June 24, 2025 • 40 mins
E-commerce’s ease and convenience for consumers will fuel its growth, with Bloomberg Intelligence forecasting it will reach $2.9 trillion in US sales by 2030, making up 34% of retail vs. 25% last year. That growth doesn’t come without challenges for shippers and their transportation partners. In this Talking Transports podcast, Chris Guggenheim, founder and CEO of ClearJet, joins Lee Klaskow, Bloomberg Intelligence senior transportation and logistics analyst, to share his insights about how the company’s technology-based platform and network of capacity partners are trying to make e-commerce logistics more nimble and cheaper for shippers. Guggenheim also talks tapping underutilized commercial-airline capacity, building out a parcel network, being a serial entrepreneur and how a job with Willie Nelson put him on the road to logistics.
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Episode Transcript
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Speaker 1 (00:06):
Hiur one, this is Lee clas Gawen. We're Talking Transports.
Welcome to Bloomberg Intelligence Talking Transports podcast. I'm your host,
Lee Klaskal, Senior freight transportation logistics analysts at Bloomberg Intelligence,
Bloomberg's in house research arm of almost five hundred analysts
and strategists around the globe before diving in little public
service announcement. Your support is instrumental to keep bringing great
guests and conversations to you, our listeners, and we need
(00:28):
your support. So please, if you enjoyed this podcast, share it,
like it and leave a comment. Also, if you have
any ideas for future episodes or just want to talk transports,
please set me up on the Bloomberg terminal, on LinkedIn
or on Twitter at logistics Lee. Now on to our episode,
We're delighted to have Chris Guggenheim, a serial entrepreneur and
the founder and CEO of Clearjet, which provides parcel delivery
(00:50):
services through its technology driven platform and network capacity partners.
Welcome to the podcast, Chris.
Speaker 2 (00:58):
Thanks Lee, happy to be here.
Speaker 3 (01:00):
So you know, Clearjet is not a household name. I
actually stumbled upon it. I thought it was a really
interesting model. Can you give a little more details about
what clearjet does in its business model.
Speaker 2 (01:10):
Yeah, happy to so.
Speaker 4 (01:11):
Clearjet is an interconnected network of airline cargo capacity that
connects retailers with localization around the country. So one of
the reasons we created the business was the challenges we
found when you know, a retailer out there has to
have either warehouses everywhere to localize their inventory to get
(01:33):
it local to customers so it's fast and affordable, or
they have to be you have to use the national carriers.
And what's historically happened is the rates have gotten so
out of parody and the retailers, as most people know,
had to give most of their products for free shipping
to convert the customers, similar to an Amazon. So we
went out there with a big mission. I went out
(01:54):
and found the leadership of the US airlines and convinced
them that this was a big opportunity to utilize their
air capacity and their jets to help retailers localizer packages.
Speaker 3 (02:06):
And when you say the legacy providers, you're talking about
FedEx ups, US Postal Service.
Speaker 2 (02:11):
YEP.
Speaker 4 (02:12):
Yes, national carriers are traditionally what everyone in the country
has been used to have as a requirement wasn't a
lot of optionality. And you know, we are also big
fans of ups FedEx Amazon.
Speaker 2 (02:25):
Our model is very carrier neutral.
Speaker 4 (02:27):
However, we majority of customers we see have a big blend.
Speaker 2 (02:32):
We call it a supercarrier.
Speaker 4 (02:33):
So what that basically means in a nutshelle is you
can move one hundred percent of your packages to every
zip code in the country through Clearjet, and that might
go through a regional carrier. I might go through a
hyper local carrier and a national carrier for some zip codes.
Speaker 3 (02:47):
Gotcha, And so you know these national carriers, they're your
competitors and they're your capacity providers. Is that correct?
Speaker 2 (02:56):
Yeah, it's a great way to look at it.
Speaker 4 (02:57):
We're we really have a firm belief that the point
to point delivery network that we created ten thousand commercial
flight today connecting city A to city B, is such
a more efficient.
Speaker 2 (03:10):
Model than a hub and spoke modeling.
Speaker 4 (03:13):
Yeah, we're seeing a lot of really fantastic conversions of customers.
I just want to deliver that Amazon Prime experience, but
without the complexity or the cost structures that they can't obtain.
Speaker 3 (03:24):
And so if I'm say how many e commerce provider
seller of I don't know, I got to think of
something clean and funny.
Speaker 2 (03:31):
Here hats.
Speaker 3 (03:32):
We'll say hats. I'm a seller of hats habitasheri dot com,
so maybe I don't know if that's actually a site,
but anyway, I sell hats and I want to go
to you. So could you talk about the process. Like,
I'm on your your technology platform, I log in, I say,
I have a bunch of hats that need to get
to from New Jersey to California. Can you tell me
(03:56):
talk to me through you know, how you work with
the capacity provider to make sure that my hats get
to where they need to go.
Speaker 2 (04:03):
Yeah.
Speaker 4 (04:03):
Absolutely, So you're right. A lot of people meet clear
Jet and be like wow, okay, how does this work?
And the infrastructure Really the goal was to feel as
native and natural as what they're used to today. So
we want to be there at five o'clock. As an example,
just like a ups FedEx or carrier they've used prior seamlessly,
they can print all their labels through a Clearjet API.
(04:25):
Those labels that are printed our final mild carriers, they're
not Clearjet, So they could be five different carriers that
we pick up in one consolidation, like a Gaylord and
our truck is there and these are multi size assets.
These are third party gig drivers that work for Clearjet Drive.
It's a program we manage in house and essentially they're
bringing the packages to an airport that's close to them
(04:48):
and from there, Clearjet does its work at the airport.
So we sort the packages by lane. So think of
if you're in LA, we're going out. We've got Chicago lane,
in a New York, New Jersey lane at land a
lane at Texas, Dallas lane, maybe a Miami Florida, and
we consolidate those into air containers called clear Jet bags.
Those fly that night and they land first thing in
(05:10):
the morning. Traditionally it's you know, five to six hour
flight that's going all across the country and then we're
recovering them. So we were picking them up with a
truck on the reverse side at the airport and we
are taking them to each final mile carrier. What's pretty
neat is like let's say we land in New Jersey,
we might go to Veho and then over to on
Track and then over to the postal Service or over
to UPS or to FedEx. And we do this by
(05:32):
millions of packages. It's quite fascinating, and we've really orchestrated
this this where it seems so seamless that the retailers like, wow,
you delivered faster than I've ever had before unless I
was willing to pay for overnight or two day air
with ups FedEx from a west coast to East coast
type model.
Speaker 3 (05:48):
And when you're sorting, do you have a sortation facility
that so, do you guys have assets on the ground
or how are you doing this?
Speaker 2 (05:56):
We do.
Speaker 4 (05:56):
We're a blended model, so we have a mix between
airport So airlines are very very close to us and
some are investors in Clearjet, and what we do is
we actually sort on their facility grounds at the airport
or in our own buildings. Example Los Angeles, Clearjet has
its own building in the Lax Airport, so we we
have managed one hundred percent in house. It's in our building,
(06:19):
it's in our shortation machines, and then and then goes
into the national normal network in the airline.
Speaker 3 (06:26):
So you guys are three years old, so obviously you're
in startup and growth mode. Can you talk about like
how many packages you deliver? I don't know if it's
a day, a week, a month, whatever's metric that you have,
and and kind of talk to you know, how you've
been growing and where do you need to grow to
get the density that obviously is so important with freight
transportation logistics.
Speaker 4 (06:46):
Yeah, so you know, yeah, you're absolutely right. We spent
the first year just building the team. Started with hiring
airline leadership from the cargo companies from Southwest, from United
and really started to build our leadership team. Then we
went and grabbed some other team members on the ground side,
so ex FEDEXX Amazon staff, the build kind of that
leadership model, and really what we wanted to be able
(07:09):
to do is to create the endless in model. So
where we are today is we've delivered thirty million packages
since we launched. We've been running what I call in
the air for well since January of last year, so
not even a full two years.
Speaker 2 (07:26):
We've had hyper growth.
Speaker 4 (07:29):
You know, many of the major retailers everybody knows uses us.
Speaker 2 (07:33):
We also work a ton with the regional carriers.
Speaker 4 (07:35):
We are one of their most interconnected air partners for
most of the regional carriers, and our whole strategy was
helping with an underutilization that we saw. I had first
had experience in my e commerce business trying to zone
skip with trucks. And you know, in twenty nineteen, I
moved almost ten million packages and I had three and
(07:56):
a half million dollars in underutilization costs. That killed me
and I thought, Wow, I saved all this money get
into a regional But know I sent three trucks out
from LA eastbound and I couldn't fill it up even
with the volume that I had in e commerce seven
days a week.
Speaker 2 (08:12):
And this is what really drove me.
Speaker 4 (08:13):
To start to figure out how how can I think
about the business model different because every retailer, unless you're
going to build locations everywhere, is going to feel this
pain point.
Speaker 2 (08:21):
And that's why I've created clear Jet.
Speaker 3 (08:24):
And so, you know, there's a lot of different people
that listen to this podcast. Some know a lot about transports,
some don't know anything, some somewhere in between like myself.
So can you talk about the zone skipping? What exactly
is that and why do you want to do that?
Speaker 2 (08:41):
Yeah? Great, great question.
Speaker 4 (08:43):
So zone skipping essentially is localization and what you find
in any transportation that the closer you are to the endpoint,
the cheaper it is.
Speaker 2 (08:53):
So in the us.
Speaker 4 (08:54):
There's eight zones across the country, so I think of
zones one through eight. Really two through eight is what
you tradition we see on a on a national rate card,
and what we try to do is erase half those zones.
