Supply Chain Now Episode 472
“There’s a lot of things that freight forwarders are doing for free right now, but then more importantly, the frustrations on the shipper side. When I was doing sales, I was in front of mid market importers and exporters all the time. And when the crash of 2008 happened, it changed everything. It changed margins. It changed how people were looking at their bottom lines and the spot market drove everything up.”
-Sarah Barnes-Humphrey, CEO, SHIPZ
We continue our interview with one of the top 100 Women in Supply Chain, Sarah Barnes-Humphrey and learn about how she founded her new adventure aboard SHIPZ, what you can take away from her career journey, and even her favorite reality TV show. Really!
Sarah shares how she moved from the family business, to supply chain thought-leader, to Freight Tech founder and reveals how work ethic & reality TV help her succeed. Listen UP!
Greg White (00:01):
This week on tequila, sunrise, you’re going to hear from Sarah Barnes Humphrey, the second half of our discussion with her, and you’re going to learn what is her favorite reality show and how does that help her be a better leader? You’re going to learn what this ships is all about. I said, ships folks, and what you can take away from her journey that can help you on your own. You better listen up. It’s time to wake up to tequila. Sunrise we’re unfortunately, without the aid of tequila, we opened your eyes to how venture investing ticks focused on supply chain tech every single week at this unholy hour of the day. If you want a taste of how tech startup growth and investment is done, join me every week for another blinding tequila, sunrise, Greg white here from supply chain. Now I am always happy, never satisfied, willing to acknowledge reality, but refusing to be bound by it. My goal is to inform, enlighten and inspire you in your own supply chain tech journey. Hey, if you are listening on SoundCloud, you should know. You can only subscribe to tequila, sunrise on apps like Apple podcast, Spotify, Google podcasts, or others, and be notified when we pour out another shot subscribed to tequila sunrise today. So you don’t miss a thing.
Greg White (01:58):
And now for the second half of our fascinating interview with Sarah Barnes Humphrey, starting with what is her favorite reality show?
Sarah Barnes-Humphrey (02:09):
I think, I think the other one is I like reality TV. So a lot of my, like my downtime, I’m using reality TV to my advantage because I think that it really showcases communication and it really showcases strategy depending on what show you’re watching. And so I can turn that into a bit of advantage when I’m doing my day to day and figuring out new ideas too, I guess.
Greg White (02:40):
What is your favorite reality show? Come on. You’ve brought it up. You gotta
Sarah Barnes-Humphrey (02:46):
Big brother. Really? Yes. Big brother. Okay. Well, it’s about, it’s all about, it’s all about strategy and it’s all about communication and it’s all about how you interact with I’m
Greg White (03:00):
Sarah Barnes-Humphrey (03:01):
Experiment. I mean, you can’t get much better than that. You’ve got 16 people in a house and somebody comes out a winner. And so your social game has to be on point and your game game has to be on point, but in the background you have to be strategically placing people and planting seeds to get you to the end.
Greg White (03:19):
Wow. So I have gotten to the end of Netflix, so maybe I need to consider reality TV. I’ve never, I don’t think I’ve ever actually watched a reality show. Maybe not since the Osborne’s that was just straight entertainment. There was no strategy. I was just stumble around. It’s just straight entertainment. You know, some of them, I do get some takeaways, so I don’t know if I would call that an, uh, a dysfunction, but I can see at times being helpful and relieving. I mean, it is, it’s gotta be a stress relief. Right? So watch that. Yeah. All right. So let’s talk a little bit about, about your job if you want to call it that you used a great term, in my opinion, when you are a founder and that is obsessed because Brad Feld, who is a prominent one of the most prominent VCs.
Greg White (04:13):
And I agree on this point and that is that passion is not sufficient when you’re going to start up obsession as required. And I just did an episode on tequila sunrise a couple of weeks ago. That basically said, yeah, you can have, actually, what I said for starters was work life balance and startup have never met. Nope. And you can have work life balance. If you consider work as 70% in life, as 30% with about a third to a half of life being interrupted by work. If you consider that balance, then you can have work life balance. You think that’s a fair assessment?
