Episode #82 BILLION Dollar Sales Leader Shares How to Get Customers to Notice You in a Crowded Market ft. Will Jenkins

What does it take to scale a business to $1 billion in revenue and sell it for $235M? Will Jenkins, founder and CEO of Journey, has done it—twice! In this episode of Bridge the Gap, Will shares his incredible journey from selling Cutco knives to co-founding MoLo Solutions, which was acquired for a staggering $235 million.

🔹 How did Will break into the ultra-competitive freight brokerage industry?
🔹 What are the secrets to winning customers in a crowded market?
🔹 Why do most B2B founders fail at go-to-market (and how to fix it)?
🔹 Is LinkedIn good for generating business? or is it just a giant spam dumpster?

If you’re building a startup, struggling with sales, or looking for a repeatable GTM strategy, this episode is a must-watch!

📌 Timestamps:
00:00 - Welcome to Bridge the Gap
01:00 - Will Jenkins’ journey: From Cutco sales to $1B business
05:15 - The biggest mistake B2B founders make
08:50 - How to stand out in a saturated industry
14:52 - The power of LinkedIn for lead generation
18:42 - Scaling a company from 0 to $1B
24:50 - How to build a long-term, scalable business
30:00 - Rapid fire Q&A with Will Jenkins

🔥 Want to grow your sales & revenue? Follow Will Jenkins:
🔗 LinkedIn: https://www.linkedin.com/in/willjenkinswcj/
🔗 Website: https://JourneyDelivers.com

📩 Subscribe to Our Newsletter for Exclusive Sales & Growth Tips:
👉 https://Revenue-Reimagined.com

💬 Drop a comment below: What’s the biggest challenge you face in growing your business?

👍 Like, share, and subscribe for more expert insights on sales, startups, and scaling revenue!

PS - huge shout out to Sendoso for sponsoring our show.

We could not do this without you.

See how Sendoso can help increase pipeline, ROI, and customer retention.

🎁 Lastly, we have a gift for you! We’re tired of seeing people getting critical GTM components wrong. Need help with your ICP, Buyer Persona, and Value Prop? Tired of the shitty “resources” people “give away” to gain followers?

We’ve developed a tool that creates your basic GTM Foundations (ICP, BP, abd Value Prop) for you. Snag it here.

Transcript

00:00 
This is Bridge the Gap, powered by Revenue Reimagined, the podcast where we dive into all things revenue. Each episode, we bring you the top founders and go-to-market leaders to challenge how you think about growth and help you bridge your biggest go-to-market gaps. 

00:14 
I'm Adam Jay. And I'm Dale Zwinski. As always, thanks for hanging with us. There's a million ways you could be spending your time, and we're grateful you're choosing to spend it with us. Be sure to check out our newsletter if you want the show notes and tactical advice on how to bridge your GTM gaps. 

00:29 
Let's get to it. Welcome back to another episode of the Revenue Reimagined podcast. We are stoked with us to have with us today Will Jenkins, who is the founder and CEO of Journey. Why am I stoked? Because this isn't your typical B2B sass. 

00:46 
Journey is a freight brokerage focused on recruiting, consulting, and training in the freight brokerage space. Will spent the past 16 years building businesses and cultivating sales talent, having successfully hired and trained hundreds of sales professionals. 

01:00 
Prior to starting Journey, he co-founded and helped build the freight brokerage MOLO Solutions, which was acquired by ArcBest in 2021 for up near $235 million, grew to over 900 employees and a mere $1 billion in annual revenue. 

01:16 
And what I love most is, Will, you also serve on the board of some Chicago charities, my favorite city, C4 Chicago, a greater Chicago Food Foundation and ATF, and you actively consulted and invest in startups. 

01:28 
You're an advisor and mentor to various entrepreneurs, sales professionals and founders. So give Dale some damn help on the show, man. That's funny. I appreciate it. Welcome to the show. Appreciate it, man. 

01:38 
Thank you for having me. Hey, Will. Thanks for joining the show. And what a story you can tell. So tell the audience a little bit about your journey on your current journey and how you sold through that process and the evolution of starting Journey, your new venture and why it was important for you. 

