Speaker 1: Hello and welcome to the Bootstrapper's Guide to
Logistics, the podcast highlighting founders doing it
the way that doesn't get a lot of attention.
We're here to change that by sharing their stories and
inspiring others to take the leap.
Speaker 2: It's a roller coaster ride that you might ultimately
fail.
Speaker 1: That's when I kind of knew I was on to something.
Speaker 2: It was very hard.
It truly is building a legacy.
The more life you live, the more wisdom you have.
Speaker 1: Because we are where we're supposed to be kind of
answering the call.
Don't shoulder entrepreneurship on your own.
I'm your host, nate Schutz.
Let's build something together from the ground up.
Hello everybody, and welcome back to the show.
We are deep into summer 2025.
We have shared, I think, close to 20 founder stories so far
this year well over 100 now since the beginning of the show,
which still blows my mind when I stop finding interesting
people to talk to and people that have interesting stories,
and I don't think we're going to run out of those anytime soon.
This week we've got Matt Hertz, who's the CEO and founder of
Third Person.
Matt has a how can I say?
Maybe one of the most diverse backgrounds of somebody in
logistics.
He has worked in cable TV, he's worked on hedge fund stuff.
Per his resume, he has been on the brand side multiple times,
he's an advisor to startups and he also has his own startup.
So with that somewhat lengthy intro, matt, there's parts of
your story I definitely want to dig into more than others.
But my first question right off the bat is how did, how have
you managed to spread such a wide net in your career of
interests?
Speaker 2: Yeah, they, nate.
I you know when you said that I had experience in cable TV, I
was like really, is that right?
Where do you see that?
And then you know I had to jog my memory and I did have an
internship at CNBC in gosh, maybe 2007, 2008, maybe 0 know,
I was never good at school.
I became good at school when I had to, but you know I wasn't
the class clown but school was just really not for me, despite
graduating from a good college.
But the point is I sort of had to pursue opportunities that you
know came to me right or that were directly of interest to me.
And you know I joined CNBC.
As I mentioned, I actually interned for Jim Cramer for
those who are familiar with his show Mad Money because I was
interested in the markets and finance and writing.
I was the editor of our business school newspaper.
So yeah, it's been a fun journey and hedge funds taught
me a lot about that.
Good things can go to zero real fast and there's applications
of that to modern day business and startups and e-commerce.
So it's been a fun journey and excited to dig into some of it
with you today, nate.
Speaker 1: Matt, I want to go right to your statement about
not being good in school.
Matt, I want to go right to your question then about not
being, or your statement about not being good in school.
You strike me as somebody who has intentional interests and a
somewhat contrarian take on things.
Was school not interesting to you, like you could do it, but
you just didn't, it didn't capture your interest, or was it
you were just rebellious or what?
Because you're clearly successful, you've got a bunch
of things working in your favor, but maybe the school structure
and system wasn't for you.
Speaker 2: Yeah, yeah, I think it was that I was certainly not
rebellious, at least I was good at hiding any rebellion from my
parents.
But no, my teachers always loved me, right.
I was, like you know, the the kid that the teachers love, but
couldn't understand why I wasn't studious, right, like you know,
when I went home I just wasn't doing my homework and didn't
care to do my homework.
But it was really good at math, you know I'm, you know I'm
really good at mental math to you know, to this day.
So, you know, I was always you know what's that expression Like
, you know, very, very street smart, not book smart.
And you know, as a result of that, I sort of had this
epiphany, you know, I guess, sometime during high school and
I said, like you know, I'm not going to be that 4.0 GPA, you
know, get the scholarships and all that.
So I sort of have to figure out my own journey.
Like I knew where I wanted to be.
I knew I wanted to get that good job out of college and be
successful in my career, but I knew it wouldn't be.
I didn't believe it would happen through, you know,
academic achievement.
It would have to be through, like, figuring out how to get
there on a somewhat non-linear path or a non sort of structured
path.
