June 17, 2025 • 35 mins
Today, we’re joined by incredible women in transportation, Lacey Olson and Amanda Haire - the co-founders of Transport Express!
Despite coming from different industries, Lacey and Amanda share how they got into the freight business and continue to thrive, their challenges due to changing market conditions, and their focus on promoting a work-life balance, creating standard operating procedures, training manuals, and KPIs to enhance operational scalability!
About Lacey Olson and Amanda Haire
Lacey Olson is the Co-owner of Transport Express, a Minnesota-based freight brokerage she acquired with her business partner, Amanda Haire, in 2021. She began her career in investment banking before taking a hiatus to raise her three boys. Today, she holds an MBA and co-owns a concrete and masonry company with her husband. Her experience spans finance, logistics, construction, and real estate investing—all rooted in a drive to build strong, values-aligned businesses. Lacey believes momentum comes from doing the little things well and brings a steady, thoughtful approach to entrepreneurship.
Amanda Haire grew up around entrepreneurship — watching her dad run a third-generation lumber yard sparked her own desire to build something lasting. Before entering the transportation industry, she spent over a decade as a paramedic, a role that taught her to lead with calm and purpose under pressure. She also invested in and co-owned businesses in the residential construction space. Today, she’s proud to help modernize a legacy business and to inspire more women to pursue entrepreneurship.
Connect with Lacey and Amanda
- Website: https://www.transportexpress.com/
- LinkedIn: https://www.linkedin.com/in/laceyroxannolson/ / https://www.linkedin.com/in/amanda-haire-980424232/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Came back with a bank window down yelling now money anything hey oh got the foot on the gas pedal to the metal when I'm get to the back hey Got the foot on the gas pedal to the metal when the blame moving fast hey Let them all cross if they hate then let them hate them make a bigger balls.
Speaker 2 (00:24):
Hey what is up, ladies and gentlemen?
We are back.
We are live.
It is the Freight Coach Podcast, the top podcast in transportation, coming to you guys every single weekday, 8:30am Pacific, 10:30 Central, to break down some industry headlines.
But most importantly, you guys provide some actual insight into what you can do with all of this information.
If this is your first time tuning in, welcome.
This is the real side of freight, ladies and gentlemen.
(00:45):
And I do say that before every single show.
And what I mean by that is I only speak with transportation professionals because at the end of the day, you guys, I want to talk to the right individuals who have done what you're looking to do or who are currently doing what you're trying to achieve, so you can take that information, apply it, utilize it, and see a meaningful difference in your business and your life.
Happy Tuesday, everybody.
I got a couple of very special guests for you guys here today.
(01:07):
When I first heard about them back at the TIA conference and, you know, mutual friend Eileen Dabrowski was telling me about their story and how they got into the industry.
And as soon as I heard how they did, I was like that, those are my people.
I want to talk to them about their journey inside of transportation.
So with that being said, I have my friends Amanda and Lacey with Transport Express on the show today.
(01:29):
Ladies, thank you so much for joining me.
Speaker 3 (01:31):
Thank you.
Speaker 4 (01:31):
Thanks for having us.
Speaker 3 (01:32):
We're really excited to tell our story.
We've kind of been a bit of a piece of interest at every conference we've gone to.
Speaker 2 (01:39):
It's probably the blue hair, if I'm being honest, and, like, because as somebody who is known for, you know, colors that attract attention out there in public and, you know, to be honest with you, I don't know if I've ever seen anybody with that style of hair at any transportation conference I've been to.
But here's the thing.
People remember you, and that's what you need to do when you start a business.
(02:02):
People need to remember who you are because they're flooded nonstop with outreach and everything else that goes on just at work.
And that doesn't include anything outside of work that's distracting them as well.
So it's a.
It's a thing to keep people's attention and I love it.
So I need, I'm just going to lead in with this.
I want you to tell people how did you guys get your start in freight?
Like what brought you in here?
(02:22):
How much experience did you have in the industry prior to coming in?
Speaker 3 (02:28):
09.
None.
We'll be the first ones to, you know, say that we are, we're the people in the room that know the least.
So in 2021 we actually acquired the Transport Express.
This is a brokerage that's been around since 1991.
Small, agile, spot, focused.
(02:50):
We didn't know what any of that meant when we bought the business because neither one of us come from transportation.
I mean my uncle drove truck, my grandma drove truck.
But you know, like that's about the extent of our experience.
But really we are coming from an entrepreneurial standpoint.
You know, in our bios.
Like my dad owned his own businesses.
Her dad's a third generation business owner within a family owned lumberyard.
(03:13):
My husband and I have a concrete masonry business.
She also has been part owner in like some construction businesses.
Investing and part ownership.
So we're like, I don't know, business is business, right?
How hard can it be?
We bought in November of 21.
And so as all of you understand what the last three and a half years have been like in this industry.
(03:35):
Yeah.
Speaker 4 (03:35):
Jumped on a roller coaster.
Speaker 2 (03:37):
I, I love it though, you know, like again.
And this is why I, as soon as I heard about your guys's story, I was like, I, I gotta meet them.
Like those are my people there.
Because like my tolerance for risk is like a lot higher than most people's at this time.
Like we're very similar in the sense of like I run through a wall before I even see if there's a door on the wall that I could have walked through.
(03:58):
That's just my style.
That's how I've always operated.
And ironically my business partner Angelo, he's like, hey dumbass, there's a door right over there.
We should probably walk through that one and take that route.
And him and I balance each other out really well with that.
And he same thing.
He was not in transportation at all.
He was a, he worked in, he was a mechanical engineer for 15 years.
(04:21):
He had zero freight experience outside of the fact that his dad drove truck who is also my uncle growing up.
And that's kind of our connect.
That was his connection to the industry.
And you know, my dad, he was an owner op.
He drove for 40 years.
My great grandparents were in the industry.
So it's like, I've been in the industry my literal entire life, but like, I love when people come in and then on top of it.
(04:41):
It's not like you guys just like restarted your career.
Like, no, we're gonna buy a fucking business and run and build it up like that.
So like, I personally love that because like, you have to seize these moments and if you want something bad enough, you'll figure it out.
And that's what you guys are doing.
And like just sitting there and talking to you both.
I mean, you guys were both at the sales summit on Saturday.
(05:03):
You guys are fully committed to making this work.
And I, I just, I love that.
Right?
There's no like, hey, we're the owners.
Like you guys.
No, no, you guys are ingrained in this.
You guys are making this work because like, you guys truly care about the business and where you guys are taking with this.
So like, what are some of those early.
And this might be a, you know, hard to come up with.
(05:26):
Like one.
What were some of the most early eye opening things that you guys were like, we need to get this fixed or we need to like streamline this fast?
Speaker 3 (05:36):
Like within the business itself.
Speaker 2 (05:39):
Yeah, within the business really.
Speaker 3 (05:40):
We've taken a kind of non traditional approach.
We understood that we really didn't know anything and so we made a verbal commitment to the employees that came over with the business and we said we won't change anything for 12 months.
Yeah, we want to learn how you guys do this because, you know, we're small, but we're mighty.
You know what I mean?
(06:01):
We've got seven, eight brokers.
And our first year, you know, before the market kind of shifted, you know, our top line was close to 40 million.
So these, these people know what they're doing and we're cradled to grave.
They're very adept.
You know, they're almost all remote.
And so we knew that we really, if we came in and we just started taking a sledgehammer to stuff, we would lose everything that created the value in the business when we bought it.
(06:27):
Since then, you know, we definitely have learned a little bit more.
We, you know, 2024, we attended our first Capital Ideas conference in Arizona because it took about two years for us, I really feel like, to speak the language and understand what any of this actually means.
And so now we've started to kind of move the needle.
We're understanding that with all of that knowledge that we have within our company, we really need to get that, you.
Speaker 4 (06:53):
Know, kind of knowledge needs to be a written playbook.
Speaker 3 (06:57):
So right now we're definitely.
There's no SOPs, there's no training manual.
Like, literally, this is just a come here, we'll throw, you know, a couple numbers at you, or here's some customers that people have worked with in the past and just kind of learn from the ground up.
