Priest (00:00.514)
What up, trucking fam? Looks like we back at it again. On today's topic, we discussing UPS Layoffs and their consideration of selling Cowdy Logistics, their brokerage firm that they acquired from Walberg Pesca. Well, we kind of knew it was coming.
Eugene (00:04.603)
Right.
Priest (00:24.45)
You know, with freight volume going down and then on top of that, last year, they just renewed a contract with the union to, you know, I guess, avoid the threat that Yellow pretty much fell victim to.
Eugene (00:40.871)
Yeah, because I think it was like a 30 billion dollar Was like a 30 billion dollar renewal contract for that an agreement that they made with the Union and you know, we pretty much kind of reported on that then and We was kind of wondering that it was a big You know joy for everybody who were in Union who worked for UPS, but we was kind of wondering Okay
how was this gonna play out in the long run? Because they did this prior to the holidays when they reached that agreement and they didn't want the threat of packages being left on the docks and stuff like that. And so we was just wondering in the long run, how was this gonna play out with the market going down the way it is? And I think we's kind of starting to see what some of the things that's going on.
Priest (01:12.417)
Right.
Priest (01:34.113)
Right.
Eugene (01:38.851)
Now they were saying that with UPS, a lot of those jobs, well UPS, cause you got Caliote in there, you have UPS. And I know they were saying there were a lot of the jobs with UPS, those 12,000 people that they laid off, those weren't union jobs. You know, those weren't union people that they were laying off.
Priest (02:00.086)
We're talking about these 12,000.
Eugene (02:02.107)
12,000, yeah. They weren't union. So I don't know which part of the workforce that they were laying off. I heard somebody said that it was like contractors and stuff that they were actually laying off. But it's supposed to be 12,000, they weren't supposed to be union. And that's pretty much what the CEO was saying that it weren't union jobs that they were laying off.
Priest (02:06.423)
Mm-hmm.
Priest (02:27.051)
Mmm.
Eugene (02:28.215)
And they plan on doing that about the first half of this year, laying off those workers, those positions.
Priest (02:39.37)
Yes, management staff worldwide as well as contract workers. Yeah, yeah, so they starting from the top. Says, Carmen has around 85,000 management employees.
Eugene (02:44.118)
Okay.
Eugene (02:54.515)
Okay, well that's kind of different from what we've heard in the past, when a lot of times they start from the bottom up.
Priest (02:58.292)
Yeah.
Priest (03:01.714)
Right. Well, they probably couldn't, you know, you know what I'm saying? I mean, you know, some, some of them folks in those management firms, as we learned throughout this pandemic process and all this stuff's been going on, those guys get paid a lot of money because somewhere where they said, well, by the way, this was reported by Wall Street Journal.
Eugene (03:17.054)
Yeah.
Priest (03:24.022)
About the management and contract worker jobs that they couldn't I read somewhere that this cut is supposed to say them like a billion dollars
Eugene (03:31.439)
billion dollars yeah I guess it's a billion dollars a year those 12,000 positions that they're cutting so
Priest (03:38.482)
Right, right. And so now...
Priest (03:43.838)
on the backdrop of this news. Now they're talking about selling their brokerage firm, Cowherty Logistics. So maybe that's the reason why, because they, I mean, like if there's any truth to it, that, well, first I didn't ask this, could they lay off union workers?
Eugene (03:52.424)
Right.
Eugene (04:05.979)
that if they do, they got a contract. And I think that if they laid them off, they got some type of severance that they got to pay these people if they laid them off. I think in their contract, they either got to pay out their contract or give them a certain percentage of their contract to lay them off.
Priest (04:27.47)
Hmm. Yeah, because I see in this new contract over the next five years, they supposed to uh, union workers, part-time and full, supposed to receive raises up towards about $7.50 an hour. It's where it will end up at, you know, over the course of the contract. But uh, I think, let me go back to it here.
Eugene (04:45.072)
Right.
