The 5 Pivots: How Maurice Brewster Built Mosaic Global Transportation from Scratch

Episode Transcript
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Ken Lucci (00:23):
Well, good afternoon.
Uh, welcome to another excitingedition, very special edition it
is my distinct pleasure tointroduce a true icon in the
business.
Someone that I found out aboutand first knew of in 2000 and
seven.

(00:45):
When we both had the sameconsultant, God rest his soul, a
guy named Tom Mazza, and he saidto me, you really need to meet
this character, MauriceBrewster.
And since that time, Maurice andI have done some business
together.
And he happens to be one of myfavorite people.
So Maurice Brewster, I call youthe chairman of the board.

(01:05):
As far as the industry isconcerned, I would never want to
call you an elder statesman, butyou are definitely a statesman,
your president and chiefexecutive officer of, of mosaic.
Or does your, does your otherhalf have that title?

Maurice Brewster (01:20):
So Rhonda has the title of, um, President and
COO, and I'm, and I'm Founder

Ken Lucci (01:28):
Founder and CEO of Mosaic Global.
I would say you're in the top 5percent in terms of revenue.
And just, just kicking ass witheverything you touch.
So we are honored that you tooktime away from your schedule to,
uh, to, to talk to us today.
So let's start with how did youdecide to get into this

(01:53):
business?
And when, when was that?
Was it, did you, did you startaround the 05, 05, 07 mark?

No, no, actually, um, uh, I started in
late 1998 99.
I, I did it then, but I didn'tknow.
foolishly that you were supposedto have a license to do this.

(02:24):
I just, I just had a car andsaid, I'm going to put people in
the back of my car.
And, and at the time they werebeautiful Rolls Royces, vintage
Rolls Royces.
So people at my church weresaying, can I use your car for
my wedding?
I said, sure, no problem.
And then they were generous intheir tips, but you know, I

(02:44):
wasn't charging anyone.
But one thing led to another.
And, eventually when it kickedoff was when Rhonda took me to a
Father's Day event at StanfordUniversity in Palo Alto where we
live.
And,, I saw a row and rows androws of vintage Rolls Royces.

(03:04):
And I told her, I said, I think,I think we could turn this into
a full time business.
We can make some money doingthis.

Ken Lucci (03:10):
What were you doing as a career at the time

At the time, yeah, yeah, good question.
mY entire career has been insales and marketing, um, at the
highest level of sales for someof the largest corporations in
the world.
I was a vice president of salesand marketing.
And then all of the.
com explosion happened wherethey were throwing crazy money
around and I was taking it all.

(03:34):
So,

James Blain (03:35):
true salesman.

Yeah.
So then, you know, then I turnedto Rhonda and I say, guess what?
I want, I want to give up allthat and I want to start my own
business because I was making,uh, Ken and James, I was making
these companies hundreds ofmillions of dollars.
So I turned to her and I said,you know what?
I can make us a million dollars.
And she said, go back to work.

(03:59):
We get talking about like, likehow we live.
I like where we live.
I like, I like, I like,

Ken Lucci (04:04):
I like the salary, I like the commission, I

Yeah, yeah.

Ken Lucci (04:08):
right.
I like the, I like the no risk,it's all there risk, right.
But you could, the lure ofentrepreneurism grabbed you.

It did.
It did.
Yeah, and, and, and, and, I'vealways wanted to run my own
business.
I just didn't know what it wasgoing to be.
I always loved cars, but Ididn't want to be in the car
business.
So I was, um, stuck between arock and a hard place.
But, uh, I feel.
Uh, and, and Ken, you know me,um, I feel that it was

(04:41):
spiritual, uh, what came to methat day, that Sunday, that
Father's Day Sunday at Stanford.
When I, when I, it was clear tome that this was a path that,
that we should take.
And, um, so we got it alltogether.
found out about this thingcalled the Public Utility
Commission that you need toregister your vehicle and it

(05:02):
needs to be a commercialvehicle.
And so then I said, Okay, thenwe need to redo all this all
over again.
And it took us a year and a halfin order to get legal.
And so, therefore, that's whenwe say that we, uh, technically
started our business in Decemberof 2001 2000 and

Ken Lucci (05:21):
And was it always Mosaic?
Was that always the

Oh, gosh, no.
Come on, Ken.
You don't remember?
It was Rollz Royce limousineservice.

Ken Lucci (05:29):
that's right.
I remember the story now.
And how did Rolls Royce, how didRolls Royce react to that?

Yeah.
There's, there's gotta be astory here.
We all know how trademarks work.

There is a story behind that.
Uh, but, uh, let me finish my,my, my, my train of thought here
though.
So, um, so because it wasDecember of 20, uh, 2001, we
just said let's start, let'scall the starting time January
of 2002.

(06:00):
So for all records that are inthe National Limousine
Association and the PublicUtility Commission, it shows our
starting date as January 1st,2002.
But, um, uh, we got our legalpapers in December of 2001.
2001.
And uh, and then we moved on.

(06:21):
Now jab at me James, which stillis painful.
I just want to let you know.
We,

a place of love.

we, we called Rollz Royce limousine service,
R-O-L-L-Z

Ken Lucci (06:34):
Okay.
Okay.
All right.
And

L L S

Ken Lucci (06:39):
any good trademark attorney could argue that you
were legal.

The salesman in you already knew that was coming.

that's correct.
And, uh, but The legal team ofRolls Royce Motor Company
contacted, uh, us in 2004 andsaid, We feel you're stepping on
our trademark.

Ken Lucci (07:02):
Even though you were using Rolls Royce equipment,
they didn't thank you for that.
They just were right.

That's correct you would think they would
embrace that right and here.
I am promoting their brand, but,I went to an attorney and I said
to the attorney, I said, do Ihave to change my name?
And he said, listen, this is afight you can win.
You can absolutely win thisfight.
You're not in the same sickcode.
You're not in the same categorycode.

(07:28):
You don't buy and sell RollsRoyces, uh, for profit.
You're in the limousine andground transportation business.
Uh, he said, you, you got this.
He said, how much do you have inyour fund to fight Rolls Royce
motor company?
And I said, nothing.
And they said, He said, youbetter settle then

Ken Lucci (07:47):
And then he, and then he, by the way, and then he lost
all his zeal for this case, asmost lawyers will, right?

I'm sure he was really hoping for a hundred,
200, 000 minimum just to startthat thing

Ken Lucci (08:01):
At least we can fight this.
Just give me a hundred grand.

Yeah.
At a time.

Ken Lucci (08:05):
Listen, it was, I, it was most likely a very good
learning experience though.
Yeah.

was.
Um, and then, uh, an old name,uh, Ken that you'll remember,
Pat Charla.
She, we hired her to come upwith a new brand for us, a new
name for us.
Um, uh, and, and she came backto Rhonda and I with, um, with,
with 15 names of what shethought.