02:00 
view to like, sell one and then join and start another one. Yep. So I'll actually take y'all back a little bit further because my roots are in direct B to C sales. My first job ever was selling cut co kitchen cutlery at 18. 

02:15 
And yes, the best thing that ever could have happened to me. I had a friend recommend me for the job. I went in for an interview. I was like, Oh, I don't know. I've never done this before. But like, maybe I'll do well. 

02:23 
And I ended up doing incredibly well made a ton of money. But during my four years in college, I sold cut co every summer, ran an office for them, learn the fundamentals of like building a book of business objective objection handling. 

02:37 
I ran an office that did about 140k in revenue, my sophomore into junior year, so I was like 20 years old, like I had three receptionists, a group of assistant managers, 100 sales reps, it was a lot of fun. 

02:50 
So that got me prepared to get into entrepreneurship and get into the last few days of the pandemic and it's been a long time since the last pandemic and it's been a sales in general. I had a, my first job out of college was with Kimberly Clark Professional. 

02:59 
So I learned really high level B2B sales, multi-million dollar deals, things of that nature. And then that prepared me to get into transportation sales. The first role I had was more transactional, kind of quick sales opportunities. 

03:14 
Then I transitioned to the side I spend most of my time on today, which is B2B sales and transportation, essentially selling services to large organizations from SMB up to Fortune 500, positioning to move freight from point A to point B. 

03:28 
I sailed that to say, it was important to get that experience, understand those sales cycles, understand how to position what we do to different decision makers at an organization where they were incredibly successful, I got a chance to learn. 

03:42 
This was from 2014 through 2017, where I got a chance to learn the freight industry. And then me and my business partner started a new company, July of 2017, MOLO Solutions. And that's where the rubber meets the road. 

03:57 
That's where things started to get real. You really have to figure out your new brand, nobody knows who you are, how do you create a cohesive go-to-market motion that gets companies who would never pay attention to you, to pay attention to you. 

04:11 
And now having the opportunity to start from zero again, obviously with seven years of experience, having built and scaled and exited a company successful, it's a little bit easier this time. But those fundamentals of the go-to-market motion, I think are key, because we do a lot of consulting in my current business journey, and oftentimes we're helping different stages of organizations figure out how to get their customers to pay attention to them. 

04:34 
But if you've never done that from scratch, it's really hard to conceptualize. I don't know what to say or how do we differentiate ourselves. There's XYZ amount of competitors. So long went an answer for me to say, each step has taught me a lot of how to execute that motion. 

04:51 
So it's so funny to me, because what you just articulated... is exactly what we should hear founders say on the B2B SaaS side over and over again, right? Like you articulated exactly what you need to do to build a company from who do you reach out to, why should they pay attention to you when you are a no name? 

05:15 
And sadly, in the SaaS side, we see a lot of like build it and they will come, right? Like I'm gonna build this great product and people are just gonna show up when they don't know about it. And that doesn't work. 

05:28 
I'm curious like with third party freight and freight brokering, like how do you stand out? Because in B2B it's, oh, we have to build the best product, right, or we have to have the sexiest marketing. 

05:40 
But like, I'm curious what translates and how the hell you stand out and what I would imagine is a very, very crowded space dominated by a lot of really big players. And then a million people who wanna play on the field. 

05:52 
but ultimately don't get to get off the bat. 100%, you summarize the market very well. There are 21,000 third party logistics companies, freight brokerages, and then the top 20, their annual revenue is like $40 billion, the top 20. 

06:10 
So they dominate the space and then everybody else in between is battling to try to gain market share. A couple of things that we think are important when you go to market as a brokerage, the first is to understand directly who you serve. 

06:24 
So there are so many different ways to move freight, right? Like I look at the books and stuff behind you right now, like those books were on a truck, that bookshelf or whatever that little like credenza thing is, was on a truck, everything was on a truck or a train or a plane or a boat at some point. 

