26. Dispatch Discussions with Chris Jurgens

Griffin interviews Chris Jurgens about dispatch here at Hahn Ready Mix. 

We talk Central Dispatch as a model, optimization, and Chris's bizarre love for software manuals. 

Transcript

SPEAKER_00 0:09

Welcome to Loaded, the Hahn Ready Mix Podcast. I'm Griffin Hahn, and I'm not joined today by Andrea Meyer. We're lucky enough to have Chris Jurgens, dispatch manager, with us today, as well as producer Lex. How are you guys doing?

SPEAKER_01 0:23

Good, great to be here. Yeah, thanks for coming on. Yeah, thanks for finally asking me to be on.

SPEAKER_00 0:31

You know, I realized something when I asked you the other day. I said, Hey, do you want to be on the podcast this week? And you go, if you make me. Yep. And and then I said, Well, Andrea's gonna be gone. And you're like, oh, okay. So what I realized the whole time, I thought you were just averse to being on the podcast, but really you just didn't want to spend time with Andrea, which makes makes a lot of sense. I get it now. So I don't blame you at all. So great. Well, this is exciting. Um we're gonna dive into some dispatch topics today, and it's gonna be good. Let's do it. All right. Quick announcement before we get going, and if you have any announcements, you can chime in as well. Have kind of a big deal. Last week we bid the I-80 Middle Road project, and McCarthy Improvement was a low, apparently on that job. It's about 40,000 yards, including some night work, and it appears that we uh have that job with them. So we uh got nothing formalized or anything like that yet, but really excited about that. That'll be some good work over the next three years, and that that's a big job that we needed to get. So that's that's good. Very good. Yeah. Any other announcements you got, Lex? Anything? No? Nada. Nada. All right. All right. Well, let's just uh dive right into it then, huh? Okay. So, Chris, get like give us your background. What how did you get into the industry? What did you do? Anything before that? I know um you were working for Block in 2012 when we made that acquisition. So you Yeah.

SPEAKER_01 2:01

I started there in 05. I was uh driving on River Drive, and uh Block had their banner out. Yeah. Hiring drivers, I had my class at A, so just went in and applied. Yeah. And uh got interviewed by uh a guy named Michael Moroney. Maloney, sorry. Yeah. Uh some few people will know his name. Yeah. Uh but started in a tag axle truck, Glenn Geist uh took me out on a driving test, and uh that started it for sure. Um went from tag axle to Bridgemaster, started batching at the river uh until you showed up, essentially.

SPEAKER_00 2:42

I think we talked about this the other day, but I remember when we walked in the door uh like in 2012, and you're like, who the heck are these guys walking in?

SPEAKER_01 2:51

Well, I walk in and it's the first time I met uh your dad, you, and Wayne. Yeah. And I looked at you, I'm like, oh fuck, who's this prick? Because sons of owners can be tyrants, are they? Yeah, right. So I'm like, shit, do I have to get a new job now? Because Black was a a lot more corporate than you know, obviously what the family business is.

SPEAKER_00 3:12

Yeah. Yeah. Oh, that's funny. That's funny. All right. So you're dispatch manager and you've been in that role for is it five years now, about?

SPEAKER_01 3:23

Five or six, yeah.

SPEAKER_00 3:24

Five or six? So talk to us about what is it that you do for us here.

SPEAKER_01 3:32

Uh I liken it to uh like trying to herd cats in a sense. Um zoom out day-to-day. Uh you just have to keep a sense of urgency and worry.

SPEAKER_00 3:44

Yeah.

SPEAKER_01 3:44

And by worry I mean pay attention.

SPEAKER_00 3:46

Yeah.

SPEAKER_01 3:47

Right. So that's what I'm trying to do every day, trying to bring everything uh into a central place and try and make sense of it.

SPEAKER_00 3:56

Yeah. Dispatch, I always say, is like the central nervous system of the company, right? Like everything that happens comes through your office, right? And so it's so critical that all the inputs are good, like what customers want, information we have from the plants and what materials are available, all that stuff, is all accurate there. And then the outputs, the decision you make, you know, and and how those are communicated, all that everything comes in and out of that office on operationally what we do on a day-to-day basis. So it's so critical that the dispatch. Yeah.

SPEAKER_01 4:29

Uh some may uh say all I do is tell batch guys to batch faster.

SPEAKER_00 4:34

Somebody's got to crack the web, right?