Eugene (04:51.755)
Yeah, because I think.
Priest (04:53.222)
It's $2.75. It says, uh, existing full and part-time UPS Teamsters will get $2.75 more per hour last year in 2023 over the length of that contract, the wage going to increase up towards $7.50 an hour.
Eugene (05:12.315)
which would put like their top earners at what, $50 an hour? Something like that.
Priest (05:18.15)
What are they making now? The top earner?
Eugene (05:20.343)
I think the top earner was probably about $43. $38 to $43 somewhere up in there. I want to say the top earner was about $43 an hour.
Priest (05:27.974)
Yeah.
Priest (05:35.87)
If they're making moves like this, I would imagine working conditions have gotten strenuous too. They probably, some of the stuff they probably have let go in the past, then, you know, think of a real big deal, they probably making big deals about them now. Yeah, yeah, because they're going, the way it's looking, it's looking like they're going to keep finding ways to cut costs to validate this contract.
Eugene (05:55.012)
Oh yeah.
Priest (06:05.744)
or, you know, like I say, billionaires, they got analytics teams that, you know, if they giving money on one end, they damn sure gonna take it on another, so.
Eugene (06:19.911)
Yeah, and with this Coyote thing, like what people have to understand is UPS doesn't specialize, from my understanding. They don't specialize in truckload. They specialize in LTL. The brokerage, the Coyote brokerage was specialized in truckload. And you know, the truckload was just supposed to be there to help UPS.
In a pretty much in like a different sector, which was which would have been the truckload sector, you know UPS do a lot of their loads that they Condensed down the stuff that they go and pick up from the shippers that's gonna go cross-country now They put those loads on truckload carriers Which is where the brokerage came in handy to broker those out themselves directly to truckload carriers You know, so they may put their load
Priest (07:03.723)
Mm.
Eugene (07:18.163)
We used to do a load when I used to be on with Swift from Memphis to Seattle. And we pick it up at one of the warehouses and then take it to Seattle, to the UPS location there. And they would condense it down and take it to their different, you know what I'm saying, locations and stuff where it went. And so I think that with that Coyote, that portion of that business.
Priest (07:39.872)
Mm.
Eugene (07:46.339)
was truckload, I was wondering if that had anything to do with the market being where it was for them saying, you know what, this really isn't our specialty, you know, and they decided to just go and let it go. Or they're thinking about letting it go.
Priest (08:04.05)
Oh, yeah, well, you asked me, no. The way I understand how a lot of these businesses work, before UPS acquired Cowody, they probably was just pretty much just LTL. I'm pretty sure with a LTL company, they probably got opportunities for truckloads that they probably just kind of like moved to the side because that wasn't their specialty.
Eugene (08:04.059)
So.
Priest (08:30.05)
Then when the opportunity came to purchase a company like Coyote from Walberg, Penske, Coyote probably was already specializing in truckload, which gave UPS the opportunity to expand outside of LTL without having to put those truckloads on their truck. Did you hear that notification come through?
Eugene (08:54.063)
Yeah, I heard something.
Priest (08:55.598)
There's gotta be a way to silence that. Now it's on my computer.
Eugene (08:57.851)
That's on your phone.
It sounded like a vibrational song.
Priest (09:03.878)
Oh, okay. Yeah. Yeah, but that probably gave them the opportunity to expand in the truckload world, because when you look at it, truckload doesn't pay as much as LTL, but it's still revenue. So when you look at what UPS paid their drivers, truckload freight wouldn't have been profitable for them. So...
Eugene (09:21.671)
their revenue.
Eugene (09:30.663)
Mm-hmm.
Priest (09:31.774)
If you want to make an assumption on how to deal with based off history, what we see in other companies do, that would have been an expansion to have extra stream of revenue when the rates were good to buy this brokerage, which brokers outlose to, uh, owner operators or smaller carriers or even bigger carriers. There would have been extra added revenue to allow their company to expand.