Sarah Barnes-Humphrey (04:50):
Yeah, that is so, so true. I mean, listen, right now, I’m, I’m working seven days a week. I get a couple hours off here and there, you know, I take time off for dinner.
Greg White (05:01):
Well, and you, and, and you have to, I mean, in a way you have made work part of your life. I mean, Alan clearly is contributing. Right. And, and you probably learned that somewhat from your parents. I mean, part of the reason that people have their kids in their businesses, not just because they’ll work cheap, but it’s also to have them around. I mean, in some businesses you would not be around my wife’s family. My wife had a family business as well, and she worked with her father as well, similarly out on our ass at one point when her father sold the company and she found out by going to the accountant to take them the books on, because she was the controller and the books and there, her father was signing the contract with one of their vendors who had bought the distributorship. So it happens. Right? Yeah. Yeah.
Sarah Barnes-Humphrey (05:50):
I mean, and it all depends on how they think about it too. And whether they feel like they’re shielding, you like protecting and there’s different mentalities, especially in the different stages of life and how you look at things and how you’ve been brought up. And, and so, you know, good intentions probably could have been done differently according to somebody else.
Greg White (06:10):
Yeah. And, and, you know, the thing that I’ve learned is you just never looked back. I mean, it is what it is. You always have to remember, you know, I worked for a company that was owned by a founder and you have to remember four words. They own the company. Yeah.
Sarah Barnes-Humphrey (06:24):
And my favorite quote life is lived forward and understood backwards.
Greg White (06:28):
Yeah. Yeah. That’s brilliant. Favorite. All right. So let’s talk about your company. So tell us a little bit about ships and first of all, how you came to start it, you know, maybe even how you got the idea and how it plays in the ecosystem today, you shared a little bit about your pivot, but talk about where you are today.
Sarah Barnes-Humphrey (06:49):
Yeah. So, you know, coming from a freight forwarding world, I know what you go through as a freight forwarder. I know what you do for free, right? There’s a lot of things that freight forwarders are doing for free right now, but then more importantly, the frustrations on the shipper side and when I was doing sales, I was in front of mid market importers and exporters all the time. And when the crash of 2008 happened, it changed everything. It changed margins. It changed how people were, were looking at their bottom lines and spot the spot market drove everything up. Freight started quoting on everything and shippers started demanding it because everybody was complying. And so it turned into this environment where freight forwarders and shippers were constantly butting heads, right? Shippers were really frustrated with the, with the process and freight forwarders were resentful at the amount of work that they put in to get one shipment.
Sarah Barnes-Humphrey (07:49):
And so originally we looked at doing like an Expedia type model. And then I quickly realized that that wasn’t going to work. What shippers are doing is that they’re going to three to five different freight forwarders on every single shipment to get pricing. But the pricing is coming back in different formats with, you know, stuff in the fine print. You know, they have to take a look at the terms and conditions, and they really don’t know if they’re comparing apples to apples. And so it’s a really big time consuming job for somebody. But in the end, you know, they’re, they’re also looking at service, they’re looking at price. And by doing that, you know, they feel like they get the best deal on every single shipment and whether that service or price, I mean, that’s to be determined, but what it also does is it only limits them to three to five freight forwarders.
Sarah Barnes-Humphrey (08:36):
I mean, there’s 40,000 freight forwarders worldwide. And why do you have to limit yourself? And so, yeah, so I really wanted to take a look at it from the shipper’s standpoint as to what were the pain points? What are they doing now? What can I do to better it so that they’re not having to relearn a system, right? Because we don’t want them to do that. You gotta meet them where they are and just make it better. And then for the freight forwarders, they’re quoting on all these shipments and they’re getting bookings one to 10% of the time,
Greg White (09:07):
One to 10%. Right. I get the frustration.
Sarah Barnes-Humphrey (09:13):
Yeah. And then they’re also acting like a bank because they’re extending credit to the shipper at no fault of the shipper, but they, they have to pay the steamship line and they’re waiting 15 to 30 days to get paid by the shipper at the very least. And so they’re floating like the cash flow issue is just ginormous. And so for every single shipment, you’ve got a sales person going out, right. Not every single shipment, but every single customer, let’s say going out, finding a new customer, you’re paying for their gas, you’re paying for their cell phone. They’re coming back. Your pricing team is pricing different shipments. You’re booking one to 10% of the time. And then you’ve got operations people on top of that, as far as your costs. And so what can we do to make sure that they don’t have to go through that anymore?
