Standing Out: A Podcast About Sales, Marketing and Leadership
Standing Out is a show created to help individuals and companies improve their sales & marketing outcomes, as well as their leadership development. Each episode we have an expert who has a unique perspective on sales, marketing and/or leadership providing insights from his or her experiences. And we throw in a few laughs from time to time. Be sure to hit Subscribe wherever you listen to our podcasts.
Standing Out: A Podcast About Sales, Marketing and Leadership
Engineering the Future of Logistics: A Conversation with Kevin Stock of GEODIS
Kevin Stock's journey from Olympic Village tram driver to Executive Vice President of Engineering at GEODIS reveals powerful insights about leadership, technology, and relationship-building that are transforming logistics today.
Our conversation begins with Kevin's fascinating experience at the 1996 Atlanta Olympics, where he transported athletes around Georgia Tech's campus as a college student. This unique opportunity allowed him to meet gold medalists, attend exclusive events, and even cross paths with Arnold Schwarzenegger—a perfect illustration of how diverse experiences shape leadership perspectives.
As we dive into Kevin's two-decade tenure at GEODIS, he reveals how engineering shapes modern logistics operations. His team creates tailored solutions for clients, analyzing their specific needs—whether speed-to-market or cost efficiency—and designing warehouse systems that might incorporate anything from basic racking to advanced robotics. With e-commerce creating dramatic demand swings (sometimes 10x normal volume), automation has become increasingly crucial. Kevin notes that as technology costs decrease while labor costs rise, the economics of automation continue to improve.
Yet amid this technological revolution, Kevin emphasizes that leadership remains the decisive factor in organizational success. "The difference between a performing company and one that does not is leadership," he quotes, sharing that "70% of an employee's effectiveness is based on their relationship with their direct leader." This human element becomes even more critical in today's hybrid work environments, where relationships must be built intentionally rather than through casual office interactions.
For emerging leaders, Kevin offers two key pieces of advice: learn about all aspects of the business beyond your immediate role, and actively build relationships throughout the organization. His own career benefited tremendously from transitioning between operations and engineering roles, giving him perspective from both sides of the business.
Whether you're managing remote teams, implementing automation, or developing leadership skills, this conversation offers valuable insights about balancing technology and human connection in today's rapidly evolving logistics landscape.
Standing Out is a sales, marketing & leadership podcast powered by BETA Consulting Group, created to highlight best practices from industry leaders with incredible experience and insights! The goal is to entertain, educate & inspire individuals & companies to improve their sales, marketing & leadership development outcomes.
Hey everybody, welcome to another episode of Standing Out. I'm Trey Griggs, your host, so excited to have you with us today. We've got a great show in store in just a little bit. But before we do that we'd like to pay the bills and thank our friends who are part of this. First of all, I've got to thank our sponsor, sales-crm. My good friend's over at Sales-Josh Lyles and Company Listen, if you're a freight the way you're showing up in business and in life, make sure you check them out at sales dash crmcom.
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Speaker 1:And then I had the chance to do a virtual speaking engagement with their Emerging Leaders Organization and as a result of that, I get to have this gentleman on the program today to talk about leadership and talk about geotis. So please welcome to the stage the vice president for engineering for geotis, kevin stock. Oh, kevin, good song, my friend, good song. This takes me back to the day you're a 90s kid, I bet you probably grew up world champ, yeah, I did.
Speaker 2:I I definitely enjoyed Pearl Jam back in the day Still do today.
Speaker 1:This is one of those kind of hidden gem songs Most people know. Jeremy and some of the others are a little louder, a little bigger, more reminiscent of Pearl Jam. But this is kind of a chill one and I got to tell you that whole album 10, you can just put that on repeat.
Speaker 2:That was one of the best albums back when we used to listen to the whole album.
Speaker 1:I agree completely I was trying to think of a chill song to come into a podcast. Is that kind of an engineering thing? I mean, I know that engineers are a little bit more stoic. Usually they're kind of a little more head down, a little more detail oriented. Is that, is that emblematic of engineers and what you guys listen to?