Because when you went through Coyote, you couldn't get a lot of that LTL for it. You could get truckload, intermodal, flatbed, all that kind of stuff. You didn't see UPS trucks running a lot of that stuff. Yeah, so you're right. It's just some things that you had missed as far as how all that ties in. So when you look at UPS,
Eugene (10:09.851)
Mm.
Eugene (10:13.313)
Nah, you didn't.
Priest (10:26.494)
acquiring a company like Cal Odie, they're not acquiring it because they need the freight under their main banner. They acquiring it because they're expanding. You know, basically, you know, getting in lanes that they really, getting in lanes that they should let the ones who specialize in and keep them lanes, they invade those lanes a lot like what they doing now. You know, that's what.
Eugene (10:39.207)
Hmm.
Eugene (10:50.404)
Right.
Priest (10:55.926)
billionaires been doing for the longest.
Eugene (11:00.007)
Yeah.
Priest (11:00.93)
You know, so I don't think it's gonna be just a big deal for them to have to cut ties with them when they only been having them for nine years, especially if they can get a bud at $1.8 billion that they spent. That's probably where the balance at where they trying to figure out, do we wanna keep it or do we wanna sell it? You know, yeah, they gonna keep it in downsides if they can't get what they want for it because.
Eugene (11:16.472)
Right.
Priest (11:31.402)
You know, Warburg Logistics, I mean, we were just reading in 2016, they put $255 million into Blue Grace Logistics. So I mean, if they increase Blue Grace profitability and sell it for $900 million, that's a profit. It wouldn't do UPS any justice to sell their company under that $1.8 billion.
Eugene (11:41.666)
Yeah.
Priest (12:01.154)
that they purchased it for most likely. Probably be more profitable for them to just downsize it and just keep rolling with the low rate of truck load.
Eugene (12:09.819)
Yeah.
Eugene (12:13.115)
Yeah, because they said during the pandemic they had reached $4 billion in revenue. And so they said they've come way down since then.
Priest (12:22.623)
Yeah.
Eugene (12:25.731)
last year they had operating profits of 834 million yeah so 834 million down from that uh 13 billion like the year before
Priest (12:31.464)
Mm-hmm.
Priest (12:36.025)
Let me see here.
Eugene (12:45.807)
down to 13 billion.
Priest (12:46.142)
It said May 19 of last year, I'm just reading the excerpt. It says in 2015 UPS acquired Coyote for 1.8 billion. Since then Coyote has doubled in size with estimated 2022 revenue of 3.8 billion. That was reported by Freightways May 19, 2023. So.
Eugene (12:53.28)
Okay.
Eugene (12:58.871)
Mm-hmm.
Priest (13:16.49)
That was 2022 revenue, so I don't...
I don't know what it would be worth now.
Eugene (13:24.659)
Yeah, I guess that's a decision. They got it on the table to whether, because the CEO said.
Priest (13:31.786)
Say top four billion during the height of COVID-19.
Eugene (13:36.151)
Right. Yeah, because the CEO basically said that, you know, perhaps it would be more profitable to somebody else if they sold it, you know, because so.
Priest (13:51.254)
It's gonna be a risky investment, I don't care who you are. You know, with a lot of these brokers closing down, I mean, you're seeing Convoy get hit, Elite Transit get hit, you saw a lot of big brokers take a hit. So, you know, like I said, there's gonna be a billionaire down, you know what I'm saying, around somewhere that just got some money that he need to spend for tax reasons, you know.
Eugene (14:19.22)
Yeah, they said they was the fastest growing one of the fastest growing because of their technology that they had put into it In coyote, which is what made them so attractive To ups for why they decided to acquire back in 2015
Priest (14:35.354)
Oh, you talking about before UPS got them? Yeah, but see, this is what, you know, that I want our audience to know. The company that UPS bought Coyote from, Wahlberg Pinskis, that's Pinskis, P-I-N-C-U-S. Look them up, you'll see that they're a private investment firm. They're not a trucking company, they're not a shipping company.
