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Episode Info: “What do we want to be when we grow up?” is the question every organization should be asking of themselves at the beginning. For the ever-evolving industry of shipping, setting strategies to grow is particularly challenging. In this episode, COO Joel Clum discusses how Worldwide Express continues to grow and keep up with the technological advances in today’s world. He shares a strategy of having checkpoints to be able to adapt to the ever-changing market and eventually reaching the end goal. He emphasizes the importance of choosing, training, and retaining the right people on your team. — Joel is the Chief Operating Officer of the Worldwide Express. It’s a $1.6 billion third-party logistics company that helps small to medium-sized businesses with their small parcel, less-than truckload and full truckload shipping needs. Worldwide Express has over 150 company-owned and franchise locations nationwide and supported over 92,000 customers in 2018. Prior to joining the company in 2015, Joel was a founding executive at the logistics consultancy, CarrierDirect in Chicago, which is recognized with an Inc. 500 fastest growing companies award for their growth in 2014. Joel began his career at Accenture Strategy in Chicago where he worked in a variety of multinational companies on enterprise strategy in the US, Europe, and China. Joel graduated from Michigan State University with a degree in Finance and is a member of the Eli Broad College of Business Advisory Board. Welcome to the podcast. Thanks, Cameron. It’s great to be here. I’ve been coaching a company for six years called BlueGrace Logistics. Would they be a competitor to you or in the same space in some way? We’re in the same space. The group of Bobby Harris and his leadership team is a phenomenal company and a great group of individuals. When I got into the logistics industry, I began at CarrierDirect. One of our first major clients was BlueGrace. We worked with them a lot in the early days. They’ve got a great team out there between Bobby, Adam and the rest of the Tampa Bay, Florida gang. They are great people. I started coaching them when they were about 50 employees. They grew to about 800 and I never know who’s getting on one of our calls. They rotate people through the leadership team. It’ll be Adam, Vanessa and Randy. I get all of them on the calls and they’re great people. Bobby’s one of those CEOs who’s a charismatic leader but he’s also the core in integrity. He’s wicked smart in his space, too. He’s such a rare breed. It was interesting when I got into the space because I knew next to nothing about logistics. Working with Bobby in the earlier days from 2011 to 2012, I learned a lot about his approach. I thought it was good. It was much more of a people-oriented philosophy. It works with a lot of Fortune 500 and Fortune 50 companies prior to that. I didn’t have this exposure to the companies that were a little bit more entrepreneurial. We’re setting u...
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