And so what we're really trying to understand is, as we've learned from the top down, how we create some SOPs and, you know, KPIs and standardizing this so it's scalable.
(07:20):
Because our entire point, this is an investment.
We want to grow.
But if I can't replicate what's working, we're not going to scale and we're not going to grow.
Speaker 2 (07:29):
Yeah.
And that's something, you know, like the, I mean, I've been talking about this a lot lately is it's like the hardest part that I've, I think I've come across and I'm going to remove the human emotion from business here.
I'm more talking the hardest part that I've encountered personally is like, you think you might have the right process or you think you might have the right system in place, but you don't actually know for like 90 days.
(07:55):
Like, you really have no idea if this is going to work out.
And that's coming from somebody who, I mean, I have a lot of experience in the industry, but this is one of those situations where it's a lot different when it, if it doesn't work, you go broke and you lose your house and everything.
You know, like, there's an added pressure that comes along with that.
And you know, when it comes down to like documenting SOPs and procedures and all of that stuff, that's what we did early on because, like, we didn't have any freight.
(08:21):
You know, like, we're out here cold starting from nothing.
And I, like, I don't think enough people actually understand what that's like because most people, when they get a job, they're walking into customers, they're walking into inheriting a book of business that's probably.
They have house accounts that they're going to be seeded with.
They're not actually out there hunting for their next meal.
(08:42):
Not to try and make it sound like, you know, were starving or anything like that, but at the end of the day, it's a big risk to come into it.
And like, when I started, we started in, it was like late 2022, and we spent our early days just building processes and training because like I was doing sales consulting for those first three years that I was self employed.
(09:05):
So I'm like, hey all.
And that's why we started.
Because I'm like, man, these guys are just taking everything I'm doing and then applying it and growing.
And I'm like, I was pumped, but I'm like, I gotta fucking do this for us.
Like, why are we doing that?
Why am I doing this for anybody else?
I want to build my own.
So then that's what we took and we just documented all that stuff.
So like we have like three weeks worth of training already, documented and ready to go for when we hire people.
(09:29):
But now, like with automation and everything that's at our disposal, Angelo and I are like, we got to stay as lean as possible for as long as possible.
Because again, when you're bootstrapping a business, I don't have investors, we don't have a pipeline of cash just being influxed into our business.
We got to build our coffers, we got to build our war chest.
Because I truly feel like we are about to embark upon a golden age inside of our country as a whole with automation and stuff that's at our disposal where you can do way more with less people, less resources.
(10:02):
You can.
It's going to be scrappy and gritty, don't get me wrong.
But I'm like, my mentality is we'll figure it out and that's what we're going to do.
And we also want to iron out a lot of this early stuff before we bring anybody inside of our organization.
Because one thing, you know, a challenge that you guys are probably going to experience that we won't, is changing an existing organization, right?
(10:24):
Like, like you said, you got that company's been around since 1991.
Unless we start acquiring businesses, we're not going to experience that, right?
So we're like, we're trying to build our playbook before we bring people on.
So we're like, hey, we've already ran this all through the gauntlet.
Here is a seat.
Start making some dials.
Let's go, let's go move some freight.
Speaker 3 (10:43):
You know, that is a super good point, Chris.
I mean, that is so like our biggest asset is our people, right?
But it's also one of our biggest challenges because like, this culture is great and it's deeply entrenched, but it is old school, you know, which is great, you know, Cause from the standpoint of like, people are sick of emails, they're sick of the phone calls.
They want face to face.
They want to know the person, right.
(11:03):
That's talking to them.
You know, that idea of setting yourself up as an expert, like, our people are experts for their customers.
They truly are.
And as we are looking forward as the leaders, that's our job.
Right.
You know, we're climbing the tree, we're looking ahead, they're making the path, but we have to give them direction.
And so, you know, kind of balancing those two things, the respect for their experience.
(11:25):
Sorry, we have a dog in the background, don't mind him, you know, but balancing that, right?
Like, the respect and honoring, like, everything that has worked for so long and then also trying to guide them into, like, okay, we're not walking away from what's brought value.
We're just trying to create a couple seconds here and a couple seconds there.
You know, you're still going to be the main point of contact.
(11:45):
And so I think that's a big reason why too.
We didn't move anything in the first few years because we had to build a massive amount of trust.
These people have to trust us.
They have to trust that we actually know what's going on in this industry.
That has been their entire lives.
Speaker 2 (11:59):
Yeah.
Speaker 3 (12:00):
And so it's.
And like, they're remote.
We have one broker in the office.
Everybody else is, you know, kind of.
We've got people in multiple states, which is great, but they're kind of.
It's hard from a centralizing, you know, a change management situation.
Speaker 2 (12:17):
How have you guys managed that and kept remote work an option?
When it seems like there's a lot of companies who are pulling that back, they're like, no, we need you inside of the office.
Like, how do you guys continue to, I guess, make that decision?
Like, hey, this is the direction we're going to take here.
Again, I understand not rocking the boat on some of those things, but it's like I see both sides of the coin because I'm kind of the mindset, like, I don't care where you're working from as long as your work's getting done right.
(12:47):
And like, as long as if I say I need it by 2 o' clock, it's at my desk by 2 o' clock, not, oh, hey, I forgot.
Like, you know, as long as that doesn't happen, I truly feel like affording a lot more of, you know, some of those opportunities to go and kind of work remote.
Because, again, like, I understand people have lives, right?
Like, I'm a father.
I know most People have kids.
(13:08):
Like I don't want any of my people to ever have to like put in a request to take their kid to the doctor and stuff like that.
You know, just stupid little shit that I feel like some people over micromanage about.
So like how are you guys going to continue to do that?
Where Ernie, is that a direction you guys are going to stay with?
Is this like within remote work?
Speaker 4 (13:25):
I think it's really important to figure out the balance between trust and accountability.
They need to know that we trust them and we believe in them, but also that we do have expectations for them and what those are.
So that's clear to them and clear to us what we're expecting.
Speaker 3 (13:42):
And that has been, that has also been kind of a point of tension.
The previous owner, they just did, they did what they did and they did well.
Right.
You know what I mean?
There really wasn't a lot that he had to do from a management perspective.
And so right now any form of management can feel like micromanagement to these people.
And so just being really gentle and you know, we have, every other week we have a company meeting.
(14:06):
We actually gathered everybody in February in person and we did like a strategic goal setting together as a whole company like flew some people in that kind of stuff.
So we're starting to create space for allowing people to be part of the decision making for the goals within the business and the strategy because ultimately they're the ones driving it.
(14:27):
We can set all the goals we want, but they're the ones that are slinging the freight.
Right.
And they're bringing the revenue in.
But I think it's interesting that you kind of, you asked about and you talked about being a father and the balancing.
I think we plan to keep this remote.
There's different considerations.
So if you're brand new, you're blank slate higher, you're coming in the office and you won't be released from the office until we feel confident that you can stand on your two legs.
(14:51):
You know what I mean?
We had somebody that we hired last year to take over for a retiring broker.
90 days he was in the office proving that he was going to protect that business, you know, that book of business for Transport Express.
And then he moved to Oregon.
So you know, it is kind of a situation by situation, but the kind of initial plan is you will be in the office for about 90 days.
(15:12):
But ultimately this is why we do what we do.
Yeah, I've got three boys, she's got three kids.
You know, I'm Only in the office.
We're only on the office 20 hours a week because it's, you know, we're still holding the fort down at home most days.
You know, I've got six baseball games in five days kind of lifestyle going on right now.
So we believe that there it is possible to achieve a, you know, a meaningful, thriving life and still be free to, like, enjoy it.
(15:39):
And honestly, my husband and I were walking last night, and it was one of those days where we're like, why do we do this?
Yeah, I wish we could just work for somebody else, honestly.
But I've tried it.
It doesn't work for me.
He's never tried it.
It wouldn't work for him, I can tell you that.
But, you know, it's tension, but it's.
(16:00):
It's worth it.
Speaker 2 (16:01):
Yeah, I'm right there with you.
And I'm glad you brought that up, that.
That sentiment.
Like, is it worth it?
You know, like, it, dude.
Because, like, there.
There's a lot of days where, I mean, I.
I've woken up and I'm like, fuck, it'd just be so easier.