They a money company, they're a finance company. And it's a lot of these companies out here ran by a private investment firm. And, you know, so when you see a lot of these decisions being made, it's all about the bottom dollar. It's not about caring about the drivers, whether your children eat, whether your children have a good Christmas, birthdays, whether they go to the best school. It's not about that, it's about their bottom dollar. So you go to these bigger companies.
You got people running these companies you'll never talk to. In a lot of cases, you'll never know their names until something like this happen where they start selling off stuff. So, you know, I just want the audience to know that, you know. It can get a little confusing with how these companies are tied in with each other. I mean, they have so much money that they're playing with. I mean, I don't know.
Eugene (15:38.532)
Right.
Eugene (15:57.911)
Right. And when, you know, as we were talking backstage, for people, basically, whether you are an employee, you know, working for one of these companies or you're a driver or own an operator, don't get so excited when you see somebody doing an acquisition and it's a name that you, this is a well recognized name that you like and you get excited. Oh yeah, they're fitting to get ready to do this. You know, they're fitting to get ready to do this. Don't think that things are going to
get better for you. They're not making the move to better. You not saying that it's just gonna throw people by the wayside, but it's all about the numbers with them, the analytics, profit margins. And we get emotional about it and say, they don't care nothing about your fandom. No, it's about, it's a business. It's about profit margins. And they got into it to make money, especially when you get on a billion dollar level like that. You know, ain't nobody finna buy a business for $1.8 billion.
Priest (16:28.836)
Mm-hmm.
Eugene (16:57.103)
and not expect to at least get some type of return, you know. Right, you wouldn't do that if you paid $5,000 for a business, you want to see something back in return for your investment.
Priest (17:01.25)
at least double up within the next five years, you know. Yeah.
Priest (17:14.302)
Well a lot of our problem is we want to see some you know, so we spend five thousand I want to see a double up next week. That's what a lot of our problem is The reason why we can't succeed at nothing
Eugene (17:24.695)
Yeah, not willing to do seeing things for the long term.
Priest (17:30.062)
Well, yeah, exactly. Because a lot of us, and that's what I say all the time, with us living in the information era, there's no reason none of us shouldn't have some kind of business savviness about us. Because everything is on the internet almost like in cue cards, index cards. It's not like the old days where you have to read a whole book to find one thing that you're looking for. You can Google it now.
Eugene (17:56.932)
Mm-hmm. Right.
Priest (17:58.966)
You know, it used to be a time where you wonder how to start a business and you had to take a course and you had to read a whole book just to get the one answer that you're looking for to find in the middle of it. Like, oh, okay, you structure LLC, you get your business name, the book will take you through the prefix of what they call the preface, what they call it at the beginning, like the bio of the book. Yeah, I mean.
Eugene (18:16.962)
Uh-huh.
Eugene (18:23.371)
Yeah, something like that. Yeah, the intro, yeah.
Priest (18:28.694)
Yeah, it's like, nah, it's no reason that we shouldn't be on point, but it's like our greed trumps our understanding of things. Just like a lot of us, we got bounced out on a lot of contract opportunities during the pandemic. To me, if you look at it when the pandemic happened, that would have been a good time to give somebody a regular rate of.
Eugene (18:40.859)
Yeah.
Priest (18:58.05)
$3 a mile and because shoot back then brokers were paying like $6 a mile, $8 a mile, $9 a mile and a lot of us jumped on that train and rightfully so. But I think that would have been a good time if you really wanted to hold them to the wall and say look I tell you what sound like you having a lot of trouble you got a lot of freight you moving and you know you know you paying top dollar for so I tell you what
Eugene (19:05.093)
Mm-hmm.
Wow.
Mm-hmm.