We want when we when we pick up a package
in LA, when we land, we want to be back
in zone too. We want to start over as if
the package had been sitting there locally the whole time.
(09:14):
So what that now creates is the question really for
the customer is Okay, I see how you've erased my zones.
You lowered my costs by forty plus percent. Now can
you the cost that you're going to charge me to
fly it?
Speaker 2 (09:27):
There? Is there any savings in between? And the answer
is one hundred percent.
Speaker 4 (09:31):
We are so hyper efficient by the way we built
a model because we are not supporting a capex or
an optics that a air cargo division or company has.
We are we are essentially writing the bellies of already
existing passenger aircraft.
Speaker 3 (09:47):
Now, I know you're not going to you know, give
you know name names in terms of your customers. So
are all your customers just everyone that's competing against Amazon?
Do you do do you work with Amazon.
Speaker 4 (10:03):
So it's it's not an Amazon versus not Amazon. Our
models we would we'd love to move packages to Amazon
to customers that buy on Amazon dot Com or that
can buy on Shopify through a retailer brand or website.
We are one hundred percent carrier neutral and and yes
we do work with Amazon. We work with everybody. So
if you look at and it's on our site, it's
(10:24):
very public information that we're essentially connected to every asset
provider in the country that we believe has high impact
and great service and a certain zip code.
Speaker 3 (10:33):
And so you know, using your service, obviously, cost is
one of the main reasons why people are going to
be using you.
Speaker 2 (10:40):
How do you.
Speaker 3 (10:40):
Benchmark your costs to the to the shipper relative to
a FedEx UPS or even the US Postal Service.
Speaker 4 (10:48):
Yeah, you know, one of the biggest differentiations between going
to Clearjet direct or going to a National Care direct
is agility. We allow you to say, here's my pain points,
what part of your network will solve my problems. So
if I'm a you know, a customer in New York
and I'm like, I need to get to Seattle, that's
a tough that's a tough slog for a national carrier.
(11:08):
Now you could use a traditional just ground model and
depending on how your your rate is built, like if
you have a flat zone, that's one model that ups
FedEx have had historically. That's changed a lot postal service.
If you look at what a ground advantage price point
is from LA to New York, it can be over
fifty like a double the price. So if I have
a seven dollars package there, somehow it's fifteen dollars or
(11:29):
fourteen dollars going to New York. He's like, God, it's
such a massive, you know, distribution of costs. We completely
kind of erase that model. We say, hey, we're going
to start at the ground price once we cross the
country for you know, call it a dollar.
Speaker 3 (11:43):
And do you guys do like like your shippers, do
they ship everything? Do you work in perishables like wine,
like you know, some specialty stuff like that? Are you
pretty much kind of like plain old retail like clothes
and things of that nature? Apparel?
Speaker 4 (11:59):
Most our customers fall in the ladder. We have had
lots of conversations. So the really only blockers for us
are hazmat So wind's no problem. But booze is a problem.
You know, anything it's flammable, anything, anything it's in hazmat category,
so ion linted ion batteries or something that we have
to you know, we do have hazmat certification. We are
an iak as a company, so we have a lot
(12:21):
of compliance officers and stuff on in the company that
work locally. And one of the things that we've we
look at is there's a very simple rule set out
there what can move and the passenger aircraft and what can't.
Speaker 2 (12:32):
And we kind of follow those guidelines.
Speaker 4 (12:33):
But you know, like the batteries are inside the device,
it's not it's it's not a problem. But if you're
just carrying a bunch of multipacks of batteries, it's not.
Speaker 2 (12:40):
They won't let that happen.
Speaker 4 (12:41):
So but we're we haven't had that as a major
blocker with any customers we're working with. I'd say, we don't.
We don't move fragrances. So you know, we start thinking
about companies that have a mixed category. Those are ones
we haven't touched just because they're more highly flammable. But
generally speaking, we're we're one to five pounds is our
average customer we're one to ten pounds is kind of
(13:02):
like our you know what, when we look at a
customer's data file, that's where we find that we're the
most effective. And we're also we love kind of I
call it like boots size boxes smaller if you kind
of you think of general size. So from a dimensional factor,
you know, we want to we want to keep our
our dim factors very concentrated so that we can just
(13:23):
move a lot. And I can tell you more about
how we move what makes us kind of unique in
that way as well.
Speaker 3 (13:29):
So my hat business be a perfect business for you.
Speaker 2 (13:31):
We love some hats.
Speaker 3 (13:33):
Love hats, yeah, so please continue, like do tell us
like how do you work with them?
Speaker 4 (13:39):
So one of the things that I learned, so for
people that don't know my story, I started this vision
of the company in twenty twenty January twenty twenty, I
met this the CEO of United Cargo and pitch the
vision and really actually was asked. It was like, hey,
I have this need. You guys have airplanes that can
move it, And that really moved quickly into we've been
(14:02):
talking about me being the airline's been talking about being
in in e commerce delivery on a domestic us level
for twenty years, but not one of them had done it,
and so I really got into the weeds of them,
like why, and I learned so much that the airline cargoes,
you know, bays are they're they're very small compared to
the parent company and the passenger side of their business,
(14:24):
and so you have a lot of third parties doing
a lot of the actual groundwork. So trans you know,
these are ground handlers that do tons of services from
putting food on the plane to cleaning the plane, to
sortation and bags and and so the orchestration was actually
quite complex because you have to work with so many
providers and and if you're going to create an excellence model,
you have to you have to create a model that's
(14:46):
basically your model, and then the teams that you hire
and hourly contractors have to have to sync up with
that dynamic. And obviously software, you know, the air cargo
are air cargo airlines and airlines are really behind in technology.
Speaker 2 (14:58):
So we're we've brought a whole new new way of
looking at the world. We do a lot through AI.
We can unpack that here in a minute, but.
Speaker 4 (15:06):
That was our idea was like, Okay, we started with
United Airlines, we went and brought in all the other airlines.
The pandemic was a real challenge, put us on a
complete hole for two years because the airlines started canceling flights.
So twenty three we launched clear Jet officially and we
launched you know, we had United, American, Delta, Southwest Jet,
(15:27):
Blue Air, Canada, West Jet, We've got cargo Jet partners.
So we've we've really built a probably the one the
largest capacity of air available, and we've made it, you know,
structurally where it's easy. What I found when I first
started doing this, retailers had tried to go to airlines
and had a lot of problems. And because they come
(15:48):
from two different worlds, a retailer like, hey, why don't
you just do what UPS does in the airlines like
I don't even know what that means, and they want
you to bring the cargo to their cargo bay, and
then you know all the challenge that you find where
they don't want but two, I guess operators don't understand
each other's businesses and the end result is failed product.
Speaker 3 (16:09):
So you know, we mentioned that. You know you're an entrepreneur,
so are you like a more of a tech guy
or a freak guy, or you know kind of like,
how did you realize that you needed to build this?
Speaker 2 (16:25):
Yeah, I'm a tech guy.
Speaker 4 (16:27):
I've been in e commerce since ninety seven. Most people
know my backgrounds from the sports and music industry. Here
in Austin, Texas. Willie Nelson was my client when I
was nineteen years old. I built all his online properties
and started selling his T shirts and that company grew
over twelve years, and I was working with most of
the people in the state that were in the music space.
And then went to Nashville, and Yeah, my takeaway was
(16:50):
I had I ended up having tons of retailers in
one lie. My other business that many know me from
is Shopify's largest agency. We have over twelve hundred shop
by plus stores. I mean, we've sold over a billion
dollars in GMV as. You can imagine working with so
many brands one on one for so many years of
my life, this concept of transportation was a real problem,
(17:15):
and I realized that it didn't matter how big your
brain your customer was or how small, they all have
the same problem. That you go to negotiate a national
carrier contract and your rates are extremely hard to win,
and so not all the SMBs. So to think of
the small brands, they're kind of toast and they had
to kind of go to platforms to get whatever rates
(17:35):
are available on the platform. And then if you're the
big brand, you're constantly toggling, negotiating between ups FedEx back
and forth. And now Amazon's coming the picture, and then
you have the post Office has just been all over
the map and mostly known for the outspace business and
the first class it's downground advantage. What I wanted to
do is I wanted to completely get away from the
traditional hub and spoke national carriers and create.
Speaker 2 (17:57):
A model where you can plug and play.
Speaker 4 (17:59):
What I about Shopify and Stripe and brands that I
watched create an infrastructure. You could plug into them and
do so many things. You can stand up a store
or on Stripe, you could instantly take payments from so
many places. And that's really what Clearjet's building. Behind the scenes.
We are completely vertically integrating. We're building our own driver
network of drivers with box trucks and vans and fifty
(18:21):
three footers all over the country. We're in thirty three
airports across the country. Some of our investors as you
guys if you look up, you know Venture fifty three.
So we have the SDS Trucking Company behind us, so
we have access to all their facilities as hundreds of facilities,
so we can localize pickups around the country.
Speaker 2 (18:39):
We really have a big, big mission.
Speaker 4 (18:40):
Here and we are we're almost partners with everybody, you know.
You know, anyone that sees us as competitor may not
really understand what we are because they could use us.
They could instantly say, oh wait, hold on, I thought
you were a competitor. Can you give me a flight
from here to here? And we would love to take it.
Speaker 3 (18:58):
And so when you when you're buying, I guess, so
what do you do? So do you buy capacity and
then kind of resell that capacity to shippers and the
capacity that if that's true, like, are these like long
term contracts, Like how do the you know, broadly speaking,
the economics work with Let's stick with the air capacity
(19:18):
first and then we can go talk about the ground capacity.
Speaker 2 (19:21):
Yeah.