So throughout the different internships that I had during
college and, frankly, even in high school when I started my
internship for a New York, you know everything sort of built on
itself.
And you know I've always been really good at networking and
connecting with folks like yourself and that's always been
a superpower for me.
So it's been, you know I've been, I've been, I've been
fortunate in the journey that I've.
You know I've been fortunate in the journey that I've.
You know that I see myself on today.
Speaker 1: I also know when you were in high school that you had
a business in the early days of the Internet and you were
buying and selling baseball cards.
Unpack that for me because I remember I'm about five or six
years older than you, so I remember those really early days
of the internet and when people were terrified to buy something
on the internet because they thought their credit card was
going to get ripped off.
And yet you at age 14 or 15 were you already had a six
figure business going.
Speaker 2: You already had a six-figure business going.
I did.
Yeah, you know it's funny, nate , and I appreciate you pointing
that out on my LinkedIn.
I believe you know I haven't put together a resume in many
years, gladly.
But you know, when I was applying for jobs, you know, a
little while back before starting my own business, the
line on my resume that always provoked the most questions or
intrigue was this you know, very small line at the bottom that
referenced my 1999 to 2004 sports card and card with a D,
not car, but sports card and collectible business.
And I think I say on LinkedIn that I survived the first
dot-com crash, which is sort of tug of cheek, but it's true.
And to your point, nate, yeah, I started in Canada, where I was
born and raised.
Ebay wasn't even in Canada back in 99.
Or if it was, it was like no one knew it because I wasn't
selling on eBay.
I was actually selling on Yahoo , had an auction site, yahoo
Auctions in Canada.
This was also before online payments like PayPal or Venmo or
Zeller, you know, cash app, you know none of those were around,
right.
So you know I was buying and selling on Yahoo Auctions,
literally paying, you know, sending cash in the mail or
money orders, you know, Western Union money orders, personal
checks, cash Union money orders, personal checks, cashier, like
all that stuff, right, literally meeting people in person at you
know the mall to like transact and yeah, it was fairly scrappy
but I mean gosh, it taught me a lot about e-commerce and you
know sort of you know buying and selling and transacting, right
Like making money.
And yes, I, you know, when I went home a few years ago, I
still have these like carbon paper stacks of every
transaction I made, you know I would keep a copy and then send
the, you know, send a copy in the bubble mailer with the card
that I sold.
And you know, I started adding up you know a few of the stacks
because I was bored one afternoon and, yeah, it was, it
was, it was a healthy six figure business, you know, 25 years
ago, as a, you know, teenager, a 13 or 14 year old.
So, yeah, you know, I'm sure there were lessons back then
that I still, you know, can, can still apply to you know running
a business today, 25 years later.
Speaker 1: Was there a baseball card or a piece of memorabilia
that got away that you still remember?
Speaker 2: You know, the worst part about being a millennial,
being a kid of the 80s in the sports card industry is that it
was known as the junk wax era of cards, and what that means was
that it was just.
There was so much overproduction in sports cards
back then, so none of them are worth anything, or there's very
few that are actually worth something.
Obviously, the Michael Jordan rookie card, you know the Wayne
Gretzky rookie card kind of the best of the best.
But, man, I wish I was born in the fifties and was collecting
Mickey Mantle cards, and it was.
I still have literally tens of thousands of cards back in my
childhood home which my parents every day are trying to get me
to get out of their house, pick it up and ship it.
So, um man, I wish it was, you know, mantles and and, uh, uh
and actually valuable stuff.
But yeah, no, it was just a ton of fun and you know, as I said,
it taught me a lot about buying and selling, kind of the early
days of e-commerce.
Speaker 1: And it was also something that you had a
personal interest in.
It sounds like.
I mean, I remember we had a baseball card shop four or five
blocks from my house and they had the cards behind glass and
then you had all the packs that you could buy and there was a
wade boggs card that I didn't really like wade boggs, but for
some reason this card just spoke to me every time I walked in
and I never quite was able to have the self-control to save up
and buy the card.
