Supply Chain Now Episode 310

Live Interview from the RLA Conference & Expo 

Prefer to watch the podcast in action rather than just listen?  Watch Scott and Greg as they welcome Daniel O’Neill to the Supply Chain Now booth at the RLA Conference & Expo.

On this episode of Supply Chain Now broadcast live from the RLA Conference & Expo in Las Vegas, Scott and Greg interview Daniel O’Neill with Liquidity Services.

[00:00:05] It’s time for Supply Chain Now Radio. Broadcasting live from the Supply chain capital of the country, Atlanta, Georgia. Supply Chain Now Radio spotlights the best in all things supply chain the people, the technology, the best practices and the critical issues of the day. And now here are your hosts.

 

[00:00:29] Hey, good afternoon, Scott Luton. Back with you again on Supply chain. Now welcome back to the show.

 

[00:00:33] Today, we are not broadcasting from Atlanta G-A, the Supply chain City, but we’re here in Las Vegas. Beautiful like Las Vegas, Nevada Broadcasting and continue our coverage of the reverse Logistics Association conference and Expo. You can probably hear all the the benchmarking and best practice sharing behind us, maybe enjoying a sandwich or two. It has been quite a conference. We and we’ve had the great fortune of interviewing thought leaders in Supply chain leaders and business leaders from across the returns. And we’re in reverse Logistics Space Center of universe for that kind of stuff here. This week at least. So with no further ado, I’m going to welcome in my fearless co-host, Mr. Greg White serial supply chain tech entrepreneur supply chain adj. trusted advisor. Greg, how you doing? Did you just look at the card idea to introduce me? I said that 150 times. And I need to do one hundred fifty one before it. Well, at least you pronounce my name right.

 

[00:01:29] So I appreciate that. It is great to be here. And how are you doing on under f._a._a?

 

[00:01:35] Are you happy to be here? Oh, absolutely. Sure seem like it. Well, you know, it makes easier when we have the string of conversations we’ve had. You know, all all bets are not made equal. All episodes of our podcasts aren’t made equal for sure. We love them all. Yeah. But they have, you know, different levels of passion, different levels of insights, especially practical insights. We’re on a lucky streak today in the city where it’s most important maybe to be unlucky, Jack.

 

[00:02:01] Today has been passion and technology day. Yeah, really? I mean, we we have talked with some folks who have tremendous passion in history in this industry. They understand the breadth of it. And and they’re delivering to a particularly a number of the companies we talked to are delivering technology such so without any further further ado about 1 0 1 further ado.

 

[00:02:23] And further, they want to do well on Monday. Our listeners know where to find us, right? That’s right. So whether it is apple pie, because if they’re here right, watching us now, they probably don’t know when they might hear something different. Replay it. We want to give them all the places they. Absolutely. So you name wherever you’re podcast from, you can find us there. Just make sure you subscribe. SIEGEL Messy thing. And what’s one particular channel we’re building out there, Greg? My favorite is YouTube. That’s right. So we are more more adding video, podcasting, given given folks a scene behind all of our episodes and the people were meeting and talking with so checks out on YouTube. And be sure just to subscribe as always. So now with no further ado, we do want to talk about clean up here later today at the RLA conference. Next bow. Mr. Daniel Aneel Vise, president, Client Solutions with Liquidity Services. Daniel, hey, doing great. Great. Thanks for having me. You bet. We have enjoyed our prep conversations like we did with all of our guests. I know you’ve had a busy week, busy week here. Seems like all of our guests. They’ve got folks waiting born before and after our show.

 

[00:03:33] Well, Daniel is doing setup duty here. That’s right. Because he’s a member. He’s on the board. He’s a speaker. He’s a exhibitor. Yeah. Yeah, I do have to say. OK, so to the folks that are tuned into YouTube, congratulations. We want to issue you the multiple Medals of Honor. Thank you. This is the the best award I’ve. Yeah. Isn’t it ever gotten well in and on the Internet? You probably have never gotten an award not only on the Internet on any matter. It’s an award. It’s a life changing event. It’s a it’s it’s a long list of obligations and but also an excellent opportunity to network with folks and contribute to the reverse Logistics association.

