Episode Summary
Scott Luton and Greg White welcome Scott Auslund onto Supply Chain Now Radio at eft’s Logistics CIO Forum, a Reuter’s Event in Austin, Texas.
Episode Transcript
[00:00:05] It’s time for Supply Chain Now Radio. Broadcasting live Supply chain capital of the country. Atlanta, Georgia. Supply Chain Now Radio spotlights the best in all things supply chain the people. The technology’s the best practices and the critical issues of the day. And now here are your hosts.
[00:00:29] Pay your body Scott Luton. Once again, live with your own Supply Chain Now Radio. Welcome back to the show. We’re not broadcasting live today from Atlanta, Georgia, but rather we’re broadcasting down in Austin, Texas, home of E.F. TS Logistics CIO Forum, which is now a Reuters event. We’ve been interviewing some of the most innovative thought leaders that are all doing big things across the End to end Supply chain industry. And really, as we’ve we’ve stated, only each showcase really have enjoyed this partnership. We’re proud to partner and continue our partnership with Nick Asef and the EAF team, Reuters event team. So let’s welcome in my fearless co-host. I can’t believe you have it broken and already with some some shameless. I’ve been trying to be been trying to be responsible. Greg White once again is joining me here in Austin as we as we cover love. Incredible thought leaders at this event. Greg is a serial supply chain tech entrepreneur, chronic disruptor, trusted advisor to some and big growth group guru to.
[00:01:31] All right. Let’s do it. I like that. OK, man. It’s like you do it at different every time we try. I’m down with a chronic. All right. Well, you know, we’ve got to create a whole show dedicated that we argue is a hot industry. Let’s just announce that here. Stay tuned. We are going to have a cannabis supply chain show. Yeah. Looking forward to that. Everybody is.
[00:01:55] All right. So a big show here today. Looking forward to talking with Scott Auslin, chief operating officer with Golf Relay. Scott. How you doing? Doing great. Really excited to be on the show today. We are, too. I’ve enjoyed our warm up conversations. And yet before we both got here, we were able to jump on the phone and learn more about what you’re doing and what golf relay is doing. It’s great to have you here. And we’re dove into all of that. However, we’re we want to start is we want to make sure our listeners get a chance to better understand who you are. So tell us a bit more about yourself.
[00:02:28] Sure. Thanks so much. So I got started in Supply chain about 10 years ago, right out of school, got hired by U.P.S. to actually sell small package solutions over the phone.
[00:02:38] U._p._s. I’m going to write that down. We’ll look them up later. Yeah. These brown trucks that drive around, actually, technically they’re package cars aren’t really going to World-Class Supply chain SuperCom better. Yes, right. So is great.
[00:02:51] Great job out of college. Yeah. You know, they taught you how to dress up, had a you know, wear a suit filed expense report. You know, all those things that you got to learn as a as a 22 year old, 23 year old kid, Ryder School. The interesting thing was I had no background in Supply chain. I graduate in 2009. It was kind of the bottom of every economic graph in the world. And so all these supply chain kids, now that, you know, they’ve got five different job offers and you know, there are all these fairs and people are trying to tackle them and chase them down.
[00:03:18] You. That was not my experience. No, no, not at all.
[00:03:22] So I applied and they were like, listen, you have to have any background at all. We’ll put you through six or eight weeks of school on Supply chain and then you’re going to sell small package solutions over the phone. I was like, well, you know, I could probably sell stuff and I’ll try to judge again. Yeah, I need a job. Right. So it’s great. It turned out to be one of the best decisions ever and was with them for several years. Was it inside sales and then transferred to outside sales? And then they bought overnight. And so got to learn about LTL. Ryder is really cool. Let’s not gloat for some for our listeners. Yes, absolutely. So that was great. Spent a couple of years with them. I moved around the country with them in a couple of different roles and then ultimately went to work in Greenville, South Carolina, for a small, really southeastern base. Three people called him 33. And I was there for a couple years, which ultimately got acquired by Tranz Place. Ryder familiar with that. George Abernathy and his great crew bought that company. And I had the pleasure of working directly for the ownership there. And I ended up really growing with that company. I think when I came on, it was probably 60 employees. When we left, it had almost doubled over, you know, four or five years. That was really fun. It was great to kind of get to see what does a three people do? What value do customers see in an outsourced supply chain, management, tech enabled kind of world? That was really, really fun.
