March 5, 2025 • 30 mins
Join us as we dive into the remarkable journey of Lori Kincannon, now the Chief Revenue Officer at McKinney Trailer Rentals, as she shares her insights on growth, employee satisfaction, and navigating the ever-evolving transportation industry. Lori's career began in an unexpected space, offering her valuable lessons that shaped her trajectory from the seafood sector to becoming a leader in logistics. She emphasizes the importance of adaptability, self-advocacy, and nurturing a supportive workplace culture that values employee feedback and teamwork.
Are you looking to enhance your career growth? Listen now and find inspiration to navigate your professional journey effectively.
Check out the Transportation Sales and Marketing Association (TMSA) website or engage with us on LinkedIn.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:26):
Hello everyone, Welcome to On the Move, a show
where we share transportation,sales and marketing success
stories.
I am Jennifer Karpis-Romain,Executive Director at the
Transportation Marketing andSales Association, which is a
trade nonprofit educating andconnecting marketing and sales
professionals in transportationand logistics.
And today on the show I haveLori Kincannon, who is the chief
(00:49):
revenue officer at McKinneyTrailer Rentals.
Speaker 2 (00:53):
How you doing, Lori.
Speaker 1 (00:53):
Welcome to the show.
I'm doing great.
Thanks for having me.
Of course, I'm really excitedto have you on the show and one
of my first questions is alwayslike hey, tell us a bit about
your career journey.
And we were talking earliertoday before you jumped in that
the chief revenue officerCongratulations Brand new title.
Speaker 2 (01:21):
So let's talk about your career journey and what got
you to chief revenue officer asof today.
Well, I've had a long journeytoday.
Well, I've had a long journeyand I think I started at a
little seafood company indowntown Seattle many, many
years ago.
But I learned a lot there.
It was a Japanese company andso lots of processes, lots of
learned, respect.
We earned the value of timebecause they were very regulated
(01:44):
, you know.
So I learned a lot there.
I then I worked there for about12 years and then I moved on to
a company that probablyeverybody knows a little bit
about Pokemon Cards.
Oh yeah, yeah.
So I worked there a year.
This company was called Wizardsof the Coast and I introduced
them to trucking.
They used to fly all theircards everywhere.
(02:05):
So I was kind of a hero for alittle while because they saved
them lots of money because weput the cars on trucks instead
of air freighting, so that waskind of fun.
Then they were sold by or soldto Hasbro.
So I was really only there ayear because they moved their
operations back east, operationsback east.
(02:27):
And then I went to work for acompetitor, plm trailer leasing,
and kind of started the wholetrailer part, learning about
every single thing about atrailer.
The branch was like losingmoney.
So we pretty much just it wasme by myself.
So I learned how to kind of runeverything from operations to
cleaning the bathroom, tofalling out of trailers, because
I'd have my high heels on so Icould go see customers in the
(02:48):
afternoon and I'd have somebodypicking up a trailer in the
morning.
So I would.
I fell out of a lot of trailersbut I kind of learned
everything.
Um, it was funny.
My boss would call me and say,um, well, what are you doing
today?
And that was back when we usedfile folders.
So I'd say, well, I'm on theseas today.
I'm calling every singlecustomer that ever had rented a
trailer before.
So, um, I got through the z'sand we ended up being very
(03:09):
successful.
I worked there for about six,six and a half, seven years and
then, um, on to mckinney trailerrentals.
So, um, as I got there, I um,it was a big change for me.
So I kind of went back to justaccount management and when I
went in in, the president of thecompany said well, I have no
job for you with your experience, so you'd have to come in.
(03:32):
I took a pay cut and just didaccount management for a while
and it was kind of a risk.
It was difficult.
I had two kids in college andit was hard but I did.
I learned a whole bunch and Ikind of felt like taking that
risk would get some rewardsomeday.
And here I am, so it's beengreat.
Speaker 1 (03:53):
And here you are chief revenue officer and I love
it so much One, because it'salways great when you work hard
and you get promoted.
But I feel like, as sales andmarketing people especially,
we're not looked at often aslike oh, the money people when
we should.
We're following trends, we'repaying attention, we're in
charge of revenue growth, all ofthose pieces.
(04:15):
And so how do you think yourexperience, as I wanna say, you
were like senior VP of marketingand sales last week, that was
your, you know all of that workin sales and marketing and,
being in that role previously,how do you think that that has
helped you become, you know,chief revenue officer now?
Speaker 2 (04:35):
I think it just gives you a really good vision of you
know how revenue is generated,where it comes and what effect
you know marketing or sales orpricing or anything can have
effect on your bottom line.
So you know every single.
You know marketing or sales orpricing or anything can have an
effect on your bottom line.
So you know every single.
You know transaction that youdo, whether it's.
You know making a sales flyeror giving a customer a discount,
(04:56):
you know for volume or whatever.
Every single thing affects yourbottom line.
So I just think learning thatyou know everything from you
know walking into a customer andthem saying they want a big
discount to the whole marketingside of it, I think it really
helped me learn everything andkind of see that effect on being
profitable.
Speaker 1 (05:16):
Awesome, and you've been at McKinney Trailers now
for more than 16 years, which isquite a feat.
I love talking to people who'vebeen at companies for a really
long time, because they think tohave a tenure at a company that
long typically means thatyou're able to grow in your
career, which you know we'rewitnessing right now and I want
(05:37):
to talk about the why, Like whyhave you felt comfortable
staying at a company so long?
How have you been able to grow?
What has McKinney done to helpyou be successful and want to
stay there?
Speaker 2 (05:49):
I think McKinney is very unique.
It's a family-owned companywith a great executive team,
very tenured.
I think everybody on theexecutive team has worked in
other positions first and allbeen promoted from within.
So I think that's superencouraging to anyone.
In fact, you know many people.
After my promotion wasannounced you know that was
(06:11):
their comment was it's so coolto see somebody that they know
worked really hard and worked ina lot of different positions
and has been able to get to thelevel that I am.
So I think that whole themanagement team looking at
people and what we do within andwanting to promote from within
and encouraging.
They love to hear what theemployees have to say.
(06:33):
They're very approachable.
You can sit down with an owneror the president of the company
at any time and they want tohear what you have to say, what
your opinion is, and you do feellike you're owner or the
president of the company at anytime and they want to hear what
you have to say, what youropinion is, and you do feel like
you're heard.
Speaker 1 (06:43):
So, um, I think that that's been very great for me
personally I think thatdefinitely is really impactful
when you feel like your opinionand your voice is heard.
I think a lot of times allpeople are looking for and it's
not always the thing that thatwill get.