It'd be so much easier to like, just go in and just, like, collect a salary.
And, you know, I was never a bad employee, but, like, I always knew I could do it better than everybody.
(16:23):
At least I always thought I'm like, fuck, I can do it better than anybody.
You know, that's just my mentality with a lot of stuff, and that's where.
But like, I'll instantly snap back, just be like, no, man, you're going to fucking do this.
You're going to figure it out.
Like, yeah, it sucks in the moment because you're like, you don't let that moment go past that.
Right?
Because I am a, you know, at this point in my life, you know, I'm coming up on.
(16:43):
I'm going to be 40 here soon.
I look at life a hell of a lot differently than I did when I was 20.
Right now I'm like, no, man, you don't know how much longer you have left.
You got to exhaust all options that you possibly can to build your dreams.
And I feel like that's the.
That's the most alluring part to me when it comes down to building a company, especially one from scratch, is like, looking back and like, when I was in my bedroom, on a busted folding table, on a broken laptop, just starting all this stuff five years ago to, like, where it's been in five people here five years, and to most people are like, oh, that's such a long time.
(17:19):
I fucking feel like I just started.
Like, I feel like I haven't even scratched the surface yet on what we're going to do.
But it's like, I also understand that, like, you need to balance out and kind of get to that equilibrium.
And I'm not saying, like, work, life, balance, you know, sing Kumbaya.
I mean, like, you have to find those pockets of time where you can disconnect.
(17:41):
Like, whether it is a walk with your spouse or.
For me, my anchor is fitness.
I go to the gym every morning.
Like, those first two hours are my reset every single day.
Because, like, I'm not at a point where we can, like, stop and go on a vacation or anything like that.
But that's a commitment that kind of comes along with the territory, and I'm cool with that.
(18:02):
Right.
Speaker 3 (18:03):
If it makes you feel any better, Chris, like, when we started.
My husband started the concrete and masonry business in 2010.
Speaker 2 (18:08):
Yeah.
Speaker 3 (18:09):
We didn't take a vacation where he didn't work until I think it was 2019.
So were like nine years in, and it was only because were on a sailboat in the British Virgin Islands and he didn't have any cell service.
Like, it wasn't by choice, but, you know, the world didn't fall apart.
But, like, to your point, like, five years, like, you are still.
(18:30):
We're building.
Right.
We're three and a half years in.
Like, thankfully, we have each other, you know, to kind of take team off.
So, like, I took last week off.
The boys didn't have childcare, and I was like, I'm not doing the juggling act this year where I'm throwing kids back and forth with my husband, depending on our meeting schedules and all of that.
And, you know, and I talked to Josh Lyles a little bit about this last month, and it's this idea of holding that balance actually doesn't feel good most of the time.
Speaker 2 (18:57):
Right.
Speaker 3 (18:58):
It is a point of tension.
You're never going to be as much as you think you could be in any area of your life, because your kids and your family and your fitness and your wellbeing, that deserves just as much, if not more than your business.
Speaker 2 (19:13):
Yeah.
Speaker 3 (19:14):
So something's got to give, Right.
Speaker 1 (19:15):
If you.
Speaker 3 (19:15):
This idea of you can have it all, it's like, well, yes and no.
Right.
So, you know, like, I didn't get to go.
We were talking about the.
What was it?
The Sales and Marketing Transportation association was the elevate last week.
Speaker 2 (19:29):
Yeah.
Speaker 3 (19:30):
I would love to be there.
That is an area that really needs development within our company.
And my kids didn't have childcare.
Right.
And so you have to.
You have to choose and then just be like, okay, this is what I've got and this is what I work with.
I've got 20 hours a week.
How am I going to spend it?
Speaker 2 (19:48):
Yeah, no, I mean, I agree with all of that.
Right.
And that's the side of a lot of, like, decision making inside of your business that isn't talked about at all.
Right.
Because it's like when you're trying to balance your family out at the end of the day.
And I feel like when most people hear, like, work life balance, they think like, oh, I'm going to go away for two weeks and I'm going to go explore.
(20:10):
And it's like, no, that.
That's almost borderline impossible when you're trying to build and grow a business, when you have a family and everything else.
And it's like, I'm like, I will say this every single time anybody asks.
Like, almost all of the reason why I've been as successful as I have in business is because my wife is an absolute gangster in regards to, like, supporting me in, like, if I need to leave last minute, it's always, go do it.
(20:35):
I got everything, don't worry.
And, like, we're able to kind of do that, right?
Because, like, building it is hard enough as, like, a single individual who doesn't have a family, but, like, when you add that layer of complexity on it does change things, right?
Because it's like, I don't want to miss out on anything.
Like, yes, there's some sacrifices that come along with it.
(20:56):
But I like, again, back to, like, building out a system.
I've, over these last five years, have built a system where it's like, I don't have to work at home anymore.
Do I answer emails at night?
Yes, I do.
Right.
But it's like, I'm not worrying about stuff because, again, we've developed an actual system that we operate in because harsh reality for a lot of people out there.
(21:17):
Your customers do not want to hear from you at night.
All right?
Hate to break it to you, they do not want to hear from you at all.
They have a life as well.
Speaker 3 (21:25):
They.
Speaker 2 (21:25):
They need that separation.
And that was one of those things where it's like, when I am outside of work, though, it's like, all right, what are those pieces that I can, like, work on the business as opposed to working in the business?
Right.
And a lot of that comes from reading audiobooks, podcasts.
That's what I do to kind of connect all of it.
And like, I'm, I have a, I'm in a coaching group, an entrepreneur group called the Artist Syndicate.
(21:47):
So I'm listening to those calls as well because, like, again, I've, like, this is everything to me, right?
Like, I have all of this on the line.
This is the biggest investment that I'm ever going to make inside of my bit myself.
And it's like, I gotta maximize this because I, I truly feel like we have a small window to make this work, especially when you're bootstrapping it, right?
Because cash flow is everything.
(22:08):
And this is one, like in the world of, oh, just go raise money.
Like, I feel like a lot of people think that's just like, oh, that's what you do, right?
If you run out of money, just go find an investor.
They'll give you $50 million, you'll be fine.
Speaker 3 (22:20):
Where do you find that investor?
Speaker 2 (22:22):
Exactly Right Back to the reality of all of this.
We got it.
When you're bootstrapping it, you gotta make a dollar out of 15 cents, as the old rap lyric used to go.
And that's just the mentality with this, right?
Like, we have to find a way to make as much money as we can to keep this dream alive.
Because cash flow will kill all businesses if you don't pay attention to that stuff.
Speaker 3 (22:46):
We get it.
Like, so we bought November of 21, right?
Hi.
We bought High Hindsight's 20.
Speaker 2 (22:53):
Yeah.
Speaker 3 (22:53):
Well, we also had an SBA loan to fund this, right?
You know, small business associations.
So we've got debt and it was a variable interest rate.
We started out with a 4 1/2% interest rate.
And through the course of 2022, we saw the market shift.
All of like the prices, right, that we can charge our customers dropped by 25%, I think, and our interest rate went up to almost 10%.
(23:19):
So we experienced this, like, when you're talking about cash flow, like, we have definitely had some tear filled conversations about like, holy crap.
Because it's not just us either.
Like, you know, this idea of like, all right, I'm willing to risk this because I know that me and my family, I shop at Aldi, I'm already doing the budget thing.
(23:39):
You know what I mean?
We, we've definitely done the Dave Ramsey route for years and years.
And so it's just one of those where I know my family of five, we will be okay.
We might lose everything, but we will still be ourselves.
But the thing is, it's not just us.
It's every single person in their families that works for us.
So we've got 15 different families here, and I've got 20 different families at the concrete company.
(24:00):
You know, it's.
This matters more than just the impact to me and Amanda and our families and that, you know, that's a weight and, you know, kind of going back to this idea of, like, why do we do this?
But it matters.
Like, I don't know.
It just the getting up and going to work 9 to 5, like, that wasn't enough for me.
Even, like, staying home.
(24:20):
Like, I was home with my boys for eight years, so privileged and honored that I could do that.
It also gave my husband kind of the time to get his business up and running in a way that he's got more flexibility now that I'm back working.