[00:04:44] So after the acquisition, it translates I stayed on for about 18 months, helped Industrial some customers over to the new technology platform. But ultimately some of the mentors in my life said, listen, if you’re going to really understand supply chain, you work for an asset based company. You know, I had no experience doing that. I mean, u._p._s. Sure, that counts, but that’s a that’s a different world in the parcel world, right, than like a truckload carrier. Not many U.P.S. is in the world. No. Yeah, no, you’re right. So I ended up getting a job with Covenant Transport out of Chattanooga, Tennessee. Great organization. They hire city on. Yes. Chattanooga. Yeah. Yeah. And had never been to Chattanooga until I interviewed there. And so I was living in South Carolina about four hours away. Drove over, interviewed over the course of a couple of weeks. Ultimately took my family out there and had them kind of check it out like this is a great town. Be great. So they hired me to come on and really help them build out a managed transportation group within kind of the confines of the covenant world. And it was a great opportunity, really enjoyed it. Had had a ton of great people here that I worked with. And then ultimately they ended up purchasing land air, which was a great kind of fucking acquisition for them. Yeah. And really got them started in the managed transportation business. You know, we kind of tried to cold start it for a year.
[00:05:57] Ltl there’s less than full truckload. It’s got four wheels. How many. Yeah, that’s it.
[00:06:04] And so that was a great opportunity to kind of see an acquisition happen. Understand the strategy behind that. That whole kind of build versus buy. Ultimately, as that trend as that transaction was closing, I had the opportunity come join, go freely in really more of a leadership role, which was just a wonderful kind of once in a lifetime opportunity. You join a C.O.O.? I did. I did, yes. Which is which is unusual. Feel very honored to be able to do that.
[00:06:30] And just so our listeners know this, Scott is about 22 years old. He is a serious and not 22. But still, you are to accomplish what you’ve accomplished as quickly as you did. Holy cow. And to be involved in some of these transactions and all the operations in the wiring, all that takes place. You have lived lots of chapters already.
[00:06:52] It’s been fun. You know, it’s it this is a great industry, right. If you’re willing to work hard and you get the opportunity, it’s it’s it’s so much fun to see it growing and just expanding. And I what I have benefitted from is having wonderful mentors at every single stage of my career. Me when I got hired on with UBS, Maria was my trainer. And Maria had been with UBS for multiple decades and she just mentored me and loved on me. And I was a young 20 year kid, had no idea what I was doing. And she really helped me kind of get to that next level. And then when I reached Im 33, Sammy and the whole crew there that owned and built that company was a huge part of that. And then Covenant, I had some wonderful folks there that mentor me and now I get an opportunity to hopefully pay a little bit of that back. But I still have mentors in my life that that are way smarter and wiser than me that have helped me get there. So it’s totally standing on the shoulders of giants, for sure.
[00:07:45] So you joined LLC Bill Golf really again? So a little over a year. So I think officially I joined last August. Okay. Yeah, outstanding. And I love your passion about the mentoring and giving back. That’s really I mean, no one knows at all. And everyone’s got blindspots and we all don’t know what we don’t know. Pick your favorite cliche, but I think the organizations that get it and the organizations that are really deliberate in worldclass in terms of bringing people and developing them and retaining them, they are serious about that stuff, too.
[00:08:17] So I love love what you share in their wellness. You’re fortunate to have been around people who cared about that. Right. I mean, organizations can mandate that all they want. They can try to structure it all they want. But ultimately, it takes people to deliver that kind of mentorship. And it has it has to be received as well. Lots of people throughout your life will tell you lots of things that are valuable to you. But if you don’t hear it, you don’t internalize it. It’s kind of wasted. Yeah. Yeah, that’s a good point. Yeah. So that’s a real gift. Okay, I have that. Before you go on to the next question. I have to know this. Two questions. One. Where did you get your degree? So I went to Bob Jones University. Those have gone. Yep. And what in what’s your degree?
