The Future of Freight is Digital: Insights from Cargobot CEO Fernando Correa

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Blythe Brumleve (00:05):
Welcome into another episode of Everything Is
Logistics, a podcast for thethinkers in freight.
We are proudly presented by SBILogistics and I am your host,
Blythe Brumleve.
I'm happy to welcome inFernando Correa, CEO and
co-founder at Cargob ot, andwe're going to be talking about
freight data, AI, and the growthof shipping relationships

(00:26):
within Latin America, which is astory that just keeps popping
up in freight, so I'm excited toreally dive into this topic
with you today.
So, Fernando, welcome into theshow.

Fernando Correa (00:35):
Yeah, hello.
How are you?
Thank you so much for joiningme, and it's a pleasure to share
my experience and my story.

Absolutely Now, for folks who may not be
familiar with your journey, yourcareer back story, can you kind
of give us an insight into howyou ended up in logistics,
because I always think that's afascinating story.

Oh yeah, especially when you think as a
media.
At the beginning it was anaccident, but I wasn't.
I think it was a great decision.
My background is in consulting.
I have been working inimplementing so many different
software solutions, implementingERP platforms and with an
expertise in supply and chain,and I used to work for Microsoft

(01:18):
, siemens, all big corporations.
But the reality was an accidentbecause my wife, she's running
a freight broker and one of thereasons that she said to me why
we cannot do something together,why we cannot get the knowledge
that I know and yourcorporation and also the way

(01:40):
that we can have differentautomations and create more
efficient relationship betweenshipments and carriers.
And that's the story, and Iwant to say that it was a love
story, but I was a veryentrepreneur, considering that
you're working also at the sametime with your wife.

Yeah, because it's definitely one of those I
think a lot of folks will saydon't ever work with family,
don't ever work with closefriends, that kind of thing.
But you guys just dived rightinto it.

Yeah, I know that is true.
If I have to be honest, thatwas my first negotiation that I
had to explain to her, becausewe have different visions.
Sometimes she's completely moreorganic and more digital.
Sometimes you need to knowexactly and you have to make
sure that we are in the samepage all the time, but it was a

(02:30):
big challenge.
But, if I have to be honest, Ithink it was the best decision
that I ever had in my life and Ihad the opportunity to apply
all the knowledge that I had inmy background and analyze in
opportunities, understandingwhat's going on also with the
freight industry, especiallyhere in the United States, and
also operating a new market.

(02:51):
That it was incredible as well.
But today I have to say it wasthe most important decision that
I ever had, especially in thelast 10 years.

And so what were those I guess those early
things that your wife wastalking about, that you said.
I think I can find some digitalsolutions to this.

Well, the reality, one of the decisions,
that at the beginning I was allthe time traveling because I was
in Charlottes South Americanmarket, latin American market
and I spent all my lifetraveling.
And she said come to my company, we can grow the company
together.
That is the main message.
And I decided to land to thecompany and I explained to her

(03:38):
okay, if I am jumping to freightbusiness, definitely first of
all we have to grow the company.
We need to apply a differentconcept in terms of corporate
decision.
And she said, okay, let's do it.
And I was learning, I think, atthe beginning, my first stage I
need to learn is not when youare a consultant.

(04:00):
It is a little differentbecause you are creating
efficiency, but you aredetecting inefficiencies and
talking with her, learning howdo you need to sell?
The way that you are moving thefreight, for me was very
surprising, because when youwere trying to close a
transaction, you don't know thecarrier you have no idea really

(04:23):
who is the carrier that he ismoving the freight from the
shipper side and you are closingthe transaction by phone, by
text message, by email.
And it was for me it was veryunusual, right, because
everything that I am doing in mylife, in my background, has to
go through the flow, right.
And that is and I rememberworking at the beginning with

(04:46):
her we had one of the biggest,the important experience that I
had I lost a track.
Okay, I was in charge makingphone calls, going through the
tracking system for the track,and most of the time when you
are trying to find where is yourtrack, you have to go through a
phone call but you don't havethe answer.

(05:09):
You feel desperate, right, andit was a very complicated
weekend trying to find the track.
I was updating the shipper, theshipper didn't get the real-time
communication and for me,what's going on here Is
something wrong.
Right, is everything is doingmanually.
And now we are talking about,you know, relationship that it

(05:33):
doesn't exist.
You know, I think it's that wehave an amazing opportunity to
create innovation, and that'swhen my head was thinking how
can we organize a completelydifferent marketplace, how can
we connect shippers and carriers?
You know, because I detect alot of things going on at the
same time is a hugefragmentation, and why we cannot

(05:54):
standardize the relationshipbetween shippers and carriers.
And this is when was my firstinitiative to say why we cannot
organize completely tech companythat is freight oriented, with
a lot of services, thateverything that you learn, give
me your knowledge.
I can put the technology and atthe same time, we can create

(06:17):
completely different vision andwe can attack the business in
completely different perspective, and that was the reason that
we create Cargobot.

And so did you ever find the truck?

I found it.

Nice.
That's good.
So eventually you found it.
But through that problem thesolution presented itself with
Cargobot.

But you know what?
I found it.
But two days later and two dayslater, because it was a fight
between the driver and thedispatcher, and the driver left
the truck in one truck stop andnobody can connect.
Where was the truck?
You know, after aninvestigation we found that

(06:59):
again, this is too much for me,this is too much for the
industry.
I can't believe that shipperswere trying to find the truck.
So maybe, even if we aretalking about brokers or
whatever it's complicated, it'sa lot of people in this industry
.
But at the same time, I thinkwe have been learning a lot.
I don't know exactly whathappened today and most of the

(07:22):
time when you want to applyinnovation, I am completely
understanding what is the vision.
You know, vision is goingfarther right, so that you're
creating the future.
But sometimes we need tocombine the future with the
present, because we need toeducate the people, and the

(07:44):
educational process is long andcosts a lot of money.
But at the same time, we havethe right combination of
understanding what is the realpresent, that you need to apply
technology.
This is when you can besuccessful.
Otherwise, you know, you can besuper.
You can think all the time inthe future.
But the future is never up here, right.

(08:05):
Never come to you to say, ok,definitely, I want to adopt your
technology moving freight,because it's complicated.

And so how did you, I guess, make the
transition from booking freightand trying to track these
different shipments intobuilding software?

Yeah, well, first of all, you know I had
different conversations withdifferent shipments.
You know, because, for me, themost important for the first two
years running in a traditionalbroker, for me, it was an
amazing experience that I wasall the time talking with them,

(08:46):
understanding the pain points.
How can we convert pain pointsin game points?
But I would like to know, youknow, if they really needed it.
I think the most important,when you want to create
innovation, you have to thinkall the time what is the value
proposition that you're creatingfor the industry?
Right In another side, I wasall the time talking, creating
different focus group as well,talking with carriers or

(09:09):
operators.
I was all the time with them.
I, you know, I have been insideof the cabin of the track.
You know understanding, youknow what is the main goal that
they're looking for, becausethey're looking for shipments,
right, and they need to makesure.
You know what happened next.