Priest (19:27.366)
I'm gonna draw up a contract. I'm gonna draw up a contract, not your broker's agreement. I'm gonna draw up a contract and I'm gonna send it over to you and you signed it and we make an agreement, three year deal, four year deal, $3 a mile, 100 loads a week or whatever. I feel like a lot of us could have really pinned a lot of brokers down to those agreements to where like it ain't gonna be no more your.
Eugene (19:46.033)
Mm-hmm.
Eugene (19:51.749)
Yeah.
Priest (19:56.046)
Contract, you know something like your broker's agreement in terms of money. We go on by contracts we give you We could have changed the whole Layout of how they run in the trucking industry on us right now But we missed that opportunity because greed trumped out understand
Eugene (20:00.827)
Right.
Eugene (20:13.543)
Mm-hmm. Yeah, people couldn't see that far into the future. And I think a lot of it is, too, which we've talked about several times. We had so many new people who came into the industry. A lot of them just felt like, hey, this is just the way it is. Felt like that's the way things had always been. It was only a handful of veterans that say, okay, this ain't nothing that ever happen. This ain't gonna last long. Let me go ahead and get mine now and try to prepare for the future.
Priest (20:20.866)
Uh-uh.
Priest (20:43.422)
Right. Well, well, you know, you kind of lost me. Okay. You said, yeah, go ahead. Well, you said that a lot of new people came into the industry and they didn't know what they were doing and it was on like a handful of veterans that was like, let me get mine now. Okay.
Eugene (20:43.492)
You know.
Eugene (20:47.651)
Well, I... No, okay, yeah, go ahead.
Eugene (21:01.315)
Yeah, you had a handful of veterans that understood that this ain't gonna last long and so some veterans went on here and tried to structure Structure their business to where okay since I know this ain't gonna last long I'm gonna go ahead make some money, but I'm gonna also be preparing myself for the future, you know to set myself up, you know
Priest (21:06.241)
Right.
Priest (21:19.97)
Right, right, right. Well, see the part I was catching when you said it was a lot of new people, you know, when you should have said it was a lot of new people that came into the industry and a lot of so-called veterans acted new. Right, yeah, see that's why I was trying to get you correct because you got to tie it in, veterans with being smart. Lot of veterans went out of business because they were acting new, being greedy, and then, or they had...
Eugene (21:31.415)
There's a lot of that too.
Eugene (21:44.433)
Thank you.
Priest (21:48.882)
uh, they had drivers that, you know, they kind of, they kind of harness, you know, they kind of kept them from even making deals like that, because everybody wanted to be a leader. Everybody wanted to jump around. They said they make it $10,000 a week over here. They said they make it $15,000 a week over here and they were just hopping around, hopping around, hopping around. So I mean, yeah. So yeah, so it was, you know, like I said, greed.
Eugene (22:01.039)
Yeah.
Eugene (22:10.316)
Mm-hmm. Right.
Priest (22:18.798)
Trump understanding. And, you know, it's a reason this is happening.
Eugene (22:29.335)
Yeah, yeah, it is. Because a lot of the same people, I'm sure if they had to do all over again, they would do things a whole lot differently. They would listen and say, hey, y'all, let's, let's come together. You know, let's come together now, as opposed to, well, you know, back then, when everything was going good and let's do some things to where we can work together. And instead of us being
Priest (22:29.486)
reason is that huh
Eugene (22:56.715)
an owner-operator here, an owner-operator there, you know, we can come together as one big force and let's go on here and start setting some things in place like you were saying, you know, doing our own contracts, you know, as opposed to now where we are today, everybody's yelling, uh, unity, you know, so.
Priest (23:06.411)
Yeah.
Priest (23:17.322)
Yeah. Yeah, you know what I'm saying? And that's the trip too, man. You know, I see, you know, like the unity thing. I see so many people talking about that, you know, with the unity and it'd be some of the same ones. Like the guy that was dancing on this trip. I saw him talking about, man, I tell you what, they ain't paying nothing on this. We gotta stick together.
Eugene (23:37.123)
Mm-hmm.