Speaker 2:yeah, I, I guess. So I'm an operator too, so I've done engineering and operations, so I guess I'm a little bit of a mix, but yeah you're a little bit of a hybrid when it comes to that.
Speaker 1:Very good. Well, let's talk about your tenure at Geotis, but before we do that, I have to say I learned a little fun fact about you. I didn't know this about you, but one of your favorite jobs growing up is you were a tram car driver for the 96 Olympics in Atlanta one of the Olympic villages there where all the athletes were, and so I'm assuming that you got to haul, got to transport some Olympic athletes around. Is that true?
Speaker 2:Yeah, yeah. So I went to Georgia Tech in the mid 90s, so summer of 96, I was trying to figure out what I was gonna do for the summer and I wanted to be a part of the Olympics and not a good enough athlete to make the Olympics right. So you know, I applied for a job at the Olympic Village, so I secured the campus and then they hired some people to drive tram cars for the athletes to get around Georgia Tech campus. So I got a job doing that and had full access to the Olympic Village, got to take part in all the concerts and everything they have for the athletes. It was an incredible summer, great, great, great opportunity.
Speaker 1:Man, I have so many questions about this. First of all, what's the most prominent athlete that you remember that hopped on your tram um, there was a, a gold winner.
Speaker 2:I didn't know her name, but she was a, a you know, on the uh, one of the canadian running uh gold medal winner, right. So she hopped on with the gold medal, got to show. I got a picture of it with her I never got her name, but she was a gold medalist.
Speaker 2:Yeah, the, you know the, the nba players and stuff. They didn't stay on the olympic village. I didn't meet any of those. Michael johnson didn't stay in the village, but you know some of the, definitely a lot of the? Uh athletes. What was great? Um, they had a lot of entertainment for the athletes, so like ll cool j concert. Uh, I remember arnold schwarzenegger's movie Eraser opened that year. It had a world premiere so I got to meet him, so that was great.
Speaker 1:It was incredible. For a college kid that had to be just like a phenomenal summer, one of the best jobs ever. It only comes around once every four years, but what a gig. I mean that's yeah, it was great.
Speaker 2:Did you get to go to any of the events and which ones really stood out to you? Yeah, we went to. We went to a basketball game, so that was the second dream team right, so jordan wasn't playing, but it was like charles barkley and those guys, so that was great. I went to one of the track meets um, not not like a finals or anything.
Speaker 1:We couldn't couldn't afford the finals, but um and we went to like a prelim gymnastics meet as well, so it was great, nice, nice. Yeah, that sounds like just a just a dream opportunity to do that and I remember you know I was an acc basketball fan back in the 90s with duke, north carolina, georgia, tech stuff on marbury and yeah um, they had some really great teams back in the day, and so I just remember remember enjoying that. So, um, that's cool yeah, I was.
Speaker 2:I was there for the marbury year year.
Speaker 1:Yeah, I know it's hard to believe he came from New York one year and he was, I feel, like one of the best players in the league, and then he went over to, I think, China and just dominated over there for several years and had a different take on the game and didn't like the business side of the NBA.
Speaker 2:But what a player, what a talent.
Speaker 1:My goodness, he was great. Yeah, one of the Berry kids.
Speaker 2:He was a Drew Berry. He was a Drew.
Speaker 1:Berry, okay, okay, I knew it was one of them. I couldn't remember which one, but I knew one of them was there. So it's good memories just thrown back to the thing. That's incredible, all right. Well, let's talk a little bit about engineering, and then I want to talk about leadership opportunity to do a speaking engagement with the emerging leaders at Geotis, which I hope that you were able to attend or watch, and we got a chance to connect as a real to that. So we'll talk about that in a little bit. But let's talk about engineering logistics. This is something we don't talk about a lot in logistics. In terms of that word, engineering doesn't come up a whole lot. But in terms of what you do, talk about your objectives and your department, what your day to day looks like. What is the engineering logistics over at Geotis?
