What similarities can we see now and pre-2008 recession?
Charlie Saffro has some interesting insights to data points using her experience in the recruiting industry and companies hiring trends.
https://www.bridgestoneinvest.com/6-success-tips-from-rich-dad-poor-dad-robert-kiyosaki/
https://www.bridgestoneinvest.com/deconstructing-the-k-1-tax-form-for-passive-investors/
multifamilyadvice.com
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Instagram- @jeffdavis_bridgestone
YouTube- JeffDavis_Bridgestone
Twitter- @bridgestonecap
Instagram- @jeffdavis_bridgestone
YouTube- JeffDavis_Bridgestone
Twitter- @bridgestonecap
https://www.youtube.com/@ChainReaction-vh7rm
www.bridgestoneinvest.com
What similarities can we see now and pre-2008 recession?
Charlie Saffro has some interesting insights to data points using her experience in the recruiting industry and companies hiring trends.
https://www.bridgestoneinvest.com/6-success-tips-from-rich-dad-poor-dad-robert-kiyosaki/
https://www.bridgestoneinvest.com/deconstructing-the-k-1-tax-form-for-passive-investors/
multifamilyadvice.com
chaininvestor.pro
Instagram- @jeffdavis_bridgestone
YouTube- JeffDavis_Bridgestone
Twitter- @bridgestonecap
Instagram- @jeffdavis_bridgestone
YouTube- JeffDavis_Bridgestone
Twitter- @bridgestonecap
https://www.youtube.com/@ChainReaction-vh7rm
www.bridgestoneinvest.com
back everybody to another episode of Chain Reaction Tales from the supply Chain. Front Lines. Inflation is a huge topic on everybody's minds, and it has been for a long time. Of course. If you are in our industry, you know that this has been a long time coming and some of the, the main drivers of inflation have been transportation, raw materials, and that big three labor costs. And so today I have with us an expert in labor. Field, Ms. Charlie sro, and I'm looking forward to her insight to where we are in the labor force in terms of upper and middle management and across various industries. So without further ado, Ms. Charlie, please introduce yourself. Give us a little background on how you got into this field and we'll get started.
Charlie Saffro:Sure thing. Well, I'm happy to be here chatting with you, Jeff. A little background and myself. I am the c e o and founder of recruiting. We're a recruiting firm and we specialize in logistics, transportation, and supply chain. So we speak the same language. Here. We are working with three pls, carriers, shippers, the manufacturers, distributors, tech companies, equipment companies. Really. Any position that has influence on logistics, transportation, or supply chain activity is usually a role in our wheelhouse. So got about 40 people on our team. We recruit nationwide and we work on roles of all levels across all functions but focus on permanent placements, so really focused on those full-time permanent positions hired by our clients.
Jeff Davis:That is fantastic. you have a team of 40 people? That is impressive. Okay.
Charlie Saffro:Yes. But I will tell you, and, and we may go there, I don't manage them. I, I lead and I manage one person which is something I, I just know about myself. I know my capabilities and I am not a manager. I am a leader and I really think they're two very separate functions in an organization.
Jeff Davis:Yeah, that's interesting.'cause I'm not a manager either. I'm a sales guy.
Charlie Saffro:Not everyone is cut out for it, and nor do you wanna be. So it's a hard job.
Jeff Davis:I, I wanna be a leader. I don't know if I am, but I I don't think I could ever be a manager. Managers are special So take us back to c. And what that did to your industry, your business was, because that was one type of fear, right? And, a little bit of concern across the market. What did that look like across the recruiting landscape? I.
