Mario Harik

They are the ones who are actually moving the freight for the customer.

And that leads to better action plans.

And in some cases, we change the action plans that can impact the output metrics.

And in some cases, we actually change strategy or we add a lever to the strategy or we do things a bit differently there as well.

I'll give you a couple of examples.

The first one was around when we were on a very strong journey of improving our service product.

One of the first things that we did was change compensation plans.

So effectively, as opposed to compensation be driven only by growing, say, revenue and profits, to have a portion of the compensation plan to be driven by improving our service product to the customer.

And you can think of that as being the carrot.

By improving service, you as a, say, supervisor on the dock can effectively bring home more pay.

But when we talked to our drivers, a lot of it went back to accountability.

What they were telling us, well, you know, listen, I take care of the freight of the customer, but so on, so on.

The dock is actually, they're not taking care of the freight for the customer.

So then we built systems where we can actually track back our service performance to the person level.

And then we actually created coaching so that if you cause a damage as a person on our docs, then you can actually go into a specific training program and get coached to make sure that that doesn't happen in the future as an example.

Wait a second.

Every time we move a pallet across our network, you have people who are interacting with that.

By the way, you need a really good systemic platform.

You need a platform that is modern, that can actually get data directly from a handheld device a user can using into a system that you can then aggregate and take action on.

The way it works usually, if let's say I'm a dock worker and I see that a pallet is damaged,