Episode 91: Client Success – Providing Customers with Best in Class Service with Heather Williams

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(soft music playing)

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- Welcome back to the Get
UNSTUCK & On Target Podcast.

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I'm Mike O'Neill with Bench Builders,

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and we help growing companies,

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especially manufacturers
improve their people process

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and planning systems so they
can scale smarter and faster.

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Joining me today is Heather Williams.

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Heather is the VP of Client
Success and Broker Development

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for Chattanooga Bay, Steam Logistics.

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I met Heather at the annual meeting

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of the International Business Council.

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We had a rich conversation
and I've asked Heather

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to share her insights on client success

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and how to provide best in class service.

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Welcome Heather.

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- Thank you, Mike.

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Appreciate it so much, thanks
for having me here today.

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- I mentioned that we
had a rich conversation.

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In our short conversation, I
kind of walked away saying,

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"You know what?

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Our listeners need to
know more about Heather",

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they need to know more
about Steam Logistics.

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And I think what really
caught my attention too,

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is some things that I think
Steam Logistics is doing

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that really differentiates.

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But as a starting point,

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tell us a little bit more
about who is Steam Logistics?

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- Yeah, so we are a third
party logistics company

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based here in Chattanooga, Tennessee.

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We've recently expanded our
branches over several cities

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across the United States,

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and we kind of helped facilitate

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the movement of shipments
from door to door.

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So we are internationally, domestically.

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We offer a Drayage
Providing Service as well as

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Customs Clearance for consumers all over,

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and we have been in Chattanooga.

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We were the international Arm

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that broke away from
Access America in 2012,

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and kind of developed our branches

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and developed our modes of
transportation that we offer

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and have been based here
in Chattanooga since then,

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and are thriving and doing well.

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- You mentioned a term Drayage.

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- Mm-hm.

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- There may be folks out there

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who don't know what that means.

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What is Drayage?

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- Yeah, so when a container
comes across the ocean

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on a vessel, on a ship,

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it arrives at the port of
destination on our shorelines

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here in the United States.

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And from that move, we
have to take that container

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from the port of
destination to a warehouse

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where it's then unloaded

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and then put on the back of a truck.

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And so that short little
small distance move

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is what we call Drayage.

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- Thank you, I appreciate it.

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Logistics and supply chains,
boy, those terms come up

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and sometimes they're
used interchangeably,

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but they're not the same are they?

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- Well, so the supply chain is gonna be

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all of what encompasses
all things freight oriented

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and logistics is kind of figuring out

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how we move that freight.

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So they're not exactly the same,

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but they are kind of used together often

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and specifically with me, I guess.

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(Heather chuckling)

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- Well, as you know,

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at this annual meeting
that I was referring to,

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that was the topic of conversation,

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- Yep

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- and that is supply
chain and the challenges.

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And one of your officials
was one of the panelists.

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And I got the know a little bit more

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about Steam Logistics
kind of in that process.

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- Yeah.

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- Now that you told us a little
bit about Steam Logistics,

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I introduced you as the
VP of Client Success

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and Broker Development.

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Why don't we break that down?

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How does Steam Logistics
define client success?

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- Yeah, that's really a great point.

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So it's a new term coined to
the 3PL word right, world.

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You see it often in tech industry

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and it's basically best
in class customer service,

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but it developed last May here at Steam.

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I was actually the first
person to get it going

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here at Steam, alongside John
Poehnelt, who is our CCO.

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And what we use it as is
it's infrastructure support,

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not only internally, but also externally.

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So providing this best in
class customer experience

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for our external
stakeholders, our clients,

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but also providing support resources,

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education and development
for our internal parties.

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Steam has grown exponentially
and we are growing fast.

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And with that explosive growth,

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you have to have some
sort of internal support.

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So client success encompasses
both sides of that spectrum.

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- See, that's what caught my
attention in our conversation.

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And that is you pointed
out client success.

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People kind of could think, okay,

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you're taking care of your clients.

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But when you mentioned that

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client success applies internally,

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- Mm-hm.

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- that is making sure that

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internal client relationships are strong.

