From Warehouse to Workwear: Carhartt’s Strategic Supply Chain Evolution

In this episode, join Tony Gariety, Vice President of Distribution and Logistics at Carhartt, and Justin Kastman, Senior Director of Operations, eCommerce at DHL Supply Chain, as they reflect on the growth of their partnership, highlighting peak season adaptability and the role of robotics in warehouse transformation.

Transcript

Speaker 1
Welcome to All Business. No Boundaries. a collection of supply chain stories by DHL Supply Chain, the North American leader in contract logistics. I'm your host, Will Heywood. This is a place for in-depth discussions on the supply chain challenges keeping you up at night. We're breaking beyond the boundaries that are limiting your supply chain. Today's episode is From Warehouse to Workwear:

00:00:29:00 - 00:00:53:16
Speaker 1
Carhartt's Strategic Supply Chain Evolution. Our guests are Tony Gariety, Vice President of Distribution and Logistics at Carhartt, and Justin Kastman, Senior Director of Operations, eCommerce at DHL Supply Chain. Let's dive in. Well, welcome back, Tony, being a repeat guest on the podcast of one of the very few and I think the only one that we've done, both live in person.

00:00:53:18 - 00:01:08:04
Speaker 1
Today we're in the Carhartt DC 4 outside of Columbus, Ohio. We talk a little bit about more about that as we get into it. But, for our listeners, if you can kind of refresh, their memory on, who you are, what your role is, how long you better Carhartt?

00:01:08:06 - 00:01:26:18
Speaker 2
Yeah. I'm, Tony Gariety, Vice President of Distribution Operations for Carhartt. So I've got responsibility of all fulfillment operations in North America and our European operation. Been with Carhartt going on eight years now. Well, a little over eight years now.

00:01:26:20 - 00:01:40:07
Speaker 1
Yeah, that's all right. Good, good, good. So, Justin, you're. This is your first time. It is. Right? Yeah. Well, welcome. Thank you. Thanks for joining us today. Tell us about you. What's your role as a DHL and what your relationship has been with, with Carhartt?

00:01:40:10 - 00:01:59:19
Speaker 3
Yeah. Justin Kastman, Senior Director of Operations and I've been supporting Carhartt really since day one, when it was still a project and figuring out what the network was going to be. So I'm based in Columbus and have supported the three sites that have existed in the Columbus area, as well as supported our Texas and Memphis facilities over the years as well.

00:01:59:21 - 00:02:09:05
Speaker 1
Okay, great. So, take us back to the beginning. When was that and what was the or, you know, the origin story of this relationship?

00:02:09:06 - 00:02:34:08
Speaker 2
Well, really started I mean, we've been in a huge growth mode for for quite a while. And when I first hired in, we only had one operating facility and it's one that we operate. And our growth was just incredible. And so, you know, we really had a decision to make. And, you know, we really needed a partner that that scale was their was their specialty.

00:02:34:10 - 00:02:54:03
Speaker 2
That had the means and all of that. So we started an RFP back in 2020 heading into COVID, which was kind of funny. A lot of people are like, well, why are we doing an RFP now? I'm like, so we'll know who exactly we need to, to partner up with and assuming the business was going to soften.

00:02:54:03 - 00:03:14:08
Speaker 2
But it actually did and we had a record year during COVID. So long story short, it was really about growth. Who could who could help us get there. And, you know, clearly DHL stood out above above the rest and like Justin said, we've opened four centers. We've done, you know, a merger. We've done a

00:03:14:09 - 00:03:16:01
Speaker 3
couple of consolidations.

00:03:16:01 - 00:03:23:00
Speaker 2
Consolidations. So it kind of done some builds. So yeah, just pretty much done.

00:03:23:02 - 00:03:39:10
Speaker 1
Yeah. Yeah. Well we'll, we'll, we'll dig into that in the next few minutes. But Justin you were on the receiving end of the RFQ. RFP. What was that like? How did you guys, interpret the request from Carhartt and kind of build your understanding so that you could respond?

00:03:39:11 - 00:03:54:14
Speaker 3
Yes. Tony mentioned it happened during COVID, so it was a bit unique with some of the challenges and not being able to meet in person or tour some existing sites. So that did pose unique challenges to start. But as we went through, you know, we developed the relationships with Tony and his colleagues in key areas to start learning their business.