(09:29):
This is never stopped.
It's not the freight that theyare moving or the shipment they
are moving with you.
Is the next shipment that theyneed to move, with you or with
another place, another brokerright, or another carrier,
another shipper.
Well, in that case, you knowunderstanding, you know the all
different realities.
I thought the first version whywe cannot trade the preferred

(09:54):
world okay, and the preferredworld is something beautiful
because you can say, okay, Ihave the shippers pain points
and also, at the same time, Ihave the carrier pain points.
And also I understand that wehave a lot of, you know,
middleman in the middle, why wecannot create a marketplace that

(10:18):
we can connect shippers andcarriers to go direct right.
You know the first version wasin that direction but you know
it, it, it, it, it, it would.
I think at the beginning itwasn't working at my
expectations.
And this is when you need tolearn because shippers were not

(10:39):
using the technology.
You know, carrier, they wereupdating.
You know they're profiling thetechnology that they couldn't,
you know, attend the way that Iwas.
You know, drawing the process.
And this is the first version.
The second version was moreflexible.
Okay, it took me at least twoyears running the company.

(11:02):
You know understanding what'sgoing on.
You know creating different.
You know functionalityadjustments.
You know why shippers are nottagged, why carriers sometimes
they have a little resilient tobe into the technology and I was

(11:23):
adding different options.
And I think today, after sevenyears running the tech industry
and the tech freight industry.
I think I can consider that wehave a lot of expertise but not
knowledge, and I believe that weare going in the right
direction.

Are you in freight sales with a book of
business looking for a new home?
Or perhaps you're a freightagent in need of a better
partnership?
These are the kinds ofconversations we're exploring in
our podcast interview seriescalled the freight agent
trenches, sponsored by SPIlogistics.
Now I can tell you all day thatSPI is one of the most
successful logistics firms inNorth America, who helps their

(12:05):
agents with back officeoperations such as admin,
finance, it and sales.
But I would much rather youhear it directly from SPI's
freight agents themselves.
And what better way to do thatthan by listening to the
experienced freight agents telltheir stories behind the how and
the why they joined SPI?
Hit the freight agent link inour show notes to listen to

(12:26):
these conversations or, ifyou're ready to make the jump,
visit SPI3PLcom.
There's a lot of tools thathave been on the market for a
while to showcase visibility, toshowcase tracking shipments.
You mentioned yourself howdrivers and carriers are
apprehensive to install anotherapp.

(12:47):
They don't want big brotherwatching them.
So how do you balance what theshippers want versus what the
carriers, I guess, maybe don'twant at times?

Yeah, and then I think it's a great question
because that is the reality.
I think seven years ago we hada lot of fragmentation there on
the time of carriers.
We had a lot of fragmentationof broker as well, and we had a
lot of fragmentation of shippers.
That is the reality and it wasvery complicated to stand right

(13:20):
that process.
Today I have to say, sevenyears later, that we had another
component, and the component isa lot of fragmentation of
technologies.
There's a lot of companieswhere you're talking about $3.6
trillion in that differentialcapital in the last seven years
invested in this industry, andit's a lot of technology.

(13:41):
I think that is a littleconfused because you have a low
board.
You have like a TMS, you have amarketplaces, you have digital
brokers, you have a.
So we are trying to adopt whatis our category right, but I

(14:02):
think, in the way that we havebeen developed, we draw the
right flow and that is the truth.
How can we post shipments?
How can we create connectionswith carriers?
How can you verify the profileof the carrier?
That is important for usbecause the disability is
important.
At the same time that you have acombination of a bidding

(14:25):
process, contract liens is a lotof things going on in the
process, but my question all thetime was why?
When I am thinking, why shipersare not tech?
That was a very importantquestion, right.
Why shipers are not usingtechnology.
Why shipers, all the time thatyou're communicating, all the

(14:47):
time with emails and becausethat doesn't matter, you can be
overfraid, you can be, you know,you can be a convoy, you can be
traffic, etc.
All the typical companies thatyou're using.
They have a great technologythat the reality is shipers
cannot be into the all differentlogins you know, using the main

(15:08):
passwords to post a shipment,right?
And this is the first time thatI thought, okay, let me get one
technology that is for shippers, not for me, not for myself,
not for Cardiobot, not for mypurpose that I want to be the
main provider for that specificshipper.

(15:31):
Let me understand that theyneed to move with somebody else
at the same time that we cancreate only one platform that
they can connect their contact,their relationship, that they
have been doing for many years.
At the same time that we aredoing with us, we can connect
our digital connections.

(15:52):
We have a different partnershipand, in the end of the day,
today Cardiobot is more like aplugin.
We have the main process andnow we are connecting different
plugins to our platform becausewe want to be smart.
We don't want to be using thetraditional way to go through

(16:13):
the low boards get one shipments, get one track.
No, this is not our main goal.
Our main goal is okay, let'screate the right network, let's
connect different sources anddifferent data, because we are
manipulating a lot of data andwe need to convert the data and
information.
This industry is a big data andthat is big data.

(16:37):
Sometimes it's complicated.
How can you have the rightinterpretation of the data?
And the shipments are a little.
Sometimes they have no ideaexactly why the fluctuation of
the rate is going back and forthall the time and why.
Capacity is a big issue and thisis again one of the reasons

(16:59):
that we are simplified in thatprocess.
It's one of the goals that wehave today.
For example, we have an APIintegration with a tracking
platform and I'm not worriedabout it.
It's more like okay, this isthe goal, this is another
technology.
Let me connect that technologywith my technology and we can
guarantee the 80% of the digitaltransactions in terms of the

(17:22):
tracking system.
In another side, let me connectwith a capacity tool.
We did it.
Let's go ahead and which one,which company is the right one
that I can be important for ourtechnology and we can connect

(17:42):
digital capacity to our platform?
Okay, at the end of the day, alldifferent plugins are for only
one purpose.
How can we move the shipment tothe shippers but in another
side, create like a differentalgorithm and a different
strategy?
That is part of our recipe.
That I cannot say what is theformula of my recipe, otherwise

(18:07):
I will be in trouble, but thatis the way that you need to
understand, because it's anamazing technology out there.
The problem is, it's impossiblethat you can think I am the
only one technology and shippersneed more than one provider.

(18:29):
That is the truth, becausewe're fighting with the same
capacity, all of them, right?

And so with your platform you mentioned it
almost being like a plug-inmarketplace, where different you
can plug in differenttechnology systems into Cargo
Bot and then the shippers have aresource that can simplify the
data, simplify rate fluctuationsand educate them on all of

(18:57):
those different variables.
Am I understanding it correctly?

That is correct , because we launched a new
platform that is a masterplanning tool, and that master
planning tool is an important.
This is the first concept thatyou, as a shipper, can see your
capacity in a calendar.
That no capacity.