Speaker 4 (19:21):
I think one of the things that's that could be
a misconception is that they're like, oh, there's they're just
a freight forward or forwarding you know, air air freight
and We're actually much more complex than that, and that's
why also why the air carriers like us, because we're
actually bringing a lot more value than just reselling space.
Speaker 2 (19:38):
Of course they're happy to take everyone's money, but it's.
Speaker 4 (19:40):
A little bit different where we are actually handling the
point to point supply chain. We're handling the trucking that
they have nothing to do with. We're handing the sortation
that they have nothing to do with, and then we
take the air routes and then we'll recover they have
nothing to do with. So I say they being airlines
and air carriers and then final mile.
Speaker 2 (19:57):
We've created a model where you can bring your our.
Speaker 4 (20:00):
Own rates, which is unheard of, meaning hey, you can
give Clearjet five different carriers and cutting including ups, FedEx
and and all the regionals that are awesome, or you
can have you can use our rates and you can
use our API to to toggle between them. We wanted
to create this optionality that gives you the best price
and speed based on what your goal is to a
certain area. We really look at the world and or
(20:22):
the states mostly around a zip code. How can we
get it to a you know, a Seattle zip code,
which is pretty inconvenient when you think about population, but
you still got a lot of customers. You've got a service,
but also make the same price point as you know
downtown LA.
Speaker 3 (20:36):
So for my habitatari business, uh, I can go onto
you know your system, and then I can see the
rates that I negotiated with FedEx and UPS and then
I can see alternative rates that you know, you guys
might be able to provide. Is that is that? Am
I understanding that correctly?
Speaker 1 (20:53):
Yeah?
Speaker 2 (20:54):
That's right.
Speaker 4 (20:54):
It's traditionally we're today we work with mostly enterprise customers.
We have we are rolled out a connect product I'd
love to talk about in the moment, but our enterprise customers
traditionally have a TMS platform that's that's rate shopping, and
we are a carrier that in that face. Okay, they
do have the option to use us full door to door,
or they could use us just for first mile, middle
(21:15):
mile and recovery meaning injection to their carrier contracts.
Speaker 3 (21:18):
To your point, gotcha, So I guess talk about your
you know, I guess the final mile portion of it.
You know you said that it's a lot of gig
economy people. How does that work? So you're sourcing capacity
and are these people that are just working with you
guys or they're just they're just gig economy people and
(21:40):
they're going to go work wherever the freight is.
Speaker 4 (21:44):
Yeah, so so big distinction. We don't deliver final mile
as a company clear Jet. We we inject to every
final mile carrier. That's a very well served market that
we we realized that was not where the pain point was.
It's like, hey, if you want to get to VHO
and door Dash and the gig drip companies, awesome, We're
very excited, and that is our goal is to be
(22:05):
able to get to them really fast and efficiently. We
do do to your question, we do hire the direct
gig drivers for the on the asset side, for first
mile and for recovery so airport to those finalmentel carriers
sort locations. So we we found that this was a
really weak area in the in the supply chain where
(22:26):
there's there's resellers marketplaces for think of box trucks and vans,
but the price points were way too high and so
they they might fit you know a business that's like
delivering paint for like a Sherwin Williams or some kind
of retail or physical built I call hyper local delivery
with a bigger, big box, but they weren't built for
(22:48):
e commerce.
Speaker 2 (22:48):
Were you really had to have density to make the
math work.
Speaker 4 (22:51):
And so that's also one component of clear Jet Express
and and air Skip is that we work with enterprise
customers that have the volume that we can fill up
even a smaller sized asset like a van or a
box truck. What's happened with Connect. We've launched a new
product called Clearjet Connect. We're really excited about it is
our take on going to help all the retailers that
(23:15):
were my past type customers. So think of your traditional
shopify retailers out there. There's a few million plus just
in the domestic United States that are selling stuff online
like you've had example, we are going to help them launch.
So if you're sitting there in La or you're sitting
in some small city in Montana, as long as you're
(23:35):
close to an airport that has airline capacity, will be
your guys. And we've really created a model where our
team will what we call see the city, which is
where we put station managers. So we do have clear
Jet employees in every major airport. So that's a distinction
when people wonder, are we only a tech company? Know,
we are physical in some elements, and we've really done
(23:58):
that because the customer delivery experience is so important that
we were willing to invest that the team members are
on the ground are all a experts in cargo base
And second that that it moves at the speed of
you know what I call prime and you know cargo
companies in general generally don't move.
Speaker 3 (24:14):
That fast, right And can you share? You know, so
you don't do the you know you said you're injecting
into the final mile. So so what kind of companies
do you do you inject your your freight into or
your shipments into.
Speaker 4 (24:29):
Yeah, so I mean everybody from I mean well all UPS, Postal, DHL,
on Track, g LS, VHO, Jitsu, c D l U,
d s.
Speaker 2 (24:41):
UH, Door dash H We're we're we.
Speaker 4 (24:45):
The way to think about it is a large retailer
will come to us and say, hey, I want to
go here. Do you work with this company this final
mile carry I've got rates with them, or you'll say, hey, I.
Speaker 2 (24:56):
Just wanted to your service level. I have interesting enough.
I have some really.
Speaker 4 (25:01):
Large retailers that have three to five warehouses around the
country and we still move millions of packages for them,
And that was kind of interesting to me because the
whole point of having on warehouses is so that you
don't need clear Jet and and what what we find
is inventory distribution is tough. You create products, you put
them in and then you might have all your sales
on the West Coast go fast, and then now it's
(25:22):
empty and all you do is spend money on line
halls to try to refill your your three pls. And
then the other type customers are they have their inventory
in one location because they just purely can't afford multiple warehouses,
or they look at the cost of paying at three
pl to do pickpack, ship and the rate for the
call at two to four local delivery, and they go,
(25:44):
you know what, we'd have been cheaper if we'd have
had our own Salt Lake City warehouse and had a
clear jet connect us so we can get all around
the country at his own two three four, but not
have to pay the third party, you know, for the
hosting of the inventory.
Speaker 3 (25:58):
Okay, so let's talk about growth. As you said, you're
you've only been starting like in the air since January
of last year. I think you mentioned thirty million packages
so far. What's your trajectory, like, where do you where
do you see the company? Not only you want to
get to, but where do you kind of have to
get to maybe you know, become profit, become profitable because
(26:23):
as a startup of assuming you're not.
Speaker 4 (26:26):
Yeah, so you know, we were well on the hundreds
plus percent year over year growth rate from when we
launched in January twenty four. You know, I would say
that the company, we believe we're our guidance that will
be profitable this year. And that's mostly driven because when
we convert customers, they're just absolutely large and they just
(26:47):
move a ton of volume. We are growing as a company.
We're well on one hundred plus employees. We have hundreds
of hourly contractors in our network and in our drive program.
Speaker 2 (26:59):
Which is the dry vers.
Speaker 4 (27:01):
But but we are you know, I think you'll see
we have a lot of engineers software really we're Our
vision is to run this entire supply chain through digital
AI and and have If you look at we have
a large team of logistics planners or these are if
for people that are not familiar, these are these are
the operators. These are the ones that are making sure,
twenty four hours a day, we have customers come in
(27:22):
from Asia that we had to handle. We watched the
flights in the night coming from Asia landing in major
airport hubs like LA and then we have the trucks
sitting there five to four in the morning for transfer,
and we send those, take those transfers and we pull
them apart. And then we take those and we pull
out apart again down to like a really micro or
or kind of a local hyper.
Speaker 2 (27:40):
Local injection model. And so we're the team itself.
Speaker 4 (27:45):
I think what we believe is that with what's happening
in innovation is that we will we will we won't
have to scale with people as much as in the past.
So a lot of the AI agents out there that
we're building are going to do a ton of ton
of this what I call logistics, planning and strategy when
it comes to parcel.
Speaker 3 (28:05):
So, I guess can you talk a little bit more
about the AI. I'm sure you want to talk about
AI a lot because that probably gives you a couple
more turns on the multiple there evaluation multiple you're able
to bring in AI. So, so talk about that. So
what what not? Only? So what is AI? Going to
do for the customer, I guess.
Speaker 4 (28:26):
So, you know, really what it does, it makes It
gives the customer an experience that is just unparallel from
a human capital perspective.
Speaker 2 (28:36):
So think of it.
Speaker 4 (28:36):
Instead of having thirteen logistics planners as we get ten
times bigger, I don't want to have a thousand, you know,
LPs and working in different time zones, different languages and
things like that. This this changes all that, and what
it's doing are simple things like rating, booking, and tracking.
It's it's kind of the three components of a package
(28:57):
delivery model. And what it's doing for us as it's
it's handling and what we're building it to handle kind
of our future state is it's making the phone calls
to the drivers. All this is, you know, digitally connected
with their APIs. But there's also like a hey, driver,
give us your dot number and then it says, okay,
I see you. You've been sitting there at the terminal
for thirty minutes, and how do we support you know,
(29:19):
is there an issue with trying and inject that package
or recovery? And this is all through AI phone agents,
you know, so those are non human base and it's
updating our you know, call it fifteen different tractable points
that we have in our tractable experience, and the our
customers can see every movement of the supply chain through
through their track er, either visually to their customers or
(29:41):
just internally for their off steam.
Speaker 3 (29:43):
And you know, so, what's what's the future of your company?
Speaker 4 (29:48):
Do you like?
Speaker 3 (29:49):
Do you have thoughts of a I'd like to take
this public. No, I want to keep it private because
you know, you can be more nimble that way. Kind
of what's what's your thoughts on on that? And maybe
you can talk about kind of you know, the private
equity or the venture capital people that are involved.