00:03:54:15 - 00:04:17:19
Speaker 3
I think some of the unique challenges that drove the RFP and where we were ultimately successful was 3 or 4 iterations of what the solution concept was going to be, specifically starting with with one one category of product and in a smaller building, ultimately doubling the volume and about tripling the headcount in square footage that we needed to operate in order to be successful to support Carhartt's growth.

00:04:17:19 - 00:04:26:14
Speaker 3
And from there, it's to Tony's point to continue that growth mode with with more centers that we were opening up as, as well as some takeovers and right sizing of the network.

00:04:26:16 - 00:04:44:14
Speaker 1
Yeah. So so on the growth, I mean, Carhartt has an interesting history and I know you shared a little bit of that the last time we talked, but maybe a refresher on sort of what the backstory is. But then what's what's transpired in the market and with your business that has driven the growth, you know, in the last, five, ten years or so?

00:04:44:16 - 00:05:13:23
Speaker 2
Yeah. We, we've been around 136 years. Fourth-generation, family-owned. We're obviously a workwear brand. And, you know, we got a very simple strategy. We serve and protect all hard working people by building durable products. Started in Detroit, back in 1889. Hamilton Carhartt was witnessing the railroad workers wear and coveralls back in the day.

00:05:13:23 - 00:05:37:14
Speaker 2
And coveralls back then were were meant for, just keeping you cleaner. They they weren't to keep you warm or really functional was just about cleanliness. And they were basically rags that were made by the prison system up in Michigan. And he he simply said they they deserve better. They need more. I can do it better.

00:05:37:16 - 00:06:03:22
Speaker 2
And, he bought a sewing machine and the rest is history. But one thing is very unique about us, I mean quality and the customer are two things that are just paramount to our culture. And not many companies actually been around 136 years, but certainly cannot say that the very process that started the company is is still going today.

00:06:04:00 - 00:06:27:08
Speaker 2
So Hamilton followed the railroad workers. You know, to understand what they needed. And then kept evolving and building to that. And to this day we've got over 5000 relationships with separate people and industry that we go and spend a couple of weeks with and a to see where, where and how their business is changing.

00:06:27:08 - 00:06:34:21
Speaker 2
How do their needs change. And we've been doing that from day one and still doing it. Doing it to this day. 

00:06:34:21 - 00:06:38:08
Speaker 1
Yeah. And I take from your accent you're no longer in Detroit now.

00:06:38:12 - 00:06:40:16
Speaker 2
Yeah. Yeah. South Detroit?

00:06:40:18 - 00:06:42:12
Speaker 1
Yeah. Real south.

00:06:42:17 - 00:06:48:21
Speaker 2
Real stuff. Man, I'm born and raised in Atlanta, so can't can't hide the can't hide the accent.

00:06:48:21 - 00:07:00:21
Speaker 1
Yeah. Yeah. So on the growth front, what forces in the market do you guys see that are that really have sort of propelled the, the really rapid growth that you have seen?

00:07:00:23 - 00:07:25:19
Speaker 2
I think a lot of it, you know, we've expanded our product offering, you know, the historic Carhartt stuff was all very cold winter outerwear. So we've recently expanded into a women's line. But then also, you know, we talk about hard working people. There's a lot of hard work going on in warm places. Not all the hard work is just happening outside in the snow.

00:07:25:21 - 00:07:49:00
Speaker 2
So, one of our biggest opportunities is getting into more of the performance fabrics and materials. You know, the moisture wicking, the UV protection, those kinds of things. So that's really opened up, really half of the country to us that we normally didn't have, you know, a big foot in. So that's helped us expand.

00:07:49:00 - 00:08:16:16
Speaker 2
And then, of course, we go into a lot of different sectors. So we're in, you know, the Ag sectors were in the hardware sectors. Mass retailers and we've got a pretty complex business model. This is just tagging on a little bit more of the background, but you know, we run our own website. We run a business to business website.

00:08:16:18 - 00:08:46:07
Speaker 2
We run our 58 of our own retail stores. We are we got an industrial channel and we are dealing with about 4000 customers in North America. And we're in over, like, 11,000 different types of stores, everything from big box retailers that everybody's heard of down to, you know, Joe's fishing shack up in Montana and everything in between.

00:08:46:07 - 00:08:54:16
Speaker 2
Right? Right. So pretty. A pretty complex business model, which, yeah, makes it challenging for Justin and team but. 

00:08:54:18 - 00:09:13:20
Speaker 1
Yeah, you're teeing him up perfectly. So, Justin, as you as as you sort of take all that in and you think about the the growth plus the diversity of the distribution channels, like how do you how do you take step one as a, as, a partner provider and then evolve along the way?