[00:08:58] My degree is actually in organizational communication, which is basically training and development. I thought I wanted to be a corporate trainer. So I have a great passion for talent development. I guess you would say and that was really part of the reason I pursued that.
[00:09:13] I graduate, obviously, 2009 with a a training degree when everybody was laying off trainers and that just was not something people were looking for. But that has served me, I think, somewhat well as we’ve tried to grow in scale. You know, the organizations I’ve been a part of. Yeah.
[00:09:28] Yeah. Get, get. That’s great. Be serious about talent these days. And and you can’t be serious about talent unless you’re not just serious about acquiring, but about developing it. All right. So looking forward to what to bring you back on that as you continue to mentor the team. And yea, probably I guess golf relay, which we’re going to learn more about the second. You’re probably hiring, too, right? We are a jazz band and group. Absolutely. Yes. All right. So let’s let’s talk about for our listeners, what does golf really do? Sure.
[00:09:55] So golf really started out in 2012 is really an asset. AIST over-the-road truckload carrier mean standard 53 foot box. Put something in it. Pick it up here and deliver here, right. It has since grown. We’re now imes, 300 trucks, just a short seven or so years later. And we’ve really realized over the last two years that we need to transition the business into more of an asset based, tech enabled 15:00. That’s the best way I can describe it. Only Hurley like any of those terms that make sense, but that’s the best amalgamation of terms that seem to fit what we’re trying to do. But ultimately, our customer base has continually come to us and said, we love tech. We love the assets that you guys have in the control and the predictability that provides. And we want you to somehow put that together to manage more of our supply chain. And so we’ve added warehousing this year. We had warehousing in the past. We really made a big effort in that we opened two warehouses in Dallas in addition to one in Mississippi. We have and then we formed strategic partnerships in Chicago, Atlanta and Nashville to provide some overflow warehousing and some cross docking opportunities there. We’re also taking a little bit of of our fleet and we’re moving it into this low deride LTL network who are moving freight between Dallas, Atlanta, Chicago. And we’re we’re we’re taking some of that higher touch, higher value stuff that maybe you don’t want to just put on the back of a regular LTL provider. And we’re doing some specialized stuff there. So we’re we’re we’re not losing the core of who we are, which is moving freight, you know, across the map for people. But at the same time, we are trying to transition that into a little bit more of a broader view on the supply chain bringing more value to the table.
[00:11:39] That’s right. What has been what do you see as as you all make this this trend transformation while you continue to grow? He laughed at my pronunciation.
[00:11:51] So I was just I was curious. Go into a different word at one point. Shifted.
[00:11:55] That’s true. Well, I’ll try to say amalgamation at some point, but I best figure I just did it. I can’t believe it. Congratulations. But all kidding aside, Scott, as you make it, as teams making this transformation while growing and serving your customers, what was the what’s the most challenging part of that?
[00:12:14] I think from what you see so most challenging part from the customer perspective or internally, internally, you know, from a team. Sure. So I think change management is really important. Right. It’s hard to do, but it’s so critical. And in places like this and I think, you know, from a challenge standpoint, we have some some folks that have grown with us and grown up with the company, done a great job building it to where it is today. And now we’re looking at, okay, how do we have those folks, Bill, take the next step with us. Right. And that’s that can be scary. You might have done the same job for a couple of years and done it really, really well. And now the company is asking you to do more. And so, you know, I’m pleased. I know they can get the support from that. Are they going to have the training? Are they going to have the time invested in them or are they going to get the technology resources or they need to make that next step? And I think the overwhelming answer from leadership is, yes, you will get that. But you guys need to come with us on that journey. And so, candidly, I think that’s that’s probably the most exciting part of what we’re doing, but it’s also probably the most challenging. Yeah, yeah, yeah.