Sarah Barnes-Humphrey (09:57):
And those are really the reasons why everybody’s butting heads right now. And so we just decided to take the process of what they’re doing on email and spreadsheets and put it online. So ships is essentially providing shippers with more choice of freight forwarder. They’re providing them costing at their fingertips. So no longer do they have to wait for a freight forwarder to provide them costing. And that’s even before a shipment has even been gone into production. Sometimes we’re giving them one login. So they don’t have multiple logins across freight forwarders. And we’re giving them one vendor, which is huge, right? Because every time we deal with a different folder, you have to set them up as a different vendor. And so it’s really cumbersome and time consuming, not only for the people that are facilitating the traffic, but for everybody involved at the company and then on the freight forwarder side, because we can provide the costing to the shipper, the shipper 90, or maybe 80 to 90% of the time is coming to them.
Sarah Barnes-Humphrey (10:53):
Once the shipment is ready to get the actual quote and they’re ready to book. And that’s the idea, right? Because who I like the freight forwarders really need to be able to do what they do best they’re quoting on everything because they’re afraid to lose the customer. Well, that shouldn’t be the case. So, you know, quote on the lanes that you want to quote on, right? So the freight forwarders can decide what lanes they want to quote on. And they’re going to get the quotes for those lights. What are they good at? What do they make the most money on? That’s what they do. They facilitate the transaction of moving freight, right? That’s their core business. So let’s get back to the core business. And then because they have one vendor and we’ve got a third party vendor that the shippers are getting credit through the freight forwarders, no longer have to extend the credit. And so essentially we’re taking all of that and just making it better.
Greg White (11:40):
It’s not Expedia, but it is a marketplace of sorts. Right. It’s where, as you said, meet them where they are. That’s a brilliant philosophy by the way, every founder should think of it. That way we had the discussion. We’ve, we’ve had discussion before about, you don’t need your audience or your marketplace to get you. You need to get them.
Sarah Barnes-Humphrey (12:01):
Yes, yes. And like, they don’t trust each other. Right now. We need to come back to the drawing board and figure out how to get everybody to work together and doing the things that they do best and not the extra crap.
Greg White (12:15):
So you’re providing a transparency. I mean, not only a central sort of hub of where to get the information, but a transparency and a trustworthiness to them that absent an independent arbiter, they can’t really guarantee or count on from either side. Right. Right. Yeah. That’s, that is a cool model. And it has recently, of course, you and I have talked about this for a year or more now, but it has recently really struck home. Just how little trust, how little transparency and how little even a contract means in the freight forwarding industry and the shipping industry in general. And this allows EV you know, this levels, the playing field. It allows everyone to see all the terms to understand whether they are comparing apples to apples. I have to ask this question, how come somebody hasn’t done this before you? Why, why now? Why? Right. Why ship’s, why now this doesn’t, this seem like a problem that somebody should have figured out some time ago. I know you’ve been in the industry have to feel that way.
Sarah Barnes-Humphrey (13:19):
Yeah, no, I absolutely do. Um, it’s taken us a while because we’ve really built it based on feedback. And so it took us a while through research and development to really understand what we wanted to create. Um, and like you said, create it for them, not for us, you know, there’s, there’s some other platforms out there. Uh, one of them in particular focuses on posted rates. And, you know, I th although that’s good for some, when you look at the mid market and you look at the teams that they have, which are nonexistent, right. It could be one person, it could be two pers people actually doing this. They don’t necessarily trust posted rates and they still want to get realtime rates. So even if they’re going for posted rates, they’re probably still going for freight forwarders to quote on just to see where that ends up.