So, um, and I do think a lot ofcompanies right now are dealing
(07:05):
with the cost of attrition andwhat that looks like when their
employees leave.
So do you have any advice forcompanies that might be looking
to grow more tenure in theirteam?
Speaker 2 (07:17):
I think that we try to make sure, obviously, people
that are in a branch you knowaren't able to work from home.
We do allow, like our backoffice people in our corporate
office, they can work from homeone to two days a week.
But we encourage them, you know, and promote that teamwork when
they're in the office andmaking sure that everybody's all
there at the same time to worktogether and to throw ideas.
(07:39):
And then we're very flexible.
We want people to, you know,work together in teams and not
only doing, you know becross-trained but but doing
whatever makes sense for thecompany.
So I think a lot of timespeople get so focused in their
one position and you know, Iwork in billing, I work in sales
support, I work in marketing.
Our people are cross-trained inabsolutely everything so they
(08:04):
can do anything at any time andI think they revel in that being
able to, you know, work outsidethe box and learn about the
company.
We also encourage, you know,customer appreciation events.
You know we still do holidayparties.
We still give all our employees.
Every employee that starts atMcKinney gets a welcome box on
their first day.
And you know we still doholiday parties.
We still give all our employees.
Every employee that starts atMcKinney gets a welcome box on
their first day and you knowit's not a lot but you know it's
(08:26):
something.
You know some shirts and somehats and some coffee mugs and
you know the swag.
So they feel like.
You know, when they're nervouson their first day of work they
have something to say welcome toMcKinney, we're glad you're
here.
And then we just continuallytry to, you know, be good with
people and to care about theirfeelings and be flexible and,
you know, making sure they havea good work-life balance.
(08:49):
I make sure that when I go downto the corporate office, I'll go
down, you know, once a monthand I walk around the office and
talk to everybody in accountingthat you know, have their noses
in their computers and I sayhow are you doing?
And you know how's your familyand what's going on.
And I think that it helpsbecause I think all our
executive team does that.
I think many people will tellme you know that's the first
(09:12):
time that I've ever had thepresident of the company, you
know, ask me about my family oryou know what.
You know they feel like thatthey have.
You know their face.
It's not just a person you knowsitting at a desk, so I think
that that makes people feel good.
Speaker 1 (09:25):
I love that.
I think it's we're talkingabout.
You know, employee satisfactionand making you feel a part of
the team, and something assimple as a welcome back can
really do that.
I love swag, so I'm alwaysgoing to be in favor of that.
I love swag, so I'm alwaysgoing to be in favor of that.
And even, yeah, like I thinkthat's something that when we
started to have more remoteemployees, that kind of went
(09:48):
away.
But I almost feel like it'smore important, if you're not
showing up in person every day,to still feel connected, like I
like what you said.
Oh, obviously there's somepeople that have to come to work
every day and there's peoplewho have the luxury that they're
able to work from home, but westill, when we brainstorm, we
get together and we have theseconversations.
I think being able to navigatethat in a really productive way
(10:12):
is important.
I know you know a lot morepeople are coming back in office
and a lot more employees stillwant to be not in the office,
and so I think in thoseconversations it's important to
think about why are you movingpeople back?
Like?
I'm married to an engineer.
He is quality control.
(10:33):
He has to go to the plant everyday he can't.
But you can't work at home.
I don't work anywhere but home,unless if I'm traveling for a
trade show, and so our jobs havealways been different that way.
But he's never been like, oh Iwish I could work.
Well, he's also.
He's just one of those peoplewho isn't productive unless he's
like at the office, and I thinkthat that's important where,
(10:56):
like for me, I can get really,really distracted if I'm working
with other people, or like Iwas a writer for the first half
of my career and being in anoffice and people coming into
the office and even saying helloto me could just completely
ruin the flow of work and so Iwanted to come.
Can I have meeting days andcome into the office and go to
(11:16):
the meeting so we can brainstorm?
But the days where I need tosit and focus and write, like,
please let me be home, it's notbecause I don't want to be
productive, it's because I do.
I do want to be productive.
I want to sit and I want to beable to, like blast my music, if
that's what my brain needs thatday, or watch my trashy tv
shows in the background, ifthat's what I need to be the
(11:36):
most productive, but that canyou, you know, ruin other
people's production.
So, but I think, like that'salways my advice to companies is
, like, really think about whyyou're making these decisions.
Is it really, you know, okay,did you see productivity go down
because people went home?
That's a different thing, andit's because they then don't
have the equipment that theyneed at home.
(11:57):
And can you help that?
Or you know, I think it'simportant not just be like, oh
nope, it's time to move back, orit's not really thinking
through who needs right rightand being flexible.
Speaker 2 (12:08):
You know, even when they you know people are in
office, you know we try to justmake sure that everybody knows
that if they need to leave, ifthey have a family thing that
you know they feel comfortabledoing that.
So I I think that that helps.
Speaker 1 (12:26):
Yeah, I think that's incredibly important, like being
just understanding of whatpeople have going on.
I know, when I first started towant to work from home a little
bit more, it was the writingpiece.
But also I get migraines.
I don't want to drive a vehiclewhen I have a migraine, but I
could normally get some amountof work done and and be able to
focus, but I don't want to getbehind a wheel.
I don't want to be stuck in aplace that's like really super
(12:46):
far away from my dark bedroom,you know, with those lights, and
so I can be productive at home,but it's the cost of transfer
to the office really going topush me out of it.
And, um, I had jobs that werelike, no, you have to come in.
I'm like, okay, well then I'mgoing to miss my deadlines on
all the things today and I willtake a PTO day because I
(13:07):
literally it's unsafe for me todrive.
So, being understanding of that, and you know, people take care
of other people and they haveto be- able to.
I think that can go a long way.
Yeah, and I think a piece ofthis is professional development
too, and I really love how yousaid that everyone is
cross-trained on everythingwhich I think is incredibly
(13:29):
important, especially for salesand marketing people, because if
we need to sell what we'redoing, if we need to position
and market what we're doing, weneed to know what we're doing.
And I don't think that everysales and marketing person is
given that space to really beable to do that, to do the work,
to go into a truck or go intothe office or go sell or lease
(13:54):
or whatever those circumstancesare.
And even I always tellmarketing people go on the sales
calls and listen.
Oh yeah, for sure you know likeyou have to be able to do that
because you're never going to beable to talk the talk if you
can't walk the walk at all.
Speaker 2 (14:10):
Right, right, for sure, we do that.
We send our all new salespeople.
They spend time with our salessupport team, our marketing team
.
We have quite a rigoroustraining where they sit with
every single person and find out.
You know what they do, why theydo, how they do it and the new
employees we encourage.
