The Future of Logistics, AI & 3PLs | Chris Kane on Warehousing, Automation & Supply Chain Leadership

What does the future of supply chains really look like?

In this episode of The Momentum Flow, Luis sits down with Chris Kane to explore how AI, automation, robotics, and evolving customer expectations are reshaping the logistics and warehousing industry.

From the rise of smarter third-party logistics providers (3PLs) to the growing importance of safety, culture, and operational leadership, this conversation breaks down the massive transformation happening across global supply chains.

Topics include:
• The future of 3PL warehousing
• AI and automation in logistics
• Robotics and labor management
• Supply chain leadership strategies
• Why customer relationships still matter most
• The evolution of fulfillment and warehousing
• Human capital and operational excellence

If you’re interested in logistics, supply chains, AI, business leadership, warehousing, or the future of operations, this episode is packed with insights you won’t want to miss.

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Transcript

SPEAKER_01 0:04

Welcome to the Momentum Flo podcast, where ideas, innovations, and experiences are sure to create a continuous stream of inspiration and insight. Join me, your host, Lurizolana, a supply chain expert and investor, as I uncover how visionary founders, operators, and leaders are spotting opportunities, sparking innovation, and scaling profitable growth. From plan to cash, I bring real-world experience and an investor's eye to reveal how clarity, capital, and conviction feel sustainable growth. Tune in and let's keep the momentum flow going. Today, I'm joined by Chris Kane, president of the American chain of warehouses, co-founder of Trip E LRX, and former Chief Customer Strategy Officer at Kenny Sable. Chris is a deeply respected voice in the evolution of third-party logistics. With nearly four decades of experience, he has led the transformation of this industry from family-owned operations to scale global platforms. And now he sees an intersection of legacy, innovation, and non-for-profit. What makes this conversation particularly compelling is the dual lenses of understanding how large repeals scale and how smaller multi-client providers compete, differentiate and win. And importantly, how a 115-year-old organization is being reimagined for a digital connected future. Chris, it's a pleasure to have you. Welcome to the Moment Floor. Luis, it's a pleasure to be here and thanks for having me. It's a pleasure, the pleasure is mine, Chris. So let's let's start. I'll ask you to please share a bit about your career journey from your early days in Kenny Sable, your then family-owned business, to your current focus as a non-for-profit matchmaker between customers and logistic provider members of ACW. ACWI, I should say.

SPEAKER_00 2:02

Well, Luis, I've been blessed. Um, you know, I made one of the best decisions in my life when I was seven years old at 7:30 a.m. on a Saturday morning, and that was whether I watch cartoons like most seven-year-olds, or do I go to work with my dad? And I chose to go to work with my dad, and and uh it was the best uh decision, you know, I one of the best decisions in my life. I he just uh fell in love with this this crazy business that that we're in, and he was the the master teacher. He was not only my father, my boss, but really became my best friend. And and uh and he taught me very early on, Luis, that um, and this was before you know technology, that it's a people business and it's a business built on trust. And he said, you know, you can buy buildings, you can buy equipment, but the one thing, Chris, you can't buy is trust, and that's earned. And you may not get the business the first time and go around, but someone will never do business with you if they don't trust you. And that that's a lesson 40 years later that I still hold today. So we we had a great opportunity. Uh a family business is I that's why I'm back doing what I'm doing now because the majority of our members at ACWI are family members, and I love family businesses. I worked with my siblings, I had two sisters and five brothers, and we all created a little niche and roll in the business, and we worked very well together. And as the business grew, you know, we brought some professionals into the business, but we had a great run. We, you know, we were all best friends today, and uh, you know, we just learned a lot. And and what I will say, Luis, is the the business is so different, you know, today, you know, than when I first entered. I mean, my brothers were, you know, in the uh distribution centers, they called them warehouses at that time with clipboards, you know, and and uh, you know, and today, you know, it it's you know handheld technology. So uh, but it's been a great run and uh appreciate uh the opportunity to kind of share the background.