06:41 
Now, the type of company and the manufacturer and what they make, like all those things are different. So you got to figure out like, who do I serve? The company that makes those books, like they might not be a good target for me because the services I provide or maybe the margins are too slam and their service expectations are not aligned with how I like to do business. 

06:57 
So first is like, who do I want to serve? That narrows down your competition. So an example, just from companies that we work with today consulting, we have a couple of expedited companies that we work with. 

07:09 
So they don't care about full truckload. They don't care about what goes on the rail. They don't care about what's on a boat. They want last minute freight. Like it's a bleeding neck problem. It's a really big deal. 

07:20 
And they're incredible at it. And they ignore everyone else. And as a result, it's easy for them to go to market and find companies that look like ones they're already successful with. So they know exactly what they're looking for. 

07:29 
So the first, you got to identify who you serve and the modes or services that you provide. Next, with that, if you truly want to differentiate yourself, we're in a different age of sales today. I think this is something we discounted early and earlier during our time building MOLO and then learned over time, you really do have to have a strong social selling presence. 

07:50 
And that is not. to be salesy, it is to be recognizable. So everyone that you sell to, if I'm selling to Dale, and Dale's a buyer for a product of mine or some sort of transportation services, he's making buying decisions every day. 

08:06 
Sends out an RFP, gets a new provider, gets a cold email, gets a cold call, and he's qualifying or disqualifying these people. If I'm never in that room, and he's never considering me for a buying decision, even when I'm not selling to him, it's so much harder when I do get the opportunity. 

08:22 
I bump into him at a conference. He's never seen my logo, never seen my name, doesn't know who I am, scrolling on LinkedIn, never heard of us, there's no articles, no podcasts, no press, no social presence. 

08:31 
So there's a deliberate focus on creating buzz around your business, even when you cannot help that person directly in the moment because eventually I'll be able to. And like Freitas, in my opinion, a very unique space to sell in because most opportunities, it's not about if. 

08:50 
It's when and the reason I say that is everyone that I've ever sold to in my career In transportation already had a service provider that did the exact same thing So like they need it. They just might not need it today And if I'm not recognizable and I have don't have any brand equity It's almost impossible to get these people to pay attention from selling against 21,000 other people So those are just a couple fundamental things we think about today as you start to try to get your ICP to pay attention to you I think what one of the things you just said is Dale's like, 

09:20 
will you shut up and let me talk? There's always a solution in place right in your world very rarely is it? Oh, I'm brand new And I need my first transportation provider like I'm shipping my shit somewhere with someone I'm saying why the hell should I ship it with? 

09:36 
the other percent every time How do you how do you keep your your team and when you're selling that kind of stuff? How do you keep them away from just total price? Reduction. Yeah, that is tough Specifically for new organizations and new sales reps. 

09:53 
So a new sales rep is trying to get a win and they may price Really aggressively to get that opportunity and there are some times where that's warranted They're gonna be really really strong organizations where you know We try to sell the value as much as we can and like dude You're just not getting in unless you are very price competitive and you have to earn your stripes and over time You're gonna be able to make money on that business. 

10:15 
It's very common But I think teaching people how to highlight and articulate specifics about your organizations What do you do? What services are you proficient with? What customer stories can you sell? 

10:29 
What social proof? Do you have I think this is the largest chasm for new reps to jump over and organizations as they start to tell their story There you are successfully transacting with someone today and they would sing your praises if you knew how to articulate it Not just that you move right from point A to point B like sure but what do you do? 

10:48 
That's above and beyond that makes them continue to buy from you. Because they're better sales reps than you'll ever be. They're paying you right now. They're voting with their dollars. And so when you teach people how to articulate those stories that sometimes they take for granted, I think it's the best way to get away from price discounting and to provide the fact that this apples to apples comparison loves what we do for these reasons. 

11:12 
And that's from them. It's just so much easier to get people to be comfortable with you. And it's got to be a huge reputation thing. Once you get the business, you got to hold on to it. Because like you said, they got to ship somehow, some way. 

11:27 
And if you start making some mistakes, like. It's a wrap, man. We'll go find someone else. It's a cutthroat industry. You may get one shot. And if that driver shows up late on a Saturday for that one shipment they gave you a chance with, I'm sorry. 