I would always get 75 cents and I would go, you know, buy a
pack and then the next week I'd spend, get 75 cents and I would
go buy a pack and then the next week I'd spend another 75 cents,
and so I never saved the I think it was $12, if memory
serves and so the Wade Boggs card got away.
But there's a nostalgic part of that and a personal interest
that also, I'm sure, fueled some of the business interest part
of it.
And just figuring out, can I actually make money hustling and
, you know, being scrappy with this?
That is the fertile ground for an entrepreneur later in life,
like a full-blown entrepreneur later in life.
But you didn't go that route.
You went career-wise for quite a while and you had experiences
on the brand side, on the advisory side, before ever
deciding to do your own thing.
All in thing, all in, can we unpack a little bit of the e-com
and the brand side of your background too?
Because I think there's a connection for a lot of our
founder listeners in today's world of how to leverage your
insights being on the brand side and working on the brand side?
That could really help some of our listeners.
Speaker 2: Yeah, absolutely Nate .
So, if we fast forward a little bit, I know I sort of alluded
to this earlier, but I went to college in Montreal in Canada,
moved to New York after college, spent a couple of years at a
hedge fund and then, in 2009, I joined what became the first
startup.
I was a part of a company that many of your listeners are
probably familiar with, rent the Runway, a women's dress rental
business.
It's now a public company and, yeah, joined them two weeks into
that business.
So I was employee I believe five, you know, five or six, you
know an early employee, their first ops hire.
I had, no, I mean, besides my sports car business doing some
fulfillment, I never had any like professional at scale
operations experience.
I think I got a C in my operations management course in
college.
Um, uh, don't tell anyone that Um, but uh, uh, yeah.
So I, you know, joined Rent the Runway, um, running their
warehouse operations.
Um, you know, couldn't even spell FedEx at the time, right
Like it was.
It was all very new to me, but, um, you know, I, I, I was able
to sort of figure it out and you know, uh, being fungible was,
continues to be, a skillset that I, you know really pride myself
in Um and brand experience, and then you know parlaying that
into.
You know the experiences that I have today or the.
You know whether it's my own business or you know some of the
advisory work I do, some of the investing that I do in in, you
know, startups.
It's all been made better because I've been able to bring
these different cohorts together with the experiences that I've
had.
So I spent a couple of years at Rent the Runway and then joined
Birchbox, also on the brand side as their first full-time
employee, naturally, their first ops hire as well.
We were a little bit older when I joined.
We were two months into the business, not two weeks into the
business.
Way less risky that way.
Oh, absolutely, yeah, yeah, I was able to curtail much of the
risks there.
Um, we're laughing, Um, but uh, yeah, we were.
We were, uh, shipping about 500 monthly orders uh when I, when
I joined the business so still very, very small and when I left
four years later, in 2014, we were shipping about a million
orders a month and we were operating in five countries
globally.
So it became a really large supply chain, a really large
operation, and I was fortunate to have responsibilities in
managing that global supply chain a really large operation
and I was fortunate to have responsibilities of managing
that global supply chain.
Speaker 1: So then you go through the experience of ops
being a brand, and then let's now fast forward to what you're
actually building today, which is a service for those brands,
but you're the service provider now, so tell us about third
person.
Speaker 2: Sure, yeah.
So you know kind of some of the origin there Nate is.
You know, after spending a few years in San Francisco at a
logistics startup called Ship, in 2017, I started a consulting
business called Second Marathon, which was effectively a
fractional supply chain or operations consultancy.
So helping you know emerging and high growth brands you know,
mostly e-commerce brands really solve or avoid a lot of the
same pitfalls that I faced when I was in-house as an operator.
So that was anything from helping brands negotiate their
shipping rates, helping them find a new fulfillment partner,
a 3PL, helping them refine their own warehouse, packaging,
procurement, all that good stuff .