Speaker 4 (30:09):
Yeah, yeah, sure so we uh yeah, we're I love
the private flexibility. I think naturally a public company for
what we do makes sense and that's really mostly access
to This is.
Speaker 2 (30:23):
A global company.
Speaker 4 (30:24):
So what what people haven't seen from us yet because
of our age is is is a global infrastructure. You know,
it's replicating our model across the US. Obviously, we're already
and working with Air Canada and west Jet on a
complete interconnected North America. We'll do that across Europe and
Australia and Asia. Our our hope really is is to
(30:47):
create a category that people can rely on and they
just say, Hey, when I need to do this part
of my business, I'm going to go check out clear
Jets solution to solve X, Y and Z. It could
be something simple as like, hey, freight forwarding is really
tough from Europe to US or today I go into
five different airports, but I have all these challenges with
(31:09):
airport A, B or C. And we've seen this when
we started last year that companies come from China had
a lot of problems get in Chicago and Atlanta. And
it's not just price point, but it's also actually the
package is being stuck there for a long period of
time and being cleared. And so a lot of what
we've done is created a whole different way to look
at the model from both overseas and domestically. Today we
(31:32):
focused domestically, but we had a lot of customers that
had third parties clearing their own packages and then we
take over once it's in the US, you know, it
kind of unlocks everything. And what we've allowed is you
can now just go into one of the best airport
you can find from where you're at, and then we
will handle everything to connect it.
Speaker 3 (31:49):
From a US perspective, what's the most difficult airport to
work with?
Speaker 2 (31:57):
Well, you know, it's honestly most around. I can tell
you this.
Speaker 4 (32:01):
The high capacity airports are the ones. So think of
lax E, WR, JFK and Atlanta. Those are ones that
we we see. And most of this comes down to
whoever has the most inbound outbound from from global So
think of going in and out of Asia and you know,
lots change at Terrace is that I don't know what
(32:21):
this will look like. You know, six months from now,
it's changed landscapes, changing a ton. The other thing is
that what I find is you have to really innovate
at the airport, and we've done a ton of innovation
at the airport we are we are trying to create
a lot of automation and dedicated dock doors. And if
(32:42):
you look at the US Postal Service, they used to
have three logos at every major air cargo bay and
you go, well, okay, they must be amazing. They pulled
that over a billion dollars in spend from their air
capacity moving to ground advantage. So the airline's super bummed
that they lost their most of their volume from the
from the from the US Postal Service, and so Clearjet's like, guys,
(33:03):
let's make this accessible to everybody. That's what Clearjet really is.
So instead of just being the post office that can
use your planes, I want everybody to use their planes.
And that's what we were trying to build behind the scenes.
And you think about those dedicade doctors. Clear Jet has
dedicad doctors at at all these airports.
Speaker 3 (33:20):
Gotcha, And you know you mentioned, you know, getting into Europe,
Australia and different countries outside North America. Is that like
a year out, three years out, five years out.
Speaker 4 (33:31):
Well, we'll be doing international next year. So twenty six
we're already doing some international, mostly mostly in North America.
And a lot of this has been slowed up a
little bit by watching what's happening with with the with
the tariffs. But one thing that's that's very distinct is
if you look at the air carriers we work with,
(33:52):
they're taking passengers to Europe all day long, back and forth,
hundreds and hundreds of huge wide body jets, and there's
just a ton of empty capacity. And our whole vision
is looking at looking at their capacity, marrying up the
relationship between the brand, the retailer or and and the
air carrier and get it first to the US and
then from the US across the US. And so our
(34:15):
goal is not always just to drop it in from
you know, if you're going from Europe to land in
JFK and all five locations, it's really we'll go with
a huge amount of capacity and the best rates from
international air capacity price point and then land it there
and then from there localize everything meaning US US lights.
Speaker 3 (34:34):
And can you talk about you know, the venture capital
folks that you're working with and you know what round
of funding you're you're you're at right now?
Speaker 4 (34:42):
Yeah, sure, So we did about a year ago we
did a Series A. So we've done a seed in
a Series A. You know, our our our investors, they
they are so excited about what we're building where we
we haven't done a Series B. We haven't needed to,
but we're we are moving really really fast. So our
growth has been and really exciting. I think when you
look at like some of the one of my first
(35:04):
key customers was Veho and most everybody seeing our press
releases with Vho, so that's out there. We helped them
move customers that would land from Asia, like let's say,
or out of LA into their network and they're kind
of Midwest Texas, Florida and Northeast. And this was a
big eye opener for us because we realized that one
(35:25):
of our greatest strengths is by being able to connect everybody.
And you know, if you look at their valuation in
twenty twenty two is they became a unicorn with revenue
similar to us. And so that's very exciting for clear Jet,
very exciting for our path. It's also very exciting when
you see people like Veho and door Dash and all
these other white call it gig and hyper growth companies utilizing.
Speaker 2 (35:50):
And needing clear Jet.
Speaker 4 (35:51):
And we're really excited about that because we're not seen
as competitor, we're enabler. I always when people come to me,
they're like, are you a competitor ground It's like, well,
let me ask you a question. You you consider a
trucking line haul competitor? Like now they move our they
move our stuff from here to here. I was like,
that's clear yet with planes, right, gotcha?
Speaker 3 (36:09):
And so what what percentage of your shipments or revenue
or whatever originates outside the US, like from Asia? And
then gets here, then you guys move, Like do you
do you have that number?
Speaker 4 (36:22):
It's less than it's it's about forty percent or less.
It's dropped because of what's happening. And you know, we
started for us only. It was kind of interesting. We
never planned in our original business model to be servicing
international because we were so focused on customers locally to
have pain points. But we obviously got a lot of
a lot of traction there as well from from retailers.
(36:43):
They are like, hey, I need a land here, and
then I need to moved around the country. So that's
that one's probably gonna grow a lot more domestically, and
really that numbers is probably gonna continue to drop, but
that it really depends, really I think on how how
customers move their volumes into the US. But what I
can say is domestic customers are by far our highest
scaling customers.
Speaker 3 (37:03):
Gotcha. And so you're based in uh in Austin, Texas?
Speaker 2 (37:08):
Correct, Yeah, we're based in Austin, Texas.
Speaker 3 (37:10):
Does that mean you like barbecue? When you have a
favorite barbecue plays?
Speaker 2 (37:15):
I do love barbecue, you know, blacks barbecues.
Speaker 4 (37:17):
I always like to bring h take take customers, and
and and associates there because it's an experience. You go
there and they give you a they give you a
you know, a rack of ribs and the thing looks
like a side of a cow and they're like, this
is Texas right here.
Speaker 3 (37:32):
Yeah, is that Terry Blacks?
Speaker 2 (37:34):
Yeah, Terry Blacks. Yeah.
Speaker 3 (37:36):
I was actually there last week. I was in Austin
for a t ms A conference, which I snuck out
and had some some dinner there by myself and uh,
you know, made a pig out of myself. So but
good good, it was always good eats excellent.
Speaker 2 (37:50):
Yeah, it's it's one of one of my favorites.
Speaker 3 (37:53):
And you know you mentioned you know your your your
you you started your career kind of in the in
the music industry. You know, it's it's summer concert season.
Don't mean to put you on the spot, but are
you going to uh a show this summer that you're
looking forward to?
Speaker 2 (38:08):
You know? I will, I will say, here's my plug.
Speaker 4 (38:11):
So I was just at a Kenny Chesney show at
the Sphere in Vegas.
Speaker 2 (38:15):
Uh, and it was insane.
Speaker 4 (38:17):
I first off, I'd never been the Sphere, which now
I want to see every band.
Speaker 2 (38:21):
There, and it was like an experience.
Speaker 4 (38:23):
You I've been doing the music side of the business
for so long, it's really cool to see innovation in
other areas of the world.
Speaker 2 (38:28):
And uh, that was mind blowing.
Speaker 4 (38:30):
Just the digital screen on all sides of your your sheet,
your the seat you're sitting in is part of the
experience at shakes, and You're like, wow, So that was
pretty pretty great as you can imagine. I've I have
so many relationships with artists, the music artists that I've
been worked with over the years, and you know, uh,
so I love going and seeing them, supporting them and
(38:51):
so yeah.
Speaker 2 (38:52):
You know, Zach Brown's gonna have a gonna have a
you know, tour come up.
Speaker 4 (38:55):
I love his his stuff, and I don't know, I'm
pretty much a fan of most of the bands. Of
my favorite shows was a great out Chili Peppers show
in New York. I went with the with the United
Airlines guys, and I was like, that was awesome. So
I'd love to see them with the sphere.
Speaker 2 (39:10):
That'd be cool.
Speaker 3 (39:11):
Yeah, that'd be fun. And so it's funny. And later
on this summer, I'm going to Vegas with my wife
and another couple and we wanted to go to the Sphere,
and there's, there's, there's. There's a group playing that wasn't
really on my list to see that, the Backstreet Boys.
So I'm going to see the back Street Boys at
the Sphere for the experience.
Speaker 2 (39:29):
It's gonna be great. It's gonna be great. You probably
know the songs. We all know the songs from when
they were.
Speaker 3 (39:36):
I'll probably end up dancing. Chris, I really appreciate the time.
This is a great conversation. I really enjoy this because
honestly before this, I didn't really know much about Clearjet.
Sounds like a really interesting model. And I look forward
to seeing you guys grow and what's next for you.
Speaker 4 (39:51):
Thank you, Lee, I appreciate you taking the time take
and hear our story. We'll we'll definitely be seeing you
out there.
Speaker 2 (39:56):
In the on the streets, all right.
Speaker 3 (39:59):
Uh And I want thank you for tuning in. If
you'd like the episode, please subscribe and leave a review.