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As you step back and kind of
look at you and your role,

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how would you differentiate
assuring client success

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for external clients
versus internal clients?

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Which ones have you found
perhaps most challenging,

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which of those two?

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- Well, honestly, with
the explosive growth

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that we have had within Steam,

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probably internal has been
challenging just because

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we really wanna cultivate
that natural creativity

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of our sales folks, our brokers, right?

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And so with that, everybody
has their own opinions.

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They have their own way

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that they manage their book of business.

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But with client success,
we're kind of coming alongside

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and providing that support
tool to help them manage

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that book of business effectively,

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and using our best practices.

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So we're like a governing light
for our internal employees.

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Whereas externally we're very,
providing a resource tool,

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education, data analytics for
our external stakeholders.

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We're trying to make sure
that they have everything

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that they need to operate
business effectively.

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And that the relationship
that they develop with Steam

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is very deep and it's
a valued partnership.

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So externally it's easier,
I think in my opinion,

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because I'm just providing

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what it is that we are
already internally doing.

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Internally, the challenges is that

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there's lots of different
brokers that have

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all their creative way that
they manage their business.

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And we're just trying
to come alongside them

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and help support them in the
best way that we know possible.

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And there's a lot of 'em too, right?

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So we have over 700
employees here at Steam now.

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So there's a lot of hands that we touch.

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There's a lot of different types
of businesses that we touch

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and it can be very challenging,

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but it's also very rewarding.

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- You know, mentioned fast growth.

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- Mm-hm.

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- On one hand, that is
the dream of business

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is to experience fast growth.

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But with fast growth comes
some of the challenges

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that you've kind of made reference to.

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Can we talk about the industry
that you're in right now?

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It seems as if there are lots of companies

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that do the kind of work
that you do, is that correct?

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- Yeah, so there's probably

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anywhere between probably
17,000 and 20,000 brokers

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across the United States
companies, brokerages.

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Everywhere from your small two operation,

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two man operation, all the
way up to your big names

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in the industry that have
hundreds and hundreds

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of offices and many, many employees.

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So part of what differentiates
Steam individually is,

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I think kind of, some of the things

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that we hold dear and near to our hearts,

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how we handle our engagement,

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our culture is very, very important.

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That's a big throw around
word right now in our industry

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and in any kind of corporation is culture.

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And what we create here is
just a unique environment

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with that best in class
service with those resources,

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that internal infrastructure
that we're providing.

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It's kind of setting us apart
from some of our competitors

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because we're able to
do more and provide more

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than maybe your average brokerage.

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So it's setting us apart,

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it's creating a very unique environment,

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and it's something that
our customers continue

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to wanna come back to
and develop more with.

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- I wanna come back to the
culture here in just a moment,

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one of the things that when you're talking

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about client success,

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- Mm-hm.

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- it kind of crosses my mind,

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How do you measure client success?

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- That's a great question.

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So there's a couple of
different things that we do

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to measure what it is
and how we're impacting.

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Some of that is we do
reviews with employees.

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We're measured by kind
of our 30, 60, 90 review

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on some of those new
employees that we bring in.

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We measure our ability to
have more than one customer

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in different modes of transportation.

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So let's say that we have a client

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that's doing international,

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they get client success involved

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and they decide to now do drayage

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and maybe domestic with us.

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So we're measured there.

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We're also measured on our
impact across the organization.

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So our activity,

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we use a customer management
system called Salesforce

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and kind of our activity levels, but

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it's, a lot of it is value
add, value proposition.

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And then we have some
actual physical numbers

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that we try to obtain and reach.

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- Alright, that's helpful.

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We touched on very briefly culture,

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- Mm-hm.

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- and that is when you're
in a very fast growth mode,

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establishing culture and
perpetuating that culture

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is challenging for any
fast growth organizations.

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- Yeah.

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- I've read on your company's
website about Core Values.

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And because that is part
of the DNA of your culture,

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can we go through those?

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Because I'd like you to kind
of comment on some of these,

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let me read if I might.

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- Yeah.