SPEAKER_01 4:09

Uh it's it's been quite a journey. I have I love how you refer to clipboards as handheld technology. I think that's pretty suitable. So so now what keeps momentum going all along for you after 40 years? What keeps you with that excitement and energy?

SPEAKER_00 4:23

Well, this latest venture is is the opportunity to work with my son Zach. So um, you know, he came to me at at age 22, not at age seven. I mean, I guess I was a little bit unique at that point, but he's a really smart guy, Luis. He loves technology, and um, he was looking, you know, to do something, and he came up with this idea of 3PL RX. And the RX was really a resource exchange. So what he did is he scrubbed the internet and found he was helping, uh, we were helping the a lot of these e-commerce, e-fulfillment um companies that are just getting started, some of them, you know, doing services in a garage or a small building, and we helped them with regulatory and compliance, safety, labor, real estate, all the vital things to keep them operating. They were busy shipping boxes and that. And uh so it it was we knew we weren't going to get rich off of it, but it was a way to help help small companies, you know, get started, and that was rewarding for both of us. He handled the technology side. I helped on business development and other areas. And we were just getting that thing going um about six months, and the American chain uh approached me and said, you know, they liked what we were doing from a technology standpoint. You know, this is an old 115-year-old organization. Would would ever consider merging? And uh so I I talked to my son, and uh, you know, we uh we looked at and we said, yeah, we really take the best of both. And uh so to work with him, uh I mean, people like yourself, I've met some great friends in the industry. Um, I, you know, our my customers are all always ended up becoming my friends. And it's just a it's a people business. As much technology as there is out there today will always be a people business. And I just love helping, you know, manufacturers, shippers, and retailers when they have a need for for for warehousing and 3PL services, and then helping you know our members that uh you know have space and can fit that need. I'm a I'm a eharmony.com uh type of guy, I guess. But uh it's been good.

SPEAKER_01 6:29

That's good, that's good. I think that's a great analogy. So so let's let's go back to the genesis, to the foundation, right? So both of us came as up came up as operators, but we have seen things through different lenses over time. So, what defunce a modern 3PL today versus even just 10 or 15 years ago?

SPEAKER_00 6:47

Well, uh, you know, you've got to say it's the technology. I mean, I I walk through these buildings today, and and I'm just amazed and and and how they're operating with technology. And and I think that uh uh any modern 3PL, you know, that's you know, that that's a core operating mode to have that technology. But I love in the different areas that they're able to deploy it in. They're able to deploy it in safety, they're able to deploy it in, you know, uh labor management systems, engineering, and and just you know, um just KPIs. So it technology is you know, is taken, I said we had clipboards and then we had big poster boards, you know, measuring our KPIs, and now that's instant through handhelds, and and I just love seeing it. I love seeing how technology's uh evolved in the industry. It's a great industry.

SPEAKER_01 7:37

I I think you're referring on the on the evolution of the of the 3PLs really becoming not only cost centers, but really strategic labor for the business. Yeah.

SPEAKER_00 7:50

Yeah, I I think that you know, as um manufacturers, you know, outsource more of their operations, uh, you know, I I think that uh you know um 3PLs had had us step up to the plate and take it as an opportunity. And labor is your biggest cost in in operating uh, you know, your 3PL services. So as efficient as you can get with that is is really what's going to divide, you know, whether you're providing value to your customer or not. And I think technology has just really made that so much easier and affordable because you know the the large uh 3PL providers were always able to you know uh step up and and invest in technology. The small, the mid-size that I work with, it was challenging, but not today. Technology's become affordable, and it's nice to see that it's deployed just about in every operation that we work with.

SPEAKER_01 8:42

So has the has the definition of value changed for customers, especially in consumer product goods and distribution heavy sectors over time?