You know if they're at a youknow corporate office or you
(14:30):
know back office, that they aregoing into a branch at some
point and you know, watching atrailer inspection being done,
watching the customers pick upgoing on a sales call and trying
to get a feel for you know whatwe are selling and what the
customer needs.
Speaker 1 (14:46):
Absolutely.
Is there any other like reallyspecific things that you think
sales and marketing peopleshould make sure that they're
paying attention to processes,things outside of like your
normal day to day that you thinkwould be beneficial?
Speaker 2 (15:01):
I think, just being flexible, you know, with the
changing marketplace andespecially in, you know, with
SEO and AI and all these thingsgoing on.
I mean, I know you know our ownmarketing.
You know we do so much that wecan't, you know, be at the top
of our game or knowing what'sgoing on all the time with
technology, so we outsource.
(15:23):
You know we have um, amarketing company that does our
website and our seo helps uswith marketing.
We have another company thatdoes our social media because
I'm terrible at it.
So at least they're they'redoing all that for us and doing
our graphic design and stuff,rather than trying to employ
experts and all those becauseyou have to keep up on it if
(15:45):
you're know in that every singleday in that world you're going
to miss something.
So just um really trying to beflexible and trying to make sure
that you have experts, you knowall the time.
And then I think the sales umlandscape is changing with um so
much, you know, kind ofconsolidation of companies,
especially in the transportationum field and and um a lot of
(16:09):
centralization and that.
So I think the sales landscapehas changed quite a bit, with
people just, you know, wantingto go one place, that one-stop
shop.
They want centralized, theywant, you know, national rates,
they want you know everything tobe super easy.
They want to be able to, youknow, go into the computer and
click on a box and say, order atrailer.
(16:30):
So that's not quite what we do,it's a different business model
, but we try to.
You know, um, we have a salessupport team that that handles
um, all our centralized account,our national account, and they
may handle everything from, youknow, the reservation process
all the way through tocollections.
So, um, we try to do it all andand do it well.
So, um, that, helps us, youknow, differentiate us with our
(16:52):
competitors.
Speaker 1 (16:54):
Right and we talked about how, like part of this
then is then how toprofessionally grow.
What you can do internally atyour company you know, shadow,
other people take on the roles,all of that kind of stuff but I
think there's also an element ofprofessional development that's
outside of the company.
So we actually met years ago wewere trying to figure this out
(17:17):
a couple of weeks ago when weactually met, but I know, I
remember meeting you before Itook on the role of executive
director at TMSA and you.
Then, when we were together, itwas at the Transportation Club
of Tacoma Luncheon earlier thisFebruary, which was an amazing
opportunity for me to be able tocome and talk about things that
are going on.
(17:37):
I was the guest speaker becauseyou invited me and it was
amazing and you are a pastpresident of the Transportation
Club of Tacoma.
I have it written on my facetoo and I'm like don't mess it
up and I do no problem, butTransportation Club of Tacoma
and you're a past president andyou are involved in TMSA.
(18:00):
You have other things going on.
Why do you think this type ofengagement is important, being
active in differenttransportation groups and
engaging in the communitytransportation groups and
engaging in the community.
Speaker 2 (18:13):
I think it's just a great way to network and to
learn about what the customerswant and need, and we encourage
everyone in our sales team Infact, we're in like nine states
now and every single one ofthose states we belong to the
state trucking association,along with you know individual
traffic club and transportationclubs, like we are here in
Washington we encourageeverybody to go to meet the
(18:36):
customers, to network, to learnas much as they can about the
customers and what the customerswants and needs are.
And then, you know, it's justgreat for referrals too.
I know I will have peoplecalling me from the
transportation club when theyneed a trailer and they've never
rented a trailer before, butthey've seen me and then met me
through you know, the networking, and so that's always good too.
(18:57):
But it's, you know, gettingyour name out there, getting
your brand out there, and justthe fact too that I think people
see that your company'sinvolved.
You know, along with you know,any community involvement.
Most of the organizations allhave their charity events that
they sponsor or involved with,and that's where I can, you know
(19:17):
, get that side of it thatbecause I work so much, I don't
have a lot of time so I'm ableto do that through these
transportation organizations andI think it's good.
Mckinney's been a huge advocatefor giving back to the local
communities in which we serve,so we try to encourage our
employees and others to beinvolved in that.
Speaker 1 (19:38):
I love that, and I'm just going to take this
opportunity to plug somethingthat's going on at TMSA, because
you mentioned, you know,mckinney does a great job giving
back to the community.
That's actually something atTMSA that we like like to
highlight.
We have our purpose awardcategory, and so it's open for
submissions now.
So if you do and it's not justyou worry, I mean you should
(19:58):
consider submitting, but anyonethat's watching or listening to
this.
We have different awards thatwe like to give out, and purpose
is one of them, and so anythingthat is a community-based or
sustainability-based programthat you're doing to give back
to your local community or thelogistics community is a good
fit for that one.
We have the Trailblazers, whichis going to be your best of
sales and marketing, and then wehave the Rising Stars open as
(20:21):
well right now, which is anyonewho's been in the industry for
five years or less and it'sreally, you know, doing an
awesome job.
So submissions for that openfor members, is a charge for
non-members, but submissionsopen through the end of March.
So if you're thinking about thatand thinking about how
important it is to give back tothe community I was actually we
(20:42):
do a community give back here atTMSA, at Elevate, and I
remember sitting at theTransportation Club of Tacoma
event and you guys were talkingabout how you guys were giving
back and I loved to see that.
I think it's really importantas organizations to give back
and as associations, when we'rebringing people together to
highlight some ways that we cando that most effectively.
(21:02):
Sure, so you, prior to takingon this chief revenue officer
role, you were in charge ofsales and marketing at your
company and that's somethingthat you had done for quite a
few years.
So I'm wondering how you feellike that role of marketing
business development intransportation evolved over the
(21:24):
past five, 10 years.
Speaker 2 (21:36):
I think it's changed a lot.
Just like we talked about withkind of everyone centralizing.
We've recently added morenational account and business
development people, because Ithink having those hunters out
there looking for little gemsthat other people might miss um
and and the whole centralizationum of kind of a lot of the big
customers um have um they'rebuying up each other and you
(21:57):
know everybody's justconsolidating.
So I think having that nationalaccount um ability um is for
all companies, you have to haveit.
Um.
We've been because of ourbranches um different states.
They all have had a kind of agoal to act like this branch
maybe was their own company andto, you know, treat it like they
(22:20):
would if it was their own moneywhen they're spending money or
going out and doing things.