SPEAKER_01 4:36

Well the problem is I've done it. So I can get uh a little mean about it. Yeah. Um zooming out, you know, I do scheduling, uh, order entry, look at truck demand, order accuracy, coordinating with Sean and Geneseo and Zach and Muscatine, trying to get our our satellites, you know, as close to the center as we can get them. Right. Yeah. Uh to make a cohesive hole if we at all can.

SPEAKER_00 5:03

Sure.

SPEAKER_01 5:03

Uh I stare at the command track board all the time.

SPEAKER_00 5:07

Yeah.

SPEAKER_01 5:07

Uh DRCI all the time. Um I like to read software manuals.

SPEAKER_00 5:13

Well, that is a that is I I know you're a reader, but that is quite a hobby. Software manuals is exciting. Yes. Very, very ingressing. Okay, cool. So, like when you come in the beginning of the day, how does your day start? Like, what's the first thing? You know, normally that's our busiest time of the day, is right off the bat, right?

SPEAKER_01 5:32

So I mean people can start calling at 4 30 in the morning, she was answering calls, we're deadheading trucks, we got a big job in Alito, got to send eight trucks there, got to get them there.

SPEAKER_00 5:42

Right. Right. I think our customers don't always realize that it's like um the the process doesn't start with the trucks getting batched at the plant, right? It starts with the truck, drivers getting pre-tripped wherever they start and then driving to whatever plant we need them at, because they don't always start at the plant we need them at. And then you know, all the the raw materials are are coming in, and you know, that's not necessarily under your your scope, but all that stuff is happening way before the Well I worry about that too, the materials and everything. And quality controls, getting the moistures ready at the plants, and and testing the first loads, and and so there's there's so many moving parts there that happen so early.

SPEAKER_01 6:27

Yeah, for sure. And like driver schedules. Everybody's here. If they aren't, is that a bad thing?

SPEAKER_00 6:32

Yeah.

SPEAKER_01 6:32

Right? Um when are they going to come into service?

SPEAKER_00 6:35

Aaron Ross Powell How often does it happen that everybody is here on time? I'm guessing not often.

SPEAKER_01 6:42

Trevor Burrus Uh it's really more the call-ins than on time. Usually people are on time for sure.

SPEAKER_00 6:47

But if somebody's sick, you know, then our whole schedule is made, you know, we have to we have to redo it all to figure out how do we fill that gap. Because, you know, um all of our employees that listen to this probably know this, but anybody outside, like, you know, we we call in on like five-minute increments, right? So a couple of people will start at let's say 4.05, and then a person at 410, and then 415, and then 445, and then three at five o'clock.

SPEAKER_01 7:13

And you know, so we're not usually building in any extra in that just because it's doesn't make sense.

SPEAKER_00 7:19

Well, often we see orders but just move, right? So we we track that every week is how much startup time do we have? And and ideally we'd have, you know, 20 minutes enough for them to do their pre-trip and then drive over um to get their first load. And it's always more like an hour. Yeah. So we know that there's some buffer and a lot of times it's it's orders that we have in that don't go on the time they say. Um, so that does give us some some leeway. Yeah. But that's that's a lot you're managing. You and Andrew typically in the morning are managing things.

SPEAKER_01 7:48

You gotta set it up and watch it move. Yeah. Um getting orders ticketed and bashed on time. You know, why isn't he starting the ticket? Yeah. Right. That's just uh that's what we do on there. I mean, that's what you pay us to do on there is to try and run on schedule, right? Right. It's a big deal to our customers for us to be on time.

SPEAKER_00 8:07

Absolutely. You know, that's that's critical to a good customer experience is we don't want to waste their time and energy or our time and energy waiting on something that we can get done on time, right? So um yeah, that's that's important.

SPEAKER_01 8:22

Um a lot of times we'll spend, can we fit new orders in? Where's the peak? How many trucks do we have? Uh spacing, anybody get lost? What's the best route? Why are they going that way? Yeah. Um where's QC? You know? So a lot of that central part is that maintenance may not care about QC, but we care about both in our own in our own way. Yeah, absolutely. I mean, do we gamble? Do we send trucks to an order in Alito that isn't firm? Yeah. You know, so there's a lot that goes into it. Absolutely. Um luckily in there, you know, Sheila's been here 12 years, Chris 26, uh Lisa over 10, Carrie in the teens. Andrew's been there eight years.