(19:20):
Your shipments in your calendarwill all different status.
You can navigate.
We are providing an amazingtool for requests, for quoting
the RFQs, that you can lockrates for one quarter if you
want, and the algorithm is doingeverything by itself.

(19:41):
And our focus right now is howcan we help shippers to optimize
their capacity with a masterplanning tool but at the same
time, we realize guess what?
Why we cannot give the sametool to move shipments with

(20:02):
their actual brokers or carriers.
Why not?
Because they are doing it, andthe only thing I will be another
one but is their decision.
They want to move with us orthey can move by themselves
making the decision?
The only thing we arefacilitating a lot of data, and
that data is important for them.
Let's do it.
But at the same time, it's veryimportant for us the

(20:24):
digitalization I need to convertshippers in digital.
That is the only way that wecan optimize everything that
we're doing with our back officeoperation, because on another
side our back office operationis connecting with.
Today, for example, if you posta shipment with us, we have the

(20:45):
visibility for more than400,000 carriers, just like that
.
At the same time, we areoptimizing a parentee or pairing
with carrier that we have inour network that they can be
interested to move that freightbecause we know exactly what is

(21:05):
their preferences, that they arelooking for.
On another side, we are matchingwith rates.
Sometimes we are not the bestone, definitely not.
Sometimes we don't have thenetwork to move the freight for
the lowest rate.
But sometimes, by the point is,we want to make sure shippers

(21:26):
are tagged at the same time,that we have the opportunity to
understand the freight that wecan move with marker rates.
We are not doing my recallsright.
That is the most important.
So we are trying to beresponsible with the freight,

(21:47):
with also at the same time, withthe rate, with guaranteed
capacity.

Break it down for me from a workday
perspective If I am a shipperversus a carrier.
I am sitting down at thecomputer and I am getting ready
to maybe create a master planfor my shipments, maybe for the
holiday season or just the nextmonth out.
What does it look like from aworkday perspective?
Am I just having the cargo bottab open?

(22:17):
What am I doing from a shipperperspective and from a carrier
perspective using cargo bot?

It is important because you cannot be static in
front of your computer becauseit doesn't work.
We need to know exactly that.
We have to open all differentcommunication chains.
Today we need to becommunicated through email,
through apps, through a textmessage.
What's up all of the differenttraditional communication chain?

(22:48):
I remember at the beginning wethought, hey, the future is the
app.
No, you know.
Immediately realize the futureis not the app.
It is definitely a voicerecognition, it is a text
message.
It is a combination of the realcommunication reality.
We are moving all of ourfreight, the majority of them,

(23:12):
using text message.
It doesn't matter if you areusing an email or a WhatsApp or
if you are using a text message.
The reality is shippers.
They have a master plan.
Master plan is a little morecommon.
You need a desktop version,definitely because you need to
open your calendar.
You are going to assigneverything.

(23:32):
You have to do a couple ofactivities.
The communication could be withwhatever sort the important
thing.
Whatever interaction you aresending to the carriers,
whatever interaction that youare doing with the shippers, the
brokers, is in exactly the sameway that you are doing.
You choose your preference.

(23:53):
When I do it with text message,send it with a text message.
Right, in another reality weare applying different
functionalities.
That for us, definitely.
As you know, artificialintelligence is extremely
important in this industry aswell.
But chat GPD is revolutionaryand crazy.

(24:18):
Probably technology that we area little scared about it
because we are thinking we don'tneed people anymore.
Right, because there is a lotof data, a lot of information.
But the reality is it is a newadvisor, it is a digital advisor
that we are creating.
For example, I am movingfreight.

(24:39):
I am doing with my people.
They are not assigned.
We realize we have anothercarrier that is optimizing the
lane.
We can give one recommendation.
That recommendation is the waythat we are activating the
shipper.
Guess what?
We realize you are moving thefreight.

(25:01):
Why not?
You can move with us or withsomebody else that you can
optimize your lane, because thereality is the majority of the
shippers, the main driverdecision is the rate.
If we are talking about that,we have to guarantee very good
customer service and the realityall the time.

(25:23):
The most important reality iswe need to find the best rate
all the time for the shipmentthat we are moving, especially
after the pandemic.
Everything was crazy.
Right, rates in the world aresuper high Right now.
We are on a completely differentperspective, but anyway, the

(25:44):
reality is a digital transaction.
You have your master planningand I choose how they want to
communicate with them.
We are connecting with ourtechnology, our back office.
Our back office is sending theshipment to our capacity that we
have with different APIs andintegrations and with different

(26:05):
people.
We are receiving a digital bidand we are sending the digital
bid.
We want to be digital.
This is the main goal that weare looking for.
We didn't create cargo for anorganic or traditional way to
move the freight.
We want to do that completelydifferent.

More efficiently and it sounds like
you are giving each of thosedifferent profiles from the
brokers and the carriers and theshippers their own preferences
and their own sort of you know,maybe personal AI that they can
use to book their shipments.
Is that a fair assessment?

Yeah, that is the reality, Because I don't
think shippers are really.
They don't have enough time tocreate.
They don't have time.
I don't know why, if you see ashipper and you go directly and
talk with them, the peoplebehind of a big volume of
shipment is nothing and they arenot.

(27:01):
And also, at the same time,they have differences on all of
these, and that is they need anadvisor and they need
suggestions.
They need to open their mind,trying to do something different
.
And this is a technology is ifyou apply the right technology
with the right approach, and weneed to simplify that

(27:26):
information that we arecollecting in all different
sources.
This is when we are getting theattention of the ship.
I remember I saw many differentplatforms that they are.
You know, honestly, they areshowing you an amazing analysis
about the predictions of what'sgoing on with the price, but all

(27:49):
the rates, but in reality, youneed to be a you know, a Wall
Street analyst to create thatinterpretation, and that is
complicated.
It's not easy.
Okay, is the fuel affecting?
Is not the fuel affecting?
What is capacity?
What's going on with when wehave a big seasonality in terms

(28:10):
of, for example, how is produceaffecting the rates for drive
achievement.
That's what makes sense, right,but it's affecting the drive
achievement as well, because thecapacity is, you're reducing
the capacity and if you combineeverything that you put all
together, this is when you haveto give the right advice and in

(28:32):
our case, we're thinking Iprefer, we're a boutique service
in the end of the day, creating, you know, more like a
consulting interpretation of howcan we optimize, you know, the
volume of the shipments.
You know how can you optimizeyour relationship that you need

(28:52):
to have with your carriers.
We are more like an extension ofthe shipping department and
helping them.
You know, with our marketingcampaigns, we are activating a
lot of things.
You know only technology.
We have social media announcing.
We have, for example, oneshipper that is moving three or

(29:15):
four lanes of different regionsand we are recruiting a carrier
for them and we are adding totheir network.
This is when the algorithm ismatching.
But anyway, it's another thinggoing on at the same time and I
think the way we buildtechnology all the time with

(29:38):
only one intention is digitaltransactions.
We need.
It's a long journey, believe me, with a lot of challenges that
we need to understand, to learnabout it, but I'm completely
sure that we are close to theend of the journey, because

(30:01):
digital wall is coming.
It came seven years ago.