And then in 2020-ish, when COVID came around, our business
was fortunately well-positioned, kind of being at the crossroads
of e-commerce and logistics two good kind of markets there and
what we saw was that the number one service the brands were
coming to us seeking support with was helping them find a new
3PL.
So you know, long story short, we decided to kind of sunset a
lot of the fractional work that we were doing you know,
fractional operations work and really kind of dialing in into
this one service in particular, essentially leading 3PL RFPs or
searches.
So, uh, did that um successfully for a few years and
then again had this epiphany and said, well, this is just
kind of a boring old consulting business, right, not very
scalable.
Fun.
It can be, you know, financially lucrative Um, you
get what you put into it.
But, um, I want to to like help many more brands, right, like
the challenge of consulting businesses for those of us on,
you know, listening to this, who are doing that today or have
done that, you know, you know that you know you sort of cap
out on the number of brands or clients you can take on in a
given month or year.
So, in March of 2024, a little over a year ago, about a year
and a half ago launched this new business, third Person, which
is effectively a platform, an AI-powered platform that helps
brands discover and connect with 3PLs.
So the way I kind of explain it, I know all our listeners, all
our listeners are are, uh, you know, know what a 3PL is?
Uh, after all, it is called the bootstrapper, the
bootstrapper's guide to logistics.
But you know the way I sort of, you know, explain it to my
mother, who doesn't know so much about logistics.
And 3PL is, I, you know, I say it's kind of like a dating app
for brands looking to find a fulfillment partner, um, which
still doesn't make a whole lot of sense to my mother, but, um,
you all.
So, uh, you know it's kind of like a tinder or bumble for
brands come, you know, completely free for brands to
use, doesn't cost them a nickel, no credit card, none of that
takes a few minutes to share a little bit of information on
your brand.
You know a number of orders a month and skew count and sales
channels and integrations need, kind of all that kind of you
know baseline information that you would need to start to
understand a brand's profile.
And then what we've built is this algorithm that essentially
scores you know Nate's hot sauce company against each of the
three PLs on our platform and we've got about 300 different
three PLs who have each opted in , who've shared information
about themselves, essentially their ICPs, you know their ideal
client profiles.
Our algorithm takes a few seconds to run and then we
present the top 10 matches ranked by score.
So it'll say you know Matt's 3PL in Nashville is a 97% match,
you know Sally's 3PL in Minneapolis is a 93% match, and
so on down the list.
And then the brand, and only the brand, can see the 3PLs 3PL
in Minneapolis is a 93% match and so on down the list.
And then the brand, and only the brand, can see the 3PLs.
3pls can't see you, but you can see the 3PLs because we want
some level of confidentiality there or anonymity.
And then Nate's Candle Company, or I think I said Hot Sauce
Company, can then connect directly with any of those 3PLs.
You can reach out to all 10.
You can reach out to none of them.
You can reach out to all 10.
You can reach out to none of them.
You can reach out to four of them.
You send them a message directly on the platform, like
you would message an Airbnb host or an eBay seller, and then the
two of you, the brand and the 3PL kind of go about your sales
process.
So really focused on discovery and connection.
Speaker 1: What is it about finding a fulfillment 3PL that
is so hard for brands versus, you know, truckload services or
LTL or air freight or some other more I'm leading the witness
here more standardized services, but why do brands struggle so
hard to find the right one?
Speaker 2: Yeah, I think I think that's you know, know, you did,
uh, you know, lead the witness, but it's, but it's the truth,
right, like and uh, you know I don't want this to come across
um, uh, uh, you know, as a, as a pejorative or like dismissive,
but like, the trucking market is much more commoditized, right,
I mean it is, it is, it is transactional and you know, I
probably have freight broker friends who would, you know,
kill me for saying that.
But like it mostly is, it mostly is right, I need someone
to bring this freight from, you know, long Beach to Reno, nevada
, right, and like, I'm just looking for low cost, right,
whereas, you know, certainly I'm biased, but I think there's a
lot of truth to my bias.