Speaker 2:Sure, sure, in the supply chain there's a lot of work for engineering and a lot of teams are industrial engineers by education, so we're doing things. I got multiple groups within my engineering department and doing a lot of what we're doing is looking for solutions for customers, right? So first part of one part of that one department of my engineering group they work on design and solutions. So they are the ones when an RFP comes in and the business development team gets an opportunity. They're going to analyze the opportunity and work with the business development team to create a design and a solution to solve for the problem that that customer's coming to us with, right? So you know they're doing a lot of data analysis. They're doing a lot of warehouse design. They're looking at what the customer is looking for, right? What are we solving for? Are we solving for, you know, speed to market? Right? Is that their number one priority? Are they willing to invest in capital in automation, in robotics? Right? Is there an appetite to do that?
Speaker 1:Or are they looking for a low?
Speaker 2:cost solution where you know they want. They're okay with a longer you know longer lead time, but they want low cost with less capital. So I got one team that does a lot of that and tries to, you know, work with BD to solve what the client is and create our value prop to the customer to win that piece of business.
Speaker 2:And then when we win it, they go implement right, they go to the warehouse, they do all the detailed design. They're working with racking vendors, automation vendors, to stand it up and help and go live and then hand it off to operations. That's one part of the group.
Speaker 1:So pretty much making everything run, making it all work as seamlessly and as smooth as possible. Does that include technology? Is it more of the process and the workflows?
Speaker 2:No, it does. It includes technology. So not so, not not so. Hardware, hardware technology, right, so automation. So I mean we do projects that are, you know, significantly significant capital investments that are heavily automated so that you could A respond to high volume swings. With e-commerce, the Amazon effect, you get tremendous volume swings, so you may go from shipping 20,000 units a day to a peak demand of 200,000 units a day, and now you've got to get 10X. You could. You could just hire a bunch of people right for a short period of time, but there's cost and challenges with that. So a lot of what we're doing now is you bring in automation to help with those peaks. Right, so you could. You could hire less, less people for that short demand, but, um, you can get, get more throughput and service the clients faster. So a lot of what we do you, what we do on that team, is looking at automated solutions. And how do we build it better? Right, build it more efficient so that you could scale faster.
Speaker 1:Yeah, and automation is really taking over the industry. I think we're kind of late to the game compared to some other industries, but that's been. I feel like the buzzword for the last five to seven years is how do we create more automation? How do we eliminate some of those repetitive menial tasks that just humans don't really need to do anymore? Where do you see the future of that? Going from your position, from your seat in your department, like what are some of the maybe the next things on the horizon or what is the biggest impact that it's made so far?
Speaker 2:Yeah, obviously, with labor costs going up right, the availability of labor getting harder, right, harder to find people, there's more of an appetite to spend money on automation, right, and robotics. And with the technology and artificial intelligence you know, coming along so fast, right, and improving so much, the technology is A it's less expensive than it was five or 10 years ago, right, the cost is coming down.
Speaker 2:labor costs are going up, so you know the return on investment is getting better and better right, so there's definitely more appetite from clients to invest in and do that, and it's going to continue.
Speaker 2:Right, we go to a big show there's a big show in chicago called promat every other year, and then modex is in atlanta the year that promat isn't there and you walk around and there's 50 000 people at the show with, you know, a tremendous amount of booths. Everybody's showing different automation, right, you know, from goods to person robotics, where you know the robots come to the picker and the picker, you know, picks and puts um to humanoid robotics, right, which is now developing where you know robots act like humans, right, and they're, you know, as the technology continues to prove that's going to have a place in this.
Speaker 1:There's robotic arm picking right.
Speaker 2:We're doing work with that now as well, where you know, totes come to a robotic arm instead of a human arm, and the robot will pick and put right. So there's a tremendous amount of opportunity and it's only going to continue to take off further.
Speaker 1:Well, they have the same attitude of human workers. That's yet to be seen if they can program in some attitude components to it or if they're just vanilla the whole way.