[00:13:15] It’s interesting as you’re describing that. And that makes perfect sense. I think of baseball. We’re on the last show. We’re talking a lot. We had someone in from Toronto as a Braves fan. They broke our heart bad one year back in the early 90s. But think about the fastball, how how it’s evolved. Right. When you when you want to longa, you could do a 95 mile per hour fastball. And that was above league average. That was you’re really bringing it right. And so it was serviceable. Right. You can strike P-plate players out, batters out. You could you could command a game, especially if you had two of the pitches. And Greg knows better, not in the not because he was a pitcher. However, as the game evolved right now, you won’t. Ninety nine, right. You want to hit triple digits on the radar. Get on the radar gun, even though a 95 mile per hour fastball is still serviceable. You want to go the extra mile. And so as I hear you explain it to the folks have been there, been doing a great job. They provide the foundation to get the company where it is. But now that the industry has changed. We’ve got to go to X that, you know, got to go higher. Got to raise the standard, right? Yes, some ways. Yeah, absolutely.
[00:14:26] And I was split seam fastball. Yes. All right. I don’t know what that means. It sounds Cummings. It doesn’t come at you straight. That’s all, Guy.
[00:14:35] Well, and I think people are really excited about that. And I think that we’ve given them a vision for what this company can be. If you kind of think about like a golf relay 2.0. Right. And they are just so excited to do that. And and I think for us as management now, it’s like, okay, how do we make sure we give them the tools to make sure they’re wildly successful to do that? Yeah.
[00:14:55] Now, you you’ve had a lot of experience of people getting you the. To be wildly successful. Right. I mean, you went from phone sales to the C-suite in a decade. That is an impressive climb by any standard. And I know that I know that you want to give credit to the people that mentored you. Right. But I mean, you’ve obviously internalized a lot of that experience and you bring that to to this job today.
[00:15:20] I think so. I hope so. But ultimately, if you think of yourself as now, maybe as a as trying to be a coach, it’s a whole nother world to take that. And there’s definitely days when I do not feel equipped to the task at hand. And that’s where some of these mentors that have been with me for so long have still given. I’ve been kind of to give themselves access to me. And I’ve got a Rolodex of people that I can just call and they’ll take my call. And it might be, you know, nine o’clock at night, but it’s, hey, we’re trying to work through this. What what would you do? What did you do that worked? What did you do that didn’t work? And I think what’s come out of that is nobody has all the answers, but they can tell you what questions to ask. And if you can reframe the question to me, that seems where we’ve been able to be most successful, you know, so obviously Chief Operating Officer with golf, really.
[00:16:10] But where do you spend in different sea levels? Different leaders spend their time, different places. Where do you spend the bulk of your time?
[00:16:17] So the bulk of my time today is really focused on working with our customers to understand what they need from supply chain growth standpoint. Because what you don’t want to do in a scenario like this is get too far out in front of your customer and build things that in an echo chamber we think is a great idea. Yeah, and in reality the customer doesn’t see enough value in it to really pay you a dollar for that. Right. At the end of the day. And so a lot of my time right now, over 50 percent is spent with our customers and saying, listen, we want to build this.
[00:16:50] We feel like you would need that. Can you please validate that for me? And they go, we have got 80 percent of it. Right. But you need to change this or this cost example. When I got hired on last last July, I was living in Chattanooga. We were dead set on putting our next terminal in office in Nashville. We were looking at real estate like this where we want to be. And we kind of called a time out after two months and said Wasco to our biggest customers and say, where would they like us to be? No, no, no, no. You got to be in Dallas. We don’t need you in Nashville. Sheer put a terminal there. But if you really want to build something that’s going to transform it, we want you to do. Dallas is where it needs to be, right. So that’s just stuff like that that we may think is a great idea. Just trying to manage that with our customers to make sure that growth is as profitable.
[00:17:29] Right. It’s like some of technology conversations we’re having. We don’t want to buy the latest technology for the sake of having the latest technology. We want it. We want to buy and apply in a practical manner where where there’s true value being created or delivered. Right.
[00:17:43] Kelly, the headsets here. Yeah, absolutely. Scott’s talking about our new Lu technology here. Well, no.
[00:17:52] Well, it’s all about, you know, here on a podcast we try to make our guests as comfortable as possible. Right. And so for the first one hundred ninety episodes, we had these mice that were 3 feet tall and you kind of had to change your posture and make sure you crane your neck a certain way and they could turn your ass and look at anybody.