The relationship between a brand and a 3PL is like a
marriage.
It is such an important relationship and the market is
incredibly fragmented, similar to the trucking market, where
there's literally thousands, thousands and thousands.
Conservatively, there's over 10,000 fulfillment 3PLs in the
United States alone.
Right, and most are highly undiscoverable.
Right, you know most you cannot discover on Google because
they're small, kind of single facility, mom and pop, you know,
husband wife businesses, really good businesses, but small.
They don't have the marketing coffers that some of the larger,
you know, venture backed and private equity backed players do
have and it's such an important decision because of the amount
of community, the daily communication that's required
that fortunately for me and my business, but unfortunately for
the market brands are really poor at discovering the right
3PL right.
The most common way is, you know , by Googling or, you know, I
guess, increasingly on GPT and other AI tools.
But you know, the most common question a brand would ask is
like hey, nate, I saw that Nate's hot sauce companies are,
you know, working with a 3PL.
Who is it?
And you tell me, oh, it's Matt's 3PL in Nashville.
And I say, great, I'm going to work with Matt's 3PL in
Nashville.
Meanwhile, nate's got a 20 SKU hot sauce company and Matt's got
a 5,000 SKU apparel company with high returns, right Like
very and you know I'm doing 10,000 orders a month and Nate's
doing 500 orders a month right Like very different profiles.
Nate's doing 500 orders a month , right Like very different
profiles.
And unfortunately, 3pls often say yes to new business, yes,
yes, yes, and don't really vet the opportunities correctly.
So that's what we're trying to do with third person is really
help qualify brands in 3PL such that the moment you connect with
a 3PL because the score is very high you have a high level of
confidence that it's going to be a good fit.
Speaker 1: This is also a.
I love the topic of brand identities and how five
companies can make a fairly similar product at the end of
the day, but the brand and the story behind those products in
today's world and the narrative that gets built around it is
often the differentiator consumers and you've built some
kind of community or shared identity with your customers.
There's a stickiness to that, and that is really the product
and the revenue side, and you see a lot of brands invest very
heavily in that and creating this perception, and yet when
they go out and build their operation side of the business,
they struggle sometimes because they may be stronger at the
creative side and the product development side or marketing
than they are at physical ops.
And when they partner with the wrong 3PL, there can be a
misalignment of the brand versus the execution.
And so I guess I'm curious as you build out your product
further and further, do you seek out certain types of brands
that value that alignment between their brand and the ops,
or is that not something that you think about at all as being
necessary?
Speaker 2: yet yeah, it's not something I focus too much on
just yet, nate.
I mean again, like I said earlier, we're still a young
business, so still trying to understand what our ICP is right
Like who gets the most value, both on the 3PL side and the
brand side.
I think I mentioned this earlier, but one of the reasons
why we wanted to launch this business and make it free for
brands is so that we can support many more brands that, unlike
our consulting business.
You know we were charging brands fees, right, and you know
I thought they.
You know I think they're very fair fees, but you know it's a
lot of money and that smaller brand cannot afford to pay 10K
or 25K for an engagement, even if it's great value that I was
providing.
So, by nature of free, it's somewhat self-selective in that
we tend to get smaller brands come into third person than who
came seeking our consulting support.
But we've definitely seen, you know, brands shipping in excess
of hundreds of thousands of orders a month.
So we really have across the gamut, because it doesn't matter
whether you're that.
You know I have friends who are , you know, operations leaders
at billion dollar businesses and friends who are just starting a
new business, you know, who are pre-launch, and everyone has
the same problems of like who is the best 3pl?
For me it's just.
Speaker 1: The scale of that problem is obviously different
depending on where you are what's your favorite part right
now about building a company at this particular stage?
Speaker 2: uh, yeah, it's um.
So this is the first company that I've been a part of that is
, you know, truly a software business, and sorry, when I say
a part of that, you know I'm leading, or, you know, employed
by right.