But that's not enough for me.
I need more.
I'm just one of those people.
And I think you get that.
Speaker 2 (24:39):
Oh, 100.
You're speaking my language there, right?
Like, I would be.
And I mean, I talk with my wife about this, I'm like, I would be miserable if I had to go back and work for somebody else.
Right?
Like, miserable.
Would I do what I needed to do to provide for my family at a 100% as.
As a father, as a husband, that is my job.
(25:01):
I need to take care of my family no matter what.
Doesn't mean I'm going to be happy doing it.
Right?
And like, that is one of those things that drives me more than anything.
So, like, when I sit here and I hear people like, oh, the market's hard.
Nobody's.
How.
How can you even make sales calls?
I would be fucking.
I would go insane if I had to go in, like, work for somebody.
(25:22):
That's what drives me.
Am I going to.
And I've said this on the show before.
Am I going to look my son in the eye and be like, sorry, buddy, you can't have music lessons this month.
Dad didn't feel like making cold calls.
Like, that pains me to think about, right?
So it's like, from, like, those are the things that keep me going no matter what is.
Is.
I'm like, I truly feel like I can do it better than everybody else.
(25:44):
And I'm going to.
I'm going to build this up.
I'm going to make it work.
Like that old, you know, you can put the burn the boats mentality thing.
Like, there is no plan B at this point, right?
Plan A is and.
Or my plan B is plan A working.
That's it.
Like that.
That is the only thing, and that is how I'm going to approach this, no matter what happens out there.
Right.
Because I chose the hardest path imaginable on planet Earth.
(26:06):
You guys chose the hardest path imaginable on planet Earth, and that is building a business.
That is entrepreneurship.
It is not as glamorous as Instagram tries to make it out.
All right, you can go rent a Lambo and take some photos one day and then just drip content that for two straight years, just you in a different angle of a Lambo every day about how wealthy you are.
(26:28):
I'm actually trying to build real wealth, though.
Speaker 3 (26:31):
Correct.
Speaker 2 (26:32):
Yeah.
Speaker 3 (26:34):
Yes, yes.
And I mean, and that's the other thing too.
Like, you know, so from an entrepreneurial standpoint, like, right now you've got, you know, you've got your podcast, you've got your coaching, you know, which also you're your segments of the sales summit.
Thank you for that.
They were amazing.
I have multiple books that are in my to be read on Audible.
I got to get through the ones that I'm halfway through already, but thank you for that.
(26:56):
But I mean, that's the thing too, where it's like, we understand that's sort of why we stepped into this.
Like, why change industries?
Why buy something?
Because we're very construction kind of focused.
And the other thing too, that we do is like real estate investments.
So like single family rentals, that idea that, like, property is one of the safest investments that you can make kind of a deal.
But we knew we needed to differentiate.
We needed something that was outside of that because we 2008 actually completely ruined my parents businesses and Matt's, My husband's parents businesses.
(27:24):
And, you know, your dad made it through.
But, you know, watching our families as entrepreneurial families have too many eggs in one basket.
Yeah.
Speaker 4 (27:33):
You know, the diversification is key to surviving in the tumultuous existence we are in right now.
Yeah.
Speaker 3 (27:42):
So it's been interesting.
You know, thankfully, even in kind of everybody's telling us this is sort of unprecedented in this industry.
We have nothing to compare it to.
Speaker 4 (27:50):
But we've been in the 2008 construction.
Speaker 3 (27:54):
Oh, God.
I was in finance in 2008 when the stock market crashed.
Like, it completely changed the trajectory of my life.
Like, I thought I was going to be a financial advisor.
I was totally licensed to do that.
And it was like, oh, just kidding.
Nobody wants to do this right now.
And my dad had a home building Business.
Speaker 4 (28:11):
My advice is you're screwed.
Speaker 3 (28:13):
Yeah.
My advice is don't.
Speaker 2 (28:15):
Yeah, it's, you know, to sit here and hear unprecedented times.
I mean, I can understand that sentiment, but, like, what if this is the precedent of how things are going to be?
And like, I mean, I, it's funny.
I'm very strategic in my content, right?
So, like, I put out a post yesterday about how the algorithm's not broke.
You're just not saying enough controversial shit.
(28:37):
That's why your posts aren't taken off, because eyeballs get, you know, clicks.
And then today I put one out about how you guys, this might be the market, right?
Like, it doesn't matter what any of these companies are out there saying.
What if this is the way that things are going to be?
How are you going to approach this?
Right?
And it falls flat because nobody wants to hear that.
People want the soft, cuddly, oh, things are going to get better.
(28:59):
Things are going to be fine.
What if they don't?
All right.
I think more people need to start asking themselves, what if things don't improve?
What if this is the way that things are going to be?
How are you going to make it right?
Because, like, at.
In.
In.
You guys probably understand this better than anybody.
You have to make this work.
Right?
Or else it's you on the line.
You are the personal guarantee that this business makes money and you can pay that back.
(29:21):
Right?
Just like I am the personal guarantee that this business is going to make it right.
So it's like, I can't approach this as what if it, like, when is it going to get better?
It's like, I gotta make it better.
Yeah.
Speaker 3 (29:32):
And that, like, I think one of my favorite ways of kind of framing that sort of what you're getting at, Chris, is stop saying what if.
Stop saying what if even if.
Like, that is one of the most empowering statements you can use.
So even if the market never changes, here is how we are set up to navigate it.
You know that idea.
Not what if the market never changes.
(29:53):
That comes from a place of fear and uncertainty.
Like, even if is like, I know that.
I'm gonna figure it out.
I know we're gonna figure this out.
Because even if we lose our largest customer, we know that all of our other customers actually saw a 17% increase in revenue last year.
You know, and like, diving into that and truly understanding, like, the slicing and the dicing, because we have a very unique and very diverse kind of books of business here.
(30:19):
Everybody has their niche, which again, going Back to the diversification thing.
Right.
You know, it's been able to carry us.
And so that and the fact that we're almost 100% spot, that terrifies a lot of people, but it makes us really adept for right now.
Yeah, all of the tariff stuff, all of the uncertainty around pricing and all, like just the shifts that we've seen in the last three and a half years.
(30:41):
And I think the fact that we are small, we are cradle to grave and we are spot, I think that is why we've been able to navigate this.
And our people have kept us not just afloat, but actually still growing and increasing our customer base and our load volume over the last three and a half years.
Speaker 2 (30:57):
Now.
I, I love it, I love that mentality with it.
And we're.
I'm gonna have to get you guys back on, right?
Because like, I, you guys are in the re.
You guys are on the real side of this stuff, right?
And it's, you know, I love talking to individuals like yourselves and, you know, other of the founders that I've met out there who like literally have it all online.
You guys, you guys operate differently than most people, right?
Because, and again, I'm not here to knock anybody.
(31:19):
Like, I do not recommend anybody become an entrepreneur unless they like, are very fucking serious about it and they understand what it actually is.
But like, you just, you operate differently, you walk differently, you talk differently, you think differently about a lot of things and you process things a lot differently, right?
So it's like, I'm gonna have you guys back on whether you guys want it or not.
You're coming back on at some point.
(31:40):
But how does anybody reach out to you guys though?
I mean, I know somebody made a comment about, you know, they love seeing women on the show, especially as business owners.
There's probably, there's a lot of other women inside of the industry that need to connect with you guys.
I'm sure of it when they hear you guys on there.
How do people reach out to you guys?
Speaker 3 (31:55):
We welcome that especially, you know, it's, you know, I hate doing the call out of women in this industry, but it is a big deal.
It is a thing.
And so, you know, transport express.com is our website.
I am on LinkedIn.
Lacey Olson, comma, NBA.
Amanda is on there as Amanda Hair.
We welcome any reach outs on there.
We also are members of the Wit, the Women in transportation.
(32:18):
So I'm starting to get involved with some of the forums on there and there's some smaller networking groups within it.
So I think those are probably the easiest ways to get a hold of us.
Our email addresses are on our website.
Shoot us an email.
Speaker 2 (32:30):
Perfect.
Speaker 3 (32:31):
We're always looking for more opportunities for tech solutions that create efficiencies for our team.
So I'm just going to put that, you know, shameless plug out there.