SPEAKER_00 8:52

It has. I I think that um, you know, today with like on-time infull and penalties and chargebacks and and retailers' demands, you know, uh you know, customers they don't look at whether it's your your 25 uh cents a pallet cheaper or more expensive. They look at the total supply chain cost. And I and I think that the demands that they have from retail retailers just, you know, the bar keeps rising every day. And where 3PLs can separate themselves is that they can deliver a lot of value by meeting the on-time and full, keeping the ultimate customer uh happy, and it's a win-win for all.

SPEAKER_01 9:33

You know, I I hear you at the same time, there's always attention, right? And where do you see the biggest disconnect between how 3PLs position themselves and how customers actually perceive them, right? Because there's obviously not always the the value doesn't always come across uh strongly to the customers.

SPEAKER_00 9:53

You know, it's a great question, Luis. And if I could recommend anything to 3PLs is to spend more time listening to your customers. The customers will tell you what they need. So often 3PLs feel that you know it's so hard to get with the customer today that you want to take that opportunity and sell, sell, sell, sell our services. But you know, if you listen to your customers, they'll tell you what they need and just then take that and deploy it in your operations. I think that's gonna be you know the the differentiator for the 3PLs that are gonna grow.

SPEAKER_01 10:26

I I think that's an excellent lead to to the to our next section because you know, not all 3PLs are evolving the same way, as you we well know. Uh the contrast between large-scale operators and smaller multi-client providers, I would argue that it's becoming even more pronounced. So, where do large-scale 3PLs truly differentiate today? And where are they vulnerable from your perspective? And I don't want you to bash your friends, but just to get a context of your perspective on that.

SPEAKER_00 10:54

No, I think it's a great question because I think what's important is that you you stay in your lane. You know, I tell our members, you know, you're not you're you really shouldn't be out chasing those really big, you know, large contracts that uh, you know, the large 3PL providers have. Your niche is with the multi-client, small, you know, um type customers because you can do so much more for them. But you know if you think about the large, large contracts, many times the customer is providing the real estate, sometimes they're even providing the WMS systems. So the 3PL is really just providing labor, which to me was always a commodity business. I think where the you know, the smart mid-tier 3PLs, they they differentiate themselves with the various services that they do. They truly become an extension of their customer because their customer is a lot smaller. They rely on them for the WMS, they rely on them for providing this the space. When they when they're growing, they're allowing them to grow within the same building or within the same complex that they have. And they rely on them to you know get it delivered to the customer on time. So I think, you know, there's a there's a space in the market for the large three PLs, and I think they're they're gonna continue to grow. And we had a customer years ago that came to us and said, you know, they wanted to reduce the number of 3PLs to just a few, you know, from at that time, I think they had over 20 and they wanted to take it down to six. And uh, you know, I understood that, but I think we're the small mid-size, I've I've got a lot of our members that are working for some larger 3PLs on the specialized work and work that doesn't fit into the you know, kind of the large cookie-cutter approach that they have with the the big operations. So as long as you stay in your lane and know what you you can do well, I think there's opportunities for both.

SPEAKER_01 12:47

I love how you did that contrast between the large 3PLs and the the multi-client triples. Uh now the trade-off. How should shipper think about the trade-off between scale that you get with a large Tripl and a specialization to your point that you might get with a with a smaller multi-client Tripl?

SPEAKER_00 13:09

And I think that depends on the shipper. The large shipper definitely wants the large scale you know 3PL that they they can leverage you know all the things that I I talked about. Uh the smaller, mid-size, you know, shipper, they're relying more on the value-added services and all the uh resources that the smaller mid-size 3PL can bring. So again, I think that if um our mid-tier guys stay in their lane, they do what they do well, I think they're gonna have growth. You see the you know, the the large guys just continue to get bigger and bigger. And you know, I think as they do that, some of the smaller type customers that they may have started with sometimes don't fit in as they get bigger, and then there's fallout, and that's an opportunity for our our type of customer.