 

[00:04:15] Well, I can tell you, you all are making an impact because seriously, the folks that we’re talking to, they understand this business problem reverse reverse Logistics and returns. They understand it at a level of depth that I don’t think anyone who hasn’t watched this series of videos could really, really fathom. Agree. And a lot of that has to do with the work that you and Tony Sheer wrote in the team do. And let me just assure you that the message is getting through. So great Democrats. And thank you for that.

 

[00:04:47] All right. On that note, before we start talking shop, let’s talk I want to get to know you little better, Daniel. So tell us a little about where you’re from and you’ve got to give us the skinny on your upbringing. Okay, great.

 

[00:04:57] I’m from the great state of New Jersey. On the Jersey Shore, about halfway up on in New Jersey, a place called Monmouth County. And speaking of cleanup, hitters did play pretty competitive high school baseball and soccer.

 

[00:05:10] So that was kind of a competitive spirit that that has influenced me from a from a young age was the athletics point of view and also networking when Rose was networking at the time. But with the people and team aspect, I think it’s really critical now that I have children that foreign upbringing to be involved in competitive sports. I think it pays off later in life. Yeah. And you play baseball? I was an outfielder. Yeah. OK. What center? Left. Right. All of them. Yeah.

 

[00:05:37] So you must have a gun for an arm.

 

[00:05:39] Yeah. I was I was told.

 

[00:05:41] Yeah. I bet you kick some butt in softball after you gave up based.

 

[00:05:44] Yeah. I was a local legend. And in softball. Yeah. But not in any kind of competitive leagues. But it was always fun to kind of keep the bat swing in the throws going. So it is.

 

[00:05:57] Well kind of kidding aside there is a comma. Oh I wouldn’t kidding. I bet he did kick butt. But there’s a camaraderie that is and that it helps build confidence. Yeah, it helps build a personal skills, leadership skills. And you know, I miss playing chip softball. Now was not good. Like you were no armed or bad. But it is that that kindred spirit Sheer around that that you miss. Right.

 

[00:06:22] Mm hmm. And it’s in and out of the office. When he’s talking in leagues and you start to, you know, put the keyboard down and start to really get to know folks differently. Yeah. Which is also a key part of of just getting involved no matter where you live or where you work outside of the office.

 

[00:06:39] Yeah. All right. So let’s shift gears over to your professional journey. Right. So tell us. You know, it’s taken you some time or maybe not taking that much time to move into a vise president role with a large successful company client, the leading client solutions for the company. What were some pivotal roles and positions and stops from a career perspective along the way that were really important?

 

[00:07:03] Yeah, I would say there’s about four, three or four chunks that really or milestone moments that within my career. So I actually never intended getting into a supply chain role. I’m a finance undergrad degree. Did a practice interview with a global shipping company, Maersk, most known notably for the the movie that Tom Hanks was in. But it is the world’s largest shipping company. And they had a executive development program with people interviewing over 80 countries to be part of a two year program domestically with a lot of stops over in Denmark for professional training. And and then two years in a different country, an expat position. So that was probably the the most pivotal point my life was to choose to do a practice interview with with a supply chain company and end up utilizing a finance degree early on to get different roles and experiences in a rotational program. And that led to positions in Nicaragua, but most notably South Africa for two years where I did some work in Zimbabwe and in other countries where I think that really was forming of my professional background and how to deal with different types of people, different business environments, which has has really set the tone for the rest of my career. Upon repatriation to United States, I ended up being a trade manager for the Asia, the U.S. trade, which is much different than finance. All right. But but also learn business from retailers and how they import their goods from Asia.