We've always asked them to actlike it was their own business
and so I think it's been alittle bit of a change in us to
act like it was their ownbusiness and so I think it's
been a little bit of a change inus going more national accounts
.
So in the local level they haveto take care of those national
accounts, but then we have nowdirectors of national accounts
that go out after these muchlarger companies and I think our
(22:43):
service business model is suchthat many of these national
account companies, once theystart doing business, whether
they're thrilled to do business,because we still have that
local touch.
We have the local touch fromeach of our local branches.
So I think that that is superimportant.
So we've been very successfulin just kind of transitioning
from this little local businessmodel to a national account
(23:05):
model.
And even though we aren'tnationwide, we do have trailers
on lease throughout the entireUS.
We have a lot of partners andvendors that we use in other
states.
So we've been able to kind ofmake that switch to be
nationally recognized, not justas a regional partners, which we
used to be.
So I see McKinney in Ohio.
Speaker 1 (23:27):
Yeah, that was a really fun game for my husband
and son when we travel places.
Is me pointing out all thetrucks that are my members?
They don't think it's as fun asI do, but I enjoy it.
Speaker 2 (23:38):
It passes the time oh yeah, I used to get um pictures
of my kids when they were awayat college.
They'd be taking pictures of mykidney trailers and we still
get that from family members andeverything.
We have a little thing that wehave on our, on our website that
we have, you know, mckinney,out on the road so people will
(23:59):
take pictures and send it.
Speaker 1 (24:01):
I love that.
I think it's so fun and it's away for people who aren't in the
industry but are in our livesto connect with what we do on a
day-to-day basis.
Speaker 2 (24:12):
so that's very cool A kitty in the wild, it's called.
Speaker 1 (24:15):
Yes, a kitty in the wild and so when you were in
that role, you oversaw bothsides the sales, marketing and I
think that's important becausethese there can be frictions if
these departments aren't workingtogether, which happens at a
lot of other companies.
I think having them report upto one person can help create
(24:37):
that, to be less siloed and moreconnected, especially, at the
end of the day, you're sharingrevenue goals.
The goals of sales andmarketing is to make money for
the company.
It's just you're doing it andyou're a different part of the
funnel or whatever.
So do you feel like thatstructure really allowed your
teams to be more nimble?
And I do think the crosstraining and what you described
earlier in this interviewprobably really helps with that
(24:59):
as well.
Speaker 2 (25:00):
Yeah, for sure, and I think, just as a small company
that's grown so much over theyears, I think that everybody
kind of knowing everything, itwas just a natural transition
for us to kind of have that allunder one umbrella and I just
think it works really well.
We, you know, do kind ofquarterly executive meetings and
(25:23):
meetings with our VPs and wekind of just all sit in one room
and talk about you know wherethe company's going, where
should we move next, whereshould we open a branch up,
what's working and what's not.
So I think having that allunder one umbrella where
everybody feels like they cantell everybody what's going on
and what they think and then beheard, and we will sometimes be
(25:47):
hashing out what we agree withand don't agree with and go.
Sometimes we get to a pointwhere it's okay, we're going to
table this till next time, andother times we're like done,
we've checked it off the listand we get stuff done.
So I think that's an any companyhas those issues.
But boy, having that chance tosit down all together and hash
everything out and geteverybody's opinions, and it's
(26:09):
just a free flowing meetingwhere we can make sure that
everything's addressed, anyissues we're having, or you know
what.
What do we want to do next?
Where do we want to go, youknow?
So we're looking at other areasright now to move into with.
Hopefully we'll have somewherein Chicago by second quarter, so
(26:29):
that's pretty exciting bysecond quarter.
Speaker 1 (26:34):
So that's pretty exciting, very exciting, and
you've mentioned a few thingsthroughout this interview about
trends that you're seeing, howMcKinney is growing, what you
guys are doing, how you kind ofhave that more national
footprint, even though that'snot where you started.
What other types of trends areyou seeing in the market?
Is there anything that youreally think that people should
(26:55):
be on the lookout?
Speaker 2 (26:56):
for I think a lot of the small trucking companies are
still struggling, some of themgoing out of business, which is
really sad.
I'm a little concerned over,you know, possibly upcoming
tariffs and what the you knowcost of steel and equipment is,
and you know I I don't want toraise prices, I don't want to
have to do that, um, so I'mhoping all of that gets
(27:18):
rectified, uh, pretty quickly,um, and, and you know, looking
forward to more smooth sailingcoming up, but it might be later
this year well, thank you somuch for coming on the show
today.
Speaker 1 (27:31):
I have one more question for you that I ask
everyone who comes on the showtoday.
I have one more question foryou that I ask everyone who
comes on the show, and that's ifyou could go back in time and
advise a younger lori anything,and this could be personally or
professionally.
When would you go back to andwhat would you tell her?
Speaker 2 (27:45):
um, probably, um, I would try to be a better
advocate for myself.
So I think, a lot of times, youknow, through your career,
you're just always, you know,trying to do well, trying to,
you know, help your department,help your company do well, and,
I think, just trying to be abetter advocate for myself.
(28:06):
I had a mentor of mine, a verywise man, that said you know,
you're the only one, that's, youknow, looking out for you and
you need to be responsible firstto your family and then to your
career and you personally.
So ask for what you need.
And I think that that was sotrue and that really hit it.
Hit with me because I don'tthink I'd ever gone and said
(28:28):
this is what I need or this iswhat I want.
So, and I think, kind of as a,as a mom and a woman and a, you
know, kind of male dominatedvillage, you kind of get to that
where you're just going throughthe motion sometimes, and so I
think I would tell me to be anadvocate for myself and ask for
what I need I think that's greatadvice for young gregory and
for anyone today.
Speaker 1 (28:50):
Yeah, I think no one's going to look out for you
the way that you will Right andwe have to it's not being
conceited or self-centered tomake decisions for yourself and
your family and for thebetterment of yourself, because
no one else is going to be doingthat.
Right, right, I think that'sreally great advice.
Well, thank you so much forcoming on the show today.
(29:12):
Next week, we will have anepisode with Kyle McNutt and
we'll be talking about allthings video production and
giving away some tips on how todo it effectively, what does AI
have to do with it and all ofthe good things.
Really excited about that.
And if you want to hang outwith me or Kyle or Lori, you can
come to Elevate June 8ththrough 10th in Austin, texas.
(29:34):
We're slowly we have our keynoteannounced.
She's talking about not juststorytelling but story selling
and how to tell the right storyat the right time to the right
people, because if you're notdoing that, you're missing
opportunity, and we areannouncing our breakout speakers
in the upcoming week, sodefinitely want to check out
that page, see what's going on.