Speaker 2 (32:42):
You'll probably get flooded with it without.
I know that.
That's great.
I love it.
Amanda, Lacey, thank you guys so much for taking the time to join me.
That is going to be it for today, ladies and gentlemen.
As always, if you got value in what you heard, subscribe to the show.
If you're feeling really ambitious after this one, rank the show on itunes and Spotify.
Because if you see value, your network's gonna see value as well.
I appreciate you guys.
(33:03):
I love you guys and we'll be talking to you soon.
Speaker 1 (33:09):
Came back with a bank.
Speaker 2 (33:20):
Got the.
Speaker 1 (33:21):
Foot on the gas pedal to the metal when the lane moving fast hey Let them all cross if they hate to let them hate them Make a bigger ball hey.
Came back with a bank window down yelling now money anything hey oh got the foot on the gas pedal to the metal when I'm get to the back hey Got the foot on the gas pedal to the metal when the blame moving fast hey Let them all cross if they hate then let them hate them make a bigger balls.
Speaker 2 (00:24):
Hey what is up, ladies and gentlemen?
We are back.
We are live.
It is the Freight Coach Podcast, the top podcast in transportation, coming to you guys every single weekday, 8:30am Pacific, 10:30 Central, to break down some industry headlines.
But most importantly, you guys provide some actual insight into what you can do with all of this information.
If this is your first time tuning in, welcome.
This is the real side of freight, ladies and gentlemen.
(00:45):
And I do say that before every single show.
And what I mean by that is I only speak with transportation professionals because at the end of the day, you guys, I want to talk to the right individuals who have done what you're looking to do or who are currently doing what you're trying to achieve, so you can take that information, apply it, utilize it, and see a meaningful difference in your business and your life.
Happy Tuesday, everybody.
I got a couple of very special guests for you guys here today.
(01:07):
When I first heard about them back at the TIA conference and, you know, mutual friend Eileen Dabrowski was telling me about their story and how they got into the industry.
And as soon as I heard how they did, I was like that, those are my people.
I want to talk to them about their journey inside of transportation.
So with that being said, I have my friends Amanda and Lacey with Transport Express on the show today.
(01:29):
Ladies, thank you so much for joining me.
Speaker 3 (01:31):
Thank you.
Speaker 4 (01:31):
Thanks for having us.
Speaker 3 (01:32):
We're really excited to tell our story.
We've kind of been a bit of a piece of interest at every conference we've gone to.
Speaker 2 (01:39):
It's probably the blue hair, if I'm being honest, and, like, because as somebody who is known for, you know, colors that attract attention out there in public and, you know, to be honest with you, I don't know if I've ever seen anybody with that style of hair at any transportation conference I've been to.
But here's the thing.
People remember you, and that's what you need to do when you start a business.
(02:02):
People need to remember who you are because they're flooded nonstop with outreach and everything else that goes on just at work.
And that doesn't include anything outside of work that's distracting them as well.
So it's a.
It's a thing to keep people's attention and I love it.
So I need, I'm just going to lead in with this.
I want you to tell people how did you guys get your start in freight?
Like what brought you in here?
(02:22):
How much experience did you have in the industry prior to coming in?
Speaker 3 (02:28):
09.
None.
We'll be the first ones to, you know, say that we are, we're the people in the room that know the least.
So in 2021 we actually acquired the Transport Express.
This is a brokerage that's been around since 1991.
Small, agile, spot, focused.
(02:50):
We didn't know what any of that meant when we bought the business because neither one of us come from transportation.
I mean my uncle drove truck, my grandma drove truck.
But you know, like that's about the extent of our experience.
But really we are coming from an entrepreneurial standpoint.
You know, in our bios.
Like my dad owned his own businesses.
Her dad's a third generation business owner within a family owned lumberyard.
(03:13):
My husband and I have a concrete masonry business.
She also has been part owner in like some construction businesses.
Investing and part ownership.
So we're like, I don't know, business is business, right?
How hard can it be?
We bought in November of 21.
And so as all of you understand what the last three and a half years have been like in this industry.
(03:35):
Yeah.
Speaker 4 (03:35):
Jumped on a roller coaster.
Speaker 2 (03:37):
I, I love it though, you know, like again.
And this is why I, as soon as I heard about your guys's story, I was like, I, I gotta meet them.
Like those are my people there.
Because like my tolerance for risk is like a lot higher than most people's at this time.
Like we're very similar in the sense of like I run through a wall before I even see if there's a door on the wall that I could have walked through.
(03:58):
That's just my style.
That's how I've always operated.
And ironically my business partner Angelo, he's like, hey dumbass, there's a door right over there.
We should probably walk through that one and take that route.
And him and I balance each other out really well with that.
And he same thing.
He was not in transportation at all.
He was a, he worked in, he was a mechanical engineer for 15 years.
(04:21):
He had zero freight experience outside of the fact that his dad drove truck who is also my uncle growing up.
And that's kind of our connect.
That was his connection to the industry.
And you know, my dad, he was an owner op.
He drove for 40 years.
My great grandparents were in the industry.
So it's like, I've been in the industry my literal entire life, but like, I love when people come in and then on top of it.
(04:41):
It's not like you guys just like restarted your career.
Like, no, we're gonna buy a fucking business and run and build it up like that.
So like, I personally love that because like, you have to seize these moments and if you want something bad enough, you'll figure it out.
And that's what you guys are doing.
And like just sitting there and talking to you both.
I mean, you guys were both at the sales summit on Saturday.
(05:03):
You guys are fully committed to making this work.
And I, I just, I love that.
Right?
There's no like, hey, we're the owners.
Like you guys.
No, no, you guys are ingrained in this.
You guys are making this work because like, you guys truly care about the business and where you guys are taking with this.
So like, what are some of those early.
And this might be a, you know, hard to come up with.
(05:26):
Like one.
What were some of the most early eye opening things that you guys were like, we need to get this fixed or we need to like streamline this fast?
Speaker 3 (05:36):
Like within the business itself.
Speaker 2 (05:39):
Yeah, within the business really.
Speaker 3 (05:40):
We've taken a kind of non traditional approach.
We understood that we really didn't know anything and so we made a verbal commitment to the employees that came over with the business and we said we won't change anything for 12 months.
Yeah, we want to learn how you guys do this because, you know, we're small, but we're mighty.
You know what I mean?
(06:01):
We've got seven, eight brokers.
And our first year, you know, before the market kind of shifted, you know, our top line was close to 40 million.
So these, these people know what they're doing and we're cradled to grave.
They're very adept.
You know, they're almost all remote.
And so we knew that we really, if we came in and we just started taking a sledgehammer to stuff, we would lose everything that created the value in the business when we bought it.
(06:27):
Since then, you know, we definitely have learned a little bit more.
We, you know, 2024, we attended our first Capital Ideas conference in Arizona because it took about two years for us, I really feel like, to speak the language and understand what any of this actually means.
And so now we've started to kind of move the needle.
We're understanding that with all of that knowledge that we have within our company, we really need to get that, you.
Speaker 4 (06:53):
Know, kind of knowledge needs to be a written playbook.
Speaker 3 (06:57):
So right now we're definitely.
There's no SOPs, there's no training manual.
Like, literally, this is just a come here, we'll throw, you know, a couple numbers at you, or here's some customers that people have worked with in the past and just kind of learn from the ground up.
And so what we're really trying to understand is, as we've learned from the top down, how we create some SOPs and, you know, KPIs and standardizing this so it's scalable.
(07:20):
Because our entire point, this is an investment.
We want to grow.
But if I can't replicate what's working, we're not going to scale and we're not going to grow.
Speaker 2 (07:29):
Yeah.
And that's something, you know, like the, I mean, I've been talking about this a lot lately is it's like the hardest part that I've, I think I've come across and I'm going to remove the human emotion from business here.
I'm more talking the hardest part that I've encountered personally is like, you think you might have the right process or you think you might have the right system in place, but you don't actually know for like 90 days.
(07:55):
Like, you really have no idea if this is going to work out.
And that's coming from somebody who, I mean, I have a lot of experience in the industry, but this is one of those situations where it's a lot different when it, if it doesn't work, you go broke and you lose your house and everything.