 

[00:08:32] So that almost now got me into the retail side of Supply chain, did the business school thing at Georgetown McDonough School Business 1 full time there to get away from Supply chain cause to do a career change. I was seven years in the industry, figured I’d go get an MBA and really do a a career change. So I went into management consulting and what was my first job? A supply chain job. You can’t you so you know, because it was very billable given transportation experience. I did train experience. So the transportation rationalization project that went on for a little while and and in procurement, which were the two main things in my background and then ran into a business school body on a plane and ended up was said, hey, I’m traveling 20 days a year. That’s why I look how I do. And he goes, well, I’m working at a Supply chain company and in D.C. where I was living and ended up liquidity services doing reverse supply chain, which not many people know what it is out there in the world, but it is essentially a way to win for Supply chain is very popular, very neat. In many cases, but when things get returned or aren’t wanted or are idle, any one of those three. Yeah, they need a home and. And that’s kind of the last stop really on on my journey.

 

[00:09:49] So before Greg, deeper into your organization, would you agree or or or disagree that what we seem to feel that the consumers you’re. Consumers, especially those that participate maybe daily, at least weekly in the water, be commerce. That the notion of the people and the processes and just the Sheer things that make me versus G-6 happen and make easy returns processing happen, that that neidl of awareness is slowly moving.

 

[00:10:21] Does that mean you agree with that? I think that’s fair. But I’ve also received more questions from friends and family and others of of curiosity around Supply chain in reverse. Supply chain. What happens to when I return something and I ever did working for a top tier management consulting company 80 Karney or with Mariscal with global experience? People really don’t understand where their product goes. All they know is that they can order a lot of things and return a lot of things and essentially get the product fast and and get their money refunded. Not necessarily understanding the impact later on. Right.

 

[00:11:00] Isn’t that interesting? That’s a theme that we’ve seen over and over again as people talk about it. What’s interesting to me about that is that they asked. Yeah. I mean, think about even just two years ago, I had never heard a consumer say supply chain. And now you hear them not not just say supply chain, but ask questions like that. And so where there is some level of awareness being created, even even if only questions are being asked, not answers, you know, not necessarily answers or understanding in the consumer.

 

[00:11:30] Yeah. And, you know, free shipping is a thing that everyone wants, but it’s not free. Right. It’s but it’s baked into into wood, into what it’s paid. But but it never turns gauzès fakes into what manufacturers and retailers are able to charge of. Yep. One individual consumer is never going to move the needle, but a movement of of of more confident and more educated buyer decisions would reduce reduce the overall supply chain cost.

 

[00:11:58] And in Logistics. So Daniel, say that one more time. Loud and clear for our listeners. There is no such thing as free shipping. Yeah, that’s right. It’s a major it’s a major cost driver in for Logistics and in reverse.

 

[00:12:13] Logistics is shipping expense and a shipping provider gets paid whether or not there’s something in the back of the truck or not in the back of the truck, especially on full truckload type of movements.

 

[00:12:23] Yeah. And and there is some cost is being buried of as you said there earlier, cost is being buried of the reverse logistics process as well. So we’re paying for it. You know, it’s it’s much like we have this discussion frequently. There is no such thing as free shipping. And also, corporations don’t pay taxes. Consumers pay taxes. Right. The corporation may be assessed the taxes, but you can guarantee that those are passed on to the consumer as part of the cost of doing business. So I think that kind of awareness is the kind of awareness we need to we need to facilitate in the consumer base. So interesting. Sorry. Just said so many things already. Yes. That tie into other discussions that we’ve had.

 

[00:13:10] You’ve got 10 stickers you write that show that you’re the grand poobah. Yeah. Yeah. Baseball is what? Whatever path you guys want to go down. So now you know. So let me ask you, forget these things. Let me ask you a few questions. The good rain, the big. That’s later. Big.

 

[00:13:27] Sorry, honey, but the big question that I think, you know, really simplifies. How so? How to know if your company you know, when we talk about your company and whether your company provides a solution for somebody is is if I’m walking down the hall and I’ve got a pain in my heart or I’ve got key words in my mind, what are those key words or what is that pain that says liquidity services is the solution that I need or go.