Charlie Saffro:what's really crazy is 2023 feels a lot like 2020 right now. I would say maybe the tail end of 2020. But I liken the pandemic and the fear around covid and the uncertainty to where we are today with the fear around the economy and a looming recession and. Same uncertainty. So from a, a job standpoint, we're actually around the same count from a volume-wise that we were in 2020. We went up in 21 and 22. I will say though, we're still placing the same amount of candidates, so our business is stable, it's good, but what's going on with the hiring companies is very, I'd say transparent and kind of predictable. And it all goes back to that fear. Companies are just uncertain where the market is going, uncertain. Where, you know, freight is gonna be, and capacity is gonna be, and they're either laying off or putting searches on hold or just making some funky decisions out of just, you know, anticipation of not knowing what's ahead. So it's an interesting market, but the, the hiring companies are very much in control right now versus, A year ago in the great resignation, the candidates and job seekers were, were in control then.
Jeff Davis:I had a feeling that was the case. It, it goes back to the fear, but it's a different type of fear. And right now we don't know what's what it's gonna be. You're on the recruiting side, do you think. That there's much, are you hearing from your clientele that they, they think demand is bottomed out or what? What are you hearing?
Charlie Saffro:So the way, the way we can keep up with the freight industry is through the conversations we're having, both with clients and candidates, but also what the demand is for talent. And so in a market like we're in today, where you have more capacity than freight, Every company is looking for sales reps, so you're in high demand, Jeff. Everyone wants a hunter. They need freight, they need more chipper relationships, and so that is the highest demand job and, and everyone is looking for the same person. That independent contributor a hunter. Where it gets really tricky is most companies wanna hire someone with a non A, no non-compete, so they're not restricted. But they do wanna book a business, which is nearly impossible these days. So we are seeing that demand and when the market flips, what I predict, what we've seen happen many times over the last year, is that for talent flip, so when we get to a point where we have too much freight, the demand in hiring will be for carrier reps. It's literally just right in sync with that freight market. Everyone needs the freight now. Hire sales reps and then when you need the capacity, hire the carrier reps as if magic is gonna happen when you get that person in.
Jeff Davis:when will management chill out? I. And just, and realize that there's cycles and just kind of work themselves in the middle, right? Because I'm just a Houston sales guy. That's Jeff Davis at LinkedIn, Houston sales guy. Great book of business. But I remember at covid at this peak I remember thinking, this isn't gonna last and let's, you know, let's all take care of our customers. To the best of our possible ability because it's, it's not gonna be awesome on the other side of this. I don't think I'm smarter than management.
Charlie Saffro:No. And what's crazy is if you look at historical data as an indicator, 2021 was one of the best markets ever for the recruiting industry. So we came outta 2020 and everyone pivoted and struggled and had challenges and we came into a, a booming market where that's when the great resignation happens. And there were so. You know, so many jobs available and not enough candidates and picky candidates, so that will continue to happen. It's hard to say how long these intervals are and if that the market will flip again this year or next year, but we all know how the economy works and it's never flat for too long.
Jeff Davis:So let's dive into. That cause I want to get into the great resignation. Can you get into what that means and what, define that a little bit and then I wanna go into what you're seeing from job seekers versus what companies are looking for other than sales guys. Right. They want sales guy of course. What is the great resignation and what did that mean for companies?