00:09:13:22 - 00:09:34:13
Speaker 3
Yeah, I think first it's understanding the nuances of the Carhartt business and making sure that we can support the end consumer, whether it's an eComm Order or Joe's Fish and Game Shop in Montana, to those big box retailers that everybody's heard of. They all have different requirements on how they want the product presented. The different value added services that they expect when their product is delivered to their facilities as well.

00:09:34:19 - 00:09:40:01
Speaker 3
And making sure that we design and operation and train our people to be able to deliver that day in and day out.

00:09:40:03 - 00:10:08:19
Speaker 2
Yeah. One thing that also is interesting with our, you know, we've got multiple peak seasons that aren't just traditional, you know, holiday turkey five, whatever that's being called this day and time. But our service model just isn't based off of speed. Actually, the majority of our service model to the bigger wholesalers is about reliability and and hitting a specific date in time in the future, because that's when they're changing out the floor or setting it up.

00:10:08:20 - 00:10:29:06
Speaker 2
So, so our model is obviously more of the quicker stuff on the DTC part. But the other is really about reliability, dependability and and being able to, to deliver, like you said, things in specific nuanced ways that they need it and want it at the time that they need it and want it.

00:10:29:08 - 00:10:44:08
Speaker 1
Right, right. So on on the topic of peak season, and I know, Justin, that your business has a lot of familiarity with kind of typical peak. How have you been able to apply that to the Carhartt business patterns and then and demands?

00:10:44:14 - 00:11:08:14
Speaker 3
Yeah. So, so as Tony mentioned, there really are two peak seasons. You've got that traditional retail wholesale peak season and of course the dotcom peak season that everybody knows of, right. And so that that retail wholesale season starts a little bit sooner. And so by partnering with Tony and his colleagues to pull volume up that they have firm orders for help balance the labor out a little bit so we can have a more streamlined labor plan every day.

00:11:08:16 - 00:11:28:00
Speaker 3
Utilize our pack and hold to have orders ready to ship during that window that then the customers expect them to deliver and really helps us optimize to ensure that we can hit the service during those peak months. That rolls then right into the eComm peak season where we're going to get into those onesie twosie units per order, that we can, you know, make sure that are on customer's doorsteps before, you know Santa and Christmas time.

00:11:28:00 - 00:11:28:22
Speaker 3
Right.

00:11:29:00 - 00:12:05:03
Speaker 2
Yeah, that just put it into context this past year. But pack and hold, like Justin was talking about with the, the future orders. We went out, really extended the allocation window to to be able to see all the work out there. And, and since we started doing that back in late June. Well, actually, May I think we started. We've done about 6.4 million units of pull forward, which in revenue terms, that's basically a peak seasons month, okay, worth of volume.

00:12:05:05 - 00:12:21:00
Speaker 2
And while that seems obvious, the benefits of it. But but also to Justin's point in our network because we have been historically a more winter based, we've run out of capacity in the winter. And then we got plenty in

00:12:21:00 - 00:12:22:03
Speaker 1
spring, right?

00:12:22:05 - 00:12:44:15
Speaker 2
So what that allows us to do is pull that capacity and work it. But the biggest thing it it allows us to go into the peak and not be run at risk of being behind. And so what actually happens in it's kind of you'd be surprised how when it gets cold sales shoot up. I mean, it's it's incredible.

00:12:44:17 - 00:13:07:15
Speaker 2
And, so if we go into Christmas season peak behind and we catch a cold snap, we actually can't, we would catch another replenishment cycle. And so this enables us to be able to do that in the past, it's almost like we had to pick. Gotcha. Service.com or that. So so it's not an either or. It's a both and now.

00:13:07:15 - 00:13:27:21
Speaker 2
Yeah. Yeah. And we're working on straight time. So you know there's just so many other benefits and efficiencies. Yeah. And then your service level is just you know you just don't put that at risk because you already got the work done. Right. Putting pallets on the truck is that's the easy part. Yeah. Yeah. So it all plays in there.

00:13:27:23 - 00:13:39:16
Speaker 2
And then also even the labor within the building of how wholesale starts to slow and then we're able to shift labor around. So the complex model actually helps us in that regard.

00:13:39:22 - 00:13:49:09
Speaker 3
It does. We get those folks in earlier in the season before the traditional peak season need of of other businesses, keep them around, train them and carry them all the way through.