SPEAKER_01 13:56

It feels that you're I wouldn't say advocating, but you're you're bringing the realization that we're probably moving towards more of a portfolio model of Tree PL partnerships, rather than single provider dominance. Yes. Okay, I didn't want to put words in your mind, but that's the way it sounded to me. Okay. Spot on, yeah. Okay, perfect. Okay. So so that fragmentation you're describing really creates opportunity, but at the same complexity, right? Which brings us directly into the role of HCWI. So uh you have a remarkable legacy in that organization. At the same time, how are you modernizing that for today's digital supply chain? Because as you know, technology is coming, you mentioned it. So, how are you how are you keeping up with that?

SPEAKER_00 14:39

So, since COVID, um, there's been a lot of 3 PLs that have popped up, especially with e-commerce growing 20, 25% per year. And with that, there's been a lot of uh um matchmakers, uh digital matchmakers for for that that need out there in the space. I think what we're trying to do with ACWI is take our 115-year legacy, and you know, Luis, an organization doesn't last 115 years unless it has a strong foundation. I think I heard a statistic that less than one half of 1% of organizations last over 100 years. So I what I'm what I was blessed with was to come into this organization with a very strong foundation, a foundation really built on trust. What my son is doing is he's digitalizing this, that we're we're using AI tools to do strategic marketing for our c for our members. So we're finding business opportunities and needs that fit our members. The difference too is you know, we'll do mass email campaigns, target it, but you know, email is you know uh is inexpensive, and uh and then we'll we'll get a handful of responses for for that. What I'll I do then is I personally get involved and I filter those because I learned actually from my dad that you know any business deal has to be fair for both, or it's not gonna last. And what I want to do is I want to match uh a manufacturer, a shipper, a retailer with one of our members. I want that to be a long-term partnership and relationship. It's expensive when you make the wrong decision with a 3PL. You know that. You've got to, you know, you know, yield your charge. Exactly, exactly. So I I think that what's exciting about this is that we have a long legacy, but they're allowing us to bring in the modern, you know, digital technology and and use AI tools to position the mid-tier who you know, uh 3PL providers that do phenomenal jobs. They're typically best in class in their markets that they serve. Uh and we're able to help them through sales and marketing efforts. So it's fun.

SPEAKER_01 16:46

Okay. No, that that's good. At the same time, you know, it's a it's a highly commercial ecosystem, right? The competition between the different 3PLs is fierce. So uh so the model of ACWA being a non-for-profit, how does it play on the building trust? Does it help? Does it what what what role? Because you probably have a better, you have a more engraved relation with your members, right? So how does that help uh your members?

SPEAKER_00 17:12

Well, because we're a nonprofit agency, our our whole mission is to help. Help help the uh the ultimate customer find the right, you know, 3PL warehouse company and and help the warehouse company find you know a customer. So we're not motivated by profits. We're not, you know, our are we're we we run a very low overhead. So I think you know, a customer feels comfortable that they know, hey, their mission is is to help me and to help a member as a matchmaker. So I I think that the nonprofit status does um uh we is is beneficial.

SPEAKER_01 17:49

So so I I I wasn't gonna say I assume, but I know that part of the role that you take with ACWI is is mine is in that matchmaking, is not just matchmaking for the sake of it, but really trying to find the right fit 3PL partner for uh for the different customers, correct?

SPEAKER_00 18:06

Yeah, and that's where I take my close to 40 years experience. That uh when I look at the opportunity, I want it to be a win-win for both, because then I know the small mid-tier 3PL providers, they look for partnerships. It's not contractual, you know, that they're going out for a bid every year or every three years. When they they partner with a customer, they look very long term. And those customers typically are growing. So our three PLs are able to grow as their customers grow, as long as they provide the value and keep up with the investments and technology and people and that. So it is very rewarding, Luis, to kind of be able to help both sides uh you know every day.

SPEAKER_01 18:46

So for our audience, now put yourself on the shoes of one of your members, right? And uh one of your HWI members. How are you expanding my value as a member beyond traditional networking? Because I get the part of the networking, but if if you're a member of HCWI, what is the value add that the Tripl gets, the members get?