Charlie Saffro:Yeah, so the great resignation, I don't have the exact dates in front of me, but let's just call it 21 into 22, was a period of time where candidates were in control. Candidates are job seekers. I liken a lot of it to coming out of this pandemic that we all experienced together for the first time, the world, and we all realized, wow, it's great to. Have alone time and space to think. It's great to have flexibility in my job because we have to work from home, so I get more time with my family. My leaders are going outta their way to make sure I feel connected and purpose because they're not seeing me in the office. And what that led to is when things started to get back to normal. Almost like a, an uproar with the job seekers where they were demanding. We want better, we know what we're entitled to, and we know that we'll produce more when we are trusted, when we are happy, that leads to productivity and profit, and that's what the great resignation was, was just candidates fleeing for other opportunities. So, Mm. Some of those candidates learned the grass was not greener. There was a lot of what they call a boomerang hire during that period of time where people left because, you know, there was something new and shiny waiting for them, and they went to a new company and realized it was same stuff or possibly worse, and went back and got rehired at their old company. And companies were open to doing that because they were so desperate for skilled and qualified talent. So even though. Someone had departed and you know, left their group. They were willing to take them back because it was an easy hire and the market was just to find good talent that was open to what these. Had to offer. So it was almost like a, a revolt where the job seekers said, you know, you employer can do better, and if you're not gonna do better, then I'm gonna go find somewhere that it wasn't as much about money then. It was about respect being treated like a human common courtesy, appreciation, and recognition. That's what was going on during the Great resignation. So I think it was a, a silver lining of the pandemic that a lot of employers woke up and started to focus on people and culture, and they realized that's what makes business go. But now we're at a point where the market has flipped again, and the hiring companies are back in control. So if you wanna just take like work environment as an example. Before the great, well before Covid, we were all in office. That was just the way. You know, we worked in the United States for the most part, maybe sales reps as an exception. Covid happens. We're all working from home for some period of time. Some people go back to the office, some went back hybrid and some fully remote. When the great resignation started to sweep through, that was a demand by candidates and job seekers. I wanna work remote, or I at least want hybrid, so I have some flexibility and I feel trusted. Catch up to today's market where there are not enough jobs. The employers are in a position to say, Hey, we're back on site. Take it or leave it. And now the candidates don't have a choice. They're desperate. They need a paycheck. If that means they have to commute an hour and sit in a cubicle all day, that's what the market is yielding. If it flips again, then I think employers will start really relaxing and, and thinking about that remote work again. Does that make sense? It's, it's a really interesting cycle to follow because it's all, it's all driven by who is in control of the market at that time.
Jeff Davis:if, you, went back and you were saying, Hey, well, when they started working remote and they were trusted and they showed greater productivity and greater profit when they were. Some of that was the effect of higher pricing and inflation? That now has eroded because of a 95% drop and a 75% increase in inventory. Like the, the logistic L m I report that I just posted about on that report this morning on LinkedIn. now All these levels are normalizing and going past normal. It's taking away the emperor's close. Right. And I wonder if, the executives are realizing that.
Charlie Saffro:Exactly. it's really interesting. If you think about, the top three reasons people move jobs or look to join a new company during the great resignation. Those reasons were what I said before. I want a good culture. I want to respect my leader, and I want them to respect me and I want growth opportunities so I can really make a home here and stay at this company and, and be able to move vertically. And now in today's market. The number one need is compensation and benefits, and then people want flexibility. And then I think leadership is where it ranks based on this new LinkedIn study. So the, the demands and the needs and the wants of candidates. Job seekers will change dramatically in those markets as well. Like money was not as much of a thing in the great resignation'cause they knew they'd be paid wherever they went. They could demand more. They could demand flexibility or respect. Now people are just like, I need a paycheck. I was laid off. Or, I don't see enough opportunities that I'm qualified for. You know, it'd be great to have a company with an awesome culture, but I can't be picky. Just I need something that's gonna keep my family supported.
Jeff Davis:So that's a great lead in to that second part that I wanted to get into. So that's what you're seeing from your job seekers is what are they
Charlie Saffro:paying? Pretty much, or Yeah, exactly. Some. Or will they hire me? Yeah, exactly. And for some job seekers, it's what are they paying? And it may come down to are they paying me more than my current job? For candidates that are unemployed, I mean, they're, they're taking cuts. They're taking steps back, especially people who have been. You know, very tenured and I'm, I'm sure as you think about some of your former colleagues you were working with, you know what, call'em sales reps or strategic account managers, but they've been farming accounts really, you know, nurturing this business for years and years, making$300,000 a year. Now they're back looking for a role. No one's gonna pay them that, no one's gonna have that opportunity. They can come in and sell and earn commission and maybe get to that level, but it really does affect. Salaries and, and the way offers are extended. And you know, that's, that's when the low balls start to come out is now because the hiring companies realize people need
Jeff Davis:to work. Yeah. Yeah. And, and work harder. Mm-hmm. Which we can get into going from a cam to a hunter. Yeah. That's a tough, it's a tough move. Yeah. It's, you know,
Charlie Saffro:I think employers assume, yeah. You, you know, you work with clients just sell, flip on that sales switch instead of the account management switch. But it's not that easy, especially in today's market.