And you had mentioned it briefly earlier.
But with the rise of theselarge language models becoming
more popular, more mainstreamover the last year, it almost
sounds like you kind of havealready given that solution to
shippers without them having tofilter through all of their data
through Claude or ChatGPT orBard.
It sounds like you kind ofalready have that solution for

(30:28):
them.

Yeah, I think it's how we have one of them.
That is, we launched, you know,three months, two months ago,
and we are in the soft launch.
But Is that cargo?

pool.
I think that's what I wasreading.

Is cargo pool pool.
Yeah, we have a cargo pool pool.
That is another one.
That is really good.
That is completely differentconcept.
I want to talk about it rightnow.
But the solution that we createis something very unique for
shippers.
Very unique and because, again,I remember when I decided to

(31:09):
create the cargo bar technology,thinking that I was the king of
the shipping industry andorganizing, at the same time,
the preferred world for shippersand carriers.
Guess what?
It wasn't what I expect, andthis is the best.
You know, the best decisionthat I did is why?

(31:32):
What's going on?
Why they want to go throughthis preferred world, because
preferred world sometimes intechnology take time and it's a
lot of Learning, learning.

I think for a lot of these folks, like you
said, they don't have a lot oftime.
They need to be educated, butwhat's the incentive for them to
continuously learn and expandtheir knowledge?
But it sounds like you'rewithin the platform.
It's providing that context tothe rates and what's affecting
them and, ultimately, theirshipments.

And also it's and again with the reality that
you're trying to createsomething new for the industry,
there's a lot of people thatwant to do the same.
I probably don't know how manyat the beginning is that when I
was in the tracking show?
I remember that we were thesame digital provider, the

(32:27):
native, that we were fighting atthe beginning, 2016, 2017.
And in 2017, it was acompletely different perspective
, but the main goal was I wantto use, I want to create a
technology for cargo, not forshipments.
You know what I'm saying?
Yes for carriers, because allthe time, we were considering

(32:49):
carriers more like in thepartnership, but we needed it.
Definitely.
They were extremely importantfor us.
We believed you need to protectthe carriers, curriers they
need to be happy working with us.
But, at the same time, thetechnology that you were
creating is only for our purpose.
Shippers login, everything ishappy.

(33:10):
But if you don't login becausewe never thought why they don't
login, and this is the reaction,because there's a lot of people
doing the same and this is whenyou're creating this evolution.
With this master planning tool,I think we are more flexible,
more open mind, more generous interms of data and technology

(33:36):
and functionality and networkand efficiency that we are
creating Because we know exactlywhat happened with carrier.
What is the reaction?
What is the trend?
What is the you have?
Today?
You have a new mode, that isdigital dispatcher.
Okay, let's go and connect withthis digital dispatcher.
We have API with a lot of ones,but in another side, we need to

(33:58):
solve the problem with theshipper, and this tool that we
create is very useful.
We're not breakingrelationships, we are adding a
new one and, the most important,we are collecting data and we
are putting that data in frontof them in an extremely easy
interpretation to make the rightdecisions.

And so I want to switch gears a little bit to
focus on sort of the growth ofLatin America shipping solutions
, the growing relationship.
I think I just saw a newsarticle the other day that
shipments from Mexico are nowthe US as number one trade
partner and it just overtookChina, so there's a tremendous

(34:38):
amount of growth going on.
Can you give us a little bit ofa sense of the history and what
led us to this moment wherewe're now?
You know Latin America isbecoming the number one trade
partner and realistically, youknow, for North America it's the
benefit to everyone.

Absolutely.
Yeah, we in reality, ourtechnology right now is not only
US.
We localized our technology inMexico, we are operating in
Mexico.
That is part of our strategy.
But I think we did it from thebeginning, you know, because our
company is completelybicultural.

(35:18):
We have like a differentcombination, but, you know,
everybody is using differentlanguages because we have a lot
of fragmentation of languages aswell in this industry.
But the reality is, you know,north America is Canada, united
States, and you know Mexico.
That's a main.
You know inland trade strategy.

(35:39):
I'm not talking about you knowwhat is the connection with
South Latin America, colombia,chile, peru, brazil, all of them
.
Because in reality, that istrue that we are increasing the
import and export transactionbetween South America and North
America, right, but you know,125 or 150 miles away from the

(36:03):
borders in Mexico, allwarehouses are sold out, sold
out.
You cannot find any space downthere.
Okay, and that is again youknow one strategy, because the
cargo world right now is runningoperations in countries that we
are very interested to move,right, okay, and then that is

(36:25):
Mexico, that is United Statesand that is Canada.
Today we're moving from Canadato Mexico City.
We never did in the past.
That is the reality.
But today we're moving fromCanada to Mexico City.
We are moving from Mexico City,you know, or Monterey, or 150

(36:48):
miles away from borders, todifferent locations in the
United States, and that is thereality.
It's an amazing opportunity wehave, it's very important, but
you need to localize.
You need to talk a lot withwhat is the cultural aspect for
carriers in Mexico.
That is nothing compared withthe United States and you have

(37:10):
to do to understand the samesituation with, you know,
mexican shippers.
Okay, it's not the same.
You have like a different rules.

What are some of those?

No, I think it's a, for example, you know,
carriers are not, you don't have, you know, carrying insurance,
for example.
Okay, that is a complicatedright and you have to go through
the shippers.
Do you have the policy of that?
They have, like a, you know,for example, for security, the
maturity of the carrier.
They never drive during thenight.

(37:45):
Okay, that never happened inthe United States, right?
Because you want to driveduring the night?
Because then this is when youcan go faster.

Right.

Yeah, and it's a lot of things going on that
you need to understand.

Oh, that's interesting.

Yeah, yeah, for security.
For many we activate.
One of the options that we areactivating is like a panic mode
for carriers in Mexico and it's,you know, the way that they can
feel and observe in.
You know, observe for ourpeople, the chasing case.
They have a situation on theroad that we can help them.

(38:19):
You know it's more like ageolocalization.
Using the carrier app isaffecting a better interaction.
I remember you know one of thecases that was very surprising
for me.
We have our technology runningin Colombia as well.
Right now we're moving freightdomestic in Colombia with our
technology and the carriers areusing the app extremely well.

(38:42):
They are super happy, you know,with the geolocalization
because you are not having theinteraction.
You know that they are neverreceiving phone calls.
You know they feel protectedand at the same time, they are
adding and uploading alldocumentation and for them it's
a very, very usable right thatis every country has like.

So Colombian drivers are really excited about
using this technology versus,like you know, us based carriers
which are like no, no, we don'twant any more technology.

Yeah, or maybe they have a lot of one Right.

Yeah, or we have too much, and it's that's
interesting that that Colombiandrivers are just 100% or not
100%, but just much more engagedand enthusiastic about it.