Speaker 1:We'll have to see about that. You know, from a standpoint of like 3PLs, 4pls, freight brokers, I really feel like in the next five to 10 years there's going to be a massive transition to. These companies are going to be more technology companies than human labor companies. In many ways I think there'll be human labor, but it'll be more for exceptions or for difficult shipments or things like that. I'll equate it to, like the airlines. You know I book flights. Now I never talked to anybody, but if I do have a problem with the flight I can call somebody and I can talk to them, but for the most part don't really need a human intervention to book a flight or even change a flight or those types of things. I feel like that's kind of where we're headed. Do you agree with that? You think that's? That's incorrect?
Speaker 2:We think I think, like in warehousing in our business, that we're still going to need we're still going to be quality people. You know, the automation, the robotics. The automation is going to make people more efficient. Like you said earlier, the mundane, repetitive tasks right, we're going to do away with those. Make people more efficient. They're going to have to learn to work with the technology right and really get good at that. So there's definitely going to always be a need for people in our business, right? But how much more can we do with the technology and become more efficient? And you know, scale and grow. I think that's where the opportunity is.
Speaker 1:Really a force multiplier. The technology has always kind of been that way and I think this is just the next step in making that happen. And speaking of multiplication, you have been at Geotis for nearly two decades. That's about four and a half five times the average tenure of an employee these days, which says that Geotis is doing something right. You like your job. You got the great leadership over there. What is it about the leadership at Geotis that has really impacted your career?
Speaker 2:Yeah, like you said, I've been here a while. We've grown tremendously since I've been here. Right, we were a small. You know not small, we were a decent size. You know 3PL and you know now, 20 years later, we're significantly more global global company. Right, we weren't global when I started here. We got acquired and built this. You know we have this global network with a ton of opportunities. You know I start. I've been able to learn a lot. Right, I started as a director of operations back 20 years ago and then, through working hard with growth that we've had, there's been opportunities, obviously with growth, to prove myself, to make mistakes, to learn from those mistakes right, and take on more.
Speaker 2:But with learning and having the opportunities, we have a culture that is, you know, we've had a culture of growth and with that, you know, we've empowered people to have opportunities and grow with that and take on a lot of responsibility and you know it's been a good culture. We treat people. What attracted me to you know, to Jotis, 20 years ago was when I went on the interview process is how the team treated me and how we treated people then, and even though we were a much bigger company than we were, then I still feel like that feel is there and how we treat our teams and how we treat our people.
Speaker 1:Well, it really goes back to the old adage that people won't remember how much you know, but they'll always remember how you made them feel you know they're always going to remember that, and that means a lot when you think about your leadership journey. What's the most important lesson in leadership you've learned in your career?
Speaker 2:We've done a lot. We did a lot of you know. I came on in 2006,. Right, we went through different leaders for a bit and then in 2011, we had a new kind of new CEO come in and really focused on leadership development, leadership training, right, and I mean.
Speaker 2:I remember one of the Randy Kern was his name. He was our CEO at the time and you know, one of the statements was the difference between a performing company and one that does not is leadership. Right, that's going to determine the success of a company is leadership and how you lead people. And then another fact that we used to, you know, look at, was 70% of an employee's effectiveness is based on their relationship with their direct leader, right? So I always thought that was really key. So, you know, people work for a company, but you work for your leader, right? You're going to follow your leader. You're going to be happy or not happy at work, based on how you're treated, but heavily affected by the leader that you have at the time.
Speaker 2:So we always put a lot of focus on that and, like we just talked about making sure you treat people the right way, you give them the tools. I've always felt like my responsibility as a leader is to hire the right people. I'd hire people that can do the job you hire them for. Then give them the resources they need to be successful. Coach them where they need coaching. Remove roadblocks to help them from what they need to be successful. Coach them where they need coaching. Remove roadblocks to help them from what they have to achieve.
Speaker 1:And then hold them accountable for the results.
Speaker 2:And if you do that and you have a good relationship and you have honest dialogue, they're going to be successful.
Speaker 1:Yeah, I've heard that adage that people don't leave companies, they leave leaders, and we hear that often, and so how you're treated has a huge impact on your day to day. I mean, when you think about it, 33% of our time minimum, pretty much during the week, monday through Friday is spent at work. So a third of our time, that's a lot of time to be with people and to be with others, especially if you're not happy or they're not treating you well. That's usually not leading to a good outcome. That's not leading to a good outcome, that's for sure. Well, I had a chance to speak to the Emerging Leaders Group at Geotis and I'm curious, you know, if you had a chance to get up in front of your younger colleagues, what's the best advice you'd give them, maybe looking back to some of your early years at Geotis?