We've lined up a number of great guests for the podcast,
so please check back to hear conversations with C suite executives, shippers, regulators,
and decision makers within the freight markets. Also, if you
want to learn more about the freight transportation markets. Check
(40:20):
out our work at the Bloomberg Terminal at Bigo and
on social media. This is Lee Glasgow signing off and
thanks for talking transports with me.
Hiur one, this is Lee clas Gawen. We're Talking Transports.
Welcome to Bloomberg Intelligence Talking Transports podcast. I'm your host,
Lee Klaskal, Senior freight transportation logistics analysts at Bloomberg Intelligence,
Bloomberg's in house research arm of almost five hundred analysts
and strategists around the globe before diving in little public
service announcement. Your support is instrumental to keep bringing great
guests and conversations to you, our listeners, and we need
(00:28):
your support. So please, if you enjoyed this podcast, share it,
like it and leave a comment. Also, if you have
any ideas for future episodes or just want to talk transports,
please set me up on the Bloomberg terminal, on LinkedIn
or on Twitter at logistics Lee. Now on to our episode,
We're delighted to have Chris Guggenheim, a serial entrepreneur and
the founder and CEO of Clearjet, which provides parcel delivery
(00:50):
services through its technology driven platform and network capacity partners.
Welcome to the podcast, Chris.
Speaker 2 (00:58):
Thanks Lee, happy to be here.
Speaker 3 (01:00):
So you know, Clearjet is not a household name. I
actually stumbled upon it. I thought it was a really
interesting model. Can you give a little more details about
what clearjet does in its business model.
Speaker 2 (01:10):
Yeah, happy to so.
Speaker 4 (01:11):
Clearjet is an interconnected network of airline cargo capacity that
connects retailers with localization around the country. So one of
the reasons we created the business was the challenges we
found when you know, a retailer out there has to
have either warehouses everywhere to localize their inventory to get
(01:33):
it local to customers so it's fast and affordable, or
they have to be you have to use the national carriers.
And what's historically happened is the rates have gotten so
out of parody and the retailers, as most people know,
had to give most of their products for free shipping
to convert the customers, similar to an Amazon. So we
went out there with a big mission. I went out
(01:54):
and found the leadership of the US airlines and convinced
them that this was a big opportunity to utilize their
air capacity and their jets to help retailers localizer packages.
Speaker 3 (02:06):
And when you say the legacy providers, you're talking about
FedEx ups, US Postal Service.
Speaker 2 (02:11):
YEP.
Speaker 4 (02:12):
Yes, national carriers are traditionally what everyone in the country
has been used to have as a requirement wasn't a
lot of optionality. And you know, we are also big
fans of ups FedEx Amazon.
Speaker 2 (02:25):
Our model is very carrier neutral.
Speaker 4 (02:27):
However, we majority of customers we see have a big blend.
Speaker 2 (02:32):
We call it a supercarrier.
Speaker 4 (02:33):
So what that basically means in a nutshelle is you
can move one hundred percent of your packages to every
zip code in the country through Clearjet, and that might
go through a regional carrier. I might go through a
hyper local carrier and a national carrier for some zip codes.
Speaker 3 (02:47):
Gotcha, And so you know these national carriers, they're your
competitors and they're your capacity providers. Is that correct?
Speaker 2 (02:56):
Yeah, it's a great way to look at it.
Speaker 4 (02:57):
We're we really have a firm belief that the point
to point delivery network that we created ten thousand commercial
flight today connecting city A to city B, is such
a more efficient.
Speaker 2 (03:10):
Model than a hub and spoke modeling.
Speaker 4 (03:13):
Yeah, we're seeing a lot of really fantastic conversions of customers.
I just want to deliver that Amazon Prime experience, but
without the complexity or the cost structures that they can't obtain.
Speaker 3 (03:24):
And so if I'm say how many e commerce provider
seller of I don't know, I got to think of
something clean and funny.
Speaker 2 (03:31):
Here hats.
Speaker 3 (03:32):
We'll say hats. I'm a seller of hats habitasheri dot com,
so maybe I don't know if that's actually a site,
but anyway, I sell hats and I want to go
to you. So could you talk about the process. Like,
I'm on your your technology platform, I log in, I say,
I have a bunch of hats that need to get
to from New Jersey to California. Can you tell me
(03:56):
talk to me through you know, how you work with
the capacity provider to make sure that my hats get
to where they need to go.
Speaker 2 (04:03):
Yeah.
Speaker 4 (04:03):
Absolutely, So you're right. A lot of people meet clear
Jet and be like wow, okay, how does this work?
And the infrastructure Really the goal was to feel as
native and natural as what they're used to today. So
we want to be there at five o'clock. As an example,
just like a ups FedEx or carrier they've used prior seamlessly,
they can print all their labels through a Clearjet API.
(04:25):
Those labels that are printed our final mild carriers, they're
not Clearjet, So they could be five different carriers that
we pick up in one consolidation, like a Gaylord and
our truck is there and these are multi size assets.
These are third party gig drivers that work for Clearjet Drive.
It's a program we manage in house and essentially they're
bringing the packages to an airport that's close to them
(04:48):
and from there, Clearjet does its work at the airport.
So we sort the packages by lane. So think of
if you're in LA, we're going out. We've got Chicago lane,
in a New York, New Jersey lane at land a
lane at Texas, Dallas lane, maybe a Miami Florida, and
we consolidate those into air containers called clear Jet bags.
Those fly that night and they land first thing in
(05:10):
the morning. Traditionally it's you know, five to six hour
flight that's going all across the country and then we're
recovering them. So we were picking them up with a
truck on the reverse side at the airport and we
are taking them to each final mile carrier. What's pretty
neat is like let's say we land in New Jersey,
we might go to Veho and then over to on
Track and then over to the postal Service or over
to UPS or to FedEx. And we do this by
(05:32):
millions of packages. It's quite fascinating, and we've really orchestrated
this this where it seems so seamless that the retailers like, wow,
you delivered faster than I've ever had before unless I
was willing to pay for overnight or two day air
with ups FedEx from a west coast to East coast
type model.
Speaker 3 (05:48):
And when you're sorting, do you have a sortation facility
that so, do you guys have assets on the ground
or how are you doing this?
Speaker 2 (05:56):
We do.
Speaker 4 (05:56):
We're a blended model, so we have a mix between
airport So airlines are very very close to us and
some are investors in Clearjet, and what we do is
we actually sort on their facility grounds at the airport
or in our own buildings. Example Los Angeles, Clearjet has
its own building in the Lax Airport, so we we
have managed one hundred percent in house. It's in our building,
(06:19):
it's in our shortation machines, and then and then goes
into the national normal network in the airline.
Speaker 3 (06:26):
So you guys are three years old, so obviously you're
in startup and growth mode. Can you talk about like
how many packages you deliver? I don't know if it's
a day, a week, a month, whatever's metric that you have,
and and kind of talk to you know, how you've
been growing and where do you need to grow to
get the density that obviously is so important with freight
transportation logistics.
Speaker 4 (06:46):
Yeah, so you know, yeah, you're absolutely right. We spent
the first year just building the team. Started with hiring
airline leadership from the cargo companies from Southwest, from United
and really started to build our leadership team. Then we
went and grabbed some other team members on the ground side,
so ex FEDEXX Amazon staff, the build kind of that
leadership model, and really what we wanted to be able
(07:09):
to do is to create the endless in model. So
where we are today is we've delivered thirty million packages
since we launched. We've been running what I call in
the air for well since January of last year, so
not even a full two years.
Speaker 2 (07:26):
We've had hyper growth.
Speaker 4 (07:29):
You know, many of the major retailers everybody knows uses us.
Speaker 2 (07:33):
We also work a ton with the regional carriers.
Speaker 4 (07:35):
We are one of their most interconnected air partners for
most of the regional carriers, and our whole strategy was
helping with an underutilization that we saw. I had first
had experience in my e commerce business trying to zone
skip with trucks. And you know, in twenty nineteen, I
moved almost ten million packages and I had three and
(07:56):
a half million dollars in underutilization costs. That killed me
and I thought, Wow, I saved all this money get
into a regional But know I sent three trucks out
from LA eastbound and I couldn't fill it up even
with the volume that I had in e commerce seven
days a week.
Speaker 2 (08:12):
And this is what really drove me.
Speaker 4 (08:13):
To start to figure out how how can I think
about the business model different because every retailer, unless you're
going to build locations everywhere, is going to feel this
pain point.
Speaker 2 (08:21):
And that's why I've created clear Jet.
Speaker 3 (08:24):
And so, you know, there's a lot of different people
that listen to this podcast. Some know a lot about transports,
some don't know anything, some somewhere in between like myself.
So can you talk about the zone skipping? What exactly
is that and why do you want to do that?
Speaker 2 (08:41):
Yeah? Great, great question.
Speaker 4 (08:43):
So zone skipping essentially is localization and what you find
in any transportation that the closer you are to the endpoint,
the cheaper it is.
Speaker 2 (08:53):
So in the us.
Speaker 4 (08:54):
There's eight zones across the country, so I think of
zones one through eight. Really two through eight is what
you tradition we see on a on a national rate card,
and what we try to do is erase half those zones.
We want when we when we pick up a package
in LA, when we land, we want to be back
in zone too. We want to start over as if
the package had been sitting there locally the whole time.
(09:14):
So what that now creates is the question really for
the customer is Okay, I see how you've erased my zones.
You lowered my costs by forty plus percent. Now can
you the cost that you're going to charge me to
fly it?
Speaker 2 (09:27):
There? Is there any savings in between? And the answer
is one hundred percent.