Yeah, that is the true.
That is the true, and that isanother thing that you need to
learn a little bit.
And, by the way, you know, fornew announcements, we sign on
amazing, amazing.
You know, acquisition, for youknow, for operation in Europe,
we are opening in operation inEurope.

(39:48):
Okay, that is.
I feel extremely happy about it.
Probably I'm not thinking rightnow that I am starting the
process, that we need tolocalize our technology and then
we have to make sure thateverything working well from the
European Union regulation, butthe truth is, I'm originally
from Spain, by the way, and thatis probably one of the reasons

(40:08):
that I am.
We're starting the operation inSpain, but, you know, with
different customers in differentlocations in Europe, and I
would be amazing and veryimportant strategy for us,
especially for the, you know,the coming future, and also with
the combination that we havewith, because moving freight in

(40:29):
Europe at the same time that youcan move freight in United
States, north America, and youhave, like, a different location
.
We are opening Peru as well inOctober and that is our big
expansion that we are havingright now and that is
interesting.
I'm super in love with thisindustry, by the way.

That's amazing.
I went to Peru.
It was my first internationaltrip ever and I fell in love
with the country.
I think I have a couple ofmementos hanging up on my wall
behind me, so I would love tohear you know what kind of
freight facts do you have aboutPeru, Because I am all ears.

Yeah, no, everything.
Definitely every single in-landfreight is in-land freight.
We never.
We have to make sure that weare covering the majority of our
strategy up in operation with apartnership in a country that
is not big too much, for example, peru, they have.

(41:24):
We close an important, you knowagreement with an important
freight order.
That is the partnership.
They're using our technology.
We're selling that transactionas a business model, but the
important thing is that they'reusing the technology, that it
was exactly the same strategythat we're doing in Colombia.
We did in Colombia, but in thecase that you know Mexico,

(41:46):
united States, and you knowCanada, this is the next country
that we want to operate andalso Europe is a country, is the
regions that we want to operate.
It's more like the mainbusiness that we want to create.
But we have six business unitsin the company.
It's not moving freight andthat's it.
We have you mentioned it beforethat you know.

(42:10):
Another announcement that is acargo ball pool.
That is a cargo ball pool is agreat technology that gives the
opportunity to shippers to moveconsolidated refrigerator
shipments and that is veryunique.
Right, it's complicated, it'snot easy, you have a lot of

(42:30):
restrictions.
Okay, that technology itconnect, you know, the
agriculture department, in termsof the commodity, that they are
compatible, and we regulate analgorithm and then you can pose
for example, I need to movethree or four pallets of avocado
and then immediately the systemis matching with another

(42:55):
commodity that is compatible forthat temperature.
Okay, and what I mean, somethingthat I'm thinking is important,
when I was thinking that why weare creating cargo pull is for
two main reasons, you know.
The first one is cheaper.
We're requesting hey guys, doyou move LTE refrigerator

(43:16):
shipments?
Nobody want to use it.
Right, it's complicated.
But on another side, I thought,if, why we cannot, you know,
create a virtual warehouse?
Okay, because if we create avirtual warehouse, we have the
opportunity to, you know,organize very well the transit

(43:40):
time.
You know the way that you'remanipulating, you know the
commodity.
You're not going through crossdocking warehouses, breaking the
the temperature of thecommodity, and I think it's that
we can optimize that, creatingvery good value proposition In
another size.
I realized as well that a lotof shippers for different

(44:03):
commitment that they have withtheir customers maybe they have
five pallets and they need tohire a full truck, though, right
, and they're paying a lot ofmoney only for five pallets and
this is why, if we are not doingsomething different, you know
probably again I think that isthe you know the reality of

(44:25):
cargo pull that we lovechallenge and we are going on
the top right.
Yeah they're complicated, right?
Is that why you cannot gothrough this?
And the easiest part, right?
But anyway, I think it's a lotof things going on, but learning
, learning you know, and alsoapplying strategies.
And we're very conservative interms of you know, the way that

(44:49):
we're I am a consultant.
I don't believe, you know, intransactions that we, that we
are, that they are withoutprofit, right, I believe in a
company that you know.
This is the goal, this is thefocus, and we have to go
straightforward for the goalthat we're looking for.

(45:10):
And this is objective, Everyone.
They have the need of objective, right?
But the important thing is, youknow, value proposition, If I,
if that is the only way that Ibelieve in business, and
sometimes we have differentalternatives, that they are not
working well, we need to adjustand we have to replace for

(45:30):
another one.
Okay, that's interesting.
I think today we live in acomplicated moment for a lot of
companies.
They're struggling, right, Formany reasons, because they have
been growing a lot.
You know margin are too shortright now in comparison with

(45:51):
seven years ago and, at the sametime, you know the, the, the,
the strategy were more.
You know market share, right,If I have, if I want to, if I
want to buy the market.
In terms of the Maya strategy,you know, sometimes I can
organize my business in adifferent way, but I think it's.

(46:11):
It's complicated, there's a lotof things going on in this
industry and now we have tosupport each other.
I have to be and I am the I'mcompletely open collaborative
guy.
I love strategies, I lovepartnerships, I love you know,
how can we support each other?
If we are trying to get digitaltransactions, Okay, I think

(46:36):
it's, that is something thatwe're, this is the commitment,
you know, not only for Cargobog,for all the companies.
We need to be more efficient,Okay, we need to optimize so
many different things because,in the end of the day, that is
the only way that we can, youknow, reduce the numbers of
claim that we can reduce.
You know a lot of scams that wehave today.

(46:58):
I don't know what happened inthe last, last year.
Everything is crazy and theweird.
A lot of fraud, yeah, A lot offraud.
I mean you, but you have no ideathey.
If they apply their smart wayto create a fraud, maybe they
can create a much successfulbusiness.
You know, because they're verysmart right away.

But anyway, that is Well it sounds like the,
so that the common denominatorreally is because you have
experience.
You have unique experiencewhere you're operating within
the United States, but you'regrowing in Mexico, and so you
have all of these different,these different components from
a cultural perspective.
You mentioned Columbia as well,and then now Spain.

(47:45):
It sounds like there are somecommon threads, though, to pull
from for all of these differentregions of the world, where it's
open communication.
You know, adopting technologyand trying to improve
inefficiencies.
Is that fair yeah?

The only thing that I think maybe the, the at
the beginning, definitelybecause we are an innovative
company that we are is that weare a tech company providing
freight services is probablysomething very different.
We're not a freight companymoving freight, no, we are tech
company providing freightservices.
Okay, but the reality is I,it's, it's, it's.

(48:26):
It's a long journey.
In seven years we learned a lotof things, but today, with the,
the curve of experience that wehad in the last seven years, I
am ready to attack new marketbecause I don't want to repeat
the same problem.
Right, because the first ofwell, first of all, I had
something in common that themajority of the market are

(48:48):
running the business in the sameway.
You know, okay, that's perfect.
But in another side, we havethe positive problem.
You know, knowledge that we canaccelerate our strategy in one
country.
That is completely new.
So I don't need to repeat my, my, my.