SPEAKER_00 19:09

So it's the multi-channel that we do. I mentioned uh digital uh marketing, but we also do um social media marketing. Um you know, I myself am still old school, so you know, I I think I met you at a conference, I get out to industry conferences, and I think having the mix of all of those, as long as it's targeted, I think having a multi-channel approach to you know business development and marketing works best. And some of our members, you know, rely on us for that. That you know, they they're um they've got marketing folks that do a great job, but we share leads, we work together. If my member one member has a customer, has a need in another location, they'll reach out to us and we'll help them with that. Or if we bring on a new uh client for a customer in one location, we're always looking at where where can we help you? So one of our members performing performing well for a new customer helps us in other markets as they grow. So it's it's it's it's a lot of fun. I enjoy it.

SPEAKER_01 20:08

No, I clearly get the role of ACWI. You're really building on a you have built an ecosystem of trust, but increasingly that ecosystem is powered by technology, right? And you know that you know it wouldn't be a conversation with me, we don't talk a little bit about technology, but where are you seeing real technology adoption, really competitiveness across Tripl tiers? Because there's a there's a that adoption, there's a lot of noise, right, on the space. So, where do you see the real technology being adopted by the Tripls?

SPEAKER_00 20:41

Well, uh again, I'll I'll I'll talk about AI because I think what it's done for the you know the mid-tier 3PLs is it's made it more affordable, you know, Luis. You know what, you know, a main system for a large 3PL, you know, it was cost prohibitive a lot of times for the small to mid-tier 3PLs. But a agentic AI particularly has changed that. And I think that that's really opened it up. I think that the smart 3PLs are investing in technology that's going to make them better. Again, safety. Safety is always the most important thing that we do in the supply chain industry. There's great tools now with cameras and different technology that you can put on lift trucks that really you know take safety to a whole new level. You know, I talked about labor management, that's your biggest cost, and run into DC. So there's great tools now that are affordable for the mid-series 3PL to do labor management, you know, transportation management, all the different tools that you know the technology brings to play. I think from the the small to mid tier, it's now affordable. The ones that invest in that really will position themselves to grow in the future. And they all have. I uh it's exciting to see as I go through the our members' facilities.

SPEAKER_01 21:52

So you so you see really the affordability has leveled the playing field boxes. Okay. Now let's talk automation. Data, so that you know, an AI really just said it's playing play is uh is leveling the playing field, right? Now it's it's also widening, right? So it's also at the same time, it's um you know, if everybody uses AI solutions, at the end it becomes a commodity. So how how do you see that when you're they're affordable, I'm with you, but still smaller Triples don't have the capital to be able to invest in technology as much as others. You still see that as a 11 play field, or you see um capital being a constraint for smaller players uh in the AI world?

SPEAKER_00 22:41

No, I think they're more prudent with their capital, Luis. You know, I have a member in Southern California that's a lot a lot of import containers, and they just brought in robotics. And you know, what they they said is now they're very aware of you know their uh their culture and and their and uh cult and employees, and they went to all employees and said, this is the most least desirable job in the distribution center, unloading these you know containers. How about we bring technology and robotics to do this? You know, you're not gonna lose your job. We're gonna move you to you know another job within the facility. And it's a win-win for both. So I think that's that's a great application where you know, yeah, that's state-of-the-art technology that the large 3 PLs would be using for their operations. But you know, this this smaller 3PL, and they're not so small, mid-sears, but they took advantage took advantage of it and you know, but did it in a way that it was a win-win because culture, at the end of the day, you know, it as I said, it's a people business. And the the three PLs that balance the right, you know, culture, I think, are the ones that are going to win the game.

SPEAKER_01 23:49

So so let's let's let me put you a little bit on the spot, but not really, but but you know, you were advising one of your members, one of the mid-sized 3 PLs, part of ACWI. Where would you advise them to prioritize investment over the next two to three years? You know, one area.