[00:18:12] Right. Because you went away from the mike absoluteness.
[00:18:14] They still work, however, always with the North Star of taking care of our guests, making sure they’re comfortable to share their expertise with these integrated headsets. And you might lose a little bit quality, but you gain a lot more in terms of the dynamic of the conversation. So that’s a that’s a lot more than I ever planned to share about.
[00:18:33] But, you know, there’s a job here, man. You know, you turn the tables on Scott Lu bad man. But this comment. But you know what?
[00:18:42] What’s fun is there’s common threads, whether you can build the podcasts or you deliver and make the customer happy and transportation business or you’re managing this growth change or that. I love how you focus while your time on validating the activities that you and the team are spinning Tomalin and to make sure it’s this value added versus non-value added because you said a great point. We might love what we’re doing and love, and that is a great man as the best thing ever since sliced bread. But the customer don’t care about it. What do we have? Yeah, right. All right. So you gave a keynote earlier today, Scott, which is again, pretty gut. And we’re gonna bring out your resume. It’s can be like 17 pages.
[00:19:22] That is not true. Nick and I got connected two years ago, and I’m not I’m real not sure why I’m speaking to the CIO. Well, I’m just that we’re have a good time with you.
[00:19:31] You have accomplished a lot in a short amount of time. So let’s talk about the keynote that you gave and the message you gave. Well, if you had if you were to ask or hope for. You know, the folks are here that heard it to remember two or three things, the key takeaways that they need to remember. What would those be?
[00:19:51] You know, I think I was on a panel with some wonderful people. And I think the common thread that came out was there’s there’s not enough talent in this. Watching industry to service the demand, that’s their number one. Number two, I think they.
[00:20:05] People are looking in places that maybe have traditionally they’ve not looked for that talent. And right. So underrepresented groups, whether that would be women, whether that’s people call or whatever that may be. You know, there’s a huge emphasis on that. I think that’s wonderful. I think it’s great. Last year I was here, we also talked a little bit about veterans and how we get more veterans involved, supply chain. And we have a lot of veterans that go freely, which is just a wonderful privilege that we have. And so I’m thrilled to see the Supply chain world sort of maybe looking out there and saying, how can we bring in people with diverse perspectives to solve this? Because Supply chain is very collaborative. Right. You can’t none of us can do this on our own. I mean, there’s there’s dozens of people that are involved in a single transaction and and some cases across cultures and time zones. And so the more people we get involved in that discussion, I think the better. But I think, you know, the common thread that ran through all of those folks after you sort of take the first two principles for granted is how do we develop the talent we have? Right. You get him in the door and then there’s strategies for doing that. But once you get those people in, how do you make sure that those people stay with you? And they feel like they’re constantly moving forward. Yes. And and I I don’t know if I’m technically a millennial. I guess maybe I am. But ultimately speaking, what we’ve seen is this demographic really wants to know what’s next.
[00:21:23] Yes. Right. If you come on with with me and I start, you know, you work for me in six months, where am I going to be in a year where I get out in two years? What does my role look like? And is challenging for a young organization like Golf Relay sometimes because we’re like, look, we’re we’re we’re driving this thing, too. It’s growing fast. We can give you some ideas, but we might not build a say with certainty. You know, versus maybe a big organization of exactly what you’ll be doing in two years. And so I think the thing that I’m really focused on right now is trying to develop our bench strength and really give our people the opportunity to sit in a lot of different seats. So they understand the business as a whole. And I think that’s going to really prepare them to take on more leadership opportunities in the future, because I think, you know, if if you just silo yourself inside of Supply chain and you only do one or two things, you’re not well equipped to take on that next role, especially with how fast our industry is changing. So we’ve got a couple of folks in organization today that, you know, maybe a year ago came on in one role and now they’re in another one. And probably six or eight months from now, they’ll they’ll be in a different one. And we the luxury that we have as a high growth company is the ability to move those people around the organization if they’re willing to kind of take that ride with us.