Speaker 2:Yeah, that's a great question. You know, as I look back, you know what I would tell the team, or, as I look back, what I would tell the team or I do tell the team is learn as much as you can.
Speaker 2:Don't just focus on your area of responsibility. Try to learn the overall business. I was fortunate at a prior company before here and at Geotis, to getting in at an early stage in both companies where I had to wear a lot of hats and was able to do a lot of different things outside of my just my job responsibility, because we weren't that large of a company at that point.
Speaker 2:So I learned a ton right and by doing that, I think it's helped me throughout my career, understanding multiple sides of the business. I think that's one key thing, Another thing that helped me I was in operations my first part of my career. I had an industrial engineering degree and I did a little bit of engineering in my first role before Geotis and then, when I came to Geotis, my first nine years I was in operations, so I had various operational leadership roles and then, in 2016, my boss at the time wanted to get some different, different, get a few of us some different responsibilities and different experiences. So I went from an operations role into the engineering role, right? So at that time, I was like I'm an operator, I'm not, I'm not an engineer, right?
Speaker 2:I have an engineering degree but I'm an operator, right, but it was the best thing for my career because I was able to see the other side of the business, right. Um, but it was the best thing for my career because I was able to see the other side of the business right. So I was always in operations and I could deal with the support functions and you know, you know, not understand their side of, their side of the situation, understand how they're coming at it. So when I got to come on the other side, the other side of the business in the support role, like it was totally, you know, totally eye-opening, right, and now I think it's helped me have better balance and understanding the two, you know, the different sides of an organization.
Speaker 1:So I think that that's one thing I would tell the team straight Learn.
Speaker 2:learn as much as you can move around. Don't don't stay focused in the area.
Speaker 1:Yeah, it's so powerful. You had that experience operations before you went over engineering. I feel like we're seeing that now in technology, especially transportation. We're seeing former freight broker operators 3PL operators actually going to these tech companies to help them know how to build tech for freight brokers. I think some of the best 3PLs in the world are ones that have people that used to work in a manufacturer as a transportation manager, shipping manager, warehouse manager, whatever Because they saw the other side. Like you said, it's really valuable to get that other perspective to make you even better at the position that you're currently in.
Speaker 1:Yeah, I agree.
Speaker 2:I agree. I would say the other thing. I would say I would tell, I do tell the younger folks you know build relationships right. This one of the one of the when you start when you start a new company right.
Speaker 2:You have to know the technical side of the job or what you're doing, but you have to know how to get things done. And, being in a company 20 years, one of the biggest benefits I have is I know how to get everything. I know who to go to to get things done. You know the organization. You know who can do what and how to get things done quickly. And what I tell the younger teams is you got to build relationships so that when you have something you got to get done, you have someone to go to right.
Speaker 2:You can't solve all the problems yourself.
Speaker 1:Right Relationships are you know, in any business.
Speaker 2:Right. Relationships are key to the key to your success, and having people you can rely on, having people you go to for answers, is critical. So and you know, in this remote environment, right? Sometimes I think that's a little bit harder, right? So it's, how do you build in a partially remote environment, right? How do you build relationships in a partially remote environment when you may not see people all the time? So I think that those are important as well.
Speaker 1:That's a good point and that's something I'm going to dig in just a little bit deeper. We didn't plan to talk about this, but you know that's something I've thought about a lot is, you know, pre-covid, most managers, especially most leaders, were used to managing someone in person. You know I've been fortunate to work. I say fortunate, it works for me. I like working remote. I've been fortunate to work remote since 2016.
Speaker 1:So COVID didn't really impact my world that much, but I know for a lot of people it had a huge impact on their working environments. And I know a lot of leaders really struggled with how do you manage a workforce that's not here in person, how do you manage a team that's all over the country or working from their homes and not here in place? And you know, as we've kind of settled back in I don't know if we're kind of at the final settling point for this after post-COVID, but as we're settling back into some in office, some still working remote, what's been kind of the best maybe observation that you've made about the leaders that have done well leading in a virtual environment.