SPEAKER_00 24:06

I think safety, you know, I think there's so much tools out there today, you know, uh in available to them and affordable that you know, safety for me is it was we started every day with you know, we talked about safety, and I think in it's a dangerous uh uh business between trucking and warehousing. So you'll never you know be wrong to invest in safety. And and I think I would recommend that.

SPEAKER_01 24:31

Yeah, no, I fully agree. I think safety translates, uh, and that's more for for for the broader audience. Safety in an operation translates beyond just uh getting people back complete at home every day. It just translates into uh a difference to processes, productivity, uh you know, it it adds value. So I I understand why safety at the forefront. I I even would agree that that's uh that's a good investment. So um so let's pivot a little bit. So let me let me let me now get you into an area of the conversation where you know I'll go through a series of questions, just short questions, just trying to get your your your immediate reactions to this question, right? So so let's let's go uh let's go through them. So, what will separate in the future the top performing Triple PLs? Let's say fast forward a decade, what do you think? What will separate the top performing Tripls? Who will be the winners?

SPEAKER_00 25:25

I think the ones that are adaptive to change, you know, I think that you've got this business, as I said, was so different than when I entered, you know, 40 years ago. I mean, it was just announced Amazon is entering the 3PL space. You know, who knew that was going to happen? That could be a real game changer. But I think the smart ones that that say, okay, that happened. How are we gonna adapt to that and and get a business plan to go forward and compete with that? I think those are the ones. So I would, you know, rec see the ones that, you know, embrace change and uh, you know, willing to take some risk. There's a lot of risk in this business that you have to do, as long as it's a calculated risk and invest in the right technology and tools, you know, that's what that's what I would recommend.

SPEAKER_01 26:10

Love it. Embracing change. I agree. Do you believe consolidation will continue or does fragmentation will persist?

SPEAKER_00 26:17

I I think it will continue. I just found this is an old ad from uh 1926. And it's uh it's it's American chain of warehouses. And at that time, in 19, we were only uh 15 years old. We had 90 warehouse members. And right now that we have one member that's still in business today on that list. And it not that they all went out of business, but they were all you know either consolidated or bought into other things. So consolidation is in any any industry is going to happen, but uh I think in the 3PL space it's gonna continue to happen. I fully agree.

SPEAKER_01 26:52

So so what capabilities will define future ready logistics, which are the key things that the 3PL will have to have right?

SPEAKER_00 27:01

I think you know, if if they invest in all the right areas, and and and and believe me, I keep talking about people, but I I I think if you put as much investment in in you know human capital, and from a dollar standpoint, it's not as much as you invest in technology, but from a time, you know, uh I think it's so important that uh you know 3PLs don't underestimate the value of that. And and actually the ROI on that. I mean, I think the big part of you know what made our business attractive to a global company was the culture that we had. And we had very low turnover, and we had long-term associates that that knew the business inside and out. And you know, right now um that U.S. division is the fastest growing division for the 3PL that that purchased. So I think there's a testament there. So we we invested a lot in people, and I don't think you know um you you can do enough of it. And I would encourage, you know, the future 3PLs to look at that to invest more in the future.

SPEAKER_01 28:09

You're being very humble about bragging about Kenny Sable. You know, I know the story, and I know uh the aquirer. I think you you that was a success story, kudos on that. So so what advice would you give to the next generation 3PL leaders entering this space? Because there's a generational change occurring in a lot of the 3PLs. So what advice can can you give them as as one of the uh you know the voices of experience in this industry?