Sarah Barnes-Humphrey (14:09):
So they’re still doing it. And I think the mid market has been lost in translation for a long time. I think, you know, the small to medium sized businesses from the research that I’ve been doing are really driving the economy and that’s, what’s gonna drive the economy into the future. And so they just, they need to be supported. I don’t know why it’s not been done this way before. I don’t know if it took, maybe somebody who’s been in the industry awhile and has been on both sides, you know, the sales and the operation side. I don’t know. I don’t know what that is, but I do know that it’s just something simple that just needs to be done to help, help make that process better for both sides.
Greg White (14:48):
So, you know, it’s funny you say that the someone who’s been in the industry, because I think so often disruptors come from outside the industry and sometimes purely from a tech perspective, but the value of certainly that is valuable. I call it the blessing of naivete, right? You don’t have the overhead, the burden of knowing the way it’s been done before, but sometimes when you have only that perspective, you throw out the baby with the bath water. You just say, none of this works. Let’s just start over. And there is some element, certainly a valid portion of, of element that knowing the industry and having the gift of applying that naivete is if you are an outsider allows you to break through and enables that a lot better. So that industry expertise becomes a really important part. You need a tech geek and you need an industry geek, right? I mean, you really need somebody who geeks out on this, right. As well as that. And you’ve got that right, John, John’s not that familiar. Your cofounder is not that familiar with the industry. Correct?
Sarah Barnes-Humphrey (15:55):
Well, he is, but more from a trucking and a courier standpoint, but he definitely knows the software and the tech side. And so he’s got a little bit of both, which is great. And I feel like if you do come in from the outside, sometimes it takes a lot of education to get them to where you need them to be as a customer, because you’re not. And I’m going back to what I said, meeting them where they are and how, or having, versus having them meet you where you think they should be, which in this industry is not an easy thing to do.
Greg White (16:29):
Yeah, that’s right. And in a lot of industries, it’s very difficult because you have to, you do have to get them. I mean, I think about the companies that I’ve worked for started to run or sold or whatever. We were really good at that. And I can’t say it was intentional on my part. My teams were always really strong at that of getting the customer and making sure they knew that we got them. Yeah. And that is when you’ve broken through, when that’s one of the best things, frankly, I think you can have your customer say is they get us. Yeah. I mean, we actually, because you try to pull when you win a deal. And, um, when you hear somebody say, we went with you because we felt like the technology was neutral, which was never the case. Um, but obviously we weren’t selling very well, but you got us. So if that is the trigger point that gets you over the line, use it be it. Right.
Sarah Barnes-Humphrey (17:25):
Yeah. And the, the amount of forwarders, right. Cause we’ve got two customers, we’ve got the importers and the exports and we’ve gotten the folders and the amount of forwarders that have called me super excited about this platform. And they’ve been pitched marketplaces and platforms over the last couple of years and some of them have tried them, but they’re just like, you get it. Like you’re taking our barriers. Like these are the things that my team constantly comes to me and is like, why can’t we do something about,
Greg White (17:56):
Yeah, that’s critical. I’m really glad you surface that because that is a critical element. You need, you need industry knowledge to the extent that it allows you to see the vision, but you need to exclude that portion of industry knowledge that burdens you and slows you down and makes you remain a laggard with the industry as it exists today. Give us an idea of who is an ideal shipper.
Sarah Barnes-Humphrey (18:21):
Sure. Yeah. I mean, I kind of mentioned it before, when I was painting the picture, right. It’s somebody who is going to three to five different freight forwarders on every single shipment, um, to get quotes, right. I’m not are our ideal customer is not the enterprise. It’s the mid market shipper that can really see value in using a platform like ships in the fact that it’s really going to take what they’re doing from a manual email process, move it all online to make it that much easier because let’s face it. Most shippers don’t have a TMS, right. A transportation management system. And so they’re literally using email and Excel and they want a more efficient way to, to be able to get in front of freight forwarders and get quotes and, you know, really move their shipments and get to know people on a platform and keep everything in one space.