[00:22:34] So let’s take a second here and let’s speak to students. Right. Tech school or four year degree or school or whatever it is. And let’s also speak to young professionals or speak to folks in transition, because I think what you just described there is going to be such an important trait in someone’s candidacy, the willingness to learn and apply but not stop there. It’s it’s a one, two cycle. Right. Keeps it’s a closed loop. You learn a plyler and apply, learn, apply in this in this business environment. Right. Would you agree with that? Hundred percent.
[00:23:11] Yes. You know, I think our world used to really be the traffic department. Right. You know, 20 years ago, you know, and now there’s all this tech talent involved. There’s all this venture capital money involved. You see Amazon coming in or some these other folks continuing to push the envelope as far as delivery times.
[00:23:30] And customers want those socks in two days. Now, soon to be one day, they’ll get Tom for two weeks or six weeks, pay C.O.D. Or whatever.
[00:23:38] But I mean, we live in Dallas now and you get it same day. Yeah. I mean, you order something eight o’clock in the morning. If it’s a stock item, it’s on your porch by 5:00.
[00:23:46] Sometimes I do that just for fun. Just for fun to show it. Let’s just see if it makes it actually makes it. Yeah.
[00:23:53] Yeah. So I think to your point about having to be flexible and learning. All right. Is the absolute most critical piece to all that. Yeah.
[00:24:00] I think an important thing that you have to recognize, a lot of what you’ve talked about is problem solving. Right. Change management and that sort of thing. And I think one of the best lessons that I’ve gotten recently was I met with the great one of the greatest minds in A.I., a guy named Danny Longa. So he has a company that builds the A.I. engines that a lot of gaming systems use to create a virtually real environment right now. And and one of the things that he said that really stuck with me applies not only to A.I., but generally to learning and problem solving. And that is you don’t need smarter minds. You need more minds and you need more minds that look at that problem differently. And if you can do that, you can solve problems more quickly and more effectively. So I know what you’re recognizing, the collaborative spirit of the millennial generation also. And, you know, the the inclusion and diversity is it’s not just. About getting people who deserve to be there, there are some self serving that you can do by doing that. If you can get the perspective of somebody who’s got that blessing of naivete, who didn’t study Supply chain in college and comes to it and goes, why do we do it that way? And you know what the answer is gonna be because we’ve always we’ve always done it that way. Yes, they have somebody if words and business. Yes. If somebody has the you know, if you have people who have enough different points of view, you will get better answers quicker.
[00:25:28] Yeah, I completely agree. Absolutely. So. So, again, speaking about your message, speaking about talent development and and and how and you know what you said about kind of the bringing people in from different walks of life in the Supply chain, you know, we had someone come on the show from Southwire. And do you favor Southwire so that their base down in West George Carrolton, Georgia Carol. Goodness gracious. Carrollton, Georgia. Well, it started in the owner’s garage and they make the broader things braided. Wah. Right. Steel there. One the largest world’s largest suppliers. They didn’t employ several thousand people. We brought on their director of talent acquisition and she said there is no war for talent because it’s if you if you try to do it traditionally in hiring practices and you try to stay in those standard channels and the standard candidates, then, yeah. You have a hard time. But if you really, to your point, get creative and get and get deliberately creative, there is no war for talent. And that really you say you’re the second person that really kind of challenge that that Kisha. You hear a lot about.
[00:26:42] I think that’s a great perspective to have. And I think that, you know, there’s a lot of people in our industry today that have been in the industry a long time and may not have the formal supply chain background, but they have a tremendous amount of tribal knowledge. And so one of the biggest challenges I think we face, but if we can pull it off successfully, it’s a big opportunity is how do you take the tribal knowledge and all the experience and begin to transfer that to the next group of folks in a non-threatening way. Yeah, right. That that’s the challenge. How do you how do you make people feel comfortable sharing that tribal knowledge? I’m not gonna get replaced, but if I share this. But make sure that that knowledge transfer happens successfully. And then to your point, vise versa. How do you take that new person that does have some, you know, just naivety around it and say, how did they ask that person questions and challenge what they do in a way that doesn’t make that first person, you know, feel demeaned, but gets us to a better solution? And I I I’m really interested to see how that goes as we move forward, because I think there’s such a huge challenge there as an industry. How do we do that successfully?