Speaker 2:Making time for you know, sometimes we have meetings right. You get on a meeting, get right to it and you're getting right into the topic. You're not really building relationships. I think some of the leaders that have been pretty successful do make time to build those personal relationships, even though even even you know, virtually versus in person. I think also we do have a mix of the remote people. We bring them into the corporate office, you know, on a rotation, to make sure that they're spending time in the office with the people that are in the office going, going out to lunch, going out to dinner or something. We'll bring the folks that are fully remote, we'll bring them into our corporate office down in Brentwood to make sure they're spending time with the team to help build those relationships.
Speaker 2:But, yeah, you have to be focused on it, right. You just can't let it happen. Both sides have to work on it, right, the leaders have to work on it and the folks that are remote have to work on it. Right, the leaders have to work on it, and and the folks that are remote have to work on it as well.
Speaker 1:To make the effort yeah, you definitely be more intentional about it now than probably ever before. You're supposed to walk down the hall and pop in an office or stand by a cubicle or be in the kitchen together, having these little kind of accidental bumpings throughout the day. That don't happen anymore. So having to be intentional about those those moments building, uh, relationships. I've seen some companies that will literally just open up a Zoom call and people hop on for an hour and they're just working together. They're still working, they're doing their work, but they're able to talk, or they're able to talk about the game or whatever, like kind of almost as if they were at a cubicle working, and I've seen that be really effective as well. So it's just being more intentional, I think, is what it takes to figure out how to do that. But it's definitely different than it was, you know, six, seven years ago. I mean, things have changed a lot. I don't know if we're ever going to fully go back to that, although we are seeing more people back in the office now than before.
Speaker 2:Yeah, but it's definitely better. Like you said with, technology is better Six or seven years ago we were getting on conference calls right.
Speaker 1:We weren't really on Teams or Zoom or everything else.
Speaker 2:So even it's definitely better. Right right, right. Yeah, it was very different, that's for sure. All right, Kevin, listen, we got to pause. We're gonna have a little fun at the end of the show.
Speaker 1:We always like to have a little fun and games as we go along. You have no idea what's coming, so just buckle up, my friend. Today I'm going to give you a 50-50, a one choice or another, and you've got to tell me which one that you would rather do. All right, so here we go. We're going to start with the first one. The first one is this Would you rather watch nothing but Hallmark Christmas movies or nothing but horror movies?
Speaker 2:I'd go horror movies. My wife has the Hallmark movies on at home. I'm going to another room, so you've watched plenty in your career.
Speaker 1:You don't need to watch any more hallmark movies. I've watched quite a few myself. I've got two daughters, so it's hallmark all the time at our house. And now because it's an app and that's all the time. So I'm not a horror movie fan, but I might pick horror movies as well. That's crazy, all right. Next one would you rather find a rat in your kitchen or a roach in your bed? That's a tough one, that's a tough one.
Speaker 2:Both sound awful. I think, yeah, they both sound awful. I think I'd probably go with the roach in my bed. I don't like rats.
Speaker 1:Snakes and rats.
Speaker 2:I'm not into rats.
Speaker 1:I don't know. See, at least with the rat in the kitchen, you're only in the kitchen when you're conscious the roach. In Either way, it's a terrible choice. Let's see if we can get to more of a fun one. Let's see. Would you rather always have a full phone battery or a full gas tank? Full tank of gas? Ooh, that's a good one. I like this one. This is good.
Speaker 2:I'm going to go with the full tank of gas because I can sit in the car and charge my phone.
Speaker 1:See, that's an engineer answer right there. That's thinking through. We can get both done here if we have a full. But a full phone battery doesn't help your gas tank at all. Smart, that's smart. Next one here Would you rather live in a treehouse or in a cave? You want to be up above and see everything. You want to be down below, hidden away.
Speaker 2:I'd rather be in a cave Security Safety. It's not going to get blown away, yeah.