Speaker 4 (09:31):
We are so hyper efficient by the way we built
a model because we are not supporting a capex or
an optics that a air cargo division or company has.
We are we are essentially writing the bellies of already
existing passenger aircraft.
Speaker 3 (09:47):
Now, I know you're not going to you know, give
you know name names in terms of your customers. So
are all your customers just everyone that's competing against Amazon?
Do you do do you work with Amazon.
Speaker 4 (10:03):
So it's it's not an Amazon versus not Amazon. Our
models we would we'd love to move packages to Amazon
to customers that buy on Amazon dot Com or that
can buy on Shopify through a retailer brand or website.
We are one hundred percent carrier neutral and and yes
we do work with Amazon. We work with everybody. So
if you look at and it's on our site, it's
(10:24):
very public information that we're essentially connected to every asset
provider in the country that we believe has high impact
and great service and a certain zip code.
Speaker 3 (10:33):
And so you know, using your service, obviously, cost is
one of the main reasons why people are going to
be using you.
Speaker 2 (10:40):
How do you.
Speaker 3 (10:40):
Benchmark your costs to the to the shipper relative to
a FedEx UPS or even the US Postal Service.
Speaker 4 (10:48):
Yeah, you know, one of the biggest differentiations between going
to Clearjet direct or going to a National Care direct
is agility. We allow you to say, here's my pain points,
what part of your network will solve my problems. So
if I'm a you know, a customer in New York
and I'm like, I need to get to Seattle, that's
a tough that's a tough slog for a national carrier.
(11:08):
Now you could use a traditional just ground model and
depending on how your your rate is built, like if
you have a flat zone, that's one model that ups
FedEx have had historically. That's changed a lot postal service.
If you look at what a ground advantage price point
is from LA to New York, it can be over
fifty like a double the price. So if I have
a seven dollars package there, somehow it's fifteen dollars or
(11:29):
fourteen dollars going to New York. He's like, God, it's
such a massive, you know, distribution of costs. We completely
kind of erase that model. We say, hey, we're going
to start at the ground price once we cross the
country for you know, call it a dollar.
Speaker 3 (11:43):
And do you guys do like like your shippers, do
they ship everything? Do you work in perishables like wine,
like you know, some specialty stuff like that? Are you
pretty much kind of like plain old retail like clothes
and things of that nature? Apparel?
Speaker 4 (11:59):
Most our customers fall in the ladder. We have had
lots of conversations. So the really only blockers for us
are hazmat So wind's no problem. But booze is a problem.
You know, anything it's flammable, anything, anything it's in hazmat category,
so ion linted ion batteries or something that we have
to you know, we do have hazmat certification. We are
an iak as a company, so we have a lot
(12:21):
of compliance officers and stuff on in the company that
work locally. And one of the things that we've we
look at is there's a very simple rule set out
there what can move and the passenger aircraft and what can't.
Speaker 2 (12:32):
And we kind of follow those guidelines.
Speaker 4 (12:33):
But you know, like the batteries are inside the device,
it's not it's it's not a problem. But if you're
just carrying a bunch of multipacks of batteries, it's not.
Speaker 2 (12:40):
They won't let that happen.
Speaker 4 (12:41):
So but we're we haven't had that as a major
blocker with any customers we're working with. I'd say, we don't.
We don't move fragrances. So you know, we start thinking
about companies that have a mixed category. Those are ones
we haven't touched just because they're more highly flammable. But
generally speaking, we're we're one to five pounds is our
average customer we're one to ten pounds is kind of
(13:02):
like our you know what, when we look at a
customer's data file, that's where we find that we're the
most effective. And we're also we love kind of I
call it like boots size boxes smaller if you kind
of you think of general size. So from a dimensional factor,
you know, we want to we want to keep our
our dim factors very concentrated so that we can just
(13:23):
move a lot. And I can tell you more about
how we move what makes us kind of unique in
that way as well.
Speaker 3 (13:29):
So my hat business be a perfect business for you.
Speaker 2 (13:31):
We love some hats.
Speaker 3 (13:33):
Love hats, yeah, so please continue, like do tell us
like how do you work with them?
Speaker 4 (13:39):
So one of the things that I learned, so for
people that don't know my story, I started this vision
of the company in twenty twenty January twenty twenty, I
met this the CEO of United Cargo and pitch the
vision and really actually was asked. It was like, hey,
I have this need. You guys have airplanes that can
move it, And that really moved quickly into we've been
(14:02):
talking about me being the airline's been talking about being
in in e commerce delivery on a domestic us level
for twenty years, but not one of them had done it,
and so I really got into the weeds of them,
like why, and I learned so much that the airline cargoes,
you know, bays are they're they're very small compared to
the parent company and the passenger side of their business,
(14:24):
and so you have a lot of third parties doing
a lot of the actual groundwork. So trans you know,
these are ground handlers that do tons of services from
putting food on the plane to cleaning the plane, to
sortation and bags and and so the orchestration was actually
quite complex because you have to work with so many
providers and and if you're going to create an excellence model,
you have to you have to create a model that's
(14:46):
basically your model, and then the teams that you hire
and hourly contractors have to have to sync up with
that dynamic. And obviously software, you know, the air cargo
are air cargo airlines and airlines are really behind in technology.
Speaker 2 (14:58):
So we're we've brought a whole new new way of
looking at the world. We do a lot through AI.
We can unpack that here in a minute, but.
Speaker 4 (15:06):
That was our idea was like, Okay, we started with
United Airlines, we went and brought in all the other airlines.
The pandemic was a real challenge, put us on a
complete hole for two years because the airlines started canceling flights.
So twenty three we launched clear Jet officially and we
launched you know, we had United, American, Delta, Southwest Jet,
(15:27):
Blue Air, Canada, West Jet, We've got cargo Jet partners.
So we've we've really built a probably the one the
largest capacity of air available, and we've made it, you know,
structurally where it's easy. What I found when I first
started doing this, retailers had tried to go to airlines
and had a lot of problems. And because they come
(15:48):
from two different worlds, a retailer like, hey, why don't
you just do what UPS does in the airlines like
I don't even know what that means, and they want
you to bring the cargo to their cargo bay, and
then you know all the challenge that you find where
they don't want but two, I guess operators don't understand
each other's businesses and the end result is failed product.
Speaker 3 (16:09):
So you know, we mentioned that. You know you're an entrepreneur,
so are you like a more of a tech guy
or a freak guy, or you know kind of like,
how did you realize that you needed to build this?
Speaker 2 (16:25):
Yeah, I'm a tech guy.
Speaker 4 (16:27):
I've been in e commerce since ninety seven. Most people
know my backgrounds from the sports and music industry. Here
in Austin, Texas. Willie Nelson was my client when I
was nineteen years old. I built all his online properties
and started selling his T shirts and that company grew
over twelve years, and I was working with most of
the people in the state that were in the music space.
And then went to Nashville, and Yeah, my takeaway was
(16:50):
I had I ended up having tons of retailers in
one lie. My other business that many know me from
is Shopify's largest agency. We have over twelve hundred shop
by plus stores. I mean, we've sold over a billion
dollars in GMV as. You can imagine working with so
many brands one on one for so many years of
my life, this concept of transportation was a real problem,
(17:15):
and I realized that it didn't matter how big your
brain your customer was or how small, they all have
the same problem. That you go to negotiate a national
carrier contract and your rates are extremely hard to win,
and so not all the SMBs. So to think of
the small brands, they're kind of toast and they had
to kind of go to platforms to get whatever rates
(17:35):
are available on the platform. And then if you're the
big brand, you're constantly toggling, negotiating between ups FedEx back
and forth. And now Amazon's coming the picture, and then
you have the post Office has just been all over
the map and mostly known for the outspace business and
the first class it's downground advantage. What I wanted to
do is I wanted to completely get away from the
traditional hub and spoke national carriers and create.
Speaker 2 (17:57):
A model where you can plug and play.
Speaker 4 (17:59):
What I about Shopify and Stripe and brands that I
watched create an infrastructure. You could plug into them and
do so many things. You can stand up a store
or on Stripe, you could instantly take payments from so
many places. And that's really what Clearjet's building. Behind the scenes.
We are completely vertically integrating. We're building our own driver
network of drivers with box trucks and vans and fifty
(18:21):
three footers all over the country. We're in thirty three
airports across the country. Some of our investors as you
guys if you look up, you know Venture fifty three.
So we have the SDS Trucking Company behind us, so
we have access to all their facilities as hundreds of facilities,
so we can localize pickups around the country.
Speaker 2 (18:39):
We really have a big, big mission.
Speaker 4 (18:40):
Here and we are we're almost partners with everybody, you know.
You know, anyone that sees us as competitor may not
really understand what we are because they could use us.
They could instantly say, oh wait, hold on, I thought
you were a competitor. Can you give me a flight
from here to here? And we would love to take it.
Speaker 3 (18:58):
And so when you when you're buying, I guess, so
what do you do? So do you buy capacity and
then kind of resell that capacity to shippers and the
capacity that if that's true, like, are these like long
term contracts, Like how do the you know, broadly speaking,
the economics work with Let's stick with the air capacity
(19:18):
first and then we can go talk about the ground capacity.
Speaker 2 (19:21):
Yeah.
Speaker 4 (19:21):
I think one of the things that's that could be
a misconception is that they're like, oh, there's they're just
a freight forward or forwarding you know, air air freight
and We're actually much more complex than that, and that's
why also why the air carriers like us, because we're
actually bringing a lot more value than just reselling space.
Speaker 2 (19:38):
Of course they're happy to take everyone's money, but it's.