 

[00:13:57] So Liquidity Services is is an e-commerce provider. It’s known it’s a publicly traded company, ticker symbol L Q d.t. And that’s actually how you can get a hold on me later as Dan at L Q d.t dot com. Is PRI the easiest abbreviated secret email that I have? Hopefully folks use it and I would love to love to reach out, but the it’s the those know my Wall Street as as a tech company, a small l small cap tech company because we provide marketplace solutions for not only retailers and manufacturers in the consumer space, but also on the government space, capital assets space. But here at the RLA and my division that I represent is is focused on retail. So the common denominator of all of those solutions or all those needs of e-commerce marketplaces is driving more eyes to the sun, to the item that is idle or surplus, whether it’s an ambulance from a local government, an idle factory, that in India, some pipeline that’s excess or. Headphones that simply just didn’t sell in the first place or did sell and there were some issues with with learning or pairing that ended up being a return that can’t be sold again is new.

 

[00:15:10] Wow. That is a pretty broad spectrum of products. A factory, correct?

 

[00:15:15] Or headphones, decommissioned battleships, anything that that is that is not those going for it.

 

[00:15:23] Unclear at this latest.

 

[00:15:27] Typically, they’re broken down for the materials.

 

[00:15:30] But yeah, darn, that would look great on Lake Lanier.

 

[00:15:36] So in your role as vise president client solutions where you spend your time. So I spend my time with large enterprise clients that are the everyday names of retailers and every one of them has a different reverse supply chain. So my job and how my management consulting experience plays in is here is a situation which is typically reactive in a reverse supply chain role versus proactive because it’s hard to guess what’s going to be returned.

 

[00:16:09] How many things are going to be returned. So in my role, it’s never the same. Any given day with either in my clients roles are never the same. Any given day because everything changes. Nothing is particularly to forecast. People try try their hardest based on a good sales data or historicals. The fact of matter is the consumer behavior is changing. Consumers are finding different value, consumers are taking advantage or are being levied upon a different return or exchange policy, which factors into whether or not returns increase or decrease. Yeah, but as to address your question a bit more clearly before, as far as what the pain point is for really any manufacturer or retailer is how do I lose less money on returned or previously enjoyed products.

 

[00:16:59] Previously enjoyed. Yeah. Yeah, that’s a good step here. It’s a better way of in a happier way of saying products, but yeah.

 

[00:17:08] It used. Yeah. Or salvage merchandise the manufacturing era. And so within liquidity services we handle the entire 500 category product spectrum, any condition. It doesn’t have to be new, it could be salvage, it could be doors and windows, it could be we do refurbishment for four major brands in headphones and Bluetooth speaker space t.v.’s. So the entire spectrum of product categories and condition. And the key thing there is you don’t have to touch everything all the time. But I would go back to how do you lose less money as soon as it’s getting returned? The manufacturer retailer is going to lose money on that item. It is a matter of how how do you decrease the gap between a good sale and a recovery on that unit downstream?

 

[00:17:50] To get a what I like to try to communicate to my clients is a basement level recovery. So better decisions can be made upstream on what the recovery is going to be downstream and how do you fill that gap. And then the the missing piece, which is the hardest piece, is what percentage of those items is going to come back. Yeah. To to put into that formula.

 

[00:18:09] So you’re constantly taking the fine. I’m sorry. You’re constantly taking the findings that year. But you’re making by conducting to earn though. Yeah, I know.

 

[00:18:19] I noticed I was trying to steal Rod the data from what you’re learning as you execute the process and then driving that back upstream as to create predictability or even preemptive measures for for the same type situation.

 

[00:18:34] And Christmas comes every year. Super Bowl comes every year. Retiro and the associate returns are coming here. But what is gonna be returned? Yeah, and how? And there’s peak seasons for different types of retailers and manufacturers, depending on if it’s back to school or if it is just the traditional holiday, if it’s the Thanksgiving and Cyber Monday push. So those seasons do repeat every year, but none of them are the same. So it’s how do you get ahead of it? How do we plan warehouse space and capacity? Because a lot of the product does come in through our network of buildings across the United States and Canada to either process or not process inventory to drive the highest value. Wetherbee categorization, refurbishment and then resale to customers. And our main channel for the retail space is liquidation rt.com, which actually helps small and medium sized businesses by pallets, multiple pallets of different categories of inventory and it creates a ton of small businesses. So not only is a keeping product out of the landfill and in many cases it’s driving small businesses entrepreneurship within many areas within the U.S. that build businesses around our clients product flows, which is it makes you feel good. At the end of the day, I think to to help these folks with product flows. And what my job is to keep consistent product flows coming in, which then the benefit is to to those small, medium size businesses. We do also have a truck, low level, most domestic and. Group groups, so for the larger distributor base and then we have several channels, most notably second tippity seacom for a direct to consumer.