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- Respect the team, never
settle, obsess over the customer.

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Greatness requires grit,
collaborate and commit,

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and do right.

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When I read those off,

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I know those are very,
very familiar to you.

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Which of those I think, does that add up?

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I think that's six.

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- Mm-hm.

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- Of those six, which have you found

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as VP of Client Success
and Broker Development,

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which of those have been
perhaps most challenging?

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- Let's see, I would say respect the team,

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collaborate and commit, never settle,

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greatness requires grit.

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I would definitely say
collaborate and commit

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is a challenging one only
because that is my intent, right?

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In my role, it is my job to get our groups

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to collaborate together.

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It is my job to, I work as a liaison

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across the different
modes that we offer here

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our different departments.

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And people have strong opinions

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about what it is that they want to do

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or what they want to
accomplish or be successful in.

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And I think that when you can remove egos

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and kind of lay things
out very objectively,

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you can get a lot done.

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And when you're kind
of this outside person

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that's involved in everybody's business

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and how they manage their business,

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it gives me a great bird's
eye view of being able to say,

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"Alright, hey guys, like
we're working together.

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We respect our team, right?

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We're not settling, right?",

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but that collaboration
piece is a challenge.

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And that's hard in any job.

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That's hard in any role really.

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But I feel like that's the
challenge that we have been given

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in this role of client success

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in the department that I'm building.

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And we take on challenges and we're trying

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to be very constructive and
have a servant leadership heart,

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when we go and work
alongside these other teams

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and ensure that what is
done in the collaboration

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is that at the end of the day,

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our customer's served, the
people that are involved in it

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are getting what they need out of it,

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and, you know, we can move
forward, business as usual.

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- As we talk about these Core Values,

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three of those strike me as concepts

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that I see in other environments.

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The specific reference
would be respect the team,

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- Mm-hm.

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- obsess over the customer, do right.

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But there's some unique ones in here

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that I'd like to ask you
to kind of elaborate.

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- Yeah.

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- And that is, when you
mentioned never settle,

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that strikes me as a unique Core Value.

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What does that mean to Steam Logistics?

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- So I think when we talk about settling,

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I think, especially in
the supply chain world,

00:12:51.990 --> 00:12:55.260
and then transportation in general,

00:12:55.260 --> 00:12:58.350
we don't want to throw up
our hands and just say,

00:12:58.350 --> 00:13:01.050
'Alright, we can't figure this out".

00:13:01.050 --> 00:13:04.920
I think what we are trying to
always do is strive for more.

00:13:04.920 --> 00:13:05.910
How can we serve more?

00:13:05.910 --> 00:13:07.440
How can we do more?

00:13:07.440 --> 00:13:09.210
So we don't wanna settle and just

00:13:09.210 --> 00:13:11.340
give up on what it is that we're doing

00:13:11.340 --> 00:13:13.290
or how we're providing the solution

00:13:13.290 --> 00:13:14.640
or how we're trying to figure out

00:13:14.640 --> 00:13:16.593
how to engage more or do more.

00:13:17.850 --> 00:13:20.970
We don't wanna give up, and
never settling that goes

00:13:20.970 --> 00:13:25.113
right alongside with that eager
salesman attitude of where,

00:13:26.820 --> 00:13:29.460
you can't stifle that
hunger in that drive.

00:13:29.460 --> 00:13:30.690
You don't settle for anything.

00:13:30.690 --> 00:13:32.580
You really just keep
going, you keep grinding,

00:13:32.580 --> 00:13:36.780
you keep doing more in order
to provide this experience,

00:13:36.780 --> 00:13:38.780
both for our carriers and our customers.

00:13:39.630 --> 00:13:42.840
- The one that reads
greatness requires grit.

00:13:42.840 --> 00:13:44.125
Boy, I just love that.

00:13:44.125 --> 00:13:44.958
(Heather chucking)

00:13:44.958 --> 00:13:48.060
Just not only because of the alliteration,

00:13:48.060 --> 00:13:51.630
but greatness requires grit,
that could be misconstrued.