Speaker 4 (19:40):
A little bit different where we are actually handling the
point to point supply chain. We're handling the trucking that
they have nothing to do with. We're handing the sortation
that they have nothing to do with, and then we
take the air routes and then we'll recover they have
nothing to do with. So I say they being airlines
and air carriers and then final mile.
Speaker 2 (19:57):
We've created a model where you can bring your our.
Speaker 4 (20:00):
Own rates, which is unheard of, meaning hey, you can
give Clearjet five different carriers and cutting including ups, FedEx
and and all the regionals that are awesome, or you
can have you can use our rates and you can
use our API to to toggle between them. We wanted
to create this optionality that gives you the best price
and speed based on what your goal is to a
certain area. We really look at the world and or
(20:22):
the states mostly around a zip code. How can we
get it to a you know, a Seattle zip code,
which is pretty inconvenient when you think about population, but
you still got a lot of customers. You've got a service,
but also make the same price point as you know
downtown LA.
Speaker 3 (20:36):
So for my habitatari business, uh, I can go onto
you know your system, and then I can see the
rates that I negotiated with FedEx and UPS and then
I can see alternative rates that you know, you guys
might be able to provide. Is that is that? Am
I understanding that correctly?
Speaker 1 (20:53):
Yeah?
Speaker 2 (20:54):
That's right.
Speaker 4 (20:54):
It's traditionally we're today we work with mostly enterprise customers.
We have we are rolled out a connect product I'd
love to talk about in the moment, but our enterprise customers
traditionally have a TMS platform that's that's rate shopping, and
we are a carrier that in that face. Okay, they
do have the option to use us full door to door,
or they could use us just for first mile, middle
(21:15):
mile and recovery meaning injection to their carrier contracts.
Speaker 3 (21:18):
To your point, gotcha, So I guess talk about your
you know, I guess the final mile portion of it.
You know you said that it's a lot of gig
economy people. How does that work? So you're sourcing capacity
and are these people that are just working with you
guys or they're just they're just gig economy people and
(21:40):
they're going to go work wherever the freight is.
Speaker 4 (21:44):
Yeah, so so big distinction. We don't deliver final mile
as a company clear Jet. We we inject to every
final mile carrier. That's a very well served market that
we we realized that was not where the pain point was.
It's like, hey, if you want to get to VHO
and door Dash and the gig drip companies, awesome, We're
very excited, and that is our goal is to be
(22:05):
able to get to them really fast and efficiently. We
do do to your question, we do hire the direct
gig drivers for the on the asset side, for first
mile and for recovery so airport to those finalmentel carriers
sort locations. So we we found that this was a
really weak area in the in the supply chain where
(22:26):
there's there's resellers marketplaces for think of box trucks and vans,
but the price points were way too high and so
they they might fit you know a business that's like
delivering paint for like a Sherwin Williams or some kind
of retail or physical built I call hyper local delivery
with a bigger, big box, but they weren't built for
(22:48):
e commerce.
Speaker 2 (22:48):
Were you really had to have density to make the
math work.
Speaker 4 (22:51):
And so that's also one component of clear Jet Express
and and air Skip is that we work with enterprise
customers that have the volume that we can fill up
even a smaller sized asset like a van or a
box truck. What's happened with Connect. We've launched a new
product called Clearjet Connect. We're really excited about it is
our take on going to help all the retailers that
(23:15):
were my past type customers. So think of your traditional
shopify retailers out there. There's a few million plus just
in the domestic United States that are selling stuff online
like you've had example, we are going to help them launch.
So if you're sitting there in La or you're sitting
in some small city in Montana, as long as you're
(23:35):
close to an airport that has airline capacity, will be
your guys. And we've really created a model where our
team will what we call see the city, which is
where we put station managers. So we do have clear
Jet employees in every major airport. So that's a distinction
when people wonder, are we only a tech company? Know,
we are physical in some elements, and we've really done
(23:58):
that because the customer delivery experience is so important that
we were willing to invest that the team members are
on the ground are all a experts in cargo base
And second that that it moves at the speed of
you know what I call prime and you know cargo
companies in general generally don't move.
Speaker 3 (24:14):
That fast, right And can you share? You know, so
you don't do the you know you said you're injecting
into the final mile. So so what kind of companies
do you do you inject your your freight into or
your shipments into.
Speaker 4 (24:29):
Yeah, so I mean everybody from I mean well all UPS, Postal, DHL,
on Track, g LS, VHO, Jitsu, c D l U,
d s.
Speaker 2 (24:41):
UH, Door dash H We're we're we.
Speaker 4 (24:45):
The way to think about it is a large retailer
will come to us and say, hey, I want to
go here. Do you work with this company this final
mile carry I've got rates with them, or you'll say, hey, I.
Speaker 2 (24:56):
Just wanted to your service level. I have interesting enough.
I have some really.
Speaker 4 (25:01):
Large retailers that have three to five warehouses around the
country and we still move millions of packages for them,
And that was kind of interesting to me because the
whole point of having on warehouses is so that you
don't need clear Jet and and what what we find
is inventory distribution is tough. You create products, you put
them in and then you might have all your sales
on the West Coast go fast, and then now it's
(25:22):
empty and all you do is spend money on line
halls to try to refill your your three pls. And
then the other type customers are they have their inventory
in one location because they just purely can't afford multiple warehouses,
or they look at the cost of paying at three
pl to do pickpack, ship and the rate for the
call at two to four local delivery, and they go,
(25:44):
you know what, we'd have been cheaper if we'd have
had our own Salt Lake City warehouse and had a
clear jet connect us so we can get all around
the country at his own two three four, but not
have to pay the third party, you know, for the
hosting of the inventory.
Speaker 3 (25:58):
Okay, so let's talk about growth. As you said, you're
you've only been starting like in the air since January
of last year. I think you mentioned thirty million packages
so far. What's your trajectory, like, where do you where
do you see the company? Not only you want to
get to, but where do you kind of have to
get to maybe you know, become profit, become profitable because
(26:23):
as a startup of assuming you're not.
Speaker 4 (26:26):
Yeah, so you know, we were well on the hundreds
plus percent year over year growth rate from when we
launched in January twenty four. You know, I would say
that the company, we believe we're our guidance that will
be profitable this year. And that's mostly driven because when
we convert customers, they're just absolutely large and they just
(26:47):
move a ton of volume. We are growing as a company.
We're well on one hundred plus employees. We have hundreds
of hourly contractors in our network and in our drive program.
Speaker 2 (26:59):
Which is the dry vers.
Speaker 4 (27:01):
But but we are you know, I think you'll see
we have a lot of engineers software really we're Our
vision is to run this entire supply chain through digital
AI and and have If you look at we have
a large team of logistics planners or these are if
for people that are not familiar, these are these are
the operators. These are the ones that are making sure,
twenty four hours a day, we have customers come in
(27:22):
from Asia that we had to handle. We watched the
flights in the night coming from Asia landing in major
airport hubs like LA and then we have the trucks
sitting there five to four in the morning for transfer,
and we send those, take those transfers and we pull
them apart. And then we take those and we pull
out apart again down to like a really micro or
or kind of a local hyper.
Speaker 2 (27:40):
Local injection model. And so we're the team itself.
Speaker 4 (27:45):
I think what we believe is that with what's happening
in innovation is that we will we will we won't
have to scale with people as much as in the past.
So a lot of the AI agents out there that
we're building are going to do a ton of ton
of this what I call logistics, planning and strategy when
it comes to parcel.
Speaker 3 (28:05):
So, I guess can you talk a little bit more
about the AI. I'm sure you want to talk about
AI a lot because that probably gives you a couple
more turns on the multiple there evaluation multiple you're able
to bring in AI. So, so talk about that. So
what what not? Only? So what is AI? Going to
do for the customer, I guess.
Speaker 4 (28:26):
So, you know, really what it does, it makes It
gives the customer an experience that is just unparallel from
a human capital perspective.
Speaker 2 (28:36):
So think of it.
Speaker 4 (28:36):
Instead of having thirteen logistics planners as we get ten
times bigger, I don't want to have a thousand, you know,
LPs and working in different time zones, different languages and
things like that. This this changes all that, and what
it's doing are simple things like rating, booking, and tracking.
It's it's kind of the three components of a package
(28:57):
delivery model. And what it's doing for us as it's
it's handling and what we're building it to handle kind
of our future state is it's making the phone calls
to the drivers. All this is, you know, digitally connected
with their APIs. But there's also like a hey, driver,
give us your dot number and then it says, okay,
I see you. You've been sitting there at the terminal
for thirty minutes, and how do we support you know,
(29:19):
is there an issue with trying and inject that package
or recovery? And this is all through AI phone agents,
you know, so those are non human base and it's
updating our you know, call it fifteen different tractable points
that we have in our tractable experience, and the our
customers can see every movement of the supply chain through
through their track er, either visually to their customers or
(29:41):
just internally for their off steam.
Speaker 3 (29:43):
And you know, so, what's what's the future of your company?
Speaker 4 (29:48):
Do you like?
Speaker 3 (29:49):
Do you have thoughts of a I'd like to take
this public. No, I want to keep it private because
you know, you can be more nimble that way. Kind
of what's what's your thoughts on on that? And maybe
you can talk about kind of you know, the private
equity or the venture capital people that are involved.
Speaker 4 (30:09):
Yeah, yeah, sure so we uh yeah, we're I love
the private flexibility. I think naturally a public company for
what we do makes sense and that's really mostly access
to This is.
Speaker 2 (30:23):
A global company.