SPEAKER_00 9:08

So we have we have a ton of experience. So I I remember when we first went to Central Dispatch. This would have been, what was it, 2014 we moved to Central Dispatch? And we moved a bunch of people from plants in, right? So we had like Don Lashbrook came in and Gordy and uh a few. So we had a lot of experience from the plant dispatching model coming into that room. And then for various reasons, um, you know, we had a lot of changeover pretty quick. And then we had a lot of, you know, when Lisa and Sheila first came in there and we had some other people move in and out, it was we did not have that experience, right? And it was it was difficult because not only were we changing how we did everything in dispatch, but we were new, we were essentially new employees. Right, yeah. So it was new to everybody, but then when you don't have the industry experience backing it up, it just was you know, it was a tough hill to climb, I think, at first. But that is uh we're such a strong position now with the experience we have in that in that room and and your leadership as well, right? As far as keeping people on the on the right path.

SPEAKER_01 10:16

So it takes all of us. Like, you know, is this supposed to be a three-inch slump? Yeah. Is this getting tested?

SPEAKER_00 10:21

Right.

SPEAKER_01 10:21

You know, where's that driver going? I mean, it takes all of us. So you try to sit in there and really listen and try and catch as much as you can in there.

SPEAKER_00 10:30

Yeah. So let's talk about like how our dispatch functions that may be different from other. So we talked a little bit about central dispatch, right? So for the most part, all the orders are coming in to that room for the whole company, right? Yeah. And um and then we have three of you, or you're kind of overlooking everything. I mean, we have Chris and Andrew that are are shipping essentially. They're they're ticketing each of the trucks, looking at when we should load each of the loader.

SPEAKER_01 10:59

Andrew does Squad Cities, Chris the outliers, usually.

SPEAKER_00 11:03

Yep. Yep. And then we have Carrie and Sheila and Lisa that are kind of primarily order taking, right? So they're they're putting all the orders in where we have room and talking to the customers and all those things. Yeah. Uh not that there's not overlap going both ways, right? When, you know, especially beginning and end of the day.

SPEAKER_01 11:20

But I think everybody in there does a little bit of it all.

SPEAKER_00 11:23

Yeah. Yeah.

SPEAKER_01 11:24

So I think that's a good question. I mean, you would probably have more experience than Lex as well. Like I'm in it. I've only known what I know. Right. How do you think we are different than what you have seen?

SPEAKER_00 11:37

Well I would say central dispatch is still not the primary way it's done around the country. Um certainly it's common in large uh urban areas, right? Because if you recall back to the time before we had central dispatch, you know, you were down at the river plant and you'd have a plan for you to get to the day, and you'd say, Well, I look pretty good except for at 10 o'clock. I'm gonna I'm gonna get two trucks from builders because I'm a little overbooked. And then, you know, you had John down at Builders and he's like, I look pretty good except for at 10 o'clock. I have I'm gonna need two trucks from from block. And there wasn't that coordination, right? And so all of a sudden now we're four trucks overbooked at one time because we weren't really paying attention to what's happening outside. So you it's terribly inefficient to plant dispatch in an urban area for sure. Um why do you think it's so prevalent? Not being central dispatch. Well, because uh you know, for so many companies are working, you know, I don't I don't know if we didn't have the quad cities, I don't know that central dispatch would be the right model for us, right? Because you get some more of that personal touch when you're like, hey, you know that red barn on the corner of Locust and 7th or whatever, and you're like, yeah, I know it. Yeah, because you live in that town, right? So um that you lose a little bit of that when you go to a central dispatch. And so I I I think central dispatch in general in the industry sometimes gets a bad name. And you hear customers like, oh gosh, I don't want to deal with a central dispatch. And um we heard a ton of that when we first went. We heard people say, I don't I don't want I don't like it, I don't want to deal with it. And I think we have won a lot of those people over over time that it can work, but it needs exceptional people, it needs exceptional care and and processes set up correctly, right? And so that doesn't happen overnight, and we we certainly had some bumpy roads at the beginning of it. But so so I think a lot of people that that pain of getting it set up right is is too much to bear, and so they back off. But if you're in an urban area, you would be so inefficient and it it just wouldn't make sense. You kind of have to go to essential dispatch. Yeah. So yeah, so that's one thing I think that's that we do differently than most, and what we do way differently than very most is if that's the right word to do it, is the optimization engine.

SPEAKER_01 14:06

Yeah.

SPEAKER_00 14:06

Talk to us a little bit about what do you think of that system and and and how that makes us different?