 

[00:20:07] Second tippity. That’s correct. Second of that. Yeah. s.E.C. Wendys.

 

[00:20:12] Hippity akam and.

 

[00:20:16] And that’s also a sustainable marketplace we we give back. They’re so very cool. Again, it’s it’s a I would say the multi-channel disposition, whether it be truckload pallet direct to consumer is the in my view the largest competitive advantage we have because it’s a one size fits all solution. It’s not a one trick pony. That was sometimes we see in this market.

 

[00:20:38] Yeah. What what kind of volume? Dollar wise or unit wise do you guys process?

 

[00:20:44] It’s hard to say it fluctuates on it on a year to year basis, but billions of dollars in rete original retail value. Really? And we are a publicly traded company. So we can you can look, but we don’t typically break it down by by division.

 

[00:20:57] So it’s not really publicly known which warehouse to store the analyst. This is what we did. Would you like to know in the first question, which bet which Steve, do you store the battleships? Yes. Those typically float. So the answer is none. Okay. So that’s so that’s a buy online pickup at the dock. Scott, it was gathered in there. Yeah. Both. Both pick. All right. And so, Daniel, what we want to do now is we want to move to the broader picture. Right. So there’s so much change going on by the minute in the global and in Supply chain.

 

[00:21:38] What’s one issue or challenge or innovation or just topics that you’ve been tracking more than others here lately?

 

[00:21:47] Yeah, I think the the biggest thing to me is I mentioned a lot earlier. So from repeating myself, we can change topics.

 

[00:21:54] It’s it’s really the net recovery than a day and communicating that to clients and the VAT value that there’s more out there than their 15 or 20 percent they’re getting well in in a different way.

 

[00:22:07] I’ll I’ll explain a little bit differently. Is is a lot of people are focused on gross recovery, which is the amount that the product sells for to a consumer, to a business that doesn’t. There’s a lot of fees involved on direct to consumer business or shipping expenses, refurbishment and return again, returned costs return for the second or third time that need to be factored in when making decisions. So a you know, I repeat a couple examples here, but a refurbished or brand-New Overstock, high end Bluetooth canceling or noise canceling headphone is a director consumer products. Well, with refurbish it or it’s new in bonks and salvage launch window is not. But the the headphone might sell for 70 or 80 percent of retail. But when you factor in channel fees. So our friends Amazon are here for Amazon renewed and we use them. But also eBay and Walmart.com are the three main channels of of of consumer electronics and an overall secondary market data C type opportunities and then shipping to the consumer. And if the consumer doesn’t like, we have to take back the return and their shipping costs there. So the net recovery is the math associated with the gross original sales amount, minus shipping, minus fees, minus return costs, minus storage, minus handling, minus all these different things that the net recovery might actually be better selling in a B2B environment than A than a B to C environment, which a lot of people assume that it’s always direct.

 

[00:23:46] Consumer is the highest dollar benefit to a company. It’s not always the case, but in many cases it is. Many cases it isn’t. Wow. So with liquidity services being able to pivot between different channels and valuing net recovery by channel biproduct type by category by SKU is something that we take great pride in trying to drive the greatest net recovery. Convincing stakeholders at these respective companies that there really isn’t an A and B merchant conflict is also a large challenge. A and B meaning the A goods merchant who does the deal with the major retailer. We’re not cannibalizing sales by having a competitive B goods product directly below them on an online listing because I like to look at it as a lower customer acquisition cost. And what I mean by that is is is a high end TV at 50 percent of retail with a with a ding in the back. You’re not going to get that customer if it’s a 50 hundred RTV at 50 percent of a 3000 RTV, the customer is not going to buy the $3000 TV. They’re going to spend the fifteen hundred dollars somewhere else. Right. So can you engage a customer earlier in their their economic lifecycle and introduce them to the brand because you weren’t gonna get that sale anyway. Introduced them at a lower level and in an appropriate way, especially with brand protection and other elements involved. So introducing and a customer acquisition cost, it’s free. Yeah.