You know I've invested in a couple personally, but you know
advise a couple that are more software plays, but this is the
first that I have significant interest in and it's been fun to
build a product right.
It's hard, no-transcript, I mean.
You know we're only, at this moment in time, about 16 months
old or 16 months young, and we've supported about 1000
brands on their journey of finding a 3PL.
In the last seven years of my consulting business, I think I
probably worked with 150 brands, right, so it's not perfectly
apples to apples, right, but you know the point is, is that,
like building software, you know , that lives on the internet,
right, where you know I woke up this morning and overnight, you
know, I had a couple of brands sign up, you know, while I was
sleeping.
And like doing things right, like clicking on our you know
respective call to actions right , to do this or to do that, like
that's pretty cool, right, and like Matt didn't have to get on
a call with them.
I didn't have to talk to them or send them an email, right.
It's like it's a software product doing its software thing
Right.
Just like you can, you know, book a fare on an airline.
Or you know, book a hotel room on Expedia at any moment in the
day, right, and you don't have to talk to anyone, right.
So that's been really thrilling to see.
And you know we are a lean team.
You know you are you were talking to our only true FTE.
You know full time employee here.
You know I've got a really great team of you know support
around me.
But you know, yeah, we are, we are, we are lean and you know I
have this vision of you know where I want to be and you know,
every day it's sort of a struggle that we can't get there
tomorrow, right?
So you know whether that's just you know my mantra of kind of
staying focused and, like you know, building out a really
great first product and not letting others in the market who
are doing certain things, you know, conflate where we need to
be.
But yeah, it's been a lot of fun and excited to see where we
are in another 16 months.
Speaker 1: Who do you talk to when you get stuck?
Speaker 2: Yeah, so I have that.
Um, that's a great question.
Um, I've got, uh, you know I've been fortunate where I have a
lot of um.
You know friends, peers, mentors, um, who are also
running um, I'll say loosely similar kind of at this stage.
You know early stage kind of bootstrappy.
You know businesses, also in logistics, you know supply chain
, so you know there's a lot of kind of empathy for each other
and kind of what we're doing.
So you know I've got a couple friends there.
I'm also part of a founders group, couple friends there.
I'm also part of a founders group you know, similar to the
one that you run, nate, called Hampton and tends to be more
focused on tech founders than supply chain founders and
there's only maybe half a dozen supply chain founders in the
group.
But you know, every month we have a call with, you know, my
core group, which is about seven or eight of us and you know
just kind of sharing.
You know wins and losses and you know opportunities and it's
been helpful to realize that when you think you're the only
one kind of experiencing a particular problem, whether it's
personnel.
You know financial or cash.
You know product there are, you know everyone else.
Or you know product there are.
You know everyone else or you know there's always someone
who's been there, done that right and you know where you can
learn something.
Speaker 1: So I think just being vulnerable and asking questions
and listening is really helpful the phrase that I like to share
with founders in particular is either you're going into a storm
you're deep in the storm already, or you're coming out of
one, and if you don't like where you are, just wait five
minutes even.
Because you can experience all three of those in the same day,
and the journey of an entrepreneur is unlike anything
else.
There is more variety and volatility, but also more
fulfillment like no pun intended actually of getting to see
something that you imagined come to life.
It's almost like a child that you've created and a different
kind of ownership.
You can still have ownership of results in a career, but it's
somehow different when it's your fingerprints and your name
that's standing behind it, because there ends up being a
sense of personal, healthy personal pride.
So I guess my last question for you is how do you think about
your own identity now?
Do you describe yourself?
I'm an entrepreneur or I'm a founder?
Or are you?
No, I'm, I'm a builder or an ops guy like?
How do you think about yourself today differently than you
might have 10 years ago?
Speaker 2: uh, I think, I think it depends who I'm talking to,
right In, like different circles .
I don't mean that to sound overly kind of tongue in cheek,
but you know, I think there's truth there.