SPEAKER_01 14:13

Um well, it's you know, it's based on command series, which was built in what, the 80s, right? Yeah. Uh optimization itself, uh it's really a calculator that weighs service versus efficiency if you get down to it, right? Yeah. Does it cost us more to be late? Uh what's the weighting on the customer? You know, how important is spacing versus you know, being on time, things things of that nature. And um it does it very well, better than you know any one person.

SPEAKER_00 14:44

Yeah, it's thinking 12 steps down the road that we just is not possible for the human brain to do that. Right.

SPEAKER_01 14:49

And it's it's a tool, it's a machine, it doesn't get everything right.

SPEAKER_00 14:53

Yeah.

SPEAKER_01 14:53

So you definitely have to it helped for me because I had done it without. Yeah. And then using it, it was easier because you kind of know what it was trying to do or what you would do in that situation. So Yeah.

SPEAKER_00 15:08

So for anybody that's not familiar, so it it's a software program that is is giving us suggestions on what to do, what load to load out of what plant on what truck 100% of the time. Constantly telling us what's the best way, the most efficient way. And I think it really shines when we're really busy. Like because then all it cares about is what is the fastest way to get concrete out to our customers most effectively. And you know, so it'll it'll move orders around to different plants to make sure that we're maximizing all of our plant capacity, we're maximizing where our trucks are, keeping them full, and and there's just no way a human can do that.

SPEAKER_01 15:47

Trevor Burrus, Jr. And if we're, you know, somebody goes 25 minutes and we have the spacing at 20, it's gonna change everything. Every truck, every plan that it had is no longer valid.

SPEAKER_00 15:57

Trevor Burrus, Jr. What always blows my mind is when the the plan, the grand plan that it makes, because every time it changes anything, it makes a whole new plan for the whole day. Uh but on a busy day, you know, a half a half a billion plans?

SPEAKER_01 16:13

How many is it? It's in uh tens and tens of thousands. Oh yeah.

SPEAKER_00 16:19

Okay. I missed that by a wide mark. Okay. But yeah. Um it's it's so many plans that it is constantly recalculating.

SPEAKER_01 16:31

Yeah. It's amazing.

SPEAKER_00 16:32

Um on a single day, you know. And and there's just no way that a human could do that. No.

SPEAKER_01 16:38

And I've read the manual and I don't even understand how it fucking works.

SPEAKER_00 16:42

So the um the the key to that, though, is having someone that can act as kind of guide rails for that software.

SPEAKER_01 16:53

You have to you have to constantly watch it because it will screw you if you let it, right? Let's say this truck didn't track and it's been in uh loading for 30 minutes. If you don't catch that, it's not going to want to load the next load for that.

SPEAKER_00 17:06

Right. Yeah. So it's it's not intuitively smart. It's an excellent calculator, but but you have to have intelligence overseeing it, right? Yeah. And and making sure that it's not making mistakes. So we are we track like our uh compliance with the optimization engine. And it's normally somewhere between it's normally right around 85 percent. Trevor Burrus, Jr. Yeah, 80 percent. Yeah. Um and it sure seems like you know, somewhere in that 80 to 90 is the sweet spot, right? Or if you if you used it less, you're not getting the efficiency and the power of the calculations. But if you used it more, you're probably making poor or you're penny pinching for no reason.

SPEAKER_01 17:44

Rain always wanted me to just do it. He's like, when we first started, he's like, just do everything it tells you. I'm like, I can't, I can't do that.

SPEAKER_00 17:51

Well, we learned we learned a lot of lessons. You know, there's things that I think w we were one of the first installs of that software, so there are things the software company didn't even know, right? Yeah.

SPEAKER_01 18:03

Um I was shocked at how intensive it was on for our end.

SPEAKER_00 18:07

Yeah.

SPEAKER_01 18:08

I mean, they're not just like here, here's how to use it. Yeah.

SPEAKER_00 18:10

I mean, it was years that we still we learned things like interior floors, you have to lock in the system out of one plant. When when we all when all orders came out of the same plant before that, you know, you never had to think about it. It just happened. And and then we found out, oh gosh, well, now you're getting variable sets on a floor and somebody's got a cold joint. And so we hate so now it's just like one of those policy rules, a process thing that we've got to lock every single interior floor port. It just has to happen, right?

SPEAKER_01 18:39

You have to tell it exactly what you want it to do.