Speaker 4 (30:24):
So what what people haven't seen from us yet because
of our age is is is a global infrastructure. You know,
it's replicating our model across the US. Obviously, we're already
and working with Air Canada and west Jet on a
complete interconnected North America. We'll do that across Europe and
Australia and Asia. Our our hope really is is to
(30:47):
create a category that people can rely on and they
just say, Hey, when I need to do this part
of my business, I'm going to go check out clear
Jets solution to solve X, Y and Z. It could
be something simple as like, hey, freight forwarding is really
tough from Europe to US or today I go into
five different airports, but I have all these challenges with
(31:09):
airport A, B or C. And we've seen this when
we started last year that companies come from China had
a lot of problems get in Chicago and Atlanta. And
it's not just price point, but it's also actually the
package is being stuck there for a long period of
time and being cleared. And so a lot of what
we've done is created a whole different way to look
at the model from both overseas and domestically. Today we
(31:32):
focused domestically, but we had a lot of customers that
had third parties clearing their own packages and then we
take over once it's in the US, you know, it
kind of unlocks everything. And what we've allowed is you
can now just go into one of the best airport
you can find from where you're at, and then we
will handle everything to connect it.
Speaker 3 (31:49):
From a US perspective, what's the most difficult airport to
work with?
Speaker 2 (31:57):
Well, you know, it's honestly most around. I can tell
you this.
Speaker 4 (32:01):
The high capacity airports are the ones. So think of
lax E, WR, JFK and Atlanta. Those are ones that
we we see. And most of this comes down to
whoever has the most inbound outbound from from global So
think of going in and out of Asia and you know,
lots change at Terrace is that I don't know what
(32:21):
this will look like. You know, six months from now,
it's changed landscapes, changing a ton. The other thing is
that what I find is you have to really innovate
at the airport, and we've done a ton of innovation
at the airport we are we are trying to create
a lot of automation and dedicated dock doors. And if
(32:42):
you look at the US Postal Service, they used to
have three logos at every major air cargo bay and
you go, well, okay, they must be amazing. They pulled
that over a billion dollars in spend from their air
capacity moving to ground advantage. So the airline's super bummed
that they lost their most of their volume from the
from the from the US Postal Service, and so Clearjet's like, guys,
(33:03):
let's make this accessible to everybody. That's what Clearjet really is.
So instead of just being the post office that can
use your planes, I want everybody to use their planes.
And that's what we were trying to build behind the scenes.
And you think about those dedicade doctors. Clear Jet has
dedicad doctors at at all these airports.
Speaker 3 (33:20):
Gotcha, And you know you mentioned, you know, getting into Europe,
Australia and different countries outside North America. Is that like
a year out, three years out, five years out.
Speaker 4 (33:31):
Well, we'll be doing international next year. So twenty six
we're already doing some international, mostly mostly in North America.
And a lot of this has been slowed up a
little bit by watching what's happening with with the with
the tariffs. But one thing that's that's very distinct is
if you look at the air carriers we work with,
(33:52):
they're taking passengers to Europe all day long, back and forth,
hundreds and hundreds of huge wide body jets, and there's
just a ton of empty capacity. And our whole vision
is looking at looking at their capacity, marrying up the
relationship between the brand, the retailer or and and the
air carrier and get it first to the US and
then from the US across the US. And so our
(34:15):
goal is not always just to drop it in from
you know, if you're going from Europe to land in
JFK and all five locations, it's really we'll go with
a huge amount of capacity and the best rates from
international air capacity price point and then land it there
and then from there localize everything meaning US US lights.
Speaker 3 (34:34):
And can you talk about you know, the venture capital
folks that you're working with and you know what round
of funding you're you're you're at right now?
Speaker 4 (34:42):
Yeah, sure, So we did about a year ago we
did a Series A. So we've done a seed in
a Series A. You know, our our our investors, they
they are so excited about what we're building where we
we haven't done a Series B. We haven't needed to,
but we're we are moving really really fast. So our
growth has been and really exciting. I think when you
look at like some of the one of my first
(35:04):
key customers was Veho and most everybody seeing our press
releases with Vho, so that's out there. We helped them
move customers that would land from Asia, like let's say,
or out of LA into their network and they're kind
of Midwest Texas, Florida and Northeast. And this was a
big eye opener for us because we realized that one
(35:25):
of our greatest strengths is by being able to connect everybody.
And you know, if you look at their valuation in
twenty twenty two is they became a unicorn with revenue
similar to us. And so that's very exciting for clear Jet,
very exciting for our path. It's also very exciting when
you see people like Veho and door Dash and all
these other white call it gig and hyper growth companies utilizing.
Speaker 2 (35:50):
And needing clear Jet.
Speaker 4 (35:51):
And we're really excited about that because we're not seen
as competitor, we're enabler. I always when people come to me,
they're like, are you a competitor ground It's like, well,
let me ask you a question. You you consider a
trucking line haul competitor? Like now they move our they
move our stuff from here to here. I was like,
that's clear yet with planes, right, gotcha?
Speaker 3 (36:09):
And so what what percentage of your shipments or revenue
or whatever originates outside the US, like from Asia? And
then gets here, then you guys move, Like do you
do you have that number?
Speaker 4 (36:22):
It's less than it's it's about forty percent or less.
It's dropped because of what's happening. And you know, we
started for us only. It was kind of interesting. We
never planned in our original business model to be servicing
international because we were so focused on customers locally to
have pain points. But we obviously got a lot of
a lot of traction there as well from from retailers.
(36:43):
They are like, hey, I need a land here, and
then I need to moved around the country. So that's
that one's probably gonna grow a lot more domestically, and
really that numbers is probably gonna continue to drop, but
that it really depends, really I think on how how
customers move their volumes into the US. But what I
can say is domestic customers are by far our highest
scaling customers.
Speaker 3 (37:03):
Gotcha. And so you're based in uh in Austin, Texas?
Speaker 2 (37:08):
Correct, Yeah, we're based in Austin, Texas.
Speaker 3 (37:10):
Does that mean you like barbecue? When you have a
favorite barbecue plays?
Speaker 2 (37:15):
I do love barbecue, you know, blacks barbecues.
Speaker 4 (37:17):
I always like to bring h take take customers, and
and and associates there because it's an experience. You go
there and they give you a they give you a
you know, a rack of ribs and the thing looks
like a side of a cow and they're like, this
is Texas right here.
Speaker 3 (37:32):
Yeah, is that Terry Blacks?
Speaker 2 (37:34):
Yeah, Terry Blacks. Yeah.
Speaker 3 (37:36):
I was actually there last week. I was in Austin
for a t ms A conference, which I snuck out
and had some some dinner there by myself and uh,
you know, made a pig out of myself. So but
good good, it was always good eats excellent.
Speaker 2 (37:50):
Yeah, it's it's one of one of my favorites.
Speaker 3 (37:53):
And you know you mentioned you know your your your
you you started your career kind of in the in
the music industry. You know, it's it's summer concert season.
Don't mean to put you on the spot, but are
you going to uh a show this summer that you're
looking forward to?
Speaker 2 (38:08):
You know? I will, I will say, here's my plug.
Speaker 4 (38:11):
So I was just at a Kenny Chesney show at
the Sphere in Vegas.
Speaker 2 (38:15):
Uh, and it was insane.
Speaker 4 (38:17):
I first off, I'd never been the Sphere, which now
I want to see every band.
Speaker 2 (38:21):
There, and it was like an experience.
Speaker 4 (38:23):
You I've been doing the music side of the business
for so long, it's really cool to see innovation in
other areas of the world.
Speaker 2 (38:28):
And uh, that was mind blowing.
Speaker 4 (38:30):
Just the digital screen on all sides of your your sheet,
your the seat you're sitting in is part of the
experience at shakes, and You're like, wow, So that was
pretty pretty great as you can imagine. I've I have
so many relationships with artists, the music artists that I've
been worked with over the years, and you know, uh,
so I love going and seeing them, supporting them and
(38:51):
so yeah.
Speaker 2 (38:52):
You know, Zach Brown's gonna have a gonna have a
you know, tour come up.
Speaker 4 (38:55):
I love his his stuff, and I don't know, I'm
pretty much a fan of most of the bands. Of
my favorite shows was a great out Chili Peppers show
in New York. I went with the with the United
Airlines guys, and I was like, that was awesome. So
I'd love to see them with the sphere.
Speaker 2 (39:10):
That'd be cool.
Speaker 3 (39:11):
Yeah, that'd be fun. And so it's funny. And later
on this summer, I'm going to Vegas with my wife
and another couple and we wanted to go to the Sphere,
and there's, there's, there's. There's a group playing that wasn't
really on my list to see that, the Backstreet Boys.
So I'm going to see the back Street Boys at
the Sphere for the experience.
Speaker 2 (39:29):
It's gonna be great. It's gonna be great. You probably
know the songs. We all know the songs from when
they were.
Speaker 3 (39:36):
I'll probably end up dancing. Chris, I really appreciate the time.
This is a great conversation. I really enjoy this because
honestly before this, I didn't really know much about Clearjet.
Sounds like a really interesting model. And I look forward
to seeing you guys grow and what's next for you.
Speaker 4 (39:51):
Thank you, Lee, I appreciate you taking the time take
and hear our story. We'll we'll definitely be seeing you
out there.
Speaker 2 (39:56):
In the on the streets, all right.
Speaker 3 (39:59):
Uh And I want thank you for tuning in. If
you'd like the episode, please subscribe and leave a review.
We've lined up a number of great guests for the podcast,
so please check back to hear conversations with C suite executives, shippers, regulators,
and decision makers within the freight markets. Also, if you
want to learn more about the freight transportation markets. Check
(40:20):
out our work at the Bloomberg Terminal at Bigo and
on social media. This is Lee Glasgow signing off and
thanks for talking transports with me.
Host
Lee Klaskow
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