 

[00:25:10] And to get people introduced to brands early is is is really what we do vs. cannibalization of of A vs. B.

 

[00:25:18] Now that’s interesting. I can tell you that that’s happened. Right. I mean, I’ve done things like that. I’m notoriously cheap. And so I’ll try I’ll try a product that’s a second or a return or a refurb or reman or something like that and then realize, hey, that the refurbished version of that lasted. Well, like your 7 year printer. Yeah. Right. And that does drive you to trust the quality of that product of that new product much, much better so it can accrue to the beneficiary.

 

[00:25:50] Refurbish. Doesn’t necessarily mean that somebody used it for two years and they had to do a massive surgery on something. It’s just that it was opened. Right. And the retailer can’t put it back on the shelf. Scratched Patel. Liegghio. It’s for for those listening at home or viewing on on YouTube. It’s a refurbished. Doesn’t always mean that it was it was used to a point of end of life. Yeah. A lot of times it’s anguish or remorse returns that retailers, manufacturers and companies like us don’t want to miss represent the product. Right. So we need to say their refurbished or manufacturer or refurbished when we’re our open box, when we’re selling the inventory.

 

[00:26:26] Now, let’s shift gears here. Sure. You spent a little bit of your time. Is the liberty, your career. Yet trying to get Adam out of Supply chain right after he stumbled in. Right. Right. Yeah. So and now clearly you’re doing big things back in Supply chain in reverse Logistics and in returns in that whole space. Not sure if you have kids, but kids, friends, family. Would you have. How do you feel? I’m not sure. How many how many years ago you were in business school. You’re looking to kind of exit now. Would you advise folks to look at Supply chain first?

 

[00:27:03] Careerwise, I’m not sure of its first. And I’m also, you know, for people who say there’s a do what you love and you know what? I just happen to really enjoy what I’m doing. And I think that’s most important. But it’s also not always easy to get into a space that you love or might not pay the money you want. And historically, that was has been the case in Supply chain, especially for for a lot of companies. It’s not known as a high paying industry. I actually received a salary breakdown from George Housman, Donna School business. And you would think that investment banking or consulting was the highest average salary for people out. And I’m not saying I make a lot of money, but it was actually the highest salary supply chain related jobs out. Because typically it was the lowest.

 

[00:27:54] But there’s more and more companies out there that have supply chain roles that aren’t known as supply chain companies. I mean, Amazon is known as a marketplace, right? They’re hiring like crazy and they’re known to be a high compensation company. They also work very hard to get you. You get paid for. For how hard you work. Yeah. I actually do a little bit of speaking back at the University of Maryland. We recruit were based in Bethesda, Maryland. And we have a strong continuously people who work at the company from Maryland that want to stay in Maryland. So the Supply chain professor has asked me to come speak and introduce reverse supply chain into Supply chain because it’s not a course that people typically offer. There’s been a lot of good feedback and a lot of applicants in that space that are are are there. And I would say that somebody interviewed recently. And so I really like marketing, but supply chain companies have marketing roles and marketing roles. How supply chain? Rice Yeah, I worked for Pepsi during my business school internship and I was in a supply chain integration role. So that’s a marketing company. That’s sirup that sirup and and a big, big, amazing brand. I love Pepsi and. And what they do. And but I did supply chain work. So there is a inverse relationship. So don’t think that if you work in Supply chain, you have to go work for a shipping company or be pushing pallets around. There’s a lot of roles within Supply chain that are interesting. They’re analytical and and ecological and to get involved in big dollar decisions at an early point, your career. I think supply chain is by one of the quickest path to getting access to those dollars in those decisions.

 

[00:29:24] Yes, I’m with you, love. I’m a person of the ilk or suffer body supply chain, especially in today’s global and in Supply chain in today’s circular economy. You know, it is such a different space. And to your point, there are some old norms, old perceptions that we still have to change and break through never to like supply chain is boring.

 

[00:29:49] I mean, that is one thing. It’s true. It’s why I mean, it’s one thing we feel so strongly about breaking through that that we’ve created this series with this ironic title. Such supply chain is boring because regardless of whether it’s the field for you or not there you could it’s impossible to argue that it’s boring. Sometimes I think we wish it were born because when it’s not boring is when it’s its most challenging.

 

[00:30:11] It’s very impactful, too. I mean, everything that anyone’s wearing or using is a result of of supply chain sitting on, you know, talking into. And that sounds simple, but it’s it’s actually complicated when you when you unroll it, roll it back and understand how it actually got here.

 

[00:30:26] What costs were were were experienced in getting something to a landed state? Yeah, yeah, no doubt. So let’s make sure our listeners I know you’ve mentioned a couple of your oriels, but just to kind of bring it home, where can our listeners learn more about liquidity services and connect with you?

 

[00:30:41] Liquidity services dot com is our main Web site. Liquidation dot com is our is our retail auction site. So people want to poke around and it’s not for everybody. A small, medium sized businesses. A lot of different condition grades are B-to-C brand is second deputy dot com. So these are brand sites.

 

[00:31:00] And I and I provided I provide it to your organization, different Twitter handles and Facebook groups as well. So I would I would hope that you just list those rather than me having to memorize them. But the typically everything involving liquidity services will show up on on Google and you’ll get either whatever channel you want. We’re on social media. We’re on and into Facebook and other types of periodicals. And we are a publicly traded company. So it’s a lot of information on what we do globally on our Web site.

 

[00:31:29] Ryssdal We would chat with Daniel. Neil, VIP Client Solutions with liquidity services, I can’t quite get that at Lu out today, liquidity like like services.

 

[00:31:39] That’s right. Really appreciate your time. As busy as you’ve been this week. It is fascinating. The market that’s been burgeoning and in that the folks, the organization that are helping companies feel the way through and not send everything to landfill. You’re such a great market for previously enjoy. Remanufacturing. Whatever, whatever you call it. And we’ve got to get better at serving that market and making the consumers aware of that market and dispelling these myths like you both spoke to that just because it’s called whatever that organization has to call it, they may have just someone may have opened the tape in the box lid may be opened.

 

[00:32:22] And and like you mentioned called remanufacturing, you might get seven years ago. And plus, great traction on that let printer. Yeah. So great stuff.

 

[00:32:33] Dana, I’m so glad you stopped in. Yeah. And yet to come back home, let us know how 20:20 has ended up.

 

[00:32:40] Yeah, great. And if ever in Washington, D.C. area, we love to host you at Liquidity Services, a journey that will take you up on that. We’ll go see a battleship. Yes. All right.

 

[00:32:50] So this episode, Greg, this concludes, as we talked about earlier, danger is our cleanup hitter.

 

[00:32:57] Yeah, he is the boomer and it really is. And that’s been a common thread through all these. But this caps, I think about 14 interviews that we’ve had here at the Reverse Logistics Association conference next month. Yeah.

 

[00:33:10] And it’s been a great, great discussion, Tony. And the group and the board, Daniel and his cohort, that that helped put this whole thing together. They’ve done a great, great job. Look, the theme, the themes and the understanding and the viewpoint of of reverse Logistics as preventable, manageable and sustainable. I think those are our three important viewpoints. And I can tell you that the word is getting through the the participants here. And I think everyone we’ve talked to has felt the higher purpose of a sustainable solution for goods coming back through the supply chain. I think that’s really important.

 

[00:33:51] I can honestly say that we landfill very little product, which we find a home and for any anything broken t.v.’s people frankenstein. back together. Yeah.

 

[00:34:01] And we keep very, very little things go to landfill and we’re really proud of that because it’s obviously a footprint issue. But you know, from manufacturing retailers, it’s a cost avoidance issue as well.