00:13:51.630 --> 00:13:53.460
That's not necessarily saying that

00:13:53.460 --> 00:13:56.160
you're just a, you're
not being pompous there.

00:13:56.160 --> 00:13:56.993
- No.

00:13:56.993 --> 00:13:57.870
- But when you post that,

00:13:57.870 --> 00:14:01.740
when y'all talk about
greatness requires grit,

00:14:01.740 --> 00:14:06.570
how do you explain in a way
that people can relate to?

00:14:06.570 --> 00:14:10.860
- Yeah, so everything that
we're trying to do here at Steam

00:14:10.860 --> 00:14:13.770
is more, it means that you
gotta dig your heels in.

00:14:13.770 --> 00:14:15.450
It means that we're gonna
go above and beyond.

00:14:15.450 --> 00:14:17.010
It means that you might have to work late.

00:14:17.010 --> 00:14:18.780
It means that you might
have to stay longer.

00:14:18.780 --> 00:14:19.613
It means that you might

00:14:19.613 --> 00:14:21.180
have to answer the phone on the weekend.

00:14:21.180 --> 00:14:24.450
It means that you might
have to work through a lunch

00:14:24.450 --> 00:14:27.270
so that you can provide a solution.

00:14:27.270 --> 00:14:31.020
And that grittiness, that drive,

00:14:31.020 --> 00:14:33.180
that desire is instilled here.

00:14:33.180 --> 00:14:34.680
And it comes from our leadership down.

00:14:34.680 --> 00:14:35.880
I know that you see Steve,

00:14:35.880 --> 00:14:39.030
I know that you see his posts on LinkedIn.

00:14:39.030 --> 00:14:43.680
He is that energized and
that jazzed up all the time.

00:14:43.680 --> 00:14:46.380
And it's because he really
wants to drive that behavior

00:14:46.380 --> 00:14:47.550
within the people that are here

00:14:47.550 --> 00:14:48.780
on the floor at our environment.

00:14:48.780 --> 00:14:51.930
I had to go find a very quiet
room to do this recording

00:14:51.930 --> 00:14:53.790
because our environment's very loud.

00:14:53.790 --> 00:14:54.810
It's very exciting.

00:14:54.810 --> 00:14:58.650
It's very almost Wolf of
Wall Street type mentality.

00:14:58.650 --> 00:15:01.980
So that in order for us to be great,

00:15:01.980 --> 00:15:04.890
in order for us to really do more

00:15:04.890 --> 00:15:07.440
and achieve all of the things

00:15:07.440 --> 00:15:09.000
that we try to do here at Steam,

00:15:09.000 --> 00:15:12.600
you do have to have a
bit of grittiness to you.

00:15:12.600 --> 00:15:14.100
You have to have a little bit more

00:15:14.100 --> 00:15:16.200
than just your average go getter.

00:15:16.200 --> 00:15:18.960
And I see that in the
people that we bring here,

00:15:18.960 --> 00:15:22.290
I see that in the leadership
that we have here,

00:15:22.290 --> 00:15:23.523
it's from the top down.

00:15:25.230 --> 00:15:26.760
- You know Heather,
we've talked a bit about

00:15:26.760 --> 00:15:31.760
providing best in class service
to your outside customers,

00:15:33.570 --> 00:15:36.300
as well as inside customers,

00:15:36.300 --> 00:15:39.030
because of what Bench
Builder does for its client.

00:15:39.030 --> 00:15:42.240
I'm particularly interested
in the inside customers,

00:15:42.240 --> 00:15:43.860
namely employees.

00:15:43.860 --> 00:15:44.910
- Yeah.

00:15:44.910 --> 00:15:48.990
- Something that you
shared with me via link,

00:15:48.990 --> 00:15:50.760
but we've not talked about,

00:15:50.760 --> 00:15:52.650
but when you're growing that fast,

00:15:52.650 --> 00:15:55.437
I think you said your you've
exceeded 700 employees,

00:15:55.437 --> 00:15:56.270
- Mm-hm.

00:15:56.270 --> 00:15:57.243
- and that's a rapid growth.