(08:33):
She said, you know, I, I lookedat your company, I looked at
your, your, your clientele, Ilook where you live, I look
where you work, I look, I said,your company is just a beautiful
mosaic of what I think lots of,uh, of, of, of companies and
opportunities could be.
And I said, wait a minute, whatdid you just say?

(08:53):
And she said,

15 names and we're going for a new one.

yeah, she said, I just think you're, I
think you're just a mosaic of,of, of class and beauty and this
and that.
And this, I said, that's thename.
She said, but I haven't givenyou the 15 names that I came up
with.
I said, I know.
And do I have to pay you for themosaic?
And she said, yes, Maurice, youdo.

(09:17):
ha ha

Ken Lucci (09:18):
Hey, listen, I mean, Pat, Pat was extremely creative
and very talented.

Yes, indeed.
Yes indeed.
So the name, she came, she didcome up with some great names.
We, and we ended up with MosaicTransportation.
And then I knew I wanted to, atsome point in time, uh, expand
the brand to a global reach.
I didn't know how it was gonnado it.
Uh, in hindsight it wasn't gonnabe with vintage Rolls Royces.

(09:45):
But, uh, but then we added theglobal in the middle, so it was
going to be MosaicTransportation.
And I added the global part inthere.
Um, and we made the O forMosaic, the globe, the
international globe.
And from there, from 2005 andbeyond, we changed the name from
Rolls Royce Limousine Serviceto, um, Mosaic Global

(10:09):
Transportation and off we went.

Ken Lucci (10:12):
So, what do you think, if you look back at from
2005 forward, I mean, when didyou know that you had this tiger
by the tail?
When did you What was the, theevent, the customer, the, what
was the turning point or tippingpoint where you knew you were

(10:32):
never going to go back to being,you know, a sales executive in
corporate America,

Well, you know, don't forget now in 2005,
we're three years into it.
We're heavily invested.
Um, and we were having goodyears.
I mean, you know, our, firstyears as Rolls Royce.
Um, I mean, we, we did in yearone or maybe year two, we did
just over a million dollars inbusiness.

(10:59):
So, we were on a roll, but itwasn't anywhere near the amount
of top end and bottom endrevenue that we needed in order
to support our program.
You know, our lives.
Rhonda was still working in realestate, doing well in that.
Um, but as we started growingand as the hotels started, um,

(11:19):
loving on us with our vintagevehicles, Uh, I remember
distinctly, uh, the generalmanagers of the Westin Hotel and
the Sheraton Hotel wanted totake me to lunch.
Now, if you're taking me tolunch, I know you're not going
to fire me.
I'm not going to fire you.

Ken Lucci (11:36):
right?
You're not going to waste ameal.

yeah, exactly.
They took me to lunch and theysaid, Hey, listen, we'd like to
have you consider.
Because we love the service thatyou're doing for the Rolls
Royces and the weddings and thespecial events and the wine
tours, but would you considertaking care of our corporate
customers?

Ken Lucci (11:54):
What time frame was this, Maurice?

This was, this was right after, uh, 2004.
This was, so this was it, it wastwo years because that's when
Tom, uh, came to me and said, Ihave a hobby business and not a
real

Ken Lucci (12:11):
Yeah, he gave me that speech as well.

Diddy

Ken Lucci (12:14):
Yeah.
His comment was, Lucci, you'rethe worst kind of person to go
into the limousine industrybecause you have a big checkbook
and you like cars.

indeed.

Ken Lucci (12:25):
distinctly him telling me about your Rolls
Royces and I remember him sayingthat you had pivoted into
corporate.

Right,

Ken Lucci (12:34):
But at the end of the day, What got you to pivot was
the fact that you gaveincredible service.
It just wasn't the vintagevehicles.
You get the service right fromday one.

Exactly.
And so when they came and said,do corporate, do our corporate
work, and you know, they hadnothing but corporate people
coming into those two hotels on,uh, you know, on El Camino Real
in Palo Alto.
I said, but that's not what Ido.
I mean, you know, I'm, I'm, I'ma, I'm a specialty car guy, you
know, and, and, and I love whatwe're doing.

(13:08):
And, um, Ken, James, they openedup their books and showed me how
much business they were sendingto, uh, local limousine
companies.

Did your eyes pop out?

The next week we had sedans and SUVs and ready
to roll for them.
And, and our business literally,took off.
And, and then that's when we gotintroduced to our first
corporate customer, which wasYahoo.

Ken Lucci (13:32):
Interesting.

And uh, Yahoo was spending a lot of time at
those hotels with guests thatwere spending a lot of time at
Stanford University and thethink tanks that happened up at
Stanford.
And, um, uh, they gave us a shotand we did well.
Um, they were using a localcompetitor of mine, which isn't

(13:56):
in business any longer.
And, um, One thing led toanother and they invited us to
an RFP.
We won the RFP and, uh, we tookoff from there.
You know,

Ken Lucci (14:09):
So, so let's, let's stop there

Mm hmm.

Ken Lucci (14:12):
because let's talk about that for a second.
You're a small business at thatpoint.
Yahoo was huge to me.
This is a, this is a majorlesson for small operators.
You can compete.
You can be invited to thecorporate table.
What, what do you think was thetop two or three things that,

(14:37):
that made them say, he may besmall, but we want him to do
this RFP with us.

how'd you, how did you get invited to the table?
Importantly as well, right?
I mean, that's key, but how doyou get to that table at that
size?

So, it had a lot to do with my relationship
with the two hotels.
Um, they, um, uh, wereshowcasing our company and our
services.
And the Yahoo executives andguests were all staying at those
hotels.
And they were experiencing ourservices.
So that word got back to Yahoo.

(15:14):
And, uh, and then we got anintroduction to the travel
manager, uh, who to, to this dayis a friend and is still in the
business, uh, working over atVerizon.
But,

Ken Lucci (15:28):
That's another good lesson, right?
Once you're in a corporatetravel department, you usually
don't leave the business.
You may go to another company.
But it's critic, it's criticallyimportant to maintain those
relationships.

Can't burn a bridge because they move from
place to place to place and theyall talk to each other

Yep.

Ken Lucci (15:51):
Yeah.

know, so

Ken Lucci (15:53):
to create those bridges.
Tell me something.
How do you think your, you know,cause I hear a lot of small
operators say.
Well, Ken, you know, you, you'vegot the gift of gab.
You're a good salesman.
And I'm like, I have to believein what I sell or I'm terrible
at it.
How did your corporate salesexperience help you in this

(16:13):
space?
And what would you say to asmall operator that says, I
don't have that sales appealthat you have?