Sarah Barnes-Humphrey (19:10):
Right? So for each shipment, all of the documents are in one space, all of the messaging center of you going back and forth with the freight forwarder is in one space under that PO under that shipment. And so that’s the ideal client on the importer or the import of the Xsporter side. And then as far as the freight forwarder, I mean really the freight forwarders come in all different sizes. And we want to work with the freight forwarders that are looking to gain more business through the platform are looking to reduce the amount of quotes that they’re doing on a daily basis and cool on the stuff that they want to quote on, you know, and really find customers worldwide. Because again, the other thing is, is that we’re, you know, our choice is very limited to where we are. Meanwhile, there’s so much out there worldwide, you know, like a American company using an American forwarder. I mean, yes, traditionally that’s, that’s what has been happening, but there’s a lot of forwarders out there that can handle different parts of your shipments that can do it differently depending on your requirements. And you might not know that they’re out there,
Greg White (20:16):
Let me address a shipper. So a shipper is going to be a mid market, depending on what your definition there is, but yeah. It’s going to be a brand manufacturer or retailer or are there other yeah, yeah. Interesting, because that is a huge, and hopefully growing portion of the, of the organization. And I think as reassuring and near shoring occurs, that’s going to be a dynamic that’s in substantial flux and that’s going to create disruption for those companies. The simplification of this process seems really, really valuable to that market. Yep. Absolutely. If you, if you think about it on a wider front, not, not just even the problem you’re solving, what are some of the issues that you see these mid market shippers and freight forwarders facing today?
Sarah Barnes-Humphrey (21:02):
You know, a lot of there’s a lot of time spent on each shipment that they have to move. I mean, if you consider somebody’s working with their purchasing department to decide on whether they want to purchase that product from that supplier or not, they need to know all of their landed costs. And so they go to a freight forwarder and they ask for the pricing and what it is right now, so that they can inflate it to put it in within the cost of the product so that they can figure out what their total landed cost is. So that alone takes a long time, right? Because the folders may not have all of the pricing on hand, potentially depending on where it’s coming from. It might not be a lane that they, that they’re good at. And so they’ve got to source the information. And so you’re looking at anywhere from a couple of hours to 48 hours just for that to happen.
Sarah Barnes-Humphrey (21:52):
Right. And so there’s the lag, there’s a real lag of every single part of this journey, um, that can, that can be streamlined and easily, easily done. I mean, if you go on the ships platform and you enter in your shipment information as to what you want to bring in, let’s say Shanghai to Toronto and you click get ships estimate. Well, you’re going to get a pricing from port to port or from airport to airport that you can easily inflate to put into your total landed costs, to get an idea of what that looks like, and you’re going to get that right away. And then you go to the forwarder. So you’re no longer exhausting your forwarder where your forwarder is like, am I just quoting on this just to give me a costing again? Or are you actually going to book with me?
Greg White (22:33):
Yeah. And I could see that becoming burdensome for the relationship. Right. At some point, yeah. Have you outstayed you’re welcome before you give them or do you give them enough business to make it worth their while to do all the time? Yeah.
Sarah Barnes-Humphrey (22:46):
You know, and, and some shippers are like, I don’t understand why my freight-forwarder won’t give me a price or why they take so long to give me a price. Well, did you give him any bookings lately?
Greg White (22:56):
Yeah. That’s not how they make money. Yeah.
Sarah Barnes-Humphrey (22:58):
Yeah. And so from a business perspective, they really have to figure out what that looks like. And if they’re quoting and because they’re quoting on everything, cause they don’t want to lose a customer, you know, their own, they’re not booking every single shipment. They’re only booking, you know, something like 10% of the time, which is frustrating.
Greg White (23:14):
That is a recurring theme. In what you’re talking about is you are removing that frustration very often. When you build a company, you think you’re going to change the world and you think you’re going to change the world because of X, but really you’re just alleviating frustration when it comes right down to it. And that’s enough. Right. Kind of like when people say you get us, that’s enough. If that’s what, that’s the problem that needs to be solved, you need to be open enough to recognizing that. Yeah. All right. So let’s shift gears a little bit as we wind this thing down. So I’m in at this point to give some insights and takeaways for our audience. I think you’ve given a ton. So I’m gonna shift gears a little bit. I’d love, I’d love to understand. And have you share with our community, what do you wish you had known earlier in life and what do you think that might have changed for you?