00:15:59.010 --> 00:16:01.170
There's a program that y'all are part of.

00:16:01.170 --> 00:16:04.456
You may even founded it,
called End Non-Competes.

00:16:04.456 --> 00:16:05.289
- Yeah.

00:16:06.900 --> 00:16:08.730
- Boy I was intrigued by that.

00:16:08.730 --> 00:16:12.030
Can you share a little bit
about what End Non-Competes is?

00:16:12.030 --> 00:16:13.140
- Yeah, absolutely.

00:16:13.140 --> 00:16:16.080
So this is a movement that we spearheaded

00:16:16.080 --> 00:16:18.360
and I'm really excited about it.

00:16:18.360 --> 00:16:20.220
It's something that is
very passionate to me.

00:16:20.220 --> 00:16:23.520
I came, I've seen it in our
industry and it's kind of,

00:16:23.520 --> 00:16:26.700
as Jason kind of coined it,
Jason Provonsha our CEO,

00:16:26.700 --> 00:16:28.980
said it's a dirty little
secret in our industry.

00:16:28.980 --> 00:16:33.870
And it is, it's something
that many folks are given

00:16:33.870 --> 00:16:35.490
when they very first enter into

00:16:35.490 --> 00:16:38.370
working for a third
party logistics company

00:16:38.370 --> 00:16:40.890
and or an asset based company.

00:16:40.890 --> 00:16:42.780
But it's, a non-compete essentially

00:16:42.780 --> 00:16:44.280
is going to stifle your ability

00:16:44.280 --> 00:16:48.570
to take what it is that
you have entered into,

00:16:48.570 --> 00:16:51.180
your career in logistics and say,

00:16:51.180 --> 00:16:54.870
alright, if you decide that
this isn't gonna work for you,

00:16:54.870 --> 00:16:58.710
you can't go to another
competitor in the industry

00:16:58.710 --> 00:17:00.600
and continue your career.

00:17:00.600 --> 00:17:04.770
And to me, that is just
absolutely ridiculous.

00:17:04.770 --> 00:17:07.200
That's like taking a hairdresser,

00:17:07.200 --> 00:17:09.120
who's gone to school to
learn how to do hair.

00:17:09.120 --> 00:17:11.910
And then she decides she wants
to leave or go somewhere else

00:17:11.910 --> 00:17:14.130
and telling her she can't do that.

00:17:14.130 --> 00:17:16.920
So we've really taken a
stance on not providing that.

00:17:16.920 --> 00:17:19.530
We don't offer one at Steam Logistics.

00:17:19.530 --> 00:17:21.330
We do have non-solicits in place

00:17:21.330 --> 00:17:23.190
because that's protective of our industry

00:17:23.190 --> 00:17:24.023
and that makes sense,

00:17:24.023 --> 00:17:29.023
but a non-compete really can
paralyze somebody from growth

00:17:29.100 --> 00:17:30.270
and it paralyzes somebody from

00:17:30.270 --> 00:17:33.270
being able to provide their

00:17:33.270 --> 00:17:37.953
knowledge to ultimately, our industry.

00:17:39.360 --> 00:17:41.310
You can't take what it
is that you've learned

00:17:41.310 --> 00:17:42.840
in the industry and go somewhere else,

00:17:42.840 --> 00:17:44.310
if you're under a non-compete.

00:17:44.310 --> 00:17:46.950
And that means that your
career is over there,

00:17:46.950 --> 00:17:49.200
and it can keep people out of the industry

00:17:49.200 --> 00:17:53.010
for years in some places

00:17:53.010 --> 00:17:53.910
There's a lot of bribery

00:17:53.910 --> 00:17:55.923
that goes with non-compete sometimes.

00:17:57.120 --> 00:17:59.220
And it really doesn't
benefit anybody because

00:17:59.220 --> 00:18:01.890
it's just gonna disgruntle
an employee who's under one,

00:18:01.890 --> 00:18:02.760
as they work for you,

00:18:02.760 --> 00:18:05.610
because they'll know that
they are trapped essentially.