Yeah, hire it is what I would say do what you
do best Mr.
Small car operator and hire thesalesperson who is the
mouthpiece Who can do aneffective and efficient job of
representing your brand.
Uh, do that because, um, most ofthe people in our industry can,

(16:45):
and I know you can attest tothis, and, and, and James, you
see it,

Every day.

um, they're mainly operators.
They, they, they, they're mainlyoperators that are in the
operation side of the house.

Ken Lucci (16:57):
working in the business, dispatching, taking
reservations, getting the pointA to point B done properly, but
they don't have the sales andmarketing.
They don't have the sales andmarketing.

And then that was good for me because that's
what I had done in my corporatelife before making that bridge
over to entrepreneurship.
That's all I had done my entirelife since graduating from
college.
I was a salesperson, uh, and,and moved up the ranks, but you
know, I was in sales.
Bottom line, I could sell ice toEskimos.

Ken Lucci (17:31):
I, I find that difficult to believe actually.
You're so, you're so shy.
You're so impensive.

But here's the deal, here's the deal.
I knew if I had a, if I had aproduct or a service, and of
course I have a service, I knewif it was good, I could create
it, I could build it, I couldmarket it, and I could sell it.
And, and, and I tell you theconfidence that you build by
getting one and then gettinganother, it's, it's contagious.

Ken Lucci (18:04):
a hundred percent, a hundred

And, and, and having that, having that
confidence that, um, uh, that,you know, that I, I can, I can
sell anything and I can surelysell my business to anyone that
I'm sitting in front of, youknow, that, you know, led to,
and I know we're going toprobably get to this at some

(18:27):
point in time, but that led tous being able to sign, you know,
a 43 million contract with WaltDisney Company.

Ken Lucci (18:33):
So tell us about that transition.

You want to know that now?
I mean, we're so, we're so earlyinto the, into,

Ken Lucci (18:39):
no, go ahead, James.
You got a couple of questionsthat you've been in.

I think we also, right, one of the things that I
always want to know, and I feellike our listeners also want to
know is you're someone that'sincredible at sales.
You're someone that that's yourworld.
How quick are you able to gofrom behind the wheel to having
employees and starting to buildunderneath you?
How quick were you able to roundthat corner?
And what did that even look

Ken Lucci (19:03):
How did you do it?
How, what

listen, listen, listen, listen, that's a
great question.
And it ain't easy.
I'll just tell you that becausecustomers were used to me behind
the wheel, not the wedding part,right?
Because wedding one, one anddone.
Right.
But the Yahoo people were usedto seeing me and a series of me
in cars.
Cause obviously I can't,couldn't.

(19:26):
I couldn't drive multiple carsat one time, but they were used
to seeing me and, um, and it wasa crutch because I was used to
seeing them and I wanted to makesure that they remained happy
and, um, but it was a difficultdecision to make to get out of
the car and, you know, thephrase, um, Ken, that you talk

(19:52):
about, uh, get out of thebusiness and start working on
your

Ken Lucci (19:56):
work on the business instead of in, in the business?

That was tough.
And I know for the folks thatare out there, the smaller
operators, that's going to be achallenge.

Ken Lucci (20:07):
It is, but Maurice, that was the day that your
business started to become acompany.
I use this phrase a lot.
Every single company is abusiness, but not all businesses
are evolved into a company.
When the owner has to do theservice delivery themselves on a

(20:29):
massive basis, you know, I'm nottalking about like our friend,
Charlie Horky that goes out andruns a thousand person group.
He rolls up his sleeves.
That's different, right?
I'm talking about You know, thedifference between that day that
you stepped out of the car andstarted working on the global
strategy of the business is whenyou started becoming a company.

Yes.

and it's the ability to step away, right?
It's the ability to be able tosay, I'm going to take the day
off and we're still going tomake money.
We're still going to be running,you know, at that smaller size.
If you're the one driving, ifyou're not driving, you're not
making revenue.

the piece de resistance though.
I had a Rhonda.

Ken Lucci (21:10):
you're not kidding, but we haven't even gotten to
the power.
Wait a

yeah, I know

Ken Lucci (21:15):
not the power behind the throne.
She's the power and she is the

Go throw.

I had,

Who is Rhonda?

I

Ken Lucci (21:24):
Who is Rhonda?
Tell us about Rhonda.

get you or Rhonda is what I tell you, small
business owners, you can'tborrow my Rhonda, but get Rhonda

Ken Lucci (21:33):
Well, the total order of the day was to find a
salesperson.
The absolutely impossible of theday is to get a Rhonda.

Yeah.
And, and, and, you know,

Ken Lucci (21:43):
doing when you were growing this business?

so.
Um, before she moved into thebusiness with me, like I
mentioned earlier, she was doingreal estate.
Um, and, uh, at that point intime when we started the
business, we had three kids.
So, um, trying to, trying tojuggle, trying to juggle, uh,

How old are the kids at that point?

Uh, how old were they?

Yeah.
Little kids or older

yeah, yeah.
I mean we, uh, Sienna was bornin 2000 and, and and 2000, 2121,
lemme see, what are we in now?
20?
No, she's 22, 23 years old.
So she was right when we startedthe company.
Yeah.
She was 2001.
And then we had, uh, two otherkids, uh, Bradley was born in,

(22:34):
in 97 and McKayla, our oldestdaughter, uh, was born in 95.

Yeah.
So you've got littler kids atthat point that are demanding
the time as well.

Ken Lucci (22:45):
And she's just, she's burning the candle at both ends.

She is, but it gave me the ability to be able
to not worry about theoperations end of it because,
um, that, that is such a detail,um, a detailed part of why we
are so successful and, um, uh,and, and, and that is my weak
point.
So, you know, I'm, I'm not shyat all to say, you know, I'm, I

(23:12):
focused on what I know I wasgood at.
And I knew I could develop and,and bring new business into the
company.
Rhonda is extremely detailedand, and perfect to, in, in the
role of, uh, uh, Chief OperatingOfficer and President.
So, uh, having the twocombination and not have to

(23:33):
worry about my, uh, what wasgoing on behind the scenes with,
with our customers, that gave meall the freedom to be able to
grow the business to where it istoday.

Ken Lucci (23:43):
So that's another lesson, is hire to compensate
for your weakness.
So, if you fancy yourself a goodoperations person, and you
really are, then you need tohire a salesperson.
If you're a great salesperson,You need a higher detailed
operations person.
And I make you the argument thatthe world I live in every day,

(24:06):
that's extremely frustrating isfrom day one is to get yourself
a decent financial advisor,which I know you have.
Um, and too many operators startway late on that score and they
don't think it's important andit gets them into trouble, they

(24:27):
cannot borrow properly.
They cannot take advantage ofopportunities.
I mean, you, you didn't havebanking relationship.
There's no way that you couldhave done.
The Disney contracts or takingadvantage of these Yahoo could
have been at your doorstep.
And if you didn't have bankingrelationships and your finances
in order, you, you couldn'tfinance the equipment

You're absolutely right.
And they also required that we,uh, because they came to our
site to, before they gave us thecontract, they wanted to make
sure that we were legit.
Uh, and they saw the equipmentthat we had, the computer
equipment that we had, and theysaid, you're going to have to
upgrade this.
And so we had to make aninvestment.