 

[00:34:11] Yeah, yeah, yeah. That’s a man. That’s a fantastic cause. Yep.

 

[00:34:15] So to our listeners, you know, we at a wide variety of events coming up. We encourage you come out. Check out person had some conversations with us. You can find events from Mode X to AIG to A.M.E. on our events tab at Supply chain. Now where you got com is also a great global interactive forum on the webinars tab where our audience is the star of the show and we drop in the conversation at a lab interactive event in March and check that out. And you know, if this is the first time, plug into Supply chain. Now, as Greg mentioned earlier on the front of the show, you can find it wherever you podcast from, including the Big Players Apple podcast, our heart radio, Spotify, you name it, and YouTube. That’s right. Be sure to subscribe on behalf of Greg and Scott and whole team here. This caps our coverage of the reverse Logistics Association conference and expo right here in Vegas. Learn more about that organization that are L. A dot org. And thanks so much for tuning in. And supportand are ever burgeoning digital media platforms. It’s been fascinating. Very rewarding. Yeah. Thanks for body grafting. We’ll see you next time. Thank you.

Daniel O’Neill leads Liquidity Services’ Client Solutions team within the Retail Supply Chain Group. He is directly responsible for all current key client relationships, end to end inventory acquisition and disposition decisions, and program pricing and profitability. Dan brings more than seven years of experience at Liquidity Services and nearly 20 years of professional experience within the corporate finance, strategic procurement consulting, and global supply chain industry.Previous employers include A.T. Kearney, a global management consulting firm, and A.P. Moller-Maersk, the world’s largest shipping and logistics company. Dan holds an M.B.A. from the McDonough School of Business at Georgetown University and a B.S. in Finance from Rutgers University.

 

 

Greg White serves as Principle & Host at Supply Chain Now Radio. Greg is a founder, CEO, board director and advisor in B2B technology with multiple successful exits. He recently joined Trefoil Advisory as a Partner to further their vision of stronger companies by delivering practical solutions to the highest-stakes challenges. Prior to Trefoil, Greg served as CEO at Curo, a field service management solution most notably used by Amazon to direct their fulfillment center deployment workforce. Greg is most known for founding Blue Ridge Solutions and served as President & CEO for the Gartner Magic Quadrant Leader of cloud-native supply chain applications that balance inventory with customer demand. Greg has also held leadership roles with Servigistics, and E3 Corporation, where he pioneered their cloud supply chain offering in 1998. In addition to his work at Supply Chain Now Radio and Trefoil, rapidly-growing companies leverage Greg as an independent board director and advisor for his experience building disruptive B2B technology and supply chain companies widely recognized as industry leaders. He’s an insightful visionary who helps companies rapidly align vision, team, market, messaging, product, and intellectual property to accelerate value creation. Greg guides founders, investors and leadership teams to create breakthroughs that gain market exposure and momentum, and increase company esteem and valuation. Learn more about Trefoil Advisory: www.trefoiladvisory.com

Scott W. Luton is the founder & CEO of Supply Chain Now Radio. He has worked extensively in the end-to-end Supply Chain industry for more than 15 years, appearing in publications such as The Wall Street Journal, Dice and Quality Progress Magazine. Scott was named a 2019 Pro to Know in Supply Chain by Supply & Demand Executive and a 2019 “Top 15 Supply Chain & Logistics Experts to Follow” by RateLinx. He founded the 2019 Atlanta Supply Chain Awards and also served on the 2018 Georgia Logistics Summit Executive Committee. He is a certified Lean Six Sigma Green Belt and holds the APICS Certified Supply Chain Professional (CSCP) credential. A Veteran of the United States Air Force, Scott volunteers on the Business Pillar for VETLANTA and has served on the boards for APICS Atlanta and the Georgia Manufacturing Alliance. He also serves as an advisor with TalentStream, a leading recruiting & staffing firm based in the Southeast. Follow Scott Luton on Twitter at @ScottWLuton and learn more about SCNR here: https://supplychainnow.com/

 

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