00:18:05.610 --> 00:18:06.993
So Steam took a stance.

00:18:07.980 --> 00:18:11.560
We invite others to join us
along our End Non-Competes

00:18:12.450 --> 00:18:16.380
and eliminate that from
the supply chain world

00:18:16.380 --> 00:18:19.050
so that people can continue to benefit

00:18:19.050 --> 00:18:21.480
what it is that we do for the supply chain

00:18:21.480 --> 00:18:24.210
and be able to work where
it is that they wanna work

00:18:24.210 --> 00:18:26.940
with the people and the culture
that they wanna be a part of

00:18:26.940 --> 00:18:29.583
and not halt their career.

00:18:30.930 --> 00:18:35.010
- Seems to me that when you're
trying to attract top talent,

00:18:35.010 --> 00:18:35.940
- Yeah.

00:18:35.940 --> 00:18:40.940
- that going on record,
that we embrace this

00:18:41.340 --> 00:18:43.290
elimination of non-competes,

00:18:43.290 --> 00:18:44.217
not only do you do it,

00:18:44.217 --> 00:18:46.680
but you've kind of solicited

00:18:46.680 --> 00:18:48.159
actually competitors, if you would,

00:18:48.159 --> 00:18:49.950
- Yep. -
- to join in that effort.

00:18:49.950 --> 00:18:53.890
It seems to me that would
make Steam Logistics

00:18:54.810 --> 00:18:58.650
a more attractive employer
option for candidates.

00:18:58.650 --> 00:19:02.580
- Absolutely, being
transparent is huge, right?

00:19:02.580 --> 00:19:04.500
That's your first step in creating

00:19:04.500 --> 00:19:06.240
a really great environment to work in.

00:19:06.240 --> 00:19:08.790
So having that transparency
up front is huge.

00:19:08.790 --> 00:19:10.590
And because of the fact that we advertise

00:19:10.590 --> 00:19:14.280
that when you're 21 coming
into our industry straight off,

00:19:14.280 --> 00:19:15.651
or straight outta college and you haven't,

00:19:15.651 --> 00:19:17.910
you've never really
worked anywhere before.

00:19:17.910 --> 00:19:19.890
We don't wanna trap you
and make you feel like,

00:19:19.890 --> 00:19:22.920
Hey, this is your one
shot, your only shot.

00:19:22.920 --> 00:19:25.620
And you get here and
you're gonna be stuck here.

00:19:25.620 --> 00:19:26.910
And that's really important.

00:19:26.910 --> 00:19:28.830
And that is gonna allow us to be able

00:19:28.830 --> 00:19:31.110
to recruit better talent,
because people will understand

00:19:31.110 --> 00:19:34.080
that they have freedom
to be able to go and do

00:19:34.080 --> 00:19:36.930
what they need to do and
work where they need to work

00:19:36.930 --> 00:19:40.290
and provide what's their
skill sets to this industry.

00:19:40.290 --> 00:19:42.720
And that's the most important thing

00:19:42.720 --> 00:19:44.970
is that we all are part
of the supply chain,

00:19:44.970 --> 00:19:46.530
whether you work for
us or whether you work

00:19:46.530 --> 00:19:48.430
for another logistics company in town,

00:19:49.692 --> 00:19:51.090
and we don't wanna inhibit people

00:19:51.090 --> 00:19:53.888
to where they cannot bring
their talent elsewhere

00:19:53.888 --> 00:19:57.123
and succeed and be better elsewhere.

00:19:58.380 --> 00:20:01.740
- That's a perfect illustration
of trying to eliminate

00:20:01.740 --> 00:20:04.190
the sense of an employee feeling stuck,

00:20:04.190 --> 00:20:05.023
- Yes.

00:20:05.023 --> 00:20:08.070
- by eliminating these non-competes.

00:20:08.070 --> 00:20:13.070
Can you share an example where
a client perhaps of yours

00:20:13.620 --> 00:20:17.160
got stuck and what did
it take to get unstuck?

00:20:17.160 --> 00:20:19.740
- Yeah, so we're
solutions oriented, right?