Jeff Davis:Yeah, and sales got a lot harder. I joke that like I didn't have to be a sales guy for two years and it was actually very hard, you know?'cause I had to say no. Mm-hmm And now I'm a sales guy again. How's that feel? Yeah, it was, it. It was it was a, a bucket of ice water at first, but, you know, I, I, I got my sea legs back and you know, that energy level, it's hustle, hustle, hustle. It's been fun. Yeah. Well,
Charlie Saffro:good. Yeah. Hopefully it'll stay that way and, and go up from here.
Jeff Davis:Yeah. Yeah. You know, but so are there, are you, are you seeing senior level positions open? Are you seeing mostly minute. What is there a disparity? Right? We need director level. We need executive level and we can't find them. But we have a tremendous amount of middle management and salespeople available because they've been let go or whatever. What, what are you looking at in terms of supply and demand and that. And the labor.
Charlie Saffro:Mm-hmm. That's a, a really good point. Also, an indicator of the market. Right now we have a lot of independent contributor searches that are open, as I explained before, but then we're kind of on the other end of the spectrum where we are working on. C-suite roles, you know, C E O C R O C F O, VP level. We have some management and director level opportunities, but when we see these high executive positions come in during a, a time like this in the economy, it's usually an indicator of a couple things. One the company recognizes that. They may have like peacetime leaders is what I call it. So individuals who can come in and cheerlead and rally the crowd when business is good and the freight is there and everything is, is working the way it should. And then there's wartime leaders. And after we went through C O V I D and now in the last six months, what the economy is doing, companies are realizing like, we need someone that's a worktime leader that's gonna come in fast. Determine where changes should be made, make bullish decisions. So that's part of it is, is, you know, maybe somebody's either exiting or moving into a new role and they're really bringing in someone who fits that, that current need. But we'll be able to, you know, stay with the company long term. In some situations, these executive level roles tell us that these companies are expanding. So there is some, you know, Right light at the end of the tunnel where we're seeing companies that, you know, for example, trucking companies that are starting brokerages. And so they're looking for that director or VP because this is a new service offering for them. Or, you know, freight brokerages that are starting international services. So they need to bring in someone at that, you know, senior executive level to really manage how they. How they offer this new service to their, their customer group. So we're seeing those vacancies at that level. Usually for one of those two reasons. The person in place is not the right person long-term. And, and today, or what we love is when a company is growing or expanding and these are new roles being created for opportunity. So we still are seeing that, which is, which is a good sign.
Jeff Davis:Yeah. So different. Conversation. What you know, a big thing on inflation is labor costs. Mm-hmm. You know, some of your recruiting is, is for growth or companies going in a different direction. Do you see some of your business and, and your industry having an effect on inflationary labor costs or are you in a different space?
Charlie Saffro:The way that that affects me is actually, that's a really interesting point. I don't know if you're familiar with all these nearshore staffing companies in our industry, but it's, no, not. Okay. So it's a big, I don't even wanna say trend'cause I do believe in the model and believe it's here to stay. It's just different than the services we offer. So Nearshoring is basically a staffing company generally located in like South America or Mexico. So same time zone, couple hours away on a flight. It's not like they're in, you know, Poland or Yugoslavia and you know, where you gotta get over there for your overseas team. They're usually in central time zone. And they're focused very much on the logistics industry. So the way it would work is if you were a business owner, Jeff, and you needed to hire three dispatchers, you can hire those people in the United States and pay them. You know, 50,$55,000 a year, or you can go through a Nearshore staffing company, hire them in Columbia. They're actually the staffing company's employees. And the staffing company is contracting them back to you temporarily or long term, and they're paying them$22,000 a year. So that is going to dramatically catch up with us and affect the labor market because. If these are qualified, you know, a carrier rep in the United States, Has a, a chance to make six figures versus now they're starting to compete with carrier reps that are in Columbia or Mexico. Many of them are entry level, the staffing company is training them on the industry and then managing them and hiring them at a third of the, the. The salary with generally no commission. So that's, I mean, that's something people need to be aware of. There are use cases that I strongly believe in. You know, if our client said we need 10 overnight dispatchers, that's when I'd say, you may wanna look at a nearshore company, because that's gonna be nearly impossible to find 10 people who are willing to work from. To 6:00 AM and you know, Elgin, Illinois versus finding these people in, in Columbia. But it is changing the demand for talents in the United States because that's an option now. And it's, it's specifically an option targeted at the logistics industry because of the, you know, the niche training they provide. So that, that will, that will affect things. And I, I think they, they started this model because of the economy, because of, you know, salary increases and, and really being able to control those costs. Wow.