(25:09):
Knowing that if we made thatinvestment that we would get the
keys to the castle over atYahoo, we did that.
And I'll tell you that was thespringboard, Ken, James.
That was the springboard becausewhen, uh, the next corporation
that we did business with said,Who are you doing business with?
And they said, Oh, you're doingbusiness with Yahoo.

(25:32):
Then they said, well, if you'redoing business with Yahoo, then,
you know, I, I think I can trustyou to do business with, with,
without, and one thing led toanother, that led to another,
that led to another,

Ken Lucci (25:42):
and you could do the same thing with a lawyer or a
doctor.
For example, if you're a smalleroperator and you are the driver
for a high powered attorney or ahigh powered finance guy, You
know, they're not the onlyattorney of finance guy in the
region.
I'm not saying you advertisetheir name, but you certainly,
when the time comes, can ask it,would it be okay?

(26:05):
It could, could I have thisperson call to assess for the
work we do?
And in your case, it was so highprofile and the hotels I would
imagine also helped you the factthat

you.
don't need me on this podcast.
You know, you know all about,uh, about me.
I'mma go, I'mma go have lunchnow.
You don't need me.

Ken Lucci (26:25):
that's not, that's not true.
You know why?
Okay.
You make it look easy.
I know it wasn't easy, but youmake it look easy because of how
smooth you are.
Okay.
But tell us, tell us afterYahoo, what do you, I mean, and
obviously that was a greatstepping stone and operators
need to be on the lookout forthose stepping stones.

(26:49):
But what, what do you think thenext milestone was for you after
that?

I can tell you that over the 23 years we've
been in business, we've had fivemajor pivots.
The first pivot we just talkedabout, moving from retail to
corporate.
Um, the second pivot was, um,getting those corporations to

(27:16):
consider doing business with uslocally.
And then asking, making me askfor, well if you love me and
trust me locally, will you loveand trust me when you land in
Boston?
Or New York?

Ken Lucci (27:30):
big were you?
How big were you?
From a revenue, just a roughidea.
When you started making theglobal asks and you started
doing national and global work,

We were around two million

Ken Lucci (27:45):
think about this guys, everybody who's listening
to this, instead of focusingsolely on, I'm going to try to
do all of the inside internalfarm in I can do, and I'm going
to work for all of these bignetworks and wait for my money.
How about asking for thebusiness nationally and
globally.
You were a 2 million enterprisewhen you started asking your

(28:07):
existing clients for nationaland global work.
I mean, where did that get youto over the next 24 months?
Did that add 20 percent to thebusiness a little bit more, or
what did that open the door to?

It was a slow, a slow trip down success lane.
It was slow because it it neverwas the right time, the proper
time to be introduced into thesupply chain because they had

(28:42):
already had contracts withpeople that they already were
doing business with.
So what I did was, um, I went towhat I thought would be the low
hanging fruit, which was Well,if I have the Weston and the
Sheraton Hotel loving on me theway they are, well, what about
the Hilton?

(29:03):
What about the Cabana Hotel?
What about, uh, the, um, theycall it El Prado now, but, uh,
it used to be the Garden CourtHotel in downtown, um, uh, Palo
Alto.
Uh, the Four Seasons Hotel,which is right at the, at the
mouth of Palo Alto and East PaloAlto.

(29:24):
So we started then going theretrying to grow our business out
of the hotel market because theyhave meetings and events and
their number one job is to putheads in beds.
My job is to put butts in seats.
So having a partnership withthem Uh, allowed me to use their

(29:46):
sales people.
I didn't have to any longer tryto hire a person that was doing
one on one type selling.
I'm dealing with a, a, a, a FourSeasons Hotel that has 20 people
that all they're doing isbooking, uh, space, meeting
space in their hotels.
And having them say, well, bythe way, uh, will you be

(30:08):
requiring transportation Man,things just started rolling, you
know, rocking and rolling for usbecause we had those
relationships with the hotels.
Now you add on, okay, wheneverthe corporate stuff comes
around, now you're starting toget RFPs and you're starting to
bid on, on those.
It, it, it worked out really,really nicely

But is this still pivot three or are we now on
pivot four?

Ken Lucci (30:32):
where I was going.

So pivot one was retail to corporate court
and then pivot to that's pivotto was corporate.
to national work, trying to getin.
Okay.
Cause I could do the localstuff.
So now give me your nationalstuff.
That was pivot, number two.
And that, that worked out, thatworked out quite well for us,
because it was, it was logical.

(30:55):
So wait a minute, all I have todo is make one phone

Ken Lucci (30:58):
And track.
That's

yeah, you, you, you could, you could take
care of me here locally in theBay area.
And when I land, you could takecare of me.
Do you have cars there?
I said, no, we don't have carsthere, but we have affiliate
relationships in those markets.
And at that time we were anaffiliate of Cary

Ken Lucci (31:16):
Interesting.

Cary's, tagline back then was we provide
ground transportation servicesin over 440 cities worldwide.
Well, guess what?
If they could do 440 citiesworldwide, guess what we can do?
440 cities worldwide because allI have to do is farm into, into

(31:37):
a Cary limousine.
So that's how we were able thento build the confidence because
no one could come back to me andsay, well, wait a minute, you
don't have cars in, in New York.
Um, why should I do businesswith you?
Well, let me ask you this Carylimousine, which at the time and
the largest limousine company inthe world, they don't have cars.

(31:58):
In every, every major market inevery major city and all over
the world, they use it.

Ken Lucci (32:02):
network.
Yep.

Exactly.

But this is the sales mind, Maurice.
This is you thinking as asalesperson, understanding that.

Exactly.
Exactly.

Ken Lucci (32:12):
Right.
And my, my mind goes to, youhave the opportunity of the
local one way, and then you havethe local round trip, and then
you take that same phone calland you turn it into a globe, a
destination or the.
The, uh, the, the, the citythey're traveling to.
Now you've taken a transfer toaround to a third leg,

(32:36):
potentially a fourth leg.
What you've just done to yourprofitability is absolutely
incredible.
And you've not increased yourcosts.

that's correct.