SPEAKER_00 28:37

I think get out of the office. I think get out, um, visit your customers. And I know how hard that is today, but you know, and and and uh but make a point to get out and and visit your distribution centers. The impact when a leader walks the floor of a DC, you know, really um pays dividends. And I think, you know, uh the you know, Walmart, you know, Sam Walton started, you know, the uh the great retailer, and Sam spent times, and even today, John Ferner, they they get out and they walk the stores and they talk to the associates and they find from the so the best ideas in our business always came from the floor up. And today it's so you know, with with technology and you know, it I don't think uh leaders get out enough. And and I would encourage leaders coming in. The other thing is that this new generation, you know, they have to understand that you have to pay your due, you pay your dues, you know, and I think you have to learn the business from the ground up. And the best way to do that is is getting out and learning from people doing it day out, day in and day out, and make you a better company. So um I yeah, I definitely would recommend get out of the office, whether it's seeing customers or seeing your facilities, and and it will pay dividends.

SPEAKER_01 29:50

I I fully agree. You know, that brings me back to um uh recently recorded a chapter with with a gentleman that we you and I know, one of the one CEO of one large company, and he's also a fan of the business, and he has put the effort on just making the next generation just to be in the floor, rotate on the floor, learn the business. So I I think uh I fully echo that.

SPEAKER_00 30:10

So let me let me do fun a quick just to capitalize on that too, and and and I have a lot of respect for them. The one thing that you know you've got to watch in a family business is that you don't you know bring the next generation in in as executives, and and they all, you know, everybody feels entitled. And I have a lot of I you know, I saw that interview, and I have a lot of respect for how they're handling that, and uh it's gonna pay dividends for them, and that's why they're successfully not a lot of companies make it to the fourth generation, but they're successfully doing that. So I apply that. Fully agree, fully agree.

SPEAKER_01 30:42

So um, so let me do one more uh borrowing from your experience, one one last question. So so as you think about everything we've discussed, the evolution of Triples, the balance between scale and specialization, the role of ecosystems like HCWI, what is the one belief or mindset shift, let's say, that leaders must adopt now to stay in the momentum flow of this industry? The industry is changing. So, what is that one thing that you say, guys, you better do this?

SPEAKER_00 31:17

I just think embrace it, uh Luis. I think that um, you know, I think you've got to have a business plan that uh allocates the right uh capital to the right areas. And we all know that you know uh technology eats up a lot of capital and and rightfully so. But you know, I also think you have to look at other parts of your business, whether it's you know, um human resources, safety, technology, uh, you know, I just think that I would I would recommend that that they do that. That's what's really gonna separate. The business is gonna be different as it was when you know I started 40 years ago. It's gonna be different, you know, five years from now, even you know, tomorrow. But as long as you embrace that and you've got a team that works together, I mean the great analogy, I have a lot of respect for Steve Jobs from Apple. And Steve, you know, he looked at the Beatles and he said, hey, individually they're all great musicians, but together they were the Beatles, and there's no one else like the Beatles. And I think that's a great analogy. I mean, John Lennon, Paul McCartney, Ringo Starr, George Harrison, they're all great musicians, but and they all after they broke up, they went off and did okay. But boy, when they were together, you know, there was no one better than the Beatles. And so I think working, have a team that's all working together really will take you to the next level.

SPEAKER_01 32:41

I I love the conversation on the team. So so this has been uh a deeply insightful conversation, Chris. You know, it really was too that for me is that the future of Triples won't really be defined only by size, but by clarity of the role within a broader ecosystem, right? So the winners will be those who understand where they create unique value and who they need to partner with to deliver that value. And so thanks for sharing your insights, your experience, your perspective on where the industry is headed.

SPEAKER_00 33:11

Um any final remarks from you? No, it is all about creating value for the customer, and that's getting harder and harder every day. So uh it was a great opportunity to share. I have a lot of respect for you, and I know your background, and you just doing this uh helps our industry, and and that's what it's all about. So thank you, Luis.

SPEAKER_01 33:30

Thank you, thank you, Chris. I appreciate it. So so to our listeners, if you enjoyed this episode, please subscribe, share it with fellow operators, innovators, and leaders across the supply chain ecosystem. I'm Rizolana, and this is the momentum flow for capital clarity and conviction keep supply chains and leaders moving forward. Until next time, stay curious, stay connected, and keep the momentum flowing. Thank you all.