You know, like, there's an added pressure that comes along with that.
And you know, when it comes down to like documenting SOPs and procedures and all of that stuff, that's what we did early on because, like, we didn't have any freight.
(08:21):
You know, like, we're out here cold starting from nothing.
And I, like, I don't think enough people actually understand what that's like because most people, when they get a job, they're walking into customers, they're walking into inheriting a book of business that's probably.
They have house accounts that they're going to be seeded with.
They're not actually out there hunting for their next meal.
(08:42):
Not to try and make it sound like, you know, were starving or anything like that, but at the end of the day, it's a big risk to come into it.
And like, when I started, we started in, it was like late 2022, and we spent our early days just building processes and training because like I was doing sales consulting for those first three years that I was self employed.
(09:05):
So I'm like, hey all.
And that's why we started.
Because I'm like, man, these guys are just taking everything I'm doing and then applying it and growing.
And I'm like, I was pumped, but I'm like, I gotta fucking do this for us.
Like, why are we doing that?
Why am I doing this for anybody else?
I want to build my own.
So then that's what we took and we just documented all that stuff.
So like we have like three weeks worth of training already, documented and ready to go for when we hire people.
(09:29):
But now, like with automation and everything that's at our disposal, Angelo and I are like, we got to stay as lean as possible for as long as possible.
Because again, when you're bootstrapping a business, I don't have investors, we don't have a pipeline of cash just being influxed into our business.
We got to build our coffers, we got to build our war chest.
Because I truly feel like we are about to embark upon a golden age inside of our country as a whole with automation and stuff that's at our disposal where you can do way more with less people, less resources.
(10:02):
You can.
It's going to be scrappy and gritty, don't get me wrong.
But I'm like, my mentality is we'll figure it out and that's what we're going to do.
And we also want to iron out a lot of this early stuff before we bring anybody inside of our organization.
Because one thing, you know, a challenge that you guys are probably going to experience that we won't, is changing an existing organization, right?
(10:24):
Like, like you said, you got that company's been around since 1991.
Unless we start acquiring businesses, we're not going to experience that, right?
So we're like, we're trying to build our playbook before we bring people on.
So we're like, hey, we've already ran this all through the gauntlet.
Here is a seat.
Start making some dials.
Let's go, let's go move some freight.
Speaker 3 (10:43):
You know, that is a super good point, Chris.
I mean, that is so like our biggest asset is our people, right?
But it's also one of our biggest challenges because like, this culture is great and it's deeply entrenched, but it is old school, you know, which is great, you know, Cause from the standpoint of like, people are sick of emails, they're sick of the phone calls.
They want face to face.
They want to know the person, right.
(11:03):
That's talking to them.
You know, that idea of setting yourself up as an expert, like, our people are experts for their customers.
They truly are.
And as we are looking forward as the leaders, that's our job.
Right.
You know, we're climbing the tree, we're looking ahead, they're making the path, but we have to give them direction.
And so, you know, kind of balancing those two things, the respect for their experience.
(11:25):
Sorry, we have a dog in the background, don't mind him, you know, but balancing that, right?
Like, the respect and honoring, like, everything that has worked for so long and then also trying to guide them into, like, okay, we're not walking away from what's brought value.
We're just trying to create a couple seconds here and a couple seconds there.
You know, you're still going to be the main point of contact.
(11:45):
And so I think that's a big reason why too.
We didn't move anything in the first few years because we had to build a massive amount of trust.
These people have to trust us.
They have to trust that we actually know what's going on in this industry.
That has been their entire lives.
Speaker 2 (11:59):
Yeah.
Speaker 3 (12:00):
And so it's.
And like, they're remote.
We have one broker in the office.
Everybody else is, you know, kind of.
We've got people in multiple states, which is great, but they're kind of.
It's hard from a centralizing, you know, a change management situation.
Speaker 2 (12:17):
How have you guys managed that and kept remote work an option?
When it seems like there's a lot of companies who are pulling that back, they're like, no, we need you inside of the office.
Like, how do you guys continue to, I guess, make that decision?
Like, hey, this is the direction we're going to take here.
Again, I understand not rocking the boat on some of those things, but it's like I see both sides of the coin because I'm kind of the mindset, like, I don't care where you're working from as long as your work's getting done right.
(12:47):
And like, as long as if I say I need it by 2 o' clock, it's at my desk by 2 o' clock, not, oh, hey, I forgot.
Like, you know, as long as that doesn't happen, I truly feel like affording a lot more of, you know, some of those opportunities to go and kind of work remote.
Because, again, like, I understand people have lives, right?
Like, I'm a father.
I know most People have kids.
(13:08):
Like I don't want any of my people to ever have to like put in a request to take their kid to the doctor and stuff like that.
You know, just stupid little shit that I feel like some people over micromanage about.
So like how are you guys going to continue to do that?
Where Ernie, is that a direction you guys are going to stay with?
Is this like within remote work?
Speaker 4 (13:25):
I think it's really important to figure out the balance between trust and accountability.
They need to know that we trust them and we believe in them, but also that we do have expectations for them and what those are.
So that's clear to them and clear to us what we're expecting.
Speaker 3 (13:42):
And that has been, that has also been kind of a point of tension.
The previous owner, they just did, they did what they did and they did well.
Right.
You know what I mean?
There really wasn't a lot that he had to do from a management perspective.
And so right now any form of management can feel like micromanagement to these people.
And so just being really gentle and you know, we have, every other week we have a company meeting.
(14:06):
We actually gathered everybody in February in person and we did like a strategic goal setting together as a whole company like flew some people in that kind of stuff.
So we're starting to create space for allowing people to be part of the decision making for the goals within the business and the strategy because ultimately they're the ones driving it.
(14:27):
We can set all the goals we want, but they're the ones that are slinging the freight.
Right.
And they're bringing the revenue in.
But I think it's interesting that you kind of, you asked about and you talked about being a father and the balancing.
I think we plan to keep this remote.
There's different considerations.
So if you're brand new, you're blank slate higher, you're coming in the office and you won't be released from the office until we feel confident that you can stand on your two legs.
(14:51):
You know what I mean?
We had somebody that we hired last year to take over for a retiring broker.
90 days he was in the office proving that he was going to protect that business, you know, that book of business for Transport Express.
And then he moved to Oregon.
So you know, it is kind of a situation by situation, but the kind of initial plan is you will be in the office for about 90 days.
(15:12):
But ultimately this is why we do what we do.
Yeah, I've got three boys, she's got three kids.
You know, I'm Only in the office.
We're only on the office 20 hours a week because it's, you know, we're still holding the fort down at home most days.
You know, I've got six baseball games in five days kind of lifestyle going on right now.
So we believe that there it is possible to achieve a, you know, a meaningful, thriving life and still be free to, like, enjoy it.
(15:39):
And honestly, my husband and I were walking last night, and it was one of those days where we're like, why do we do this?
Yeah, I wish we could just work for somebody else, honestly.
But I've tried it.
It doesn't work for me.
He's never tried it.
It wouldn't work for him, I can tell you that.
But, you know, it's tension, but it's.
(16:00):
It's worth it.
Speaker 2 (16:01):
Yeah, I'm right there with you.
And I'm glad you brought that up, that.
That sentiment.
Like, is it worth it?
You know, like, it, dude.
Because, like, there.
There's a lot of days where, I mean, I.
I've woken up and I'm like, fuck, it'd just be so easier.
It'd be so much easier to like, just go in and just, like, collect a salary.
And, you know, I was never a bad employee, but, like, I always knew I could do it better than everybody.
(16:23):
At least I always thought I'm like, fuck, I can do it better than anybody.
You know, that's just my mentality with a lot of stuff, and that's where.
But like, I'll instantly snap back, just be like, no, man, you're going to fucking do this.
You're going to figure it out.
Like, yeah, it sucks in the moment because you're like, you don't let that moment go past that.
Right?
Because I am a, you know, at this point in my life, you know, I'm coming up on.
(16:43):
I'm going to be 40 here soon.
I look at life a hell of a lot differently than I did when I was 20.
Right now I'm like, no, man, you don't know how much longer you have left.
You got to exhaust all options that you possibly can to build your dreams.