Ken Lucci (32:44):
That's where my mind goes.
And when I see small operatorsstruggle and they call me and
they say, Ken, can you introduceme to, you know, XYZ network?
And I say, I'm happy to do thatfor you, but tell me something.
Why?
Why aren't you trying to go outand capture 10, 15 or 20 of your

(33:05):
own clients?
I mean, and this is the lessonthat you've done this.
Uh, I wouldn't, I mean, you tellme if I'm wrong, did you have a
strategic business plan when youdid this or you just saw the
opportunities coming?

No, we had a plan, you know, I come from
pretty good education backgroundand, and did my, Business
graduate work, through theexecutive program at, Stanford
and the executive program atTuck University in, in New
Hampshire.
So they stressed plan, plan,plan, plan, plan.

(33:39):
You know, if you, what's theold, uh, tagline?

Fail the plan, prepare to fail.

you go,

Ken Lucci (33:44):
Prior planning and preparation.
No question about

You're talking to a training guy, live, breathe, and
diet, right?
We see it all the time.
We see guys with no plan, andthen they wonder why it goes up
in flames.

Ken Lucci (33:54):
Right.
But the end of the day is to me,to me, it's also, you came from
a background where if you didn'tsell, you didn't eat.
And you may have had a nice basesalary, but it certainly didn't
keep you in the lifestyle thatyou and Rhonda wanted.
So, I mean, that to me is, madeyou the entrepreneur you are

(34:15):
because you kept pressing forthe opportunity, pressing for
the opportunity.
So what was, what was theturning point after you started
doing global and doing groupsand meetings?
Um, you know, there are manyolder companies than you in the,
in the, in the, uh, Bay area.
I mean, but you've surpassed somany of them.

Yeah.
We, the next biggest pivot,which has been probably the most
consequential, move that we madewas the decision that we made to
get into the commuter employeeshuttle business.
Um, I could tell you now with,you know, the 160 vehicles that
we operate every day, the vastmajority of our revenue.

(35:00):
Uh, close to 95 percent of ourrevenue now comes from the
commuter business that we do,the charter business that we do,
the employee transfer businessthat we do for major
corporations here in the BayArea.

Ken Lucci (35:15):
Well, how did you get that started?

it happened because we were doing business
with Apple.
And, but we were doing corporateblack car stuff for Apple.

Ken Lucci (35:26):
Yep.

And, um, and, and again, you know, we, we were
doing a good job, you know, we,we, we, you know, we showed up
when we were supposed to showup, vehicles were, were, were,
were in good shape, drivers,chauffeurs were, were, were
trained.
All of that was good.
And um, the head oftransportation for the commute

(35:50):
side of the business, um,requested a meeting with Rhonda
and I.
And asked us basically at thatmeeting, we'd like to consider
having you not only continue theblack car stuff, but would you
consider doing the, the commuterbusiness and, um, at that time,

(36:11):
uh, what they wanted only was usto go into the bus business.

Were you in the bus business yet?
Did you own any buses or anylarger vehicles?
How big was the biggest vehicleyou had at that point?

It was a mini coach.

Okay,

It

you were kind of knocking on that door, but you
hadn't gone through yet.

Not at all.
As a matter of fact, as a matterof fact, the, ooh, this was, oh,
I can tell you exactly when itwas.
Yeah, because that's, that wasmy pivot, my fourth pivot.
It was, uh, 2014.

Okay.

2014.
And we went to them, and whenthey asked us that, we told them
no.

Oh, you didn't you didn't take it

We did not take it.
Because we felt, I know, theywere surprised too.

Did they show you the numbers and convince you
like, like happened in the otherpivot or?

nope, nope, nope.
What, um, uh, we told themhonestly that we didn't have
what we needed in order to beable to do all the things that
we anticipated that we needed todo in order to run a bus

(37:19):
business for them.

Ken Lucci (37:21):
You didn't want to bite off more than you could
chew at that time.

correct.

It sounds like you're protecting all of the
business instead of trying togain more and risking losing it.

Exactly.

Ken Lucci (37:31):
And sadly, and sadly, not, not, not a lot of people
have that introspection to, to,so once you said no to them,
what happened,

I'm glad you asked that question, Ken.
Six months later, they came tous and they said, we have
another opportunity.
Would you be interested intaking on our campus
transportation services inMercedes Benz Sprinters and, uh,
and, and, and vans, and we said,we could do that.

(38:07):
And we submitted our, responseto the RFP.
We ended up winning, and wewalked away with, uh, I think we
have 44 vehicles, uh, at, atApple's campus doing commuter
work.
work.
Don't forget they have over 100buildings here in the Bay Area.
So we were able to do that.

Was this similar to what they wanted you to do
originally and it was just thedelivery mechanism was changed
or how, how different was thisfrom their first ask six months
ago?

well, the first ask we had to buy motor
coaches, which, you know, wehadn't been in that business and
didn't know that business.
And also to be candid, we didn'thave That good of a relationship
to be able to buy, you know, 10or 15 or 20 motor coaches, brand
new motor coaches that were,that were going at a pop of

(39:02):
what?
Eight, 900, 000 back

Oh, yeah, every bit of that.

but the, the reality of, of it really was,
uh, because we, I, I believe wecould have found the money.
Um, we just didn't feelcomfortable taking on that
responsibility.

Ken Lucci (39:18):
from an organizational perspective, and
I, I've, again, I've got to giveyou props for, you know,
basically saying in looking atyour internal operation, looking
at the financial aspects,looking at the operation aspect
and saying, you know, guys,we're not ready for this because
that could have sunk yourcompany in the, if you did it.

(39:41):
Because I see many people now onthe bank workout side that we
deal with that are way overtheir head on motor coaches
because they just thought it wasa big minibus and they were not
ready

But here's what happened after we said no
to them and then they came backsix months and asked us would we
be interested in the smallervehicles, which we did and which
we ended up winning.
Guess what?
Google came to us and said,would you be willing to do what
you're doing for Apple for us?
And.
We said, sure.
I mean, and, but they said, no,but we want you to do it with

(40:18):
motor coaches.
I said, I don't think we canafford to buy motor coaches.

How many did they want you to buy?
What was the investment thistime?

our portion was going to be somewhere around
15 where that we would, we wouldhave needed to buy

Ken Lucci (40:32):
million.
Fifteen million.

that.
That is correct.
Google said, how about we buythe units and you just operate

Ken Lucci (40:40):
the way, let us buy the units and take the
depreciation, which goes, apublic company, public company
loves depreciation more than wedo.
Yeah.

So, uh, that's how we got our foot into Google.

Wow.

And then that's how we got our foot into
Facebook.
And then that's how we got ourfoot into Merck.
And then that's how we got ourfoot into eBay.
And then that's how we got, andit just goes on and on and on
and on.
I mean, you know, you, miseryloves company.
Why people, people love the factthat we're doing a good job for
others.
And, and they're opening theirdoors up for

How far ahead are you planning on these?
Right.
Is this, is this something whereyou're thinking five, 10 years
ahead?
Right.
And, and I know that, you know,having the benefit of knowing
you so long, I know that you'realways looking to the future.
Did you, when, when Google cameto you, was that something that
you had already had planned?
How far ahead are you lookingand planning at this point?