00:13:49:11 - 00:14:06:11
Speaker 1
Yeah. So that's an interesting evolution. Another one is just the physical footprint of the network. Can you guys describe, you know, starting in 2020. And you know, we're here in 2025 today. What's changed in the in the physical footprint of the network.

00:14:06:13 - 00:14:35:10
Speaker 2
So we grew almost like it was 495% approximately going back to approximately, so 136 years in the last five years we've doubled in size. So that's not a detail, that's a that's a drastic. Yeah. And that's a hockey stick shape. So with that we basically we didn't get one building built before we were starting another one.

00:14:35:10 - 00:15:01:05
Speaker 2
So we had already had another facility with another provider doing some dead storage down in Memphis. Ended up expanding that building and then turning that into full blown fulfillment operation. And then that's where we entered in with DHL and started the the other facility here in Columbus. And then like I said, we paint wasn't even dry.

00:15:01:05 - 00:15:06:16
Speaker 2
And we started at this one. Yeah. And then this one wasn't even dry and we started Texas.

00:15:06:18 - 00:15:10:12
Speaker 3
Then finally came back and took over the Memphis one. Yeah.

00:15:10:14 - 00:15:34:09
Speaker 2
And then, so now we're operating and then we consolidated the other, smaller facility here in Columbus into Texas, which is a highly automated facility. Right. Larger, more capacity, more efficiencies. You know, all the the typical reasons that we would do that. But now currently our footprint is we own and operate a facility in Kentucky.

00:15:34:11 - 00:15:39:20
Speaker 2
And then DHL is is operating our DCS now in Memphis, Columbus and Texas.

00:15:39:21 - 00:15:52:20
Speaker 1
Okay. Okay. So so Justin, from DHL standpoint, how do you how do you keep up with that rate of change? How do you keep the team kind of performing, while you're continuing to to build?

00:15:52:22 - 00:16:17:15
Speaker 3
Yeah, it's been been quite a journey over the years. You know, as Tony mentioned, we had quite a footprint in Columbus as we were, increasing capacity as we were rightsizing the network and building some of those highly automated sites down in Texas. So as we opened up that first facility here in Columbus, we were able to bring on a lot of folks from our campus, both hourly and salaried leaders, to really see the operation with DHL tenure and experienced operational leaders as we grew in Columbus.

00:16:17:15 - 00:16:52:18
Speaker 3
We then dispersed that team to be able to open up these new facilities with little to no hiccups. And you had a very streamlined approach, to drive success, really from day one, as we went into the other locations outside of where we started in Columbus, we used a similar approach, really, both in Memphis and in in the Dallas Fort Worth area, where we had leaders from elsewhere in the business that we brought to Columbus to learn, learn the business, learn Carhartt, and then reload to, you know, Dallas or Memphis again to see the operation with experienced leaders, not just with DHL, but knew the Carhartt business had to drive success there.

00:16:52:20 - 00:17:18:07
Speaker 3
As we've stabilized and and grew to that point, you know, that came down a little bit with some consolidation as well. As Tony mentioned earlier, we are a big organization and all those sites are, based in campuses, whether that's Columbus, Memphis or Dallas. And so we were able to then, place all the other DHL folks in other operations that needed leaders or hourly labor as Carhartt ebbs and flows changed it to get to the network that we're at today.

00:17:18:08 - 00:17:42:05
Speaker 1
Gotcha, gotcha. Okay, so you said a highly automated Texas facility. There's some automation here in Ohio, too. Wanted to spend some time talking about sort of the automation journey, some of the technologies that you brought into your your sites and maybe Tony, starting with you. How do you, as a, how do you as Carhartt think about that as a, as a operations leader for, for the business?

00:17:42:07 - 00:17:51:06
Speaker 1
And you know, does maybe like, does everything work for you or is it a, is it a test out and try approach?

00:17:51:08 - 00:18:25:02
Speaker 2
It's a little bit of both, actually. We automated the facility in Kentucky back in 20. Started in 2015 when operational 2017. Traditional shuttles, cranes, those kind of things. A lot of growing pains with that. But you know, one of the biggest things that the DHL really brought to the table with us was their relationships with, you know, a they've got resources that are developing technologies using different ones.

00:18:25:04 - 00:18:49:10
Speaker 2
It really allowed us to kind of shorten our, our window of, of getting into it. More so now that we got robots and all the facilities. Which is one of the things that that DHL brought to us for is a quick solution for three it's like, hey, we've got a yeah relationship here. And we think it can, can certainly help us meet the moment on volume.

