrate these two companies.

It was going to happen day one.

So the day the deal closed, we had the org chart set out.

We brought in every manager one-on-one.

Brett and Chuck and I spoke to each of the individually.

You're in this slot, you're in this slot, you're in this slot.

A few people didn't have slots and those were tougher conversations, but we made them.

And so we got the org structure done day one and it took a couple of weeks, but we got alignment on the approach we were going to take.

Part of it was operational, which wasn't as important, but it was really a client management getting aligned to that.

And basically the big win was taking their client base online.

and converting it to our business model, and doing that sequentially, and that served to generate increasing amounts of EBITDA over the next few years.

It was a pretty seminal transaction for us.

Now, we would have loved to have been able to purchase a company for $200 million a few years earlier and gotten these synergies sooner, but...

It was a huge win for certainly the shareholders, company, and I think for customers and the carriers because we became a stronger partner to the carriers and we're able to offer more services over time.

That was our first large transaction since TA.