We did not have Google in our sites at all.

Ken Lucci (41:44):
Well, but listen, you've benefited from a sales, a
fundamental foundational truism.
People trust companies that dobusiness with other companies in
their sphere.
Now we're talking householdnames today, but I would tell

(42:06):
every operator that look at yourbest customers.
They all have peers.
That's where you should bedigging for gold.
And in everywhere in thecountry, there may not be the
household name, but I can tellyou there's the 25 largest
employers have some of the sameproblems that your customers

(42:27):
have.
And it all started, it was adomino effect based on Yahoo,
Based on again, it, you have,you took advantage of some good
opportunities, but at the end ofthe day, people trusted you
because you were doing businesswith companies they knew,

Yes.
No doubt.
No doubt.
So that's, you know, that, thattakes us then to our fifth
pivot, which is a pivot that alot of people in our industry
don't want to hear.

Ken Lucci (43:00):
which is,

Our fifth pivot, came, three years ago,
maybe two and a half years ago,When, at the time, our largest
customer said we will be carbonneutral by 2030.
And that was Apple.

(43:21):
And my mama didn't raise nofool.
I stood up and went public andsaid Mosaic Global
Transportation will be allelectric.
By 2030, because I'm because I'mfollowing I'm following at the
time.
What was our largest, uh, uh,customer.

did, did you find out before the public
announcement that they kind ofgive you the hint of, Hey, we're
going to do this.
Get ready.

No, uh, 1.

were smart enough to just see it.

once that announcement came from, um,
Lisa, who is, uh.
Reports to Tim cook that that'sthe direction that apple was
going.
I stood up and said, this is thedirection that mosaic is going
to go.

Smart.

Ken Lucci (44:00):
well, think about what you just said, you know,
that other corporations aregoing to be following Apple, you
know, that intuitively.
So I

But our industry doesn't like this, uh,
kid.
Our industry hates, uh, uh, thewhole talk about, uh, electric.
And, and as far as I'mconcerned, you do you, boo.

Ken Lucci (44:19):
You do listen,

You do you, boo.
And I'll do me.

Ken Lucci (44:22):
exactly right.
And I've found in general, ourindustry, number one, they hate
change.
Number two, they hate learning.
Number three, they hate gettingout of their comfort zone.
You've made a career getting outof your comfort zone.
Otherwise, otherwise you'd be,you would be driving vintage
Rolls Royces and you'd probablyhave a gorgeous fleet of them.
But at the end of the day, youknow, you've built one of the

(44:45):
largest companies in the countryand I submit to you that the
small operators need to bethinking more along the lines of
what we've been talking abouthere today is what is your plan?
What opportunities do you havein your market?
Who can, who, what stakeholdersdo you do business today that

(45:06):
can help you get to the nextstep?
Because too many of them aresitting at affiliate central.
I'm going to get an, I'm goingto get myself in trouble.
Too many of them are sitting ataffiliate central with 500
business cards, thinking thatthat's how they're going to grow
their business.
So, so speak, speak to that fora second, you know, and I've
always said this, you know, thenext thing I see for you after,

(45:28):
after whatever the next, yournext step is, we've discussed is
the book.
And also I believe, I believeout of everybody in this
industry, you're probably one ofthe most valuable mentors.

A hundred percent.

Ken Lucci (45:43):
because you speak very tangibly about what you've
accomplished and not about yourego and about Maurice.
It's step by step what you'vedone to grow one of the biggest,
as far as I can tell, one of thebiggest independent networks in
the country.
So what would you say tooperators that have a passion
for the business and what's yourbit, what's your best advice to

(46:05):
them?

I would say, if you're happy, if you're happy
and you know it, clap yourhands.

I knew it was coming.
I was waiting for it.

If you're happy having a job, continue the
route of knocking on the doorsof the affiliates and begging
for their business.
But if you want a businessthat's worth something, you
gotta own, you gotta own thepaper, you gotta own the
relationships with, uh, thecustomers.

(46:36):
Uh, uh, you have got to havecontracts.
Thanks.
And, and by the way, there'snothing wrong with just having a
good job, you know, I mean,

Ken Lucci (46:45):
nothing.
Absolutely

nothing.
at all.
It just wasn't my, my goal.
But you know, I wanted to builda business that at some point in
time, either it would become alegacy to our kids.
And we have Rhonda and I havefive, Rhonda and I have three
kids.
I have two kids from a previousmarriage.
So collectively we have fivekids, um, either that being
passed on to, um, as a legacybusiness to the kids, or, uh,

(47:09):
we, we sell to the highestbidder.
So, but you can't sell abusiness that.
80%, 50%, 40%, 90%, whateverthat number is, a large number
is made up of affiliate

Ken Lucci (47:21):
No, and you can't, and you can't sell a business
that's not profitable.
I mean, you didn't, you didn't,and I'm just going to come out
with it.
You didn't see my attitudebefore the podcast.
I was, uh, this was a bad dayfor me.
The highlight of my day was you,right?
But I've had a shitty weekbecause I've been dealing with
sellers who think that the jobthat they've had for 20 years is

(47:44):
an asset they can sell.
They've, and, and I agree withyou and I'm glad you were the
one to bring it up.
There's absolutely nothing wrongwith a lifestyle job, but don't
delude yourself into thinkingit's a sellable asset.
Because you don't own therelationship.
You're at the mercy of whoeverthe network is.

(48:05):
And I was never a big proponent,but I, I am a proponent of
sprinkling in affiliate work asyou're growing your business,
but you hit the nail on thehead.
If you want a job and you'rehappy with it, that's great.
But if you want to, turn yourbusiness into a company, you
have to have a plan.
If you don't have the salesability yourself, hire, hire

(48:30):
somebody, know your weaknessesand hire, hire for your
weaknesses to compensate foryour weaknesses.
Take advantage of the pivotsand, and the plan that you have.
I mean, you, you're a little,you're very modest.
You've got a great financialadvisor.
That you've cultivated.
You have a great group ofnetworks of, of, of very, very

(48:55):
smart people around you.
Uh, and, and you have one of thebest partners you could possibly
have in life and in business.

Indeed.

Ken Lucci (49:04):
So why, how do you make it look so easy?
Is my question,

You know, um, I don't want to be the wizard of
the wizard of Oz, which reallyhad no power.
Really had no, uh, you know,wasn't all that smart,

Ken Lucci (49:23):
right?

you know, and, and, and lived behind a curtain.
I honestly and truthfullybelieve that, transparency is
good.
My relationships with othervendors that I do business with,
I mean, there's no way we couldhave launched Picture this,
there's no way we could havelaunched Disney.