I will pull up this too so youcan look at the website If you
(29:58):
don't want to scan it'seventstmsatodayorg.
But thank you so much forcoming on the show and being
with us here today and thank youfor being such a supportive
member of TMSA.
It's always good to chat withyou, lori.
Thank you All right.
A supportive member of TMSA.
It's always good to chat withyou, lori.
Thank you All right.
Thanks, bye-bye.
Hello everyone, Welcome to On the Move, a show
where we share transportation,sales and marketing success
stories.
I am Jennifer Karpis-Romain,Executive Director at the
Transportation Marketing andSales Association, which is a
trade nonprofit educating andconnecting marketing and sales
professionals in transportationand logistics.
And today on the show I haveLori Kincannon, who is the chief
(00:49):
revenue officer at McKinneyTrailer Rentals.
Speaker 2 (00:53):
How you doing, Lori.
Speaker 1 (00:53):
Welcome to the show.
I'm doing great.
Thanks for having me.
Of course, I'm really excitedto have you on the show and one
of my first questions is alwayslike hey, tell us a bit about
your career journey.
And we were talking earliertoday before you jumped in that
the chief revenue officerCongratulations Brand new title.
Speaker 2 (01:21):
So let's talk about your career journey and what got
you to chief revenue officer asof today.
Well, I've had a long journeytoday.
Well, I've had a long journeyand I think I started at a
little seafood company indowntown Seattle many, many
years ago.
But I learned a lot there.
It was a Japanese company andso lots of processes, lots of
learned, respect.
We earned the value of timebecause they were very regulated
(01:44):
, you know.
So I learned a lot there.
I then I worked there for about12 years and then I moved on to
a company that probablyeverybody knows a little bit
about Pokemon Cards.
Oh yeah, yeah.
So I worked there a year.
This company was called Wizardsof the Coast and I introduced
them to trucking.
They used to fly all theircards everywhere.
(02:05):
So I was kind of a hero for alittle while because they saved
them lots of money because weput the cars on trucks instead
of air freighting, so that waskind of fun.
Then they were sold by or soldto Hasbro.
So I was really only there ayear because they moved their
operations back east, operationsback east.
(02:27):
And then I went to work for acompetitor, plm trailer leasing,
and kind of started the wholetrailer part, learning about
every single thing about atrailer.
The branch was like losingmoney.
So we pretty much just it wasme by myself.
So I learned how to kind of runeverything from operations to
cleaning the bathroom, tofalling out of trailers, because
I'd have my high heels on so Icould go see customers in the
(02:48):
afternoon and I'd have somebodypicking up a trailer in the
morning.
So I would.
I fell out of a lot of trailersbut I kind of learned
everything.
Um, it was funny.
My boss would call me and say,um, well, what are you doing
today?
And that was back when we usedfile folders.
So I'd say, well, I'm on theseas today.
I'm calling every singlecustomer that ever had rented a
trailer before.
So, um, I got through the z'sand we ended up being very
(03:09):
successful.
I worked there for about six,six and a half, seven years and
then, um, on to mckinney trailerrentals.
So, um, as I got there, I um,it was a big change for me.
So I kind of went back to justaccount management and when I
went in in, the president of thecompany said well, I have no
job for you with your experience, so you'd have to come in.
(03:32):
I took a pay cut and just didaccount management for a while
and it was kind of a risk.
It was difficult.
I had two kids in college andit was hard but I did.
I learned a whole bunch and Ikind of felt like taking that
risk would get some rewardsomeday.
And here I am, so it's beengreat.
Speaker 1 (03:53):
And here you are chief revenue officer and I love
it so much One, because it'salways great when you work hard
and you get promoted.
But I feel like, as sales andmarketing people especially,
we're not looked at often aslike oh, the money people when
we should.
We're following trends, we'repaying attention, we're in
charge of revenue growth, all ofthose pieces.
(04:15):
And so how do you think yourexperience, as I wanna say, you
were like senior VP of marketingand sales last week, that was
your, you know all of that workin sales and marketing and,
being in that role previously,how do you think that that has
helped you become, you know,chief revenue officer now?
Speaker 2 (04:35):
I think it just gives you a really good vision of you
know how revenue is generated,where it comes and what effect
you know marketing or sales orpricing or anything can have
effect on your bottom line.
So you know every single.
You know marketing or sales orpricing or anything can have an
effect on your bottom line.
So you know every single.
You know transaction that youdo, whether it's.
You know making a sales flyeror giving a customer a discount,
(04:56):
you know for volume or whatever.
Every single thing affects yourbottom line.
So I just think learning thatyou know everything from you
know walking into a customer andthem saying they want a big
discount to the whole marketingside of it, I think it really
helped me learn everything andkind of see that effect on being
profitable.
Speaker 1 (05:16):
Awesome, and you've been at McKinney Trailers now
for more than 16 years, which isquite a feat.
I love talking to people who'vebeen at companies for a really
long time, because they think tohave a tenure at a company that
long typically means thatyou're able to grow in your
career, which you know we'rewitnessing right now and I want
(05:37):
to talk about the why, Like whyhave you felt comfortable
staying at a company so long?
How have you been able to grow?
What has McKinney done to helpyou be successful and want to
stay there?
Speaker 2 (05:49):
I think McKinney is very unique.
It's a family-owned companywith a great executive team,
very tenured.
I think everybody on theexecutive team has worked in
other positions first and allbeen promoted from within.
So I think that's superencouraging to anyone.
In fact, you know many people.
After my promotion wasannounced you know that was
(06:11):
their comment was it's so coolto see somebody that they know
worked really hard and worked ina lot of different positions
and has been able to get to thelevel that I am.
So I think that whole themanagement team looking at
people and what we do within andwanting to promote from within
and encouraging.
They love to hear what theemployees have to say.
(06:33):
They're very approachable.
You can sit down with an owneror the president of the company
at any time and they want tohear what you have to say, what
your opinion is, and you do feellike you're owner or the
president of the company at anytime and they want to hear what
you have to say, what youropinion is, and you do feel like
you're heard.
Speaker 1 (06:43):
So, um, I think that that's been very great for me
personally I think thatdefinitely is really impactful
when you feel like your opinionand your voice is heard.
I think a lot of times allpeople are looking for and it's
not always the thing that thatwill get.
So, um, and I do think a lot ofcompanies right now are dealing
(07:05):
with the cost of attrition andwhat that looks like when their
employees leave.
So do you have any advice forcompanies that might be looking
to grow more tenure in theirteam?
Speaker 2 (07:17):
I think that we try to make sure, obviously, people
that are in a branch you knowaren't able to work from home.
We do allow, like our backoffice people in our corporate
office, they can work from homeone to two days a week.