SPEAKER_00 18:41

Spacing, time, right.

unknown 18:43

Yeah.

SPEAKER_00 18:44

Plant, all that. Yeah. Cool. Okay. So we've we've kind of skipped around a little bit. We had an agenda. I gave you an agenda. It's it was cheap. So thank you for that. Darren and Sam are jealous, by the way. Um, I like to prepare uh Okay, so like what are the biggest moving parts you're juggling on any given day? Like that are just hopping around, you know.

SPEAKER_01 19:10

What I think it's a, you know, like we said before, it's everything. You gotta worry about QC maintenance. Is a plant gonna go down? Yeah. Where are the drivers? What uh what orders does Zach need to put in?

SPEAKER_00 19:20

Yeah.

SPEAKER_01 19:21

How are the customers doing? How are we doing? Answering the phones? Are we taking orders in a reasonable amount of time?

SPEAKER_00 19:29

You know, there's a lot. What about what's the biggest challenge from like a customer standpoint? Like dealing with customers, what's the biggest challenge you guys face?

SPEAKER_01 19:36

Well, I mean, we're trying to be advocates for our people, right? And you know, we all get the phone call where the customer is irate.

SPEAKER_00 19:43

Yeah.

SPEAKER_01 19:43

So that's a line that you kind of have to walk delivering the best customer service you can. Right. But uh be true and be realistic to the customer.

SPEAKER_00 19:54

Yeah. You know? Absolutely. Yeah. We're always better off being honest about um what's happening and transparent than when we first started, sorry to interrupt.

SPEAKER_01 20:04

When we first started, like stuff would go bad, like and you all you were kind of not afraid, but you didn't want to tell the customer. Yeah.

SPEAKER_00 20:11

And it's 10 times worse unless you just give them a call and then you know it's it's hey, we're having this problem and it's gonna take us this long to get it figured out. And and then they can plan, they can work around it, right? Yeah. What about from the driver's standpoint?

SPEAKER_01 20:25

What's the biggest challenges in in working with drivers in the used to be the old days, like dispatch was saw all the drivers all the time. I knew every face, I knew every truck number. Yeah. And now we're kind of a little bit removed. Sure. So it's really more phone and text contact. So a little bit impersonal there, but our drivers are awesome. They've been around, even the new guys are doing really well. It's just really getting people to jobs and pouring and coming back.

SPEAKER_00 20:56

Yeah. What's like one of the toughest situations you've had to deal with on the fly?

SPEAKER_01 21:02

Uh well, it used to be if a plant went down, yeah. You know, that was the uh that'd ruin your day real fast. Yeah. Um now you just close the plant and move to another.

SPEAKER_00 21:12

It it does the software does it for you. Yeah. Yeah. That is one of the huge benefits of the optimization is that you know you can you can save a bad day uh in that situation pretty easily.

SPEAKER_01 21:22

So Yeah, one of the hardest ones is I think we lost internet or power on a thousand-yard day and it was like 8 30 in the morning.

SPEAKER_00 21:30

Yeah.

SPEAKER_01 21:31

Luckily we had printed sheets from command series, so we kind of knew what orders they were.

SPEAKER_00 21:36

I think you'd walk through a thousand-yard day alright. Yeah. Yeah.

SPEAKER_01 21:38

Yeah. So we had to do everything blind. Oh, yeah. Calling the plant guys on their telephone on their you know, cell phones here, batch this.

SPEAKER_00 21:46

Yeah. I I kind of take that as a rule. Whenever I hear that internet or power or something is down, I'm just gonna go park and dispatch and help because I know you guys are insane when that happens. Yeah. Yeah. All right. What about let's we talked a little bit about technology and the software. Do you have any eye on upcoming innovations in the technology space or or other thoughts on technology and dispatch and how we can leverage that?

SPEAKER_01 22:14

I mean, it seems like everything's going to the cloud, right? So the servers will be gone. You know, a lot of that infrastructure will be gone. I mean, it's got to be going the way of AI. Like optimization will be global, in my opinion. Yeah. You know, whether it's smart or not remains to be seen. Right. Um, but yeah, I'm pretty excited about uh some different platforms that are out there and see what what they can innovate and what they can do. Yeah. We can use it. Cool.

SPEAKER_00 22:44

Uh what do you what do you want, you know, hopefully all the employee at Han Ready Banks that's listening to this. Um what do you want them to know about dispatch?