Jeff Davis:In my past, I worked with a company that was Nearshoring and we're talking early two thousands, man. Like they were doing it back then. Yeah. Mm-hmm. I, I and I, I don't know that it was called Nearshoring, and I told you, I mean, you got, we got connected because I have a virtual assistant, so it's nothing new to me for, in my commercial real estate business, to have a virtual assistant doing many tasks, appointments, scheduling and and com, you know, graphics and, and different. Social media aspects of, of a business. So why not incorporate it into a logistics business for the same thing, dispatching and appointment scheduling.'cause essentially it's the task aspect of it can be given and then you can assign somebody here locally with that customer service feel to maximize their benefit to one person. Yeah. Absolutely. Yeah. Yeah. You, you go from 10 dispatchers to to 10 batches. 10 dispatchers overseas for a third of the cost, and then one customer service rep locally. Exactly.
Charlie Saffro:Yeah, and there's gotta be a strategy behind it. I think there's room, I mean, we work with many clients who do, it's hybrid, so they have some employees contracted out in Columbia or Mexico, and then they have headquarters with offices and staffs and maybe even some remote employees. As a sales rep, you know, your. Your strategy or your success would be very different if you didn't speak English as your first language, if you were in another culture, not really able to meet your clients face-to-face without extreme travel. So I think that's something it's, it's very specific. You know, to the position. I don't see a lot of companies hiring hunter sales reps in another country because of that face-to-face importance. And you know, that, that need to really know your, know your backyard and, and where to be hunting for business. So specific positions work there, but it's, it's becoming a much I I guess just more popular in the industry and we're seeing more companies kind of la la latch onto that strategy.
Jeff Davis:Yeah, it's, it's also indicative of understanding how important being very good at your job is, right? Yeah, exactly. Be tied to revenue, number one. And then you know, when you went into that great resignation speech a few minutes ago, about 13 minutes ago we had a lot of employees who were demanding a lot of things of employers. Of the hiring companies and was it justified? And some cases it was but in some cases, if you're not at the top of your game, man, be careful'cause it can be outsourced. And so just be aware, be cognizant of your talent and. Exactly right now, the, the labor pool is probably greater than the labor jobs, which is a good point. Right. I I, I do want to get into that. Where are we at as a economy? Are we too many jobs?'cause according to Fed Chairman Powell, we have more jobs and people looking for jobs.
Charlie Saffro:Mm-hmm. I would like to believe that. Not in our, in our industry, it's. The opposite. There are more people than jobs, which is. You know, it's, it's very clear with the layoffs, you know, if companies are, are doing mass layoffs, that's a thousand people out of a job today that didn't, that had a job yesterday and they don't today. And the issue in today's market is there aren't companies that are hiring at that volume right now. There there are more onesy, twosy hires, like I talked about, filling a specific role or a specific need. But there's a lot of bodies that are, are out of work and not enough opportunity to go around right now.
Jeff Davis:So I'm a believer that this is a leading indicator to the US economy. And so as things normalize, I think, you know, this is actually not a bad thing where you get to pre pandemic levels and things will get back to normal. So. I don't know where I was going with that, Charlie.