But we encourage them, you know, and promote that teamwork when
they're in the office andmaking sure that everybody's all
there at the same time to worktogether and to throw ideas.
(07:39):
And then we're very flexible.
We want people to, you know,work together in teams and not
only doing, you know becross-trained but but doing
whatever makes sense for thecompany.
So I think a lot of timespeople get so focused in their
one position and you know, Iwork in billing, I work in sales
support, I work in marketing.
Our people are cross-trained inabsolutely everything so they
(08:04):
can do anything at any time andI think they revel in that being
able to, you know, work outsidethe box and learn about the
company.
We also encourage, you know,customer appreciation events.
You know we still do holidayparties.
We still give all our employees.
Every employee that starts atMcKinney gets a welcome box on
their first day.
And you know we still doholiday parties.
We still give all our employees.
Every employee that starts atMcKinney gets a welcome box on
their first day and you knowit's not a lot but you know it's
(08:26):
something.
You know some shirts and somehats and some coffee mugs and
you know the swag.
So they feel like.
You know, when they're nervouson their first day of work they
have something to say welcome toMcKinney, we're glad you're
here.
And then we just continuallytry to, you know, be good with
people and to care about theirfeelings and be flexible and,
you know, making sure they havea good work-life balance.
(08:49):
I make sure that when I go downto the corporate office, I'll go
down, you know, once a monthand I walk around the office and
talk to everybody in accountingthat you know, have their noses
in their computers and I sayhow are you doing?
And you know how's your familyand what's going on.
And I think that it helpsbecause I think all our
executive team does that.
I think many people will tellme you know that's the first
(09:12):
time that I've ever had thepresident of the company, you
know, ask me about my family oryou know what.
You know they feel like thatthey have.
You know their face.
It's not just a person you knowsitting at a desk, so I think
that that makes people feel good.
Speaker 1 (09:25):
I love that.
I think it's we're talkingabout.
You know, employee satisfactionand making you feel a part of
the team, and something assimple as a welcome back can
really do that.
I love swag, so I'm alwaysgoing to be in favor of that.
I love swag, so I'm alwaysgoing to be in favor of that.
And even, yeah, like I thinkthat's something that when we
started to have more remoteemployees, that kind of went
(09:48):
away.
But I almost feel like it'smore important, if you're not
showing up in person every day,to still feel connected, like I
like what you said.
Oh, obviously there's somepeople that have to come to work
every day and there's peoplewho have the luxury that they're
able to work from home, but westill, when we brainstorm, we
get together and we have theseconversations.
I think being able to navigatethat in a really productive way
(10:12):
is important.
I know you know a lot morepeople are coming back in office
and a lot more employees stillwant to be not in the office,
and so I think in thoseconversations it's important to
think about why are you movingpeople back?
Like?
I'm married to an engineer.
He is quality control.
(10:33):
He has to go to the plant everyday he can't.
But you can't work at home.
I don't work anywhere but home,unless if I'm traveling for a
trade show, and so our jobs havealways been different that way.
But he's never been like, oh Iwish I could work.
Well, he's also.
He's just one of those peoplewho isn't productive unless he's
like at the office, and I thinkthat that's important where,
(10:56):
like for me, I can get really,really distracted if I'm working
with other people, or like Iwas a writer for the first half
of my career and being in anoffice and people coming into
the office and even saying helloto me could just completely
ruin the flow of work and so Iwanted to come.
Can I have meeting days andcome into the office and go to
(11:16):
the meeting so we can brainstorm?
But the days where I need tosit and focus and write, like,
please let me be home, it's notbecause I don't want to be
productive, it's because I do.
I do want to be productive.
I want to sit and I want to beable to, like blast my music, if
that's what my brain needs thatday, or watch my trashy tv
shows in the background, ifthat's what I need to be the
(11:36):
most productive, but that canyou, you know, ruin other
people's production.
So, but I think, like that'salways my advice to companies is
, like, really think about whyyou're making these decisions.
Is it really, you know, okay,did you see productivity go down
because people went home?
That's a different thing, andit's because they then don't
have the equipment that theyneed at home.
(11:57):
And can you help that?
Or you know, I think it'simportant not just be like, oh
nope, it's time to move back, orit's not really thinking
through who needs right rightand being flexible.
Speaker 2 (12:08):
You know, even when they you know people are in
office, you know we try to justmake sure that everybody knows
that if they need to leave, ifthey have a family thing that
you know they feel comfortabledoing that.
So I I think that that helps.
Speaker 1 (12:26):
Yeah, I think that's incredibly important, like being
just understanding of whatpeople have going on.
I know, when I first started towant to work from home a little
bit more, it was the writingpiece.
But also I get migraines.
I don't want to drive a vehiclewhen I have a migraine, but I
could normally get some amountof work done and and be able to
focus, but I don't want to getbehind a wheel.
I don't want to be stuck in aplace that's like really super
(12:46):
far away from my dark bedroom,you know, with those lights, and
so I can be productive at home,but it's the cost of transfer
to the office really going topush me out of it.
And, um, I had jobs that werelike, no, you have to come in.
I'm like, okay, well then I'mgoing to miss my deadlines on
all the things today and I willtake a PTO day because I
(13:07):
literally it's unsafe for me todrive.
So, being understanding of that, and you know, people take care
of other people and they haveto be- able to.
I think that can go a long way.
Yeah, and I think a piece ofthis is professional development
too, and I really love how yousaid that everyone is
cross-trained on everythingwhich I think is incredibly
(13:29):
important, especially for salesand marketing people, because if
we need to sell what we'redoing, if we need to position
and market what we're doing, weneed to know what we're doing.
And I don't think that everysales and marketing person is
given that space to really beable to do that, to do the work,
to go into a truck or go intothe office or go sell or lease
(13:54):
or whatever those circumstancesare.
And even I always tellmarketing people go on the sales
calls and listen.
Oh yeah, for sure you know likeyou have to be able to do that
because you're never going to beable to talk the talk if you
can't walk the walk at all.
Speaker 2 (14:10):
Right, right, for sure, we do that.
We send our all new salespeople.
They spend time with our salessupport team, our marketing team
.
We have quite a rigoroustraining where they sit with
every single person and find out.
You know what they do, why theydo, how they do it and the new
employees we encourage.
You know if they're at a youknow corporate office or you
(14:30):
know back office, that they aregoing into a branch at some
point and you know, watching atrailer inspection being done,
watching the customers pick upgoing on a sales call and trying
to get a feel for you know whatwe are selling and what the
customer needs.
Speaker 1 (14:46):
Absolutely.