00:20:19.740 --> 00:20:22.140
And a lot of times our clients get stuck

00:20:22.140 --> 00:20:24.120
with a number of things.

00:20:24.120 --> 00:20:26.460
It can happen with
their billing processes.

00:20:26.460 --> 00:20:28.800
It can happen with containers
being stuck at the port.

00:20:28.800 --> 00:20:31.590
It can happen with shipments being hot

00:20:31.590 --> 00:20:32.910
and needing to go out.

00:20:32.910 --> 00:20:36.060
I think one of my favorite
examples was a client of ours

00:20:36.060 --> 00:20:38.580
had a very, very unique situation

00:20:38.580 --> 00:20:39.870
out of the Pacific Northwest.

00:20:39.870 --> 00:20:43.080
And they needed to take that
shipment all the way to Chicago

00:20:43.080 --> 00:20:44.775
and they needed it there immediately.

00:20:44.775 --> 00:20:45.608
- Mm-hm.

00:20:45.608 --> 00:20:46.740
They needed it there yesterday,

00:20:46.740 --> 00:20:49.680
and it was during a time Q4 last year,

00:20:49.680 --> 00:20:51.390
there was a lot of equipment shortages.

00:20:51.390 --> 00:20:55.170
There was a lot of congestion at the ports

00:20:55.170 --> 00:20:56.730
and lots of different things going on

00:20:56.730 --> 00:20:58.630
that was making life pretty miserable,

00:20:59.730 --> 00:21:01.170
especially for our customers.

00:21:01.170 --> 00:21:04.110
And they reached out,
they needed a solution.

00:21:04.110 --> 00:21:05.220
They needed a solution fast.

00:21:05.220 --> 00:21:08.670
And because of our deep
partnerships and our relationships

00:21:08.670 --> 00:21:10.440
with the carriers that
we have in our network,

00:21:10.440 --> 00:21:13.920
we were able to provide
a quick solution for them

00:21:13.920 --> 00:21:15.840
that was gonna allow them to save money.

00:21:15.840 --> 00:21:18.660
And it was going to allow them
to get what they needed done

00:21:18.660 --> 00:21:19.773
and get it there fast.

00:21:20.730 --> 00:21:23.520
And it was a pretty large ask,

00:21:23.520 --> 00:21:26.490
but we're not in the
business of gouging people.

00:21:26.490 --> 00:21:27.323
We're not in the business

00:21:27.323 --> 00:21:30.210
of trying to monopolize this market.

00:21:30.210 --> 00:21:31.680
We're just trying to do what we can do

00:21:31.680 --> 00:21:33.120
in the best way that we know how to do it.

00:21:33.120 --> 00:21:35.550
So we provided the solution for them.

00:21:35.550 --> 00:21:38.490
We were able to get them
what they needed on time,

00:21:38.490 --> 00:21:41.520
in a shipment, and it
deepened that trust, right?

00:21:41.520 --> 00:21:42.990
So our external clients,

00:21:42.990 --> 00:21:44.700
they've gotta build that
trust there with us.

00:21:44.700 --> 00:21:47.610
And it deepened that trust for them.

00:21:47.610 --> 00:21:51.360
I could go into many other
details of other situations

00:21:51.360 --> 00:21:52.839
where we've had to be very creative.

00:21:52.839 --> 00:21:56.704
I believe actually at the
conference that we were at

00:21:56.704 --> 00:21:59.613
you must of talked about
it a little bit with us,

00:22:00.570 --> 00:22:04.050
but providing a transloading
option was pretty unique.

00:22:04.050 --> 00:22:07.710
That's not something that
happens all the time,

00:22:07.710 --> 00:22:10.110
but we've started doing
that with many clients

00:22:10.110 --> 00:22:13.800
where we will take the
shipment, we'll find a warehouse

00:22:13.800 --> 00:22:15.270
where we can offload it and then put it

00:22:15.270 --> 00:22:16.380
on the back of a flatbed

00:22:16.380 --> 00:22:18.510
and take that flatbed to the door.

00:22:18.510 --> 00:22:21.690
So we're able to provide
two options there for them.

