Mario Harik

Very sad, obviously, for the company and for the folks involved.

But at the same time, as a less than truckload network, one of the most important forms of capacity to grow and service the customer is the terminal network that you have.

So how large are your buildings?

And some of these buildings, Shane, are a mile long dock, effectively.

So very, very large facilities.

And having enough capacity in key market is incredibly important.

And it's very hard to be able to permit and build a large trucking terminal.

So effectively, when Yellow went bankrupt, all of the real estate came up for sale.

And we had to figure out, well, how much we want to buy and in what markets we want to buy.

So in that particular case, and I was a new CEO going in there, the question is, one, how much do you buy?

And what markets do you buy them in?

How do you justify the return you're going to get on the capital that you are deploying?

One of the things I learned from Brad very early on, as a CEO, one of your most important part of the job is to make sure that you are allocating capital in a way that can create the most amount of shareholder value over time.

Now, when yellow went bankrupt, we started looking at, well, okay, if we look, what is the data telling us?

Based on different markets, where are we falling short on capacity?

Which market is growing that we have X amount of doors, X amount of physical space?

And if we look at the growth trajectory of that market, we're going to run out of capacity.

And we analyzed that in all the markets that we operate in.

And we knew that the larger the terminals we buy, the better it is because you can get higher efficiency in those markets if you have a much larger terminal, much more space than much less space.

So we effectively use data to identify all of these markets.