Priest (23:46.454)
But dude, use displaying what you made in a week and dancing on top of your truck, man. You know, like, I know this is the land of the freak. That's why you gotta understand business because you gotta understand how dirty business can get. Did you all not see during the pandemic when owner-operators were on social media saying, my drivers make $2,500 a week on set salary?
I paid my drivers this, I paid my drivers that. Did you guys not notice when the pandemic first happened, JB Hunt, Swift, UPS, they was not budging off of they 30, 40 cent a mile in the beginning. When everybody got online, start talking that crazy stuff and all that kind of stuff, all of a sudden, those big companies went up to 65, 70 cent a mile, pulling drive in.
Eugene (24:39.047)
across the board.
Priest (24:42.999)
and they was offering benefits.
Eugene (24:46.516)
Uh huh. And brand new trucks.
Priest (24:46.97)
And your drive, right, then your drive was the same one that you tried to cater to build on a lot of up for those companies. And now those companies are turning around. I see a lot of you on social media crying about those companies now. That's the nature of the business. That's why I say, your greed shouldn't trump your business understanding. You know what I mean? Because
Eugene (25:05.479)
Mm-hmm.
Eugene (25:12.923)
Right.
Priest (25:15.682)
That stuff come back around. Those folks don't, those big companies wasn't doing that for the sake, because they like, you know what? Those owner operators are right. Those drivers should be making that kind of money. They didn't, JB Hunter and Swift and them didn't raise, they pay rate up for that. They raise, they pay rate up to get a lot of these owner operators out of business. And once them owner operators out of business, it just like...
Eugene (25:30.748)
Mm-hmm.
Priest (25:45.406)
a woman or a band leaving their marriage. And then going over here where they think the grass is green on the other side and they get over there and they're like, man, I wish I had have made this work over here where I was. Business run the same way. Sometimes it's best to stay in pocket, to where you at because you have more success with a penny than you do a dollar. That may not make sense to you, but if you understand business, it does.
Eugene (25:56.635)
Bye.
Mm-hmm.
Yeah.
Eugene (26:13.335)
Mm-hmm. Because yeah with that dollar what else did you have to acquire or bring on to the business to get that dollar? You know what other assets that you have to have to get in order because you know with the penny You could probably do things one way, but then when you get that dollar you might have to get more staff You know upgrade technology software
Priest (26:22.026)
Exactly. You know?
Priest (26:37.098)
Yeah, yeah. But, but, but see, if, if that, see that penny, you can still do the same thing with the penny if the penny is way more consistent. If I got a thousand, let's say if I got $10,000 of consistency with that penny, that hundred of consistency with that dollar is not gonna pay me like that penny.
Eugene (26:51.206)
Yeah.
Priest (27:05.418)
You know what I'm saying? See, you got to look at what that penny brings. You know, there's just like, you know, like I'll use a real example, pandemic. We had an opportunity, power only opportunities. I had owner-operators. At the time, rates were going like around about, you know, pandemic price, $6, $7 a mile. We had a food distro offered us a contract at $3 a mile, like $30 a stop or something like that.
Eugene (27:11.419)
Okay.
Priest (27:35.318)
contract and writing. My guys didn't want that. They wanted to chase the six or $7 a mile, which was understandable. But the problem I had with it was, when that six or $7 a mile ran dry, the volume of freight start drying up. Now they looking at me like, what we gonna do? And I'm like, I don't know. I mean, I appreciate y'all chasing that six or $7 a mile because I started saving my percentage up because
Eugene (27:44.943)
Right.
Priest (28:04.038)
I knew this was gonna happen. When y'all started turning down, they're consistently afraid to chase this big money. I knew that was gonna happen. That's why I started playing the ant in the grasshopper and the ant story. I started putting my money to the side because I said, man, the bottom gonna fall out of this because with our experience, we knew those weren't realistic rates that you get in the market. So they call it the market. We knew that they didn't offer that in that way.