Sarah Barnes-Humphrey (24:05):
I think I, maybe I would have wished that I would have known that the journey is not a straight line and that you really just need to roll with the punches and how important meditation and gratitude is to getting through those parts of the journey. I think also being able to read people a little bit better, especially in the beginning of my journey would have been great. Um, because again, I wear my heart on my sleeve, so I kind of trust people, um, right off the bat. And, you know, like I said, it’s kinda nipped me in the bud a couple of times. And I think also I would have liked to have believed in myself a lot sooner
Greg White (24:48):
As you went through this journey, you doubted yourself. Well, that was based on the trust that you have for people or
Sarah Barnes-Humphrey (24:56):
So I’ve always had a side hustle. So I was working at my dad’s company, but I’ve always had side hustles. So I’m, I’m a true believer in the fact that we need to try multiple things to figure out what we’re good at, what we like to do. You know, what that looks like in our life journey. There’s a lot of people that are very lucky that that comes very early. And so they’re, they’re able to really put that into their journey early on and have a lot of success. And so I have worked a lot for free for people. I’m really trying to figure that out. You know, I’ve, I’ve done consulting for women in business and, you know, different things like that. And although it gave me a lot of experience, I feel like I might have gone out on my own a little bit sooner if I had just believed that much more in myself to know from, I mean, looking back on the last couple of years and what I’ve built and what I’ve been able to do since those doors closed. And I was out on my ass, if I hadn’t known that a little bit sooner, I might’ve taken that leap that much earlier in my journey.
Greg White (26:03):
It’s interesting. And I’m not saying this is exactly what you did, but this makes me reflect on this. It’s interesting how many times I have seen people give away their time to try and build something that will eventually make them money rather than take and have a side hustle or something like that to mitigate for the risk of the thing they really want to do rather, and, and make money, make very little money either way, rather than go all in on something and be able to put 100% of their time into that thing. I think that is that’s a really important recognition to have because people will value your time at exactly the value you put on it. And if you put a value on it, what else would you expect them to do? Right. I get it done. It, you do it. I mean, even as an investor, you do that.
Greg White (26:55):
That’s a really good recognition. I think that’s something that, that is a great takeaway for our listeners. I think if you do, you know, it’s okay to give away your time. I think you should explicitly state upfront. I’m going to give you this to try and get to this stage. And at this stage you pay me. In fact, I’ve seen one company, one of the companies that I worked with verus, and they had to do that very thing to get people over the line to, to sign contracts, we’re going to give you X amount of return on investment, but when we hit that you owe us X. And I think that explicit statement is the difference between giving away your time and investing your time. Yup.
Sarah Barnes-Humphrey (27:37):
I would agree. That’s put that’s very well said, Greg.
Greg White (27:40):
Um, but believe me, everyone who’s ever who’s ever learned to invest their time has spent time giving their time away. I can assure you helped me among them.
Sarah Barnes-Humphrey (27:50):
You, in this episode, I’ve given away so much more of myself in this episode. I think I’ve ever given so
Greg White (27:58):
Sucks to be on your side of the mic. Doesn’t it? It really does. It’s hard. It’s so much easier to be asking the questions, right? Yup. All right. So I feel like I’ve, I feel like I have extracted so much out of you and I really, I really do appreciate it. You’re a giving person anyway, and I appreciate you sharing all that in this, just this one last question that is totally you totally about you. Is there anything that we didn’t talk about or anything that you think our community needs to know that we haven’t talked about? Hmm.
Sarah Barnes-Humphrey (28:34):
Yeah. And maybe, maybe it comes back to the perseverance and the perseverance that I was, um, you know, just taking that away, I guess, from the story, you know, knowing that it’s, it’s really something that everybody struggles with, um, including me. And it was a big struggle, but just, you know, putting one foot in front of the other and just keep going, hopefully that’ll just, you know, maybe help just one person.
Greg White (28:59):
It is amazing to see how far you can go. If at every step you just say one more step. Yup.
Sarah Barnes-Humphrey (29:07):
Yeah, I know. I know. And trust me, there were days, there were days like long days.