Is there any other like reallyspecific things that you think
sales and marketing peopleshould make sure that they're
paying attention to processes,things outside of like your
normal day to day that you thinkwould be beneficial?
Speaker 2 (15:01):
I think, just being flexible, you know, with the
changing marketplace andespecially in, you know, with
SEO and AI and all these thingsgoing on.
I mean, I know you know our ownmarketing.
You know we do so much that wecan't, you know, be at the top
of our game or knowing what'sgoing on all the time with
technology, so we outsource.
(15:23):
You know we have um, amarketing company that does our
website and our seo helps uswith marketing.
We have another company thatdoes our social media because
I'm terrible at it.
So at least they're they'redoing all that for us and doing
our graphic design and stuff,rather than trying to employ
experts and all those becauseyou have to keep up on it if
(15:45):
you're know in that every singleday in that world you're going
to miss something.
So just um really trying to beflexible and trying to make sure
that you have experts, you knowall the time.
And then I think the sales umlandscape is changing with um so
much, you know, kind ofconsolidation of companies,
especially in the transportationum field and and um a lot of
(16:09):
centralization and that.
So I think the sales landscapehas changed quite a bit, with
people just, you know, wantingto go one place, that one-stop
shop.
They want centralized, theywant, you know, national rates,
they want you know everything tobe super easy.
They want to be able to, youknow, go into the computer and
click on a box and say, order atrailer.
(16:30):
So that's not quite what we do,it's a different business model
, but we try to.
You know, um, we have a salessupport team that that handles
um, all our centralized account,our national account, and they
may handle everything from, youknow, the reservation process
all the way through tocollections.
So, um, we try to do it all andand do it well.
So, um, that, helps us, youknow, differentiate us with our
(16:52):
competitors.
Speaker 1 (16:54):
Right and we talked about how, like part of this
then is then how toprofessionally grow.
What you can do internally atyour company you know, shadow,
other people take on the roles,all of that kind of stuff but I
think there's also an element ofprofessional development that's
outside of the company.
So we actually met years ago wewere trying to figure this out
(17:17):
a couple of weeks ago when weactually met, but I know, I
remember meeting you before Itook on the role of executive
director at TMSA and you.
Then, when we were together, itwas at the Transportation Club
of Tacoma Luncheon earlier thisFebruary, which was an amazing
opportunity for me to be able tocome and talk about things that
are going on.
(17:37):
I was the guest speaker becauseyou invited me and it was
amazing and you are a pastpresident of the Transportation
Club of Tacoma.
I have it written on my facetoo and I'm like don't mess it
up and I do no problem, butTransportation Club of Tacoma
and you're a past president andyou are involved in TMSA.
(18:00):
You have other things going on.
Why do you think this type ofengagement is important, being
active in differenttransportation groups and
engaging in the communitytransportation groups and
engaging in the community.
Speaker 2 (18:13):
I think it's just a great way to network and to
learn about what the customerswant and need, and we encourage
everyone in our sales team Infact, we're in like nine states
now and every single one ofthose states we belong to the
state trucking association,along with you know individual
traffic club and transportationclubs, like we are here in
Washington we encourageeverybody to go to meet the
(18:36):
customers, to network, to learnas much as they can about the
customers and what the customerswants and needs are.
And then, you know, it's justgreat for referrals too.
I know I will have peoplecalling me from the
transportation club when theyneed a trailer and they've never
rented a trailer before, butthey've seen me and then met me
through you know, the networking, and so that's always good too.
(18:57):
But it's, you know, gettingyour name out there, getting
your brand out there, and justthe fact too that I think people
see that your company'sinvolved.
You know, along with you know,any community involvement.
Most of the organizations allhave their charity events that
they sponsor or involved with,and that's where I can, you know
(19:17):
, get that side of it thatbecause I work so much, I don't
have a lot of time so I'm ableto do that through these
transportation organizations andI think it's good.
Mckinney's been a huge advocatefor giving back to the local
communities in which we serve,so we try to encourage our
employees and others to beinvolved in that.
Speaker 1 (19:38):
I love that, and I'm just going to take this
opportunity to plug somethingthat's going on at TMSA, because
you mentioned, you know,mckinney does a great job giving
back to the community.
That's actually something atTMSA that we like like to
highlight.
We have our purpose awardcategory, and so it's open for
submissions now.
So if you do and it's not justyou worry, I mean you should
(19:58):
consider submitting, but anyonethat's watching or listening to
this.
We have different awards thatwe like to give out, and purpose
is one of them, and so anythingthat is a community-based or
sustainability-based programthat you're doing to give back
to your local community or thelogistics community is a good
fit for that one.
We have the Trailblazers, whichis going to be your best of
sales and marketing, and then wehave the Rising Stars open as
(20:21):
well right now, which is anyonewho's been in the industry for
five years or less and it'sreally, you know, doing an
awesome job.
So submissions for that openfor members, is a charge for
non-members, but submissionsopen through the end of March.
So if you're thinking about thatand thinking about how
important it is to give back tothe community I was actually we
(20:42):
do a community give back here atTMSA, at Elevate, and I
remember sitting at theTransportation Club of Tacoma
event and you guys were talkingabout how you guys were giving
back and I loved to see that.
I think it's really importantas organizations to give back
and as associations, when we'rebringing people together to
highlight some ways that we cando that most effectively.
(21:02):
Sure, so you, prior to takingon this chief revenue officer
role, you were in charge ofsales and marketing at your
company and that's somethingthat you had done for quite a
few years.
So I'm wondering how you feellike that role of marketing
business development intransportation evolved over the
(21:24):
past five, 10 years.
Speaker 2 (21:36):
I think it's changed a lot.
Just like we talked about withkind of everyone centralizing.
We've recently added morenational account and business
development people, because Ithink having those hunters out
there looking for little gemsthat other people might miss um
and and the whole centralizationum of kind of a lot of the big
customers um have um they'rebuying up each other and you
(21:57):
know everybody's justconsolidating.
So I think having that nationalaccount um ability um is for
all companies, you have to haveit.
Um.
We've been because of ourbranches um different states.
They all have had a kind of agoal to act like this branch
maybe was their own company andto, you know, treat it like they
(22:20):
would if it was their own moneywhen they're spending money or
going out and doing things.
We've always asked them to actlike it was their own business
and so I think it's been alittle bit of a change in us to
act like it was their ownbusiness and so I think it's
been a little bit of a change inus going more national accounts
.
So in the local level they haveto take care of those national
accounts, but then we have nowdirectors of national accounts
that go out after these muchlarger companies and I think our
(22:43):
service business model is suchthat many of these national
account companies, once theystart doing business, whether
they're thrilled to do business,because we still have that
local touch.