And I feel like that's the.
That's the most alluring part to me when it comes down to building a company, especially one from scratch, is like, looking back and like, when I was in my bedroom, on a busted folding table, on a broken laptop, just starting all this stuff five years ago to, like, where it's been in five people here five years, and to most people are like, oh, that's such a long time.
(17:19):
I fucking feel like I just started.
Like, I feel like I haven't even scratched the surface yet on what we're going to do.
But it's like, I also understand that, like, you need to balance out and kind of get to that equilibrium.
And I'm not saying, like, work, life, balance, you know, sing Kumbaya.
I mean, like, you have to find those pockets of time where you can disconnect.
(17:41):
Like, whether it is a walk with your spouse or.
For me, my anchor is fitness.
I go to the gym every morning.
Like, those first two hours are my reset every single day.
Because, like, I'm not at a point where we can, like, stop and go on a vacation or anything like that.
But that's a commitment that kind of comes along with the territory, and I'm cool with that.
(18:02):
Right.
Speaker 3 (18:03):
If it makes you feel any better, Chris, like, when we started.
My husband started the concrete and masonry business in 2010.
Speaker 2 (18:08):
Yeah.
Speaker 3 (18:09):
We didn't take a vacation where he didn't work until I think it was 2019.
So were like nine years in, and it was only because were on a sailboat in the British Virgin Islands and he didn't have any cell service.
Like, it wasn't by choice, but, you know, the world didn't fall apart.
But, like, to your point, like, five years, like, you are still.
(18:30):
We're building.
Right.
We're three and a half years in.
Like, thankfully, we have each other, you know, to kind of take team off.
So, like, I took last week off.
The boys didn't have childcare, and I was like, I'm not doing the juggling act this year where I'm throwing kids back and forth with my husband, depending on our meeting schedules and all of that.
And, you know, and I talked to Josh Lyles a little bit about this last month, and it's this idea of holding that balance actually doesn't feel good most of the time.
Speaker 2 (18:57):
Right.
Speaker 3 (18:58):
It is a point of tension.
You're never going to be as much as you think you could be in any area of your life, because your kids and your family and your fitness and your wellbeing, that deserves just as much, if not more than your business.
Speaker 2 (19:13):
Yeah.
Speaker 3 (19:14):
So something's got to give, Right.
Speaker 1 (19:15):
If you.
Speaker 3 (19:15):
This idea of you can have it all, it's like, well, yes and no.
Right.
So, you know, like, I didn't get to go.
We were talking about the.
What was it?
The Sales and Marketing Transportation association was the elevate last week.
Speaker 2 (19:29):
Yeah.
Speaker 3 (19:30):
I would love to be there.
That is an area that really needs development within our company.
And my kids didn't have childcare.
Right.
And so you have to.
You have to choose and then just be like, okay, this is what I've got and this is what I work with.
I've got 20 hours a week.
How am I going to spend it?
Speaker 2 (19:48):
Yeah, no, I mean, I agree with all of that.
Right.
And that's the side of a lot of, like, decision making inside of your business that isn't talked about at all.
Right.
Because it's like when you're trying to balance your family out at the end of the day.
And I feel like when most people hear, like, work life balance, they think like, oh, I'm going to go away for two weeks and I'm going to go explore.
(20:10):
And it's like, no, that.
That's almost borderline impossible when you're trying to build and grow a business, when you have a family and everything else.
And it's like, I'm like, I will say this every single time anybody asks.
Like, almost all of the reason why I've been as successful as I have in business is because my wife is an absolute gangster in regards to, like, supporting me in, like, if I need to leave last minute, it's always, go do it.
(20:35):
I got everything, don't worry.
And, like, we're able to kind of do that, right?
Because, like, building it is hard enough as, like, a single individual who doesn't have a family, but, like, when you add that layer of complexity on it does change things, right?
Because it's like, I don't want to miss out on anything.
Like, yes, there's some sacrifices that come along with it.
(20:56):
But I like, again, back to, like, building out a system.
I've, over these last five years, have built a system where it's like, I don't have to work at home anymore.
Do I answer emails at night?
Yes, I do.
Right.
But it's like, I'm not worrying about stuff because, again, we've developed an actual system that we operate in because harsh reality for a lot of people out there.
(21:17):
Your customers do not want to hear from you at night.
All right?
Hate to break it to you, they do not want to hear from you at all.
They have a life as well.
Speaker 3 (21:25):
They.
Speaker 2 (21:25):
They need that separation.
And that was one of those things where it's like, when I am outside of work, though, it's like, all right, what are those pieces that I can, like, work on the business as opposed to working in the business?
Right.
And a lot of that comes from reading audiobooks, podcasts.
That's what I do to kind of connect all of it.
And like, I'm, I have a, I'm in a coaching group, an entrepreneur group called the Artist Syndicate.
(21:47):
So I'm listening to those calls as well because, like, again, I've, like, this is everything to me, right?
Like, I have all of this on the line.
This is the biggest investment that I'm ever going to make inside of my bit myself.
And it's like, I gotta maximize this because I, I truly feel like we have a small window to make this work, especially when you're bootstrapping it, right?
Because cash flow is everything.
(22:08):
And this is one, like in the world of, oh, just go raise money.
Like, I feel like a lot of people think that's just like, oh, that's what you do, right?
If you run out of money, just go find an investor.
They'll give you $50 million, you'll be fine.
Speaker 3 (22:20):
Where do you find that investor?
Speaker 2 (22:22):
Exactly Right Back to the reality of all of this.
We got it.
When you're bootstrapping it, you gotta make a dollar out of 15 cents, as the old rap lyric used to go.
And that's just the mentality with this, right?
Like, we have to find a way to make as much money as we can to keep this dream alive.
Because cash flow will kill all businesses if you don't pay attention to that stuff.
Speaker 3 (22:46):
We get it.
Like, so we bought November of 21, right?
Hi.
We bought High Hindsight's 20.
Speaker 2 (22:53):
Yeah.
Speaker 3 (22:53):
Well, we also had an SBA loan to fund this, right?
You know, small business associations.
So we've got debt and it was a variable interest rate.
We started out with a 4 1/2% interest rate.
And through the course of 2022, we saw the market shift.
All of like the prices, right, that we can charge our customers dropped by 25%, I think, and our interest rate went up to almost 10%.
(23:19):
So we experienced this, like, when you're talking about cash flow, like, we have definitely had some tear filled conversations about like, holy crap.
Because it's not just us either.
Like, you know, this idea of like, all right, I'm willing to risk this because I know that me and my family, I shop at Aldi, I'm already doing the budget thing.
(23:39):
You know what I mean?
We, we've definitely done the Dave Ramsey route for years and years.
And so it's just one of those where I know my family of five, we will be okay.
We might lose everything, but we will still be ourselves.
But the thing is, it's not just us.
It's every single person in their families that works for us.
So we've got 15 different families here, and I've got 20 different families at the concrete company.
(24:00):
You know, it's.
This matters more than just the impact to me and Amanda and our families and that, you know, that's a weight and, you know, kind of going back to this idea of, like, why do we do this?
But it matters.
Like, I don't know.
It just the getting up and going to work 9 to 5, like, that wasn't enough for me.
Even, like, staying home.
(24:20):
Like, I was home with my boys for eight years, so privileged and honored that I could do that.
It also gave my husband kind of the time to get his business up and running in a way that he's got more flexibility now that I'm back working.
But that's not enough for me.
I need more.
I'm just one of those people.
And I think you get that.
Speaker 2 (24:39):
Oh, 100.
You're speaking my language there, right?
Like, I would be.
And I mean, I talk with my wife about this, I'm like, I would be miserable if I had to go back and work for somebody else.
Right?
Like, miserable.
Would I do what I needed to do to provide for my family at a 100% as.
As a father, as a husband, that is my job.
(25:01):
I need to take care of my family no matter what.
Doesn't mean I'm going to be happy doing it.
Right?
And like, that is one of those things that drives me more than anything.
So, like, when I sit here and I hear people like, oh, the market's hard.
Nobody's.
How.
How can you even make sales calls?
I would be fucking.
I would go insane if I had to go in, like, work for somebody.