(49:10):
I don't want to say my mistake,I want to say my, my, my, my
experience, right, I don't wantto repeat my bad things that I
did.
I want to replicate my goodthings that I did, okay.
And then, when we're doingsomething like that, for example
with operation I, when I amdetecting a market, I have a
very important vision.
Now, how is the technologyworking?

(49:33):
What is the cheaperexpectations, how is the
transaction going?
What is the volume of themarket?
It's a lot of things that youneed to analyze, okay, but then
when we're landing to thecountry, we're prepared to do a
lot of things.
We are prepared, we are tryingto, to be the top five, you know

(49:55):
, digital company withinnovation and the, and the
majority of the shippers aresuper happy with that.
They need it.

And it almost sounds like that it
collaborative mindset of whatyou're talking about, where you
come in from the, you know, fromthe consultant experience,
where a lot of it is initialLearning and then you apply the
solutions.
It sounds like that's exactlywhat you're doing from the
freight experience experience aswell.

Yeah, that is a , yeah, that is a is a great,
great comment, because you knowwe are creating technology with
our own experience.
We are not, we're not, we'renot competing to get the best
solution, tech solution in theworld.
No, we are Running the businessand we are creating technology

(50:44):
that we are completely sureShippers and Kerry can adopt and
the industry can use.
And this is another conceptthat we have a right now, an
important campaign, and you knowI explain Shippers and Kerry,
we're, we have the minimalist oftech.

(51:06):
Our technology is like asimplifying Everything.
Right, this is one of the goalsand we need to simplify
Absolutely everything.
I don't want to have like a hugeTMS with a lot of functionality
because I need to have a lot ofoptions that you know ship is

(51:27):
required, because this is notour interpretation, because the
reaction in the ship, in theusers time point, is completely
negative, and this is it again.
We want to create a healthierrelationship between users and
technology, and Healthier is theway that you can have

(51:50):
simplicity and we aresimplifying.
You know everything is not onlyin data.
I'm simplifying the.
You know the way that I you canhave the access to your
shipment, the way that I, youcan Organize or reassign a new
carrier, because the carriercall you and I have my, my tribe
broken right and that this isthe.

(52:12):
This is our best practices.
We are doing every day and thatis the reason that we are an
innovative company or techcompany offering freight
services, but I don't want tosay I am a Tech company, that's
it.
No, with freight services.

You're simplifying those freight
decision-making and I think thatthat's that's a perfect segue
into our last segment, which Ihave affectionately called the
relatable eight, and so theseare.
I used to call this sort of thethe rapid-fire questions, but
they're they never really havelike a simple answer to them.
So I have this set amount ofquestions that I like to ask

(52:52):
each guest that comes on theshow now, and so a first
question that I would like toask and it's complete, well, not
completely separate, but it'sin addition to everything we
just talked about, because Ijust looked up and we have been
talking for 52 minutes so farflew by with all the insight
that you've been able to sharewith us, which is super great,
or which is a super great, whichis fantastic from, you know, a

(53:14):
podcast perspective, becausethere's a lot of value, and so,
as we sort of, you know, closeout the show, I have this eight
questions that I would like toask, if you're okay with that,
and I am okay, I don't know.

you have to say yes, yes, yes.

Oh no, these are.
You can definitely give a youknow as long of an answer as as
you feel is appropriate.
So for this first area and youknow, I imagine you don't have a
hard out Within a coupleminutes, right, Do you have a
little the little flexibility?
Yeah, yeah no okay, perfect,all right, good, okay.
So first question in therelatable eight is how do you
think about marketing when itcomes to you and your company?

Marketing.
I think marketing is everythingright.
I Think it's show.
It is what I'm talking about.
Marketing.
It's a.
It's the only thing.
It's.
It's complicated sometimes withthat as a see-of.
The company I am all the timelooking for results Immediately,
immediately, is not connectedwith marketing.

(54:18):
Marketing is they have like adifferent methodology, but
honestly I think it's a.
Marketing is extremelyimportant.
I don't If I have to be, and Ithink we spend a lot of money in
marketing and also at the sametime, you know, we're taking
care of our image, ourcommunication.
You know it's everything is.

(54:38):
You cannot give a very good youknow presentation to the market
if you're not taking care themarketing perspective.
But it's super tactical andthey are.
They're getting a lot of youknow inside Exactly from there.

(54:58):
You know the strategy of thecompany, right?

Especially if you're expanding to all of these
different countries.
I imagine you're doingsomething right.

I want to say that I always, always in my
Marketing director that he's allthe time asking me Fernando,
okay, let's do it, but uh, killhim every day.
The only thing that I am happyis he's exactly the same like me
completely bald.
I don't think the stress isaffecting his hair, right, but

(55:26):
anyway, that is.

That's a good thing, though, that you
understand it from the the, Iguess the level of the patience
you got to have, patience whenit comes to marketing,
especially when you know you'refounder led and you have great
stories to tell.
So over time, I'm sure thosestories are just Impacting cargo
bot and and help you guyscontinue to grow.

Yeah, and especially when you want to talk
hey, I have a new idea, he's,he's, are you serious?
Yeah, and now we need to createa new name and we need to
create a new, new communicationstudy.
And this is completelydifferent.
But I agree with you 100%.
You have to be patient, youneed to understand the time.
Timeline is important, you know.

(56:09):
If you want to be success, youhave to understand that you need
time and time is and.
But you have to be focused inthe study and the marketing Is
extremely important for thestudy at the company.

Well said, and so the next question in the
relatable eight is what is yourfavorite social platform and why
Is it LinkedIn?

Is it Twitter?
Well, depending of my my if Iam resting, probably, is
completely different if I amreading, for business, right and
.
But I have to say you know, I'mnot, honestly, a lot very
social media fanatic I'm.
I'm I'm not very active in myposting, by the way, because I

(56:53):
think it's I prefer to keep myPersonal life a little.
I don't need to say everybodyif I prefer to send a picture
directly to the people that Iwant to write a picture.
Yeah, but I think it's.
You know, instagram is.
It's funny sometimes becausethe only thing I love sports, I
love bicycles and low cars, youknow, and when I am With my

(57:16):
subject, I'm receiving a lot ofposts with my subject, right,
and this is the way that theycan be relaxed, because they are
automating the you know thealgorithm.
Right, they are sending to youexactly the information that you
are familiar with or you arelooking for and you feel
comfortable.
Anyway, I think they have tolike it.
They are all different socialmedia the traditional Instagram,

(57:37):
facebook, twitter, all themthat they have like a specific,
probably focus by.
Yes, you know I like LinkedInas well.
You know, for professionalcareer, I have a lot of articles
that they're very, they're verygood, but sometimes I feel
overwhelmed when they want tocontact in you because they want
to say something else.

(57:57):
Right, it's convenient, it'scomplicated, right.

Yeah, LinkedIn DMs are a challenging place in
order to manage that as a whole.
Others is a whole other set ofissues.