Speaker 1:I security safety, like it's not gonna get right. Yeah, yeah, yeah, I'm going treehouse just because I like the view I always want to. I always thought it'd be cool to be a bird, so I'm gonna go treehouse on that one. Then do that one. All right, last one, here we go. Would you rather have all traffic lights you approach, be green or never have to stand in line again?
Speaker 2:these are good that's good I think I'm gonna go with, never stand in line again.
Speaker 1:At our age.
Speaker 2:I think that's fair. I could deal with a few traffic lights. It's not hard to stand in line again. That's amazing.
Speaker 1:Exactly, just walk up and just right to the front every time. I mean not the picture for it. I think I'm going to tell that I have to go with that one. All right, the last thing do here, cavities. We like to have a random question of the day. Now there's a question. It could be fun, it could be serious, could be good, could be bad, I don't know. Let's see what it is. Today's random question of the day is what is the best franchise in the world? Oh, movie sports business. Okay, franchise like back to the future? Uh, the born series, star wars. What's the best franchise? Movie, sports business, the world. What do you think? Which one gets you?
Speaker 2:um, I think I'm gonna go with star wars. I mean it's classic, right. I mean how many, how many movies they've made and how many tv shows they've spun off and the merchandise and everything.
Speaker 1:I mean that's billions and billions of dollars, right there's a sequel, there's a prequel, I think there's a prequel of a prequel. I mean, I mean it's nuts how they've just taken that thing and run with it. I mean, I think from maybe a business standpoint, that has to be one of the all-time greats, I would imagine, man that's a really interesting question.
Speaker 2:Yeah, that's the first thing that pops in my head.
Speaker 1:Yeah, no, star'm a Chiefs fan. It's not historically great, but it's recently great. I'm going recency bias with the Chiefs as the best franchise. Plus they have a show on YouTube called the Franchise, so I think they've got to win in that regard. I'm from New York and I'm not a.
Speaker 2:Yankee fan, but I would have to go If I was going to go with a sports franchise.
Speaker 1:I'd have to go with yankees, yeah 27 world series champs yankees are legit, you know, in the 90s, especially growing up, uh, they were. They were pretty solid. Once they got jeter, they went on a run. They went on an absolute run. In that regard, which, uh, which, so is that your are the yankees your favorite sports team, or what you're?
Speaker 2:yeah, I'm actually I'm actually I'm a met. I'm from new york, I'm a met and giants football, football giants. It was. It was my favorite team, but it hasn't been very good lately, so we're hoping to turn it around.
Speaker 1:I'm glad you didn't say Jets, mets and Jets would be rough. The Mets haven't won in a while, the Jets a long time. At least the Giants had a couple Super Bowls in this millennia that you can lean back on.
Speaker 2:Feel bad about the Saquon Barkley situation. That was a tough one. That was a tough one, but what are you going to do?
Speaker 1:My son had the jerseys. He's a big fan. I mean, that was a tough one. I will say this you know, when they didn't go for the record last year the rushing record I said to myself man, they better win this, they better win the Super Bowl. That's going to feel pretty rough, but they did so. You know it works that way. Hey, kevin, thanks so much for stopping by and being a part of the show is great. To catch up with you and get to know you, as well as other fine folks from Geotis and the emerging leaders team, has been great. I really appreciate having you on the show today.
Speaker 2:Thanks a lot, Trey. I really appreciate being here. It was a great opportunity.
Speaker 1:We'll see you, louis. Hopefully I'll get a chance to come over and say hi to you.
Speaker 2:Sounds good, sounds good.
Speaker 1:All right, we'll see you real soon. All right, everybody, hey, make sure you sign up or show up every Tuesday for an episode of Standing Out with great guests like Kevin and others that join the show, and don't forget to support our charity Reads Across America. Go to readsacrossamericaorg to get involved today. And thank you once again to our friend Josh Lyles over at sales-crm. If you're a freight broker, listen, this was built by freight brokers for freight brokers. It's the CRM built specifically for you. Make sure you check them out. And until next time, friends, remember, stop standing, still, start standing up. We'll see you soon.