00:18:49:10 - 00:19:14:02
Speaker 2
So with that there and so subsequently now we've put it in one of our, our own facility. And in the Memphis facility and it's doubled our productivity. Yeah. So, doubled, doubled. And then, you know, like Stretch. That was the other nice thing. One good thing about our business models are our inbound cartons are all the same size.

00:19:14:02 - 00:19:41:05
Speaker 2
Yeah. So we're a really good, a good customer to to you're not having to solve for the physical. Yeah. Challenges first. And then Justin and team approached us and said, look, if y'all willing to try it, and I'm like, hey, if it if it's safe, ethical and won't get me in jail. 

00:19:41:07 - 00:19:42:02
Speaker 2
I'm all I'm all for.

00:19:42:04 - 00:19:42:16
Speaker 1
That's a good criteria

00:19:42:16 - 00:19:54:13
Speaker 2
So it's, it's simple. So I love testing and learning and trying and you know, it's a couple of different technologies in this facility that I think we were one of the first sites they.

00:19:54:13 - 00:19:58:10
Speaker 3
Were with Addverb behind us here with cart and sortation and consolidation. Yeah.

00:19:58:12 - 00:20:18:23
Speaker 2
And, now we're going with Stretch and all the facilities. Which, you know, that's a great one just because of the the sheer physicality and the nature of that role. And if, you know, you've never unloaded a containers that's been sitting in Texas heat. Yeah. In July. That's not fun. You haven't lived yet, so. Right.

00:20:19:01 - 00:20:22:15
Speaker 1
So just tell everybody what Stretch is and kind of how we.

00:20:22:15 - 00:20:42:07
Speaker 3
Yeah. How we can came on it. Stretch is a robot from Boston Dynamics that's going to support case unloading from inbound containers or trailers. Yeah. We've partnered with them for a few years now and implemented it here about two years ago and have seen really good success in this facility. And to Tony's point a moment ago, where we'll now deploying across the rest of the network sites.

00:20:42:09 - 00:20:47:15
Speaker 1
Yeah. So before it was, it was a person had to go into a trailer. He had to pick up the case.

00:20:47:17 - 00:21:09:05
Speaker 3
Put it on, put on the conveyor. Hot in the summer, cold in the winter. You know, 30 to 40 pound at the most cases, repetitively over and over throughout the day. And when you're getting 8 to 10 containers a day, it's, it's a pretty tough job that people don't enjoy. And so bringing bringing Stretch in to do it, not only from people perspective, but from an operational perspective has really paid dividends as well.

00:21:09:10 - 00:21:28:15
Speaker 1
Yeah, yeah. That's great. Thank you. The two of you talk about a partnership a lot, and I think that's a term that gets overused a lot in business. But I sense there there's some something genuine about about what you guys have. And I wondered if you could just spend a couple minutes giving your perspective on

00:21:28:15 - 00:21:30:04
Speaker 1
what does that mean to you?

00:21:30:06 - 00:22:00:23
Speaker 2
Yeah. Like I said, that that term can be overused and sound cliche, but, you know, when you start talking really strategic partnership to not just small partnership, but, a lot of it really comes down to, to trusting who you're working with. And our teams have been I mean, this fantastic working together. But it also shows up every day and we don't, we don't have this when it's good

00:22:00:23 - 00:22:23:12
Speaker 2
it's me. When it's bad it's you. We don't we don't get into that stuff. If you've ever been in a bad strategic partnership, you kind of know it when you see it. It feels different. You're spending way too much time on stuff you shouldn't be. And, like when we have challenges, I mean, you know, operations comes with its challenges.

00:22:23:14 - 00:22:45:22
Speaker 2
But when it comes up it's, it's proactively looked at. We get together, we share in the pain if it's a mutual thing we screwed up. But we don't get into the you know we just keep it on keep it on task. Yeah. So I mean it's just it's it's complete give and take. Have an open and honest dialog.

00:22:46:00 - 00:22:50:08
Speaker 3
It comes down to trust and Carhartt success is DHL success. Yeah yeah.

00:22:50:10 - 00:22:59:00
Speaker 1
Yeah yeah. So, I know you love every customer Justin but what are their unique attributes of the Carhartt relationships. Absolutely. You can point to.