Charlie Saffro:Sorry. Let's hope, let's hope your, your prediction is right. Yeah. Because that's what really happens. And it's just, it, it feels better to be in a market where there's not as much fear and uncertainty and Yeah. You know, leaders are making. Decisions confidently. Because that's another problem is, is there's a lot of leaders that have a hard time being vulnerable or saying, oops, we overhired or we made a mistake in gauging our headcount needs. And their response is just lay'em off. You know, cut, cut the heads, cut the costs, and we'll move on from this. But those are people and lives and families and emotions and there's so much more behind, you know, a, a pick and packer's title. In terms of who they are as the person. So that's a big thing where we can improve leadership.
Jeff Davis:Yeah, and you're absolutely right. And that was kind of my point early on. It was, you know, we're, we have managers that see an increase in, and market share is the main thing. And so it's go out and hire, hire, hire, what do you need? And then at the first sign of a bad earnings report, we start laying off. Yeah. Are you laying yourself off?'cause you made the decision? Mm-hmm. You know, no.
Charlie Saffro:You know, but that's exactly what it's, it's it's fear and it's probably P T S D from 2020, to be honest. You know, a lot of, a lot of these companies felt great in January, February of 2020 and then come March, they need to either pivot or cut costs to survive. So I, I don't know. I've actually never thought of that before, but I bet it is with some leaders who, who survived 2020 with some trauma are feeling that that same kind of crunch again.
Jeff Davis:Yeah. But yeah, I am, I am bullish on next year. I think we get through this year and Fed Powell. Oh, I know where I was going with my leading indicator if, if we have too many jobs in our sector, but as a co, as a country, apparently we don't. Mm-hmm. Then, then I guess that the rest of the sectors in our, in the rest of the industries maybe will follow. I'd be interested in, in knowing which industries are leading with. We have too many jobs and not enough people to follow to, to fill them. You know, I, I don't know if it's the service industry or retail or health. Yeah, probably government, government's always hiring. I don't know, but
Charlie Saffro:probably all the above. You know, you hear of like Amazon putting in new warehouses and markets where there is high unemployment, which, you know, that's the right strategy. Go where the people are who need the jobs. But those are also not the most desirable jobs as well. So
Jeff Davis:there's temporary once the warehouse is built, then Exactly. Yeah. You know, it it that, that's a six to 18 month. Job. It's a construction job
Charlie Saffro:or Right, or in, in the warehouse, so Oh, oh, yeah, yeah, yeah, yeah. I gotcha. Yeah, so they're creating, they're creating a market, but it's not like they're the best jobs out there or the most, you know, physically forgiving jobs. Some of these jobs are, are not for everyone.
Jeff Davis:You know, based on their I got you, man. Yeah. Yeah. And it's, you know, you're a warehouse, you're a fulfillment agent. And it, it's not setting the world on fire, but it is, it's something supporting your
Charlie Saffro:family. Exactly. Supporting your family. Yeah. And, and then you just think back, I mean, like the tech industry. That's where we saw most of the layoffs in the early days. And if we would've talked five or six months ago, I would've said like, the layoffs are all in tech and if it is within freight, it's freight tech. And now we're in a bit of a different situation. It's not just tech anymore. We're seeing brokerages and carriers having layoffs just because again, the freight is not
there.
Jeff Davis:Yeah, yeah. It's quite a, quite a reduction in demand. Mm-hmm. So what's your predictions?
Charlie Saffro:Well, my predictions are that hopefully the market will turn and exactly what we had talked about these, you know, sales reps right now are, are on a very short leash. So if we're hiring a sales rep for a company, they bring someone in. The company is, is pretty unrealistic. Like if we're gonna invest and pay this person a salary in their overhead, we need'em to have freight on the board in 30 days or 60 days. So we're seeing a lot of people.