Greg White (29:14):
Well, and there are many more ahead of you, but I feel like you’re really, you’re really well equipped for that. I mean, I think this, you know, another thing that people need to recognize is that those things you’ve experienced that your throughout your life, um, they make, they build you into the person to be able to take on the rest of your life. That’s not to say there won’t be struggles and you won’t have another potentially crushing moment, but you will be so much better equipped to be able to deal with that.
Sarah Barnes-Humphrey (29:46):
Yeah. Yeah. Uh, well, and, and sit with it. I think the most important part is to, you know, sit with it and experience it, whatever that is for you emotional wise, right? Whether that is tears, whether it’s anger, whatever that is, you know, sit with it and experience it. And that’s also, what’s gonna get you through, but if you concentrate on gratitude, you like Claudia said today, um, I don’t know when this is airing, but she did the buddy buddy check Claudia freed. She did the buddy check today. And she said, if you’re in gratitude, you can’t be sad.
Greg White (30:18):
That’s a real, that’s really well said.
Sarah Barnes-Humphrey (30:21):
Yeah. That’s awesome.
Greg White (30:24):
Thank you. First of all, big, thanks to you just in case anyone forgot who you were. Sarah Barnes, Humphrey CEO of ships, and let’s talk supply chain. I really appreciate you spending time with us. Always great to see you. We’ve got a lot of work ahead of us and I’m really looking forward to doing it this time. You’re not going to be out on your ass. You’re going to be kicking ass and taking names. So I’m looking forward.
Sarah Barnes-Humphrey (30:49):
Yeah. Thank you so much for having me on the show and for pulling all of that out of me. I just hope people enjoy it and you know, they get some value out of it. So I appreciate, you know, you and what you guys are doing over at supply chain now. And especially on this show, um, you guys are doing amazing work, so I just appreciate being a part of it.
Greg White (31:09):
Thanks. I appreciate it. All right. All right, everybody. That’s it for Sarah. If you want to know any more, you’re going to have to ask yourself, Hey Sarah, how do people contact you?
Sarah Barnes-Humphrey (31:23):
So they can go to let’s talk, supply chain.com or ships S H I P Zed or z.com. And it Sarah Barnes Humphrey on LinkedIn ships. And let’s talk supply chain on LinkedIn. Um, where else I’m also on other social media be victorious.
Greg White (31:41):
Yes, that’s right. Fascinating Instagram channel. You have, I try always uplifting. Alright, thank you very much. That is all you need to know about Sarah Barnes Humphrey. All right. That’s all you need to know about supply chain tech for this week. Don’t forget to get to supply chain now, radio.com for more supply chain now series interviews and events. And now we have two live streams per week. The most popular live show in supply chain, supply chain buzz every Monday at noon Eastern time with Scott Luton, the master and me plus our Thursday live stream to be named later where we bring you whatever the hell we want. Like a few weeks ago, when we interviewed our producer clay, the DOE Phillips, thanks for spending your valuable time. Me and remember
Greg White (32:40):
Acknowledge reality, but never be bound by it.
Would you rather watch the show in action? Watch as Greg introduces you to TECHquila Sunrise through our YouTube channel.
Sarah Barnes-Humphrey is a logistician turned supply chain marketer, passionate about bringing stories to life in an industry that has traditionally been about stats and numbers. As the host of the popular Let’s Talk Supply Chain Podcast (LTSC) blog and YouTube Channel called “TheSC, Supply ChainTV”, Barnes-Humphrey helps tell the stories and bring awareness to brands and hot topics in the industry, which includes her infamous Women in Supply Chain series. Recently named Top 100 most influential women leaders in Supply Chain (global) and Top 100 most influential Women in Canadian Supply Chain, Barnes-Humphrey has spent the past 20 years in logistics and supply chain learning everything she can and recently ventured off on her own to grow the LTSC brand where you can learn from real people talking about real supply chain topics. Barnes-Humphrey is also the co-founder and CEO of Shipz Inc., a new technology platform encompassing all of her experience and knowledge in supply chain bringing innovative, collaborative ideas together on her own platform for the supply chain industry.
Greg White serves as Principal & Host at Supply Chain Now. 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 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
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