00:22:59:00 - 00:23:22:14
Speaker 3
Yeah. I mean I mean absolutely I think first they've got a team embedded here, both from an operational point of view to make sure we're supported and giving them feedback as well. And from a quality point of view as well. So this is more on the, the first in the first receipt quality, with teams coming in, but having that kind of joint ownership of of what the building delivers, you know, I think is, is a value add to ensure that we're really all on the same page.

00:23:22:14 - 00:23:25:07
Speaker 3
We're all one team, all working towards that common goal.

00:23:25:12 - 00:23:43:03
Speaker 2
Yeah, yeah. We put those the teams here on for for the main the well the only reason it was about how do we have somebody on site that can solve. Right. If they need something that that we're blocking or that we can, you know, got to decide, fix whatever.

00:23:43:03 - 00:23:46:05
Speaker 3
Can go into your organization or help get answers that help solve

00:23:46:05 - 00:24:01:22
Speaker 2
the problem. Not that's all. We got a problem. And let's set up a Teams call in two days and talk about it. And then it's grinding to a halt. So, Yeah. So that's why we embedded those teams here to to work along with and to just keep keep those roadblocks out of the way.

00:24:02:00 - 00:24:12:22
Speaker 1
Yeah. That's great. That's great. So looking ahead what's what's next for Carhartt. Do you guys have any exciting things coming either sort of on the product side on the supply chain side?

00:24:13:00 - 00:24:47:13
Speaker 2
Well, product side I discussed earlier, you know, really getting into the performance fabric products. That's a that's definitely a new new frontier for us. Continuing to build out the women's, women's line and then really doubling down on our industrial arm. Is really where we're focusing on from product in all of that in terms of supply chain, as we mentioned an RFP that we're doing down in Kentucky, we had an interesting triangulation of events where we had unsupported software, obsolete parts and end of life.

00:24:47:15 - 00:25:25:23
Speaker 2
And so, going through this RFP and that was a big thing that, that we had DHL involved in was just all been through so many of them. So and the the technology evaluations, all that partnered up with us which again technically it nothing out of but so we're going through probably a three year or three phased, upgrade down in in Kentucky with some new technology, which we're getting away from some of the heavy, cranes shuttle and now the, you know, the robotics are now not even running.

00:25:25:23 - 00:26:04:13
Speaker 2
Now they're running, climbing, retrieving.  Yeah, yeah. Just really opened up an aperture for us to streamline our operation down there, and just gain some of the flexibility of the newer technology. So, yeah. So those three things happen. And right now, with all the emerging technology was a pretty, pretty fun time to to be in because I and I speaking at a function not too long ago and I told people, I said, you know, being in an industry and being there at a moment in time that the industry is truly changing.

00:26:04:17 - 00:26:05:11
Speaker 1
Yeah.

00:26:05:13 - 00:26:33:09
Speaker 2
And I said this, this point in time with these, this AMR robot type technology, I said it is it is as big as the mechanized conveyor was, you know, back in. Yeah, the early 1900s. Henry Ford, I mean, it's really that big. That sounds, you know, like drama, but and so you've got to rethink your entire business because the art of the possible is, is now way different than it used to be.

00:26:33:09 - 00:26:41:03
Speaker 2
Yeah. And so it's I mean, to be an operations you got to be a tinker and you kind of like to get into. That's kind of the fun stuff. Yeah.

00:26:41:04 - 00:26:42:13
Speaker 3
Yeah, yeah.

00:26:42:15 - 00:26:43:21
Speaker 2
So that's what we got going.

00:26:44:02 - 00:26:53:20
Speaker 1
Yeah. Okay, so the Kentucky thing, I know you, you met at rhetorically when you said, what is DHL get out of that. But I'll put it to you, Justin. What does DHL get out of that activity?

00:26:53:20 - 00:27:12:19
Speaker 3
I think I said it best earlier Carhartt success is DHL success. Whether it's a building we don't operate or building that we do operate. If Carhartt success succeeding and healthy, that's going to going to mean that that we're servicing, their needs and their customers. Well, and, and, you know, it's a partnership at the end of the day that that we all want to succeed in.

00:27:12:21 - 00:27:31:05
Speaker 1
Yeah. That's awesome. Oh, no. Thank you both. Thanks, Tony, for coming back and Justin for your your first visit. We'll look to check in again and we'll we'll aim to do it in person, maybe in Texas. There you go. Down sometime down the road. So thanks very much for joining us. And look forward to seeing you again soon.

00:27:31:06 - 00:27:34:06
Speaker 2
Thank you. Thanks.

00:27:34:08 - 00:27:51:03
Speaker 1
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