00:22:21.690 --> 00:22:24.840
Whereas some other companies
wouldn't be able to provide

00:22:24.840 --> 00:22:26.790
such a quick solution for them.

00:22:26.790 --> 00:22:31.020
So when they're stuck and
they can't find the equipment,

00:22:31.020 --> 00:22:32.310
they can tap into Steam

00:22:32.310 --> 00:22:34.980
and we're able to pull through for 'em.

00:22:34.980 --> 00:22:36.723
And that's always very rewarding.

00:22:37.590 --> 00:22:39.000
- That's a perfect example.

00:22:39.000 --> 00:22:42.420
I'd like to go back to
customer success for a moment.

00:22:42.420 --> 00:22:44.070
On your website,

00:22:44.070 --> 00:22:49.070
there's a reference to a
White Glove Experience.

00:22:49.320 --> 00:22:50.153
And I think I know what that means,

00:22:50.153 --> 00:22:51.330
- Mm-hm.

00:22:51.330 --> 00:22:53.340
- but what does a White Glove Experience

00:22:53.340 --> 00:22:55.023
mean to Steam Logistics?

00:22:56.160 --> 00:23:00.000
- I guess in my mind, it's
very much fine dining, right?

00:23:00.000 --> 00:23:02.970
So you go and you have somebody
really taking care of you

00:23:02.970 --> 00:23:05.430
paying a lot of attention to you.

00:23:05.430 --> 00:23:10.430
Every 3PL has hundreds,
thousands of customers, right?

00:23:10.560 --> 00:23:13.650
But our goal is to make it feel like

00:23:13.650 --> 00:23:16.050
they are the only customer that we have.

00:23:16.050 --> 00:23:17.790
And that's what white gloves means to me.

00:23:17.790 --> 00:23:19.020
It's like that fine dining.

00:23:19.020 --> 00:23:23.460
It's providing the extra things,

00:23:23.460 --> 00:23:27.060
providing extra visibility,
extra communication,

00:23:27.060 --> 00:23:31.413
reporting, data, customer
business reviews, visits.

00:23:32.610 --> 00:23:35.070
We even go so far, they've been online

00:23:35.070 --> 00:23:36.690
and they've been all over LinkedIn,

00:23:36.690 --> 00:23:40.110
and I get reached out
constantly about our Swag Boxes

00:23:40.110 --> 00:23:42.273
that we send to our clients and customers.

00:23:44.068 --> 00:23:46.027
And they're just the little
details of just saying,

00:23:46.027 --> 00:23:48.210
"Hey, we really appreciate you.

00:23:48.210 --> 00:23:49.830
We thank you so much for this business.

00:23:49.830 --> 00:23:52.350
We value your partnership
and we wanna ensure

00:23:52.350 --> 00:23:53.940
that it lasts a long time."

00:23:53.940 --> 00:23:55.650
And so we're gonna go above and beyond

00:23:55.650 --> 00:23:58.590
and make you feel and let you know

00:23:58.590 --> 00:24:00.990
that you're important to us.

00:24:00.990 --> 00:24:05.223
And so what it is that you
need we'll provide a solution.

00:24:06.060 --> 00:24:09.360
Communication is usually
gonna be pretty high

00:24:09.360 --> 00:24:11.520
in buying criteria for a customer, right?

00:24:11.520 --> 00:24:13.713
They wanna have really
clear communication.

00:24:14.917 --> 00:24:16.830
And so what do we need to
do to go above and beyond

00:24:16.830 --> 00:24:17.663
to make sure that you

00:24:17.663 --> 00:24:19.860
get the communication that you require?

00:24:19.860 --> 00:24:22.170
And it's more than just
asking for business.

00:24:22.170 --> 00:24:24.480
It's developing a really
deep relationship.

00:24:24.480 --> 00:24:28.680
So to me, White Glove Experience
is that above and beyond

00:24:28.680 --> 00:24:31.263
extra steps that you
take, it's flowing down,

00:24:32.130 --> 00:24:35.670
it's reflecting on your
business