But yeah, I think you know generally, you know, certainly
in, you know, within the cohort of folks that I typically talk
to, which is, you know, logistics founders, you know
logistics leaders, you know maybe even e-commerce leaders,
um is, uh, you know, I don't, I don't label myself as a tech
founder, right, if I'm at a tech dinner here in Nashville, maybe
I do, um, but, yeah, I, I, I, I really consider what we're
building here at third person, uh, to be a connector.
Right, you know, I want to connect people with you know who
are like-minded.
Or, you know buyers with sellers.
You know I'm always trying to bring together the cohorts that
I play deep in, which is, you know, the 3PL market, the
e-commerce market and the logistics tech market.
And you know if I had a nickel, for every time I got a.
You know a DM on whatever social media or Slack message or
a text or an email saying, hey, matt, you know, do you know
this guy?
Or, hey, matt, I'm in the market for an ERP, a 3PL, an OMS
, a shipping carrier, like who's the best one or who should I
talk to?
Right, like what I'm trying to do with third person is not only
helping brands discover the best 3PL, right, I didn't call
this.
Find a warehousecom.
Maybe I should have for SEO.
I'm not a marketing guy either.
I don't know what I am right, but you know I gave it that
fungible name because you know my and vendors, suppliers, can
sort of connect amongst themselves.
Pairing interests and desires is really what I'm trying to do.
Speaker 1: And then and is that the origin of the name, then are
you the third person and you're connecting the first and second
, or how?
Speaker 2: Yeah, yeah, Well, you know it was sort of a play on
words because you know, my consulting business was second
marathon, kind of like the second journey in my career, the
first being kind of, you know, being employed and working for
others and then.
So I sort of like the second to third, uh component.
I also liked, you know, third person, kind of like 3PL, third
party, Um and then, but then also uh, you know what, what,
what?
What you're sort of suggesting, Nate, is that sort of third
person perspective, right, Like everyone's trying to like ask a
friend, like who is the best, who should I talk to?
Right, and I want, I want to build a platform that helps you
make that smart decision.
Speaker 1: Well, let's go right to your ICP, then.
Who should reach out to you if they need help, and where can
they find you?
Speaker 2: Sure.
So, as I said earlier, we've got about 300 3PLs on the
platform, always looking to bring on more.
We've got single facility 10,000 square foot 3PLs and
we've got the largest global you know, billion dollar 3PLs.
If you're a 3PL, we'd love to have you on our platform.
On the brand side, you know you can be pre-launch, pre-revenue
you know looking at launching your olive oil company in the
fall, or you can be, you know, a billion dollar business, or you
know, doing tens of millions on Shopify.
We'd love for you to take a look at our platform and, given
that we have three PLs that kind of span the gamut whether
you're shipping CBD or alcohol or fresh food or apparel, we've
got someone for you.
So I hate to sound overly cliche , but currently our ICP is
basically anyone looking for a 3PL at any 3PL, looking for new
leads, um, you can find me on on on LinkedIn, um, so you know,
type in my name there Matt Hertz , or maybe it's Matthew.
We're a little bit more formal on LinkedIn, um, but I, I, uh
LinkedIn, but I'm always posting a lot.
I have a newsletter that goes out every week or so, free
newsletter.
So, yeah, find me there.
Go to thirdpersonco, not com.
We were too cheap to buy the M Thirdpersonco.
And yeah, I'd love to connect with anyone, um, you know, to
talk you know logistics and fulfillment.
Speaker 1: Matt, I've enjoyed our conversation.
I could talk and nerd out on operations with you for days.
I'm certain, um, and I just I like your straight down the
middle sort of dry sense of humor.
Um, it speaks to me and, like I always say to every guest, that
we have and I genuinely mean it we are all rooting for you,
matt.
Speaker 2: I appreciate it.
Nate, this has been a lot of fun.
Speaker 1: Thanks for sharing your story, thanks for listening
to another episode of the Bootstrapper's Guide to
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