Mario Harik

So that's the framework that's effectively on that portion.

The second portion of it, though, goes back to the people.

So I spend a lot of time in the field.

I actually like to go to our docks, to our terminals, where I get to sit with our drivers and dock workers.

And usually I go there early in the morning and I sit in the break room and I sit with our drivers and I tell them, tell me what's going on in the business.

Tell me what's working well, what's not working well.

So there's a people component of it, of how you can keep on getting that feedback loop of how to do things in a more effective way and a more structured framework of how you can actually get to the best outcomes based on what I just mentioned.

It's truly remarkable.

So when you look at our, say, our workforce here in North America, we have about 23,000 people.

18,000 out of the 23,000 are either truck drivers or dock workers.

They are the folks who are the closest to the customer.

So each one of our city drivers or pickup and delivery drivers is interacting with half a dozen to a dozen customers per day.

And if you think about their feedback, you get real-time feedback on decisions we are making and how to make them better.

But to give you an example, it could be small things.

It could be things like the type of tires we're using, the type of parts we are putting in our trucks, what kind of trucks we are buying, and what makes a difference versus not.

to having issues at the local service center, all the way to our compensation programs, our benefit programs, how we compare to the peer group, how are we doing from a service perspective, what are some of the tweaks we can be doing in our processes and procedures to improve the business.

We get feedback on technology, the handhelds that they use, how we can make them better, how we can make them more efficient.

It's really remarkable.

What I typically do is actually have a notebook with me, and every time I hear all these ideas, I write them down.

And then when I get back to the office, we actually put them in an email that I sent to the top 100 people in the organization and say, these are the things that I learned from the people who matter most in our company.