Yeah, but probably if you wake up every
day at the same time, 345 in themorning, and you say I cannot
sleep.
This is the question what isthe, the social media that are
you often in that period of timeand I want to, I want to say
the truth is Instagram, becauseI want to see something that I
can Immediately, that is boring,that I don't have to be worried

(58:30):
about it and I can sleep again.

Yes, exactly.
I know there's a lot of a lotof people that say you know,
don't sleep with your phone nextto you, or don't you know?
They don't want you looking.
The health advisors say don'tlook at your phone, you know if
you're trying to fall asleep,but my phone helps me fall
asleep a lot and I think it's toyour point of what you just
said.
It's stuff that interests meand it's you know.
I'll look at it until I'm tootired and to just fall asleep.

(58:55):
So it's almost like overconsumption in a digital format.
All right, next question iswhat is your favorite sass tool
that you use every day?
That's not your own.

Wow, my sass tool that I'm not using every
day.
Okay, if I have to be honest, IThink it's at the majority of
the time I'm using our tools andnot creating.
you know, maybe maybe like aslacker if the question is what
is your the most usefulcorporate Corporate tool?

(59:32):
I have to tell you Excel, right, because I have to analyze
numbers all the time and then Ihave to see projections and who
is the gold and what's going on.
You know we have everything onthe cloud and we are more in the
Google perspective, and then wehave a Google Drive and we have
everything on the on On thecloud.

(59:53):
But I don't really I use ourtechnology a lot, so most of the
time on my technology, you knowI'm using the typical Office
suite that they can combine your, your life with analyzing data
and interpretation, but I Don'twant to say that I'm using

(01:00:13):
Another tool, if I have to behonest.

Blythe Brumleve (01:00:15):
Yeah, I mean a excel is definitely.
I think it's probably theoriginal sort of sass Best of
tool, if I'm thinking of it, outof all the platforms that exist
.
Maybe email you can technicallyconsider as a sass tool, but
for getting things done andanalyzing what's been done, I
think Excel is still at the top.
There there's.

Fernando Correa (01:00:36):
You know, until something can dethrone it,
which I doubt, you know anythingeven Even if Google thing that
because I am, I love Google,right, and now we have a lot of
things and a lot of going onwith Google, but if I have to be
honest, I prefer the excel incomparison with the Google shit.

Oh yeah, you know.

That is no personal.
Maybe it's interesting why.

The formulas, the ease of creating those
formulas and sheets.
I fully agree.
I am.
90% of my businesses runthrough Google Drive, but that
10% is run through MicrosoftExcel.
Exactly Okay.
Next question Favorite freightbusiness that isn't your own?

Well, favorite freight business in terms of,
because I think the favor iseverything that you can
accomplish as a dream right and,for example, you know, the
first time that I saw my firstcargo pull shipment, it was like

(01:01:45):
a dream right.
It's complicated and I thinkand I have to say you know, I
love everything that we aredoing in terms of freight.
That I love it's more fulltrack load probably this is more
my, when I can detect thefragmentation.
I think it's LTL is moreregulated because you have a lot

(01:02:06):
of it's more than my contractright and it's not.
It's probably more betterorganized.
I don't want to say it is alittle more organized and I like
the unorganized things becausewe need to organize and I have
to say that a full track loadand the LTL refrigerator

(01:02:27):
shipment is something amazingand this is the, you know, the
top of the freight that I loveIs a lot of challenges that we
have in this industry,especially with Rage that is a
lot of.
For example, you were talkingabout what's going on with, you
know, latin America, and LatinAmerica and also Europe move a

(01:02:48):
lot of rage in the United Statesbecause they are sending a lot
of containers and that we have alot of problem with capacity.
It's complicated because it'ssomething that we need to think
about, and then the next step isI'm running right now my mind
how can we solve, you know, thetrade ecosystem?

So finding, finding more of those tough
problems to solve.
I think that's your, that'syour MO so far.
It sounds like in the interview.

Maybe I need to simplify my version.

No, it's good, we need people that want to
tackle the tough things.
So that's you know.
Freight is always changing,it's always challenging, so we
need the folks to tackle thetough things too.
All right, last few here.
What's one task in your currentjob that you can't stand doing?
You cannot stop doing or youcan't stand it, you hate it.

You hate it, jesus.
Oh my God, I think I'm superpassionate and I love everything
I'm doing.
You know, I don't think.
I, yeah, I awake every day witha super happy I don't know why,
Even if we are running startup,that is, you have a lot of
challenges.
You have no idea how many timesI have been with.

(01:04:03):
Oh, my God, I think I don'thave any of money for the next
month.
Let me go ahead and we have toorganize.
You know what happened, but I'mthere.
But no, the reality is, I think, as I am in love with what I am
doing, Sometimes, you know, I,I, I.
All the time I explain to mypeople that I don't want to have

(01:04:26):
employees, I want to havebelievers.
I want to have people thatbelieve in the vision of the
company, Even if I am verypassionate or not.
My point is that I think it'sthat we have to do and
everything.
If you are in carcass, it'sbecause you want to transform
the business.
If you want to move afraid, goto another one.
This is not the way that we aremoving our freight, but maybe

(01:04:48):
sometime.
Hey, what's going on with when Ihave different committees and I
have a lot of one, by the wayand sitting in front of the
different leader of the businessunit?
Hey, you're the CEO of yourbusiness.
What's going on with yourresults, why you are not
accomplished.

(01:05:08):
Now, that conversation is not.
It's part of my, my job, right,but but I am doing it in a in a
positive way and I'm creatingbest practices.
What is not working well?
What do you think we can havetogether?
How can we organize a differentstrategy?
I like the people that areconsistent.
That is my goal at the time Tobe consistent.

(01:05:29):
And then you have to, you know,to be completely loyal to your
journey.
Otherwise, I cannot go throughdifferent strategy and apply in
different strategy and say, hey,I'm here because I want to be
different.
No, but I think I'm in lovewith my life, if I have to be
honest.

So passion and positivity and challenging and
solving those challenges,challenging freight problems.

Okay, Probably because I am at my.
I have been 25 years inconsulting Right, and if you are
a consultant, you are solvingchallenges right.

All the time.

And then you're in front of the problem and you
give the solution.
Probably a solution, probably asolution have been part of my
life, all my year, all my, allmy life, and that is a but.
Anyway, again, positive thingsis important.
Yes, I got it, no way.

Right, so that's good.
That's a great answer for thatone.
All right, we got a few more.
If you didn't have to worryabout money, what would you do
for the rest of your life?

Oh, my God, for the rest of my life, I think
probably traveling, and I loveto travel, but important thing
maybe I need to add, travelingwith my bike, because I love my
bike and that is something thatI really did in the past many
years.
I have been, you know, takingmy bike and climbing the

(01:06:51):
mountain.
Because guess what I think it's, I have something is is you
have a great comparison whereyou're climbing a mountain, you
feel by yourself, I cannot dothis.
I cannot, you know, get the topof the mountain.
I feel I want to abandon, Iwant to say goodbye, and this is

(01:07:12):
more the thought of theentrepreneurs, right?
So you're all the time I cannot.
Sometimes, you feel you feel byyourself that I hey, what is
next?
I have no idea, and that isprobably my, my consistency is
connected with my, the way I amsuffering with my bike climbing

(01:07:33):
a mountain.
That sometimes is not reallyhappy.
I'm not really happy, yeah, butI think, definitely traveling,
having experiences with.
I love motorcycles, I love, youknow, cars, but definitely
traveling around the world.