We have the local touch fromeach of our local branches.
So I think that that is superimportant.
So we've been very successfulin just kind of transitioning
from this little local businessmodel to a national account
(23:05):
model.
And even though we aren'tnationwide, we do have trailers
on lease throughout the entireUS.
We have a lot of partners andvendors that we use in other
states.
So we've been able to kind ofmake that switch to be
nationally recognized, not justas a regional partners, which we
used to be.
So I see McKinney in Ohio.
Speaker 1 (23:27):
Yeah, that was a really fun game for my husband
and son when we travel places.
Is me pointing out all thetrucks that are my members?
They don't think it's as fun asI do, but I enjoy it.
Speaker 2 (23:38):
It passes the time oh yeah, I used to get um pictures
of my kids when they were awayat college.
They'd be taking pictures of mykidney trailers and we still
get that from family members andeverything.
We have a little thing that wehave on our, on our website that
we have, you know, mckinney,out on the road so people will
(23:59):
take pictures and send it.
Speaker 1 (24:01):
I love that.
I think it's so fun and it's away for people who aren't in the
industry but are in our livesto connect with what we do on a
day-to-day basis.
Speaker 2 (24:12):
so that's very cool A kitty in the wild, it's called.
Speaker 1 (24:15):
Yes, a kitty in the wild and so when you were in
that role, you oversaw bothsides the sales, marketing and I
think that's important becausethese there can be frictions if
these departments aren't workingtogether, which happens at a
lot of other companies.
I think having them report upto one person can help create
(24:37):
that, to be less siloed and moreconnected, especially, at the
end of the day, you're sharingrevenue goals.
The goals of sales andmarketing is to make money for
the company.
It's just you're doing it andyou're a different part of the
funnel or whatever.
So do you feel like thatstructure really allowed your
teams to be more nimble?
And I do think the crosstraining and what you described
earlier in this interviewprobably really helps with that
(24:59):
as well.
Speaker 2 (25:00):
Yeah, for sure, and I think, just as a small company
that's grown so much over theyears, I think that everybody
kind of knowing everything, itwas just a natural transition
for us to kind of have that allunder one umbrella and I just
think it works really well.
We, you know, do kind ofquarterly executive meetings and
(25:23):
meetings with our VPs and wekind of just all sit in one room
and talk about you know wherethe company's going, where
should we move next, whereshould we open a branch up,
what's working and what's not.
So I think having that allunder one umbrella where
everybody feels like they cantell everybody what's going on
and what they think and then beheard, and we will sometimes be
(25:47):
hashing out what we agree withand don't agree with and go.
Sometimes we get to a pointwhere it's okay, we're going to
table this till next time, andother times we're like done,
we've checked it off the listand we get stuff done.
So I think that's an any companyhas those issues.
But boy, having that chance tosit down all together and hash
everything out and geteverybody's opinions, and it's
(26:09):
just a free flowing meetingwhere we can make sure that
everything's addressed, anyissues we're having, or you know
what.
What do we want to do next?
Where do we want to go, youknow?
So we're looking at other areasright now to move into with.
Hopefully we'll have somewherein Chicago by second quarter, so
(26:29):
that's pretty exciting bysecond quarter.
Speaker 1 (26:34):
So that's pretty exciting, very exciting, and
you've mentioned a few thingsthroughout this interview about
trends that you're seeing, howMcKinney is growing, what you
guys are doing, how you kind ofhave that more national
footprint, even though that'snot where you started.
What other types of trends areyou seeing in the market?
Is there anything that youreally think that people should
(26:55):
be on the lookout?
Speaker 2 (26:56):
for I think a lot of the small trucking companies are
still struggling, some of themgoing out of business, which is
really sad.
I'm a little concerned over,you know, possibly upcoming
tariffs and what the you knowcost of steel and equipment is,
and you know I I don't want toraise prices, I don't want to
have to do that, um, so I'mhoping all of that gets
(27:18):
rectified, uh, pretty quickly,um, and, and you know, looking
forward to more smooth sailingcoming up, but it might be later
this year well, thank you somuch for coming on the show
today.
Speaker 1 (27:31):
I have one more question for you that I ask
everyone who comes on the showtoday.
I have one more question foryou that I ask everyone who
comes on the show, and that's ifyou could go back in time and
advise a younger lori anything,and this could be personally or
professionally.
When would you go back to andwhat would you tell her?
Speaker 2 (27:45):
um, probably, um, I would try to be a better
advocate for myself.
So I think, a lot of times, youknow, through your career,
you're just always, you know,trying to do well, trying to,
you know, help your department,help your company do well, and,
I think, just trying to be abetter advocate for myself.
(28:06):
I had a mentor of mine, a verywise man, that said you know,
you're the only one, that's, youknow, looking out for you and
you need to be responsible firstto your family and then to your
career and you personally.
So ask for what you need.
And I think that that was sotrue and that really hit it.
Hit with me because I don'tthink I'd ever gone and said
(28:28):
this is what I need or this iswhat I want.
So, and I think, kind of as a,as a mom and a woman and a, you
know, kind of male dominatedvillage, you kind of get to that
where you're just going throughthe motion sometimes, and so I
think I would tell me to be anadvocate for myself and ask for
what I need I think that's greatadvice for young gregory and
for anyone today.
Speaker 1 (28:50):
Yeah, I think no one's going to look out for you
the way that you will Right andwe have to it's not being
conceited or self-centered tomake decisions for yourself and
your family and for thebetterment of yourself, because
no one else is going to be doingthat.
Right, right, I think that'sreally great advice.
Well, thank you so much forcoming on the show today.
(29:12):
Next week, we will have anepisode with Kyle McNutt and
we'll be talking about allthings video production and
giving away some tips on how todo it effectively, what does AI
have to do with it and all ofthe good things.
Really excited about that.
And if you want to hang outwith me or Kyle or Lori, you can
come to Elevate June 8ththrough 10th in Austin, texas.
(29:34):
We're slowly we have our keynoteannounced.
She's talking about not juststorytelling but story selling
and how to tell the right storyat the right time to the right
people, because if you're notdoing that, you're missing
opportunity, and we areannouncing our breakout speakers
in the upcoming week, sodefinitely want to check out
that page, see what's going on.
I will pull up this too so youcan look at the website If you
(29:58):
don't want to scan it'seventstmsatodayorg.
But thank you so much forcoming on the show and being
with us here today and thank youfor being such a supportive
member of TMSA.
It's always good to chat withyou, lori.
Thank you All right.
A supportive member of TMSA.
It's always good to chat withyou, lori.
Thank you All right.
Thanks, bye-bye.
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