SPEAKER_01 22:55

We're all on the same team. We're all here to, you know, get uh the same end goal, right? We want people to be happy, customers, drivers, dispatch, QC, everybody. And it takes everybody for that. Right? So I know it gets hard and people can lose perspective, me included. Right? But uh we're all on the same team and we're all working together.

SPEAKER_00 23:18

Yeah. Yeah, we get sometimes I hear, you know, the stories people think, well, that dispatch is single me out for something or or whatever. Uh you know, uh you hear the uh that come from a driver once in a while, and it's like there's uh just the way even if somebody wanted to, the way that we're set up, it just would be really, really hard to do. It's uh it's hard to be vindictive. You know what I mean?

SPEAKER_01 23:43

Uh certainly.

SPEAKER_00 23:45

It would take supreme skill to manipulate the dispatch system to be vindictive. Right. And not that you don't have supreme skill, but it just give this guy all the fence jobs that are on here. Oh, the amount of time it would take to set that up as a parameter would be just crazy.

SPEAKER_01 24:01

It hasn't been written.

SPEAKER_00 24:02

Yeah, right. It's crazy. What about um if you know I know that there's people outside the organization. So if a customer or something was listening, what would you want them to know about dispatch and and and the work you guys do in there?

SPEAKER_01 24:14

Well, I would say even our business as a whole, right? How hard it is. Like when I started 20 years ago, I thought, hey, you put sandrock in a truck and you go deliver it and you're done. Right. Well, that's certainly not the case. Yeah. And I would um charge anybody to ask any of our employees how easy this is. I mean, it can be as intricate as you want.

SPEAKER_00 24:37

Right.

SPEAKER_01 24:38

Right? Old auto control, read the manual, how does this work? Like how do I batch? Yeah right. It's intricate. Yeah. It's challenging. Yeah. And like anything in life, but there's a lot more to it than one would originally think.

SPEAKER_00 24:54

But that's also what what keeps us engaged, right? It's never boring.

SPEAKER_01 24:57

No, I guess I love all the technology, and we're always on the on the forefront of that. Makes it uh fun.

SPEAKER_00 25:03

Yeah. All right. We'll wrap up with just what what's the most rewarding part of your job? I think just other than being on a podcast.

SPEAKER_01 25:11

Oh, yeah.

SPEAKER_00 25:12

Super, super rewarding.

SPEAKER_01 25:14

Uh just getting when the jobs go right, like a big paving job that we've been worried about all week, you know. Just when we're busy, we're knocking it out of the park. Uh, you know, it's just, hey, Triber really, really love today's port. It's always great to hear that. So it's as simple as that for me, really. Cool. Cool.

SPEAKER_00 25:35

Awesome. Well, anything else you want to talk about while we're here? I mean, we we did not get a loaded question this week, so but you you got an open mic, man, for whatever you want to talk about.

SPEAKER_01 25:45

Um, well.

SPEAKER_00 25:47

Did we skip anything?

SPEAKER_01 25:48

Is there anything that we skipped? Not really. You know, I'm going back to what uh when it was Black versus Han and how I didn't know if I could uh work under you, right? I think what we have here is pretty special.

SPEAKER_00 26:02

Yeah.

SPEAKER_01 26:02

You know, as far as the drive to innovate, uh how much we support each other. And in late stage, capitalism is a good place to be. Yeah. Like to be on the roster.

SPEAKER_00 26:14

Yeah. Awesome. Well, I appreciate that. And and what I think what you do and what your team does is is a lot of times what differentiates us. There's one of our many differentiators, but being so good in dispatch and being so caring about the outcomes for our customers. I I think they know that. I know that some of them like buy you guys pizza once in a while. I mean, so I I know that they know that.

SPEAKER_01 26:38

Everyone in that room cares deeply about how everything is going.

SPEAKER_00 26:42

Yeah.

SPEAKER_01 26:43

And we take it personal if something bad happens, whether it's a truck breakdown or what have you. Yeah. Like we're we're on the side of the customers too. Like, you know, we want them to be successful. Absolutely.

SPEAKER_00 26:54

Cool. Well, nice job. Your first time on the podcast. Thank you. Appreciate it. Thank you. We'll have you back. Can't wait. Cannot wait. All right. Well, thank you for listening to Loaded, the Hon ReadyMix podcast. Please follow on Apple Podcasts, iHeartRadio, Amazon Podcasts, or wherever you get your podcasts. And we'll catch you next time. Thanks for joining us, Chris. Thank you for having me.