[00:27:47] You. One quick question. You wish you were talking about the growth. You’re one of the things you’re talking about. Fleet size Chili’s numbers again. So we’re we’re about 300 trucks now. We started with about six in 2012. Could I ask Krishna? Okay. Good stuff. All right. So let’s make sure our listeners know how to get back in touch with you. I’m sure they’re we want to compare notes and pick your brain and learn more about golf relay or check into golf Hurley. So how the folks learn more Sherkin.
[00:28:18] Go to our Web site at golf relay dot com.
[00:28:21] Feel free to reach out to me on LinkedIn or if you want to e-mail me directly, it’s just Scott at Gilfry Life.com outstanding and you’re out on the event circuit. I know you’re going to be up in Chicago next week or two and we’re gonna get you down mutex in March. That’s the plan. Afford to get to 35000 people are coming to Atlanta. You’re our closest friends and neighbors.
[00:28:43] So Atlanta is just not even going to feel it. Our traffic, Zimbabwes will probably be a lot of it.
[00:28:50] So it’s gonna stay right downtown and walk to the Georgia War Congress Center. We’re broadcast throughout the four days and which is pretty cool if you’ll have any operations in Atlanta. You can submit your nomination or run to the 2020 Atlanta Supply chain Awards at Madox. Cool. Our second year event. We hope to grow something like your fleet size. We’re not quite be there. We’re going a little bit bigger than last year. But but partner with Moto X, which is a been an outstanding partner. But what to get you out? Moto X get you all on the interview floor too. Okay, so golf relay dot com. And also you can check out Scott Auslin, C.O.O. of golf relay only 10 and stay tuned. You might see a new podcast being rolled out, right? That’s right. You want Sheer anything or that Sheer? No, I can share a little bit.
[00:29:35] Yeah. So. So really passion about this whole leadership development, talent development in the supply chain space. And so I am launching a podcast called Bringing the Chain. It’ll probably come out sometime in January. We’re interviewing Best in Class. Supply chain organizations and the leaders that have built them talking about talent. How do we do that? Well.
[00:29:55] What does that look like? I love it. So stay tuned for January. And so you’re already in production. You’re already in production or recording sessions now. Yeah. We’ve got to connect him with Jimmy G. Oh, got to. Yes. OK. We’ll talk more about Shep. Yep. But Scott, thanks for carbon time out, especially as you’re you’re doing keynotes and I’m sure you got plenty of interesting conversations, hopefully close and some business here. Alan, thank you guys for having me on. You bet. Great conversation. I wish we had three more hours to sit down because clearly get a lot of passion and experience and making the stuff happen. So we’ll have you back on. Scott Osland, C.O.O. With golf relayed in, you can learn more about the company at golf relay dot com. So sit tight for one second here as we wrap up to our listeners. Stay tuned as we continue our coverage of the E T Logistics CIO forum, which is now what, Greg? It’s now a Reuters event. That’s right. Right here in beautiful Austin, Texas. To our listeners. Also, be sure to check us out our upcoming events, replays of our interviews, other resources at Supply Chain Now Radio dot com. And you can find us on Apple podcast, SoundCloud and Greg’s favorite channel, which is YouTube, all alleven sites where podcasts can be found. Appreciate you joining us on behalf of the entire team. Scott Luton here wishing you a wonderful week ahead and we will see you next time. ω Supply Chain Now Radio. Thanks, everybody.
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Scott Auslund is the Chief Operating Officer for Gulf Relay. As a member of the executive team, Scott oversees the strategic development of the non-asset portion of the company, including technology solutions, freight brokerage, managed transportation, sales and M&A. Scott has led high-performing teams across multiple disciplines in the supply chain and logistics space. With hands-on experience in sales, operations, business intelligence, and strategic planning, Scott has produced outsized results for the companies he has partnered with to date. Scott has a passion for the supply chain industry and has worked alongside world-class educators to develop curriculum aimed at accelerating working professional’s knowledge of logistics. Scott volunteers his professional time as a Board Member with the Council of Supply Chain Professionals (CSCMP). He is especially focused on engaging college students and young professionals as they enter supply chain careers. Learn more about Gulf Relay here: https://gulfrelay.com/
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