(25:22):
That's what drives me.
Am I going to.
And I've said this on the show before.
Am I going to look my son in the eye and be like, sorry, buddy, you can't have music lessons this month.
Dad didn't feel like making cold calls.
Like, that pains me to think about, right?
So it's like, from, like, those are the things that keep me going no matter what is.
Is.
I'm like, I truly feel like I can do it better than everybody else.
(25:44):
And I'm going to.
I'm going to build this up.
I'm going to make it work.
Like that old, you know, you can put the burn the boats mentality thing.
Like, there is no plan B at this point, right?
Plan A is and.
Or my plan B is plan A working.
That's it.
Like that.
That is the only thing, and that is how I'm going to approach this, no matter what happens out there.
Right.
Because I chose the hardest path imaginable on planet Earth.
(26:06):
You guys chose the hardest path imaginable on planet Earth, and that is building a business.
That is entrepreneurship.
It is not as glamorous as Instagram tries to make it out.
All right, you can go rent a Lambo and take some photos one day and then just drip content that for two straight years, just you in a different angle of a Lambo every day about how wealthy you are.
(26:28):
I'm actually trying to build real wealth, though.
Speaker 3 (26:31):
Correct.
Speaker 2 (26:32):
Yeah.
Speaker 3 (26:34):
Yes, yes.
And I mean, and that's the other thing too.
Like, you know, so from an entrepreneurial standpoint, like, right now you've got, you know, you've got your podcast, you've got your coaching, you know, which also you're your segments of the sales summit.
Thank you for that.
They were amazing.
I have multiple books that are in my to be read on Audible.
I got to get through the ones that I'm halfway through already, but thank you for that.
(26:56):
But I mean, that's the thing too, where it's like, we understand that's sort of why we stepped into this.
Like, why change industries?
Why buy something?
Because we're very construction kind of focused.
And the other thing too, that we do is like real estate investments.
So like single family rentals, that idea that, like, property is one of the safest investments that you can make kind of a deal.
But we knew we needed to differentiate.
We needed something that was outside of that because we 2008 actually completely ruined my parents businesses and Matt's, My husband's parents businesses.
(27:24):
And, you know, your dad made it through.
But, you know, watching our families as entrepreneurial families have too many eggs in one basket.
Yeah.
Speaker 4 (27:33):
You know, the diversification is key to surviving in the tumultuous existence we are in right now.
Yeah.
Speaker 3 (27:42):
So it's been interesting.
You know, thankfully, even in kind of everybody's telling us this is sort of unprecedented in this industry.
We have nothing to compare it to.
Speaker 4 (27:50):
But we've been in the 2008 construction.
Speaker 3 (27:54):
Oh, God.
I was in finance in 2008 when the stock market crashed.
Like, it completely changed the trajectory of my life.
Like, I thought I was going to be a financial advisor.
I was totally licensed to do that.
And it was like, oh, just kidding.
Nobody wants to do this right now.
And my dad had a home building Business.
Speaker 4 (28:11):
My advice is you're screwed.
Speaker 3 (28:13):
Yeah.
My advice is don't.
Speaker 2 (28:15):
Yeah, it's, you know, to sit here and hear unprecedented times.
I mean, I can understand that sentiment, but, like, what if this is the precedent of how things are going to be?
And like, I mean, I, it's funny.
I'm very strategic in my content, right?
So, like, I put out a post yesterday about how the algorithm's not broke.
You're just not saying enough controversial shit.
(28:37):
That's why your posts aren't taken off, because eyeballs get, you know, clicks.
And then today I put one out about how you guys, this might be the market, right?
Like, it doesn't matter what any of these companies are out there saying.
What if this is the way that things are going to be?
How are you going to approach this?
Right?
And it falls flat because nobody wants to hear that.
People want the soft, cuddly, oh, things are going to get better.
(28:59):
Things are going to be fine.
What if they don't?
All right.
I think more people need to start asking themselves, what if things don't improve?
What if this is the way that things are going to be?
How are you going to make it right?
Because, like, at.
In.
In.
You guys probably understand this better than anybody.
You have to make this work.
Right?
Or else it's you on the line.
You are the personal guarantee that this business makes money and you can pay that back.
(29:21):
Right?
Just like I am the personal guarantee that this business is going to make it right.
So it's like, I can't approach this as what if it, like, when is it going to get better?
It's like, I gotta make it better.
Yeah.
Speaker 3 (29:32):
And that, like, I think one of my favorite ways of kind of framing that sort of what you're getting at, Chris, is stop saying what if.
Stop saying what if even if.
Like, that is one of the most empowering statements you can use.
So even if the market never changes, here is how we are set up to navigate it.
You know that idea.
Not what if the market never changes.
(29:53):
That comes from a place of fear and uncertainty.
Like, even if is like, I know that.
I'm gonna figure it out.
I know we're gonna figure this out.
Because even if we lose our largest customer, we know that all of our other customers actually saw a 17% increase in revenue last year.
You know, and like, diving into that and truly understanding, like, the slicing and the dicing, because we have a very unique and very diverse kind of books of business here.
(30:19):
Everybody has their niche, which again, going Back to the diversification thing.
Right.
You know, it's been able to carry us.
And so that and the fact that we're almost 100% spot, that terrifies a lot of people, but it makes us really adept for right now.
Yeah, all of the tariff stuff, all of the uncertainty around pricing and all, like just the shifts that we've seen in the last three and a half years.
(30:41):
And I think the fact that we are small, we are cradle to grave and we are spot, I think that is why we've been able to navigate this.
And our people have kept us not just afloat, but actually still growing and increasing our customer base and our load volume over the last three and a half years.
Speaker 2 (30:57):
Now.
I, I love it, I love that mentality with it.
And we're.
I'm gonna have to get you guys back on, right?
Because like, I, you guys are in the re.
You guys are on the real side of this stuff, right?
And it's, you know, I love talking to individuals like yourselves and, you know, other of the founders that I've met out there who like literally have it all online.
You guys, you guys operate differently than most people, right?
Because, and again, I'm not here to knock anybody.
(31:19):
Like, I do not recommend anybody become an entrepreneur unless they like, are very fucking serious about it and they understand what it actually is.
But like, you just, you operate differently, you walk differently, you talk differently, you think differently about a lot of things and you process things a lot differently, right?
So it's like, I'm gonna have you guys back on whether you guys want it or not.
You're coming back on at some point.
(31:40):
But how does anybody reach out to you guys though?
I mean, I know somebody made a comment about, you know, they love seeing women on the show, especially as business owners.
There's probably, there's a lot of other women inside of the industry that need to connect with you guys.
I'm sure of it when they hear you guys on there.
How do people reach out to you guys?
Speaker 3 (31:55):
We welcome that especially, you know, it's, you know, I hate doing the call out of women in this industry, but it is a big deal.
It is a thing.
And so, you know, transport express.com is our website.
I am on LinkedIn.
Lacey Olson, comma, NBA.
Amanda is on there as Amanda Hair.
We welcome any reach outs on there.
We also are members of the Wit, the Women in transportation.
(32:18):
So I'm starting to get involved with some of the forums on there and there's some smaller networking groups within it.
So I think those are probably the easiest ways to get a hold of us.
Our email addresses are on our website.
Shoot us an email.
Speaker 2 (32:30):
Perfect.
Speaker 3 (32:31):
We're always looking for more opportunities for tech solutions that create efficiencies for our team.
So I'm just going to put that, you know, shameless plug out there.
Speaker 2 (32:42):
You'll probably get flooded with it without.
I know that.
That's great.
I love it.
Amanda, Lacey, thank you guys so much for taking the time to join me.
That is going to be it for today, ladies and gentlemen.
As always, if you got value in what you heard, subscribe to the show.
If you're feeling really ambitious after this one, rank the show on itunes and Spotify.
Because if you see value, your network's gonna see value as well.
I appreciate you guys.
(33:03):
I love you guys and we'll be talking to you soon.
Speaker 1 (33:09):
Came back with a bank.
Speaker 2 (33:20):
Got the.
Speaker 1 (33:21):
Foot on the gas pedal to the metal when the lane moving fast hey Let them all cross if they hate to let them hate them Make a bigger ball hey.
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