Eugene (28:05.851)
Bye.
Eugene (28:14.32)
Mm-hmm. Yeah.
Eugene (28:29.763)
Mm-hmm.
Priest (28:33.03)
Unless, you know, unless it had to be a, ice on the ground, they want you to slide across ice to get low, you know, and really and truly, you really ain't getting paid nothing then because of something bad happens, you got all that money anyway in some probably plus lawsuits and probably jail time if you killed or hurt someone. So you putting your life on the line for a higher rate in that case. So like I said, man, don't let,
Green Trump, you'll understand in a bit.
Eugene (29:08.047)
Yeah, that's so true. Basically keeping your emotions out of it. Keeping your emotions out of it.
Priest (29:13.866)
Well, is greed driven off emotions? Yeah, yeah, yeah.
Eugene (29:19.671)
Yeah, I think you would say that because some people use...
Priest (29:23.758)
Because craziness is driven off emotion too, ain't it? Okay then, I can't talk about y'all then. Okay, emotion, we'll see. We'll see.
Eugene (29:31.555)
Because greed is somebody just like emotional, the emotional side of it is greed, somebody going after something and they don't necessarily need it. Whereas the emotion can cause somebody to just make poor decisions and they don't necessarily, they may not necessarily be greedy, but they're just making poor decisions in business because it's driven off their emotions. They're not using the business side of doing things.
Priest (29:57.182)
You right there is emotional when dude was telling you pre-time. I say your mom say my I got a family. Hey, yeah, that yeah. Yeah, that is the most just look and I hope he look and if he see this, I hope you know who I'm talking about cuz I promise I'm not bad is because I laugh about it all the time cuz I get it. I understood where he was coming from. It's just that you know, it's the reason I don't have thick eyebrows cuz I have a third eye right here.
Eugene (30:03.02)
haha
Eugene (30:26.178)
year.
Priest (30:26.486)
can't have a lot of hair in the way of that. So I try to see things down the road on what's happening when it comes to money. Cause when you play the position like I was in, I was responsible for people paying their bills and feeding their families. Whether they was on the operators or not, they was under my banner, so I was responsible for that. So when you get put in a position where you try to make decisions,
Eugene (30:28.868)
Mm-hmm.
Eugene (30:50.128)
Yeah.
Priest (30:56.342)
that's for the best of your people and your people go against you, they wanna rebel on, you know what I'm saying, against you when things ain't going right due to their fault and their lack of understanding and their willingness to understand. I mean, it's a lot to put on your shoulders. So I mean, I smile about a lot of that because it was an experience that I wouldn't change for nothing. You know, it pretty much.
Eugene (31:08.277)
Yeah.
Eugene (31:24.528)
Talk to you later.
Priest (31:25.678)
Huh? Yeah, right. You know what I'm saying? It pretty much solidified what I kind of thought about us in the first place. We are different. We do think different. We do understand differently. And you know, a lot of times, if you caught up in your own world, if you have a thought, you assume everyone else has similar thoughts, but that's not the case. Right. That's what I learned by, you know, being an owner.
Eugene (31:35.097)
Okay.
Eugene (31:41.112)
Mm-hmm.
Eugene (31:49.927)
think the same way. Right.
Priest (31:55.37)
you know, when dealing with people in the end. Like I say, I wouldn't get that experience up for nothing.
Priest (32:03.998)
Yeah. But did you have any final thoughts? That was all I pretty much had on.
Eugene (32:08.763)
No, that's pretty much, you know, with this, I guess we'll see how UPS decides to play this out with the, whether they decide to sell Cal Yachty or they decide to just downsize because if they decide to downsize, we'll see how many jobs they laid off because they've already laid off right at 7% last year. So we'll see how many people they lay off and how many jobs that's going to, you know, put up or at least put out.
Priest (32:39.734)
Well, okay, Truckin' Fam, that's it for us for today. A much love to you. Peace out, stay safe.