11:40 
You're done. You're done. It's tough. Yeah, so I was telling Will way, way back in my early days, I actually worked for a 3PL. um for a period of time and it's exactly that like you mess up that first shipment even if you mess up that tenth shipment like i'm never going to ship with you again like most of the world in the consumer side i'd imagine we think of shipment as like oh it's going to be fedex ups or the amazon truck that comes to comes to my door we don't think about the the st's of the world and like everyone else that to your point like everything that's on this started somewhere like it's all together here but where the hell did it get there totally how do you how do you drive that differentiation of you know sure we're going to get it from point a to point b and like sure we have space on the truck and our trucks are newer and they break down less or whatever it is like how do you really work with folks and drive differentiation in your space so one of the things that we do currently at journey is help people articulate their stories so part of our consulting business not only do we build out go-to-market strategy and teach people how to figure out their icps and come up with the right messaging but we actually go in and do production level work to get them to tell their stories so we'll go into a facility with the client and record we'll look at their trucks we'll talk about all these unique things that they do spend that into short little social bites that the reps can sell now they've got social media content their execs can use it their sellers can use it they've got collateral to go for days and i truly and this is a hill i'll die on like if you don't find a way to articulate your story in multiple different ways and really dive in there it's just hard to get people to go like okay you everyone like you said everyone's got the best trucks and they're on time and their rates are good but show me what it is you actually do i have to be able to feel that some way i need to be able to see that as the truth because no one's showing up to home depot telling them that we're going to be late and our rates are going to be high i'm not going to do that they're not going to buy so you have to find a way to validate that and the easiest way is to get what's in your head And what your customers have said about you and actually be able to tell stories But like y'all see this today with what how people sell on LinkedIn Like there's a couple different ways to do it But some people just don't know how to tell stories and people buy stories They don't really buy stats Like I just I'm a big proponent of like the sales process just being a long story And I don't know if y'all have ever read those books back in the day goosebumps Where you would get to a page and it's like you pay here Okay, 

14:16 
if you want to go down the left you go to page 74 you go right you go to page 90 That's what sales is but that story it's up to you to articulate that so I think most companies have a really hard time Creating what that story is because like they don't know who they are Hiring the right sales team is an essential piece of bridging your go-to-market gap But getting a player sellers who actually drive results is harder than ever if you're not actively engaging passive talent You'll miss out on the performers you need Our partners at Pursuit have helped hundreds of companies upgrade their sales and marketing teams by finding top-tier talent, 

14:52 
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15:04 
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15:14 
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15:30 
We talk about it all the time. Like, no one wants to buy from this scripted person who I can tell you that it's the way Dale sells, right? Like, I can tell you that the way you need to do this is because of this and the problem I'm going to solve is that you've got to put yourself in that buyer's shoes. 

15:51 
You have to feel that pain, and you have to bring this relevant story together that shows that you deeply understand the problem they're facing and that you have a solution that could solve it. So I love to hear that this is taking place outside of B2B SaaS, but, you know, it's interesting. 

16:10 
We talked about LinkedIn a little bit. And LinkedIn is prolific in the B2B SaaS world, right? Like, typically, most sellers live there, and I'm starting to see it become more prolific outside of B2B SaaS, whether it be freight, whether it be healthcare. 

16:29 
We had someone on, I guess, about a month ago who's in HVAC. It has got millions of dollars of business coming in from LinkedIn. Have you always been a LinkedIn proponent? Is this a recent shift? And, like, talk to me a little bit about how you help folks generate business specifically from that point. 

16:46 
platform in a space that's, you wouldn't think to go to LinkedIn to drive business. Yeah. So LinkedIn has been, I would say, well, prior to like 2020 was not super prevalent in the freight world. Like people were on there, but I wouldn't say there were a ton of creators that were on there and people just like talking about their stories became much more prevalent there and then through now. 

17:09 
Our team, during our time building MOLO, we were always relatively active on LinkedIn and we were able to bring business in and some of our best customers came inbound through that. But in my current business, when I think about building a LinkedIn presence personally, I started doing it really, really actively November of 2022. 