But, but to your, your point about climbing
that mountain is as soon as youget to the top, you're so glad
you did it and you're lookingfor the next one, which I think
is a perfect, you know, sort ofcomparison to the entrepreneur
journey.
Okay, last two.
What's something that youbelieve in that most people
don't?

Okay, I think it's probably I don't know, I
don't if they don't dump,because that is very personal,
but I believe in in the, in the,in a dream.
I think it's.
If you have the power of theintention that you put a dream
in your mind, you can.

(01:08:30):
You can that that dream couldbe real, probably.
I have to say that I'm livingAmerican dream.
I'm not sure you know, butprobably yes, I'm living my
American dream.
By the way, and and I believein the dreams, I am super.
That is the way.
That is the most important.
Maybe you know, learning that Ihad in my life Everything that

(01:08:56):
you put in your mind as a dream.
You have to follow your dreamand that sometimes people are
not, for whatever reason.
You know they don't believe inthe dream, they're negative.
The way that you expressyourself, the way that you use
your vocabulary.
That is extremely important.
You know you have to bepositive.
We are energy right.

(01:09:16):
If you're not creating goodenergy, I don't think that you
can do something good.

And you definitely want to attract good
people around you if you have alot of bad energy.
And so final question what isyour favorite supply chain or
logistics fact?

Wow nice.

You did give us some good ones earlier about,
you know, mexican drivers notbeing able to drive at night
versus US drivers.
We were going to, you know,probably find every way to be
productive in order to, you know, get the freight there faster.
So what are maybe some otherlogistics facts from you know,
building offices all around theworld?

Yeah, I think it's a I want to.
Probably I want to have thereal.
When you're talking aboutdigitalization, you're thinking
that you have you don't have alot of people behind, right, and
most of the time, a lot ofcompanies.
If you compare with the numbersof employees that they have.

(01:10:21):
A lot of companies.
It's not connecting very wellthat the digital transaction is
coming with 500 employees, right, and I think my dream in terms
of everything that we're doingis a real, real, real digital
interaction.
You know she proposes shipments.
Carriers can have thevisibility and they can accept,

(01:10:45):
they close it, they can chat,they can.
You know.
Finally, the carrier shipmentscan try the shipments with the
people observing.
You know I love the way that weare observing.
We're observing that everythingis going fantastic and that is
my dream.
You know, like and give it, getcollecting data.

(01:11:06):
You know, organizing a lot ofdashboard and giving them the
alternative to, for example,that is amazing that all
different shippers that havebeen in front of all biggest,
you know, smaller shippers.
They don't have, if I have tobe honest, a performance review

(01:11:27):
or performance indicator.
You know, by carrier right,they don't have dashboard,
dashboard that are completelydynamic.
You know, and given the rightinformation and understanding
what happened, what's going onwith their capacity.
I saw many different shippersthat hey have.
My CFO is asking me for the forthe you know the budget for

(01:11:51):
next year in shipping and I haveno idea, you know.
And again, I would like to havemore transparent visibility
about the real industry, withdata that we can provide great
information for shippers andalso great information for
carrier too.
Both are extremely important,but I would like to more

(01:12:14):
transparency.
I would like to have moretransparency between shippers
and carriers in both sides.
It's not only in this one side,because I think you know the
way that you have in the carrierside that they have to be more
transparent.
And anyway, I think my goalsand with all different countries
, when you can see the map, Iwould like to see all cargo

(01:12:36):
bottles everywhere.
But the next step is theconnection that created our own
network to move inland anddomestic freight in the all
location that we have.
You know this is the nextrevolution.
I am, for example, europemoving freight in the United

(01:12:58):
States, united States movingfreight in Europe, but only in
freight.

And so that that's a pro's answer right
there, because you tied in thelogistics facts of you know for
the customer perspective, andhow you get to there is by
listening to your customer,providing that, that data and
that transparency.
So great answers, greatconversation all around.
Fernando, where can folksfollow more of your work, follow
cargo by?
You know all that good stuff.

You can.
What do you say?

again sorry where can folks follow you
follow, you know cargo by socialmedia platforms.

I think I have some social links.
Yeah, we have.
Everything is a wwwcargoio inand out, by the way, is not a
traditionalcom is in and out.
I also.
We have LinkedIn, we have ourprofiling car go that.
We have social media andInstagram, that we have Facebook

(01:13:55):
.
We have Twitter, we have Ithink we are everywhere.

I think you're right.
Yeah, because I see Instagram,facebook.

Twitter.

LinkedIn YouTube.

Yeah, Mark, and the marketing perspective.
I think I have a greatmarketing director that.
I think we have been workingtogether for many years and he's
doing an amazing job with thecompany Awesome.

We love to give the shout out to the marketing
directors on this show.
So, fernando, fantasticconversation.
Thank you so much for joiningthe show and we'll be sure to
link to all of those socialmedia platforms and the website
in the show notes so folks cancheck out more insight.
But thank you again.

Yeah, no, it was my pleasure.
I enjoy a lot with thisconversation.
It was very, very interesting.

Likewise, a lot of the times, we hand this task

(01:15:11):
of building a new website orrefreshing a current one off to
a co-worker's child, a neighbordown the street or a stranger
around the world, where youprobably spend more time
explaining the freight industrythan it takes to actually build
the dang website.
Well, that doesn't happen atdigital dispatch.
We've been building onlinesince 2009, but we're also early

(01:15:31):
adopters of AI, automation andother website tactics that help
your company to be a centralplace to pull in all of your
social media posts, recruit newemployees and give potential
customers a glimpse into how youoperate your business.
Our new website builds start aslow as $1,500, along with
ongoing website management,maintenance and updates starting

(01:15:52):
at $90 a month, plus some bonusfreight marketing and sales
content similar to what you hearon the podcast.
You can watch a quick explainervideo over on digital
dispatchio.
Just check out the pricing pageonce you arrive and you can see
how we can build your digitalecosystem on a strong foundation
.
Until then, I hope you enjoyedthis episode.

(01:16:14):
I'll see you all real soon andgo Jags.

All Episodes

Episode Transcript

Popular Podcasts

Dateline NBC

24/7 News: The Latest

Therapy Gecko

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}The Future of Freight is Digital: Insights from Cargobot CEO Fernando Correa

Episode Transcript

Popular Podcasts

.css-r6mb8g{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:1;overflow:hidden;}Dateline NBC

24/7 News: The Latest

Therapy Gecko

All Episodes

The Future of Freight is Digital: Insights from Cargobot CEO Fernando Correa

Dateline NBC