Jeff Davis:This must be a domestic sales
Charlie Saffro:rep then? Domestic. Yes, exactly. Freight brokers or, you know, shipper sales reps, but very short leashes on them because they want that transactional sales. So I'm hopeful that when more freight is there, when the economy gets better, when you know the, the surges go down a bit. These sales reps will actually be able to sell, earn good margins, do their job, provide their service, and maybe we'll start to see the demand on the carrier side. But it's only a matter of time before it flips right back to the customer side. It's always one leading in demand.
Jeff Davis:Yeah. Yeah. I hear you. Last question, I kind of try to make this one a little, keep you on your toes. It's not industry related. If you had a superpower, what would it be? I.
Charlie Saffro:Oh man. I would say probably the ability to, oh my God, now I'm blanking on the word
Jeff Davis:right now. You wanna
Charlie Saffro:disappear. I don't wanna disappear, get, get from one place to another.
Jeff Davis:Transportation or transport.
Charlie Saffro:What is it called? Teleport. Teleport. Teleport. Thank you. I think I would say teleport because I'm a mom of three. I'm stretched thin, whether it's, you know, a regular Wednesday night and I've got two baseball games and a lacrosse game and two carpools to drive, or I'm traveling for work and just. Wanna get home. So yeah, I would like to snap my fingers or maybe click my red heels together and just be at my next destination. No, no offense to the transportation industry, but it will, it'll get me off the road and clear some room for trucks. Right?
Jeff Davis:Well, we can relate you know, we're, I'm a, I'm a dad of five, so my mom, my, my poor wife downstairs dealing with a sick one. And we, we could teleport with all the sports and.
Charlie Saffro:Just make it a lot easier, wouldn't it? Sure. Would that commute time? It's the same thing as commuting into an office full circle. Yeah.
Jeff Davis:cause we have the Houston traffic, which I don't know where you, where you, you're Chicago. Yeah. We've got,
Charlie Saffro:we've got the traffic, so, yeah. Yeah. I
Jeff Davis:think y'all are, y'all are worse than us.
Charlie Saffro:I think so. I mean we used to have an office and everyone, most people commuted from the city to the suburbs or some people from the suburbs to another suburb. But yeah, I mean, when we went remote, they easily all bought two hours in their day back. Not necessarily to work, but save their energy. You don't have to be in a car commuting, angry at traffic. You can be with your family, reading the paper, having coffee, and invigorate yourself for the day ahead.
Jeff Davis:Very true. Yeah. So teleportation, I'll let you know when it's available.
Charlie Saffro:Please do. And I'll let you know when the market changes.
Jeff Davis:We'll all be aware. Yeah, for sure. So, fantastic. Charlie, how can anyone looking to hire or potentially looking to be placed, get in touch with you?
Charlie Saffro:We are very active on LinkedIn, so that is the easiest way to find us either Cs recruiting. You can see all of our job postings if you are a job seeker or my personal profile where I put out a lot of content that is helpful for both hiring companies and job seekers, we'd love to hear from you. Whatever side of the desk you're on right now.
Jeff Davis:Awesome. Charlie. It's been super fun talking with you and, and kind of getting into the different levels of recruiting even into some economy. And so for everybody, reach out to Charlie Cs recruiting on LinkedIn, and as always, we are sponsored solely by Bridgestone Capital. We are supply chain investors, passive income for supply chain professionals. So it's information like this that is our investment thesis, supply chain information as a leading indicator. we look at commercial. Real estate for the long-term, five to 10 year holds in various markets based on what we see right now, and make those investments to provide supply chain professionals with passive income. If you want any information check out. Chain Investor Pro. Have an ebook there for various alternative assets that supply chain executives are making. So check it out. Chain investor.pro. Charlie, thanks so much for coming on and being a guest. My pleasure. Bye-bye. Bye.
And that's a wrap on this episode of Chain Reaction Tales from the Supply Chain Frontline. We hope you enjoyed diving deep into the world of international trade supply chain in global logistics with us. If you liked what you heard, be sure to subscribe to our podcast and re missing an episode. And if you have any feedback, questions, or suggestions for future episodes, we'd love to hear from you. Thanks for tuning in. We'll catch you on our next episode of Chain Reaction.