17:27 
At that point, I had about 2,900 LinkedIn followers and I just started connecting with executives in freight and commenting, just not selling anything, didn't everything sell. We had already built MOLO. 

17:41 
We were doing our thing, had already sold the business. So I just wanted to build a network of strong executives I could learn from. That ended up being extremely helpful when I turned the light switch on for Journey because we launched that business November of 23, about a year after I had really intentionally started building my LinkedIn presence. 

17:59 
I posted just about every day. And once I got comfortable with it, it was 9 a.m. and 2 p.m. every day and connected and engaged with people. And a stat that I gave a current client that we're doing go-to-market and sales strategy work for today. 

18:11 
And this is wild to sail out, but it's exactly what happened in 2024. We generated 100 qualified inbound leads through LinkedIn that came through my profile or from my profile to our website that included five of the top 20 largest free brokerages in North America, all of which I had zero pre-existing relationships with at the decision-making level or with the person that came inbound. 

18:42 
So 100 qualified leads came in because we decided to build a LinkedIn presence, which to me is bananas. And I'm a big outbound sales proponent. I've been in sales my entire life. I love to cold call. 

18:54 
I have no problem getting in there going like crazy to build a pipeline. And we simply have sent zero outbound sales messages for this business because of building a LinkedIn presence. So it's very prevalent if you know how to do it. 

19:05 
And I also think you have to strike the balance between being helpful and honest and authentic and then being salesy. I see a lot of overly salesy stuff on LinkedIn. It's just interesting to get a different perspective, but I'm like, man, that just would never work for me. 

19:21 
That's just like not my style. I think, and the authentic part is so important, right? Like at the end of the day, if you are that, I don't want to say used car, if you are that salesy person, your content should probably reflect it. 

19:36 
And I'll still probably tell you to scale it back a little bit. But the most authentic business that we've got from LinkedIn, the most authentic connections I've got from LinkedIn, and I'm going to give Dale a little bit of credit, not for the content, but for the idea, a little bit, is give, give, give. 

19:58 
Like, I used to certainly focus on, you know, I was never a connect and pitch person, but, like, it wasn't give. Now, every one of my connections, and it's engaging, and it's like, truly, what can I do to help you? 

20:10 
What can I give you? I saw you posted about this. Hey, here's a resource. And that will eventually come back, because, like, listen, if you can help me with this and you're not even asking for anything, let's at least have a conversation. 

20:20 
So I love that authenticity part. Like, you've got to be yourself, and that's why I am so against ghostwriting. I don't care how good your ghostwriter is. And listen, we know people who do it, and there's great people out there. 

20:33 
But at the end of the day, it's the same thing as LinkedIn as it is with cold call scripts, with emails, like... I tell reps all the time, like we'll give you the script, but you gotta tweak it to you. 

20:43 
Cause at the end of the day, if I write the email and you get on the phone with Dale, we just sound different and vice versa. Like if Dale writes the email pretending to be me and they get on the phone with me, they're gonna be like, dude, like you're not the same person who wrote this email. 

20:53 
You gotta be off. You're much smarter. Thank you for bringing that up. I'm much smarter or they're much smarter. No, he said, I'm much smarter cause he had on the phone with me. But I mean, too, too, too shay, but yes, fair enough. 

21:05 
And I think it's very difficult to write in somebody else's voice, but I want to go back a little bit forward into Journey. Like, so you sell the company and you're like, you know, this is great. I'm sure like you took a little bit of time to figure out where you want to go, what you want to do. 

21:22 
Why Journey? Why pick this? You obviously saw some kind of gap in the market. So I think some people think I don't really have good ideas. So I'm not really sure what the next step is, but you saw this gap. 

21:35 
So talk to us a little bit about that. Totally. I left MOLO May of 23, which was 18 months after we sold the company. I felt really good about what we built. I always wanted to be an entrepreneur and we had a handful of goals that we wanted to check off, get acquired, you know, hit a certain revenue threshold. 