(49:45):
And I use that because that isthe most recent big thing that
we've done.
We signed that contract lastyear.
When we signed the contract inNovember, they said, we are
willing to give you thisbusiness, but you have to
promise us that you can have thebusiness operational by March
1st.

Whoa.
Cool.

We signed it November, December, January,
February, March.
We had five months.

And how many vehicles was that going to be?

We ended up buying 24.
Well, we started off with 24transit vehicles.
Okay.
Transit style vehicles.
Okay.
Not the fancy stuff that we havein, in the quote unquote, NLA.
Transit styles.
Yeah.
And, um, we had to then hire.

(50:38):
close to 70 people Becausedisney is a 24 hour a day seven
days a week Operation and yeah,some of you smart folks are
about saying what are youtalking about?
Disneyland's not open, you know24 hours a day.
You're right.
They're not

But they're working.

But when they yes, yes,

working 24 hours a day.

Ken Lucci (51:00):
yeah.

the uh, the the park at 10 or 10 30 after
the uh fireworks thenconstruction and janitorial and
painting and everything happensin the evening so that when the
park opens again up at eight inthe morning, uh, the next day,
that park looks fresh.
It looks perfect.

(51:22):
So, and we have to provide thetransportation for all of the
people, not only the, the, uh,cast members, because they call
their employees cast members,but you also then have to take
care of the construction people.
So.
You know, and, and the lightingand the engineering and all the
things that has to happen, uh,behind the scenes, uh, to get

(51:42):
the, the park ready.
So,

Well, and Maurice, you know, I grew up in Los
Angeles, right?
I grew up with Disneyland.
For me, this is really vivid.
For those that aren't familiarwith how big California is, how
far of a drive is it fromDisneyland to where your main
office is at, right?
You're also, it's not like thisis in your backyard like

Oh, no, absolutely right.
We had to, that's a good point.
I mean, you know, we're in SanJose, you know, seven hours away
from Disneyland.
So what we had to do, we had to,we had to then establish a
beachhead or.
I won't get too fancy.
We had to have an office local.
Uh, Disney ended up giving usspace on, on the Disneyland

(52:20):
space.
So now we have an office atDisneyland.
We have an office in Buena Park,which completely takes care of
Disneyland and the other two orthree contracts that we have
down in Los Angeles, right?
And then we have an office inInglewood, California, which is
an office that we had through anacquisition that we had made
around 11 or 12 years ago.

(52:41):
So we have three locations in,in, Southern California and two
locations in NorthernCalifornia, our headquarters.
And then we have a location thatwe just purchased in, in, in
Oakland, California.
And that's handling all of ourEast Bay business that we have.
So we're not deadheading back toSan Jose, which is costing us

(53:01):
money.
Um, you know, for, because we'vegot to pay the drivers when
they're behind the wheels.
So,

an hour's a service time too.
I mean, that's not exactly ashort trip.
You're burning hours.

Ken Lucci (53:13):
So just as we finish up, because we're approaching
our hour, where do you see theindustry going?
You, you hit upon something thatyou see, you know, you've made a
corporate goal of being carbonneutral by 2030.
I mean, autonomous vehicles, therest of it, where do you see the
industry going?
Where do we, where do we,besides electric vehicles in

(53:34):
2030, where do, what do we looklike?
At

2030 in electric vehicles is specific to
California.
Because that, that's, you know,we do things a little
differently in California.

Carb.
We can sum that up in a word.
Carb.
I think when I was there for,for California bus, that was the
most interesting part for me isthey, California also doesn't
seem to recognize in the sameway that our buses are not
trucks, and the carb rules arereally written for trucks.
So, you know, one of the thingsthat came up is you got students

(54:10):
that are coming in from Arizonaand other states, of course, to
go to Disneyland, right?
That's everybody's dream.
But what do you do with thosestudents when you've got to stop
and charge that vehicle?
And, you know, there's a lot ofthings that you're going to have
a huge edge on because you'redealing with them now.

Yeah, we, you know, the, you know, I'll just
finish off the, uh, the Eviepart and then I'll answer your
question.
Can, um, the, the infrastructurethat we have here at Mosaic
global transportation, we, weinvested a million and a half
dollars of, uh, bringing powerinto our facility here in San
Jose, we can charge 28 electricvehicles, motor coaches, sedan

(54:49):
at one time, 28 at one time.
So.
So that was again back to Applemaking their announcement and us
saying that we're going to saywe stepped up and we did it.
So there's nobody in our state,and I'm sure across the United
States, in the limousine andground transportation business

(55:10):
that has more of aninfrastructure in place than we
have.
Now, I will say that the buscompanies do have that, but not
the folks in the industry

Ken Lucci (55:21):
Not the chauffeur

known.
Not the shelf

Ken Lucci (55:23):
yeah, they're still, they're still, they're still
under the delusion that they canwait and see what happens.
And it's not gonna, it's not,hope is not a business strategy.

Yeah.
Yeah.

Ken Lucci (55:35):
So.

So, I mean, as far as where I see the future,
you know, of, of our industry,um, what I would hope some of
the more courageous folks in ourindustry will start to.
Do what they should have beendoing from a safety point of
view, which then opens up doorsfor them to be able to get into

(55:57):
the bus business.
The bus business isn't goinganywhere and Uber and Lyft
aren't getting into the busbusiness.
Can you imagine telling Grandmaand Grandpa that they have to go
get their class B license withpassenger endorsement?
Mm

you, it's, it's interesting that you bring that
up because Uber is doing Ubercharters now and you can book it
through there and they're usingpartnerships, right?
They're leveraging just like youaid one of your pivots when you
had that, you know, Hey, ifCarrie's got all these, I have
all these Ubers figured outthat, you know, the model
doesn't work for individualdrivers for buses, but we can go

(56:32):
to these companies and partnerand do that.
So it's a huge point.

Ken Lucci (56:35):
You hit the nail on the head that safety is the
number one issue, right?
Because now it's the number oneissue.
And we're seeing this wholeinsurance crisis play out in the
industry.
Um, do you see Mosaic stayingin, or do you, do you see it as
something you'll always do?
Will you expand the chauffeuredside, the luxury side?

(56:58):
Or you think all of your work isheading towards contract?
Sure.

Well, all of our work is always going to be
towards the contract.
Always.
Um, we're not going to go afterthe transitional, black car to
the airport.
like I said, over percent of ourtotal revenue is contract work.
Um, um, And, and, and, you know,our numbers are large, so the,
the, the four or 5% is still agood number, but it, it's not

(57:25):
anywhere close to what, the bigcontracts that we have with, the
companies that I've mentionedalready.