21:53 
We got a chance to do a billion dollars of revenue. I'm like, man, I don't know how many times I've made a chance to do that again. Like started a company that a billion dollars of revenue. It's really cool. 

22:00 
So those things to me taught me the fundamentals of going from zero to scale and building a business that was actually acquireable. Like this is something that someone wants to buy because it generates enterprise value and it's something that they would like to have. 

22:17 
Fantastic. I am incredibly ambitious personally. I just, I want to go win. It's just how I'm wired. I play football in college. I am a lifelong competitor and not in the sense of like me versus other people. 

22:32 
I just think there are more things that I have the capability to go produce and I want to see myself produce a thing. clip. So I knew I was gonna start journey. I didn't know exactly what we were gonna do. 

22:44 
The nature of the business first had to be recruiting because I had a non-compete. So my non-compete was one year long. I couldn't start another freight brokerage. I couldn't invest in any freight tech or freight adjacent businesses. 

22:55 
So I had to sit for a year and I've got great relationships with the execs at Arcbest that you know executed the deal and did all stuff. So I'm like I appreciate y'all not a big deal. I'll chill for a year and on my way out I told them look I'm starting a recruiting company and then when I'm done with that we're gonna do consulting and training. 

23:12 
Like when my non-compete's up like this is what I'm gonna do I'm just a transparent cat. So I knew those were gonna be parts of it but really it just came as a necessity. I can't start a brokerage so I have to go do something. 

23:25 
And I figured you know there's some strong recruiting organizations in the space. I've recruited internally. I think my brand is strong enough to be able to represent some other companies like Let's Get This Going. 

23:35 
It worked really well. I spent the summer of 23 traveling Europe. I left the States in June. I came back in September and did a little bit of a dry run on recruiting, signed clients, it worked. I was like, okay, thumbs up. 

23:48 
This goes, started hiring people to build out our team. And from there, when my non-compete for consulting fell off, rolled out the consulting arm. So January of last year, the rest of my non-compete fell off, started the training side. 

24:01 
And so to me, it was multi-layered to be able to just kind of test the market, but I felt really comfortable that one, the expertise I had would resonate with owners of brokerages and executives of brokerages, regardless of size, because I ran a company at all of those sizes, zero to 10, 10 to 100, 100 to 50, 250 to five, five to a billion. 

24:26 
Like I've seen all of that, done the things that they would come to us service wise. And I think that created a lot of confidence in the market. And so as a result of that, we were able to bring in a fair amount of business and of scale since then. 

24:39 
And I think one thing you said that was super important in that process when you were starting Journey was you actually had a bigger vision and you knew you couldn't get there right away because of the non-compete. 

24:50 
So like there was, there was an evolution. And I think too many times people are, when you're founding a company, you're like, I want to be a billion dollar company. Like that's not always like the trajectory. 

25:01 
It's like, how do I get like the incremental wins to be something bigger? We spoke with a founder, um, a couple of weeks ago. And one of the things that he said was when I built, when he built his company and sold it, he always knew who he wanted to sell to before he started the company. 

25:18 
Yeah. So he's like, I built the company around who I wanted to sell to smart. And then I reverse engineered it. I think one of the best things I read, and I don't remember what book, uh, it was in, but essentially the concept was run your business the way like a multi-billion dollar enterprise would structure and conceptually, even. 

25:37 
when you're a one-person org, because it's gonna be easier to scale and easier to look at it long-term if you do that. And that's just like the way I've approached building and structuring this business, having put your hand on the stove a couple times previously and go, okay, it's hot, maybe don't do that. 

25:53 
And that allowed me to conceptualize, okay, we're gonna do recruiting, knowing that we're then gonna provide consulting, knowing that we're then gonna provide training. And that creates the largest moat for us against our competitors. 

26:04 
There are some MRR elements of our business and training that are really scalable. We create content, people license it, we've got a couple of tools that people use to train their reps, we create it, they license it, we don't have to be there, but that's like a slow burn. 

26:19 
You gotta build the credibility and get it going. And after a while, that will overtake the active services like placements and consulting, but it was phased on purpose. So I say it's a marathon, not a sprint, right? 

26:33 
Like, sure, you want to be a billion-dollar company. I'd love to sell RR for $20 million. But what do we have to do to get there first? Because if the goal is how do we be a billion-dollar company, or how do we sell for $20 million, like, you're going to have a problem. 

26:51 
There's steps you have to take little by little to get there. Knowing what those steps are and taking for lack of better terms, the baby steps get the bigger steps and building those foundation blocks, very similar to building a good market motion, imagine that. 

27:06 
I think are really, really important. Totally. I think it's also okay to understand that you can't be on chapter 10 while you're still on chapter one, right? Like, it's the first page of the book and you need to really work through that phase before you can be something else. 

27:24 
And it's easy to compare yourself to where other organizations may be or where you want your business to be long-term and skip crucial steps that you have to do to get to chapter 10 or whatever. You mean you need a foundation before you get to repeatability? 

27:40 
Crazy thought, yeah, crazy thought. It's mind-boggling to me, I just don't understand. Well, you shared a ton of awesome knowledge. This half an hour went by really fast, looking down at the time. I would love to jump into some rapid fire before we let you go. 

28:00 
Let's do it. All right, early bird or night owl, sir? I am an early bird. How early? I will be up typically by five, sometimes a hair before that, but that's when my brain is the sharpest. So what time do you go to bed? 

28:13 
I'm normally in bed by nine, maybe 9.30. Yeah, yeah, yeah, yeah. So if you weren't doing logistics and freight moving and you had to do some kind of trade, what kind of trade would that be? Okay, so I don't know if this necessarily is a trade, but I love working out. 

28:29 
I probably would be. If it weren't if it couldn't be freight or some other stuff that I have like domain expertise in I just love working out and so I probably be like a trainer or something like that I do not like doing trade work myself personally, so I don't have one that I would be doing I Hate working out. 

28:51 
I wish I liked it. I am on three weeks and And Everyday let's go Every little step and I woke up and Dale probably hears me say this more often than not but like this morning I was like, oh, I don't want to do this and I forced myself to go out of the house and go do it Yeah, well, we'll know those are the days that are the best Things they are but it's frustrating man. 

29:14 
Like I've been doing everything right and I haven't lost a damn pound That's that's the worst part in the beginning It'll come it'll come speaking of not losing a pound favorite guilty pleasure snack. 

29:26 
I love Tony's and I believe the chocolate is like Choco Nellie or something like that. It's a brand I think they're from Amsterdam or something but their chocolate is incredible and they have one that is chocolate and caramel and I love it so much that it is not allowed in my home any longer because I will eat all of it. 

29:47 
Wow. Very good. Last question, let's wrap it up. Dream vacation destination. Okay, so I've traveled quite a lot and checked a lot of them off. The last two that I'm super passionate about getting to are Australia or Japan. 

30:02 
I've not been to those two but I spent summer 23 in Europe and did 22 cities in 10 countries and saw a lot. It was a lot of fun. Love that. Yeah, my son wants to go to Japan. I think it's a great day to do that before he graduates. 

30:19 
That'd be awesome. That would require you to take a vacation down. That is true. Wait, wait, which is very against all that. I don't know if it's against. It's just we're building something. Will knows. 

30:32 
I sure do. I get it. Wow. If you know, you know. I get it. He says that because I travel more than anyone. But I work when I travel. Will, thanks so much for joining man. We appreciate it. This was extremely insightful. 

30:47 
Where can people learn more about journey? So we are really active on LinkedIn. My LinkedIn is Will Jenkins WCJ and our LinkedIn is Journey and the handle is Journey delivers. Our website is Journey delivers.com and all of our social media presence. 

31:06 
All of those are at Journey delivers. And then mine for Instagram and all those are at Will Jenkins WCJ. So website LinkedIn very, very active on both of those. Awesome. Thanks, Will. We appreciate it. 

31:20 
Thank you very much. Good to see y'all. Thanks so much for listening. We hope you enjoyed the conversation as much as we did. As we say at the end of every show, give more than you receive. Reach out to someone today and offer your assistance. 

31:30 
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31:48 
Until next time.