Ken Lucci (57:31):
So to, to finish out, where do you see from a size
perspective and what's mosaiclook like in 2030, 2035?

again, another,

six, Maurice?

a grant.

number six?

So, So, that's funny you, you asked that
question

Ken Lucci (57:50):
we have not rehearsed this by the way.
We didn't

That is so true.
And I promise you, who arewatching and listening to this,
none of this was practiced.
I didn't even get prep questionslike I always get in advance.
So, I mean,

you raw and unfiltered?

yeah, I am doing the old soft chew with my
friends, James and Ken, uh,unpracticed, unrehearsed.
But, um, what I will say is,dream big, hairy, audacious,,
goals.
mean, I started with one car inmy garage with a hope and a

(58:26):
prayer.
And the hope in the prayer andgood education and surrounding
myself with people that.
Were smarter than me, and Iwasn't intimidated by that.
That, you know, I want to learnfrom, um, bright minds that can
come in and show and help me dothe things I need to do.

(58:47):
Um, so that, that's one advice Iwould give, but as far as your,
your point, uh, James, which isa good one.
This morning, Rhonda and I sentan email to each other.
I said, these were the goalsthat we tried to accomplish in
2024.
I want to meet with you and Iwant to talk about how we did in

(59:07):
2024 and what's the plan for2025.
So we're starting our planningfor 2025 next Monday.

Do you have number six in sight?
Do you think you have a grasp onwhat that sixth pivot will be?
Or is it still a little blurry?

It's blurry.
It's blurry.
And if I didn't know it, Iwouldn't tell you.

Ken Lucci (59:27):
Look, you know, you know,

I love it.

Ken Lucci (59:29):
the

But honestly, it's blurry.
Honestly, God, it's blurry.
I don't know it.
But if I did know it, I wouldn'ttell

Ken Lucci (59:35):
but,

At least not

Ken Lucci (59:38):
before you go public with your Sixth Pivot, we want
you to promise to announce ithere.

Yeah.

know what?

Ken Lucci (59:45):
they, they tell us, they tell us that people are
listening to this stuff, it'sgoing up like this, so you've
got to announce your Sixth Pivoton here.

will make that commitment to you.
Assuming that I have no nondisclosure agreements that that
I'll have to Yeah, but, um,Rhonda is in, uh, and, uh, and
this is a fun story to maybe endon, you never know what you're
going to get until you get itand you get involved and you do
the best job that you can.

(01:00:15):
We found out, uh, a month ago,maybe a month and a half ago,
that Disneyland is doubling itssize.
So they're building

James Blain (01:00:26):
saw the announcement,

Maurice Brewster (01:00:28):
the Disney, it's called Disney Forward.
Well guess what that means?
That means that instead of usmoving 10, 000 CAST members
every day.
10, 000 CAST members is what wemove every day.
That means that we're going tonow move 20, 000.
Which means that our contract at43 is going to double.

Ken Lucci (01:00:53):
There's number Sixth Pivot right there.

Well, yeah, yeah, yeah, yeah, maybe I should
have said, I should have said itearlier.
Yeah,

Ken Lucci (01:01:02):
Pivot five and a half, but it's, it's, it's,
That's pretty damn

And

with, it fits with a theme that we've seen
throughout.
Right.
And one of the things that we'veseen throughout and that we've
seen it on a lot of theseepisodes and it goes back to
what I was saying earlier, I wasgiving you the compliment.
About your team and the time youput into doing things right and
getting it right Is that timeand time again in each of these
pivots each of these storiesthat you've told us It's we

(01:01:28):
really spent the time and effortto take care of the client the
best possible way that we couldAnd by doing everything we could
to get it perfect for thatclient This store opened or this
growth happened or this piecehappened.

Ken Lucci (01:01:43):
You know, and this is, you write that ending this
way was a good idea.
I will tell you the beauty ofthis podcast is, and this one is
one to do it with, is listen tothis podcast, go on YouTube and
watch it, then start it againwith a, with a pad of paper.
Because we've, we'vefoundational things to me that

(01:02:05):
you are only constrained in thisindustry by the passion and the
execution.
And how far you want to take it.
If, if all you want is a job,God love you.
God bless you.
But please don't come to me tosell your business at the end of
your career and think you havegold there because you don't,
because it will end with you.

(01:02:26):
God bless you.
If that's what you want.
But this man and he and hiswife, his bride, the, the
throne, the power shit.
This is a perfect example.
of starting from scratch withlifting yourself up by your
bootstraps and taking advantagealong the way.
And look what you've done.
I think this is one for the, forthe ages that people should,

(01:02:49):
again, take all the copiousnotes of what we've talked
about, because it's, it's goodstuff

but my, I'm an open book, which I think you
know, Ken, James, maybe you'velearned over the years with us
working together.
Uh, I, I believe spirituallythat, um, uh, what has been
given to Mosaic GlobalTransportation Is is a gift.

(01:03:16):
It's a gift from God and my jobWhen i'm being blessed so much
like we've been blessed my jobis to be a blessing to others
And that's why I agreed to dothis podcast and that's why I
agreed to Donate my time to helpother people that want to know
what's going on Some of thejewels that we've Rhonda and I

(01:03:38):
have experienced over the years.
So my job is to is to is tobless others with with the
information that we have so thatthey can grow to be larger than
those a global transportation.

Ken Lucci (01:03:50):
and you, and you give it well and you get, and you
give it freely.
Um, you, you, you know, you'vepinch hit for me when I couldn't
speak or, and you and I'vespoken on the daises before.
Uh, and besides the heightdifference, it's really cool to,
to watch the two of us go backand forth.
But I will share with you that Ithink pivot number 10 is

(01:04:12):
absolutely a national speakingtour after you write your
memoir.

I will be expecting a signed copy

Ken Lucci (01:04:20):
And

you're not your mouth.
God's ears can.
How about

Ken Lucci (01:04:24):
Sounds great.
Well, thank you very, very muchfor taking the time.
I don't say this lightly.
You are definitely an icon inthe industry and we wish you and
Rhonda the greatest success in25 and let us know how that
planning session goes.
We expect to hear pivot numbersix right here on, uh, on the

(01:04:47):
ground transportation podcast.

Along with a book announcement, of course.

Ken Lucci (01:04:51):
Absolutely.
Well, that goes without saying.

you guys later.

Ken Lucci (01:04:54):
All right.
Thanks.
Thanks.
Thank you for listening to theground transportation podcast.
If you enjoyed this episode,please remember to subscribe to
the show on apple, Spotify,YouTube, or wherever you get
your podcasts.
For more information about PAXtraining and to contact James,
go to PAX training.com.
And for more information aboutdriving transactions and to

(01:05:15):
contact Ken, Go to drivingtransactions.com.
We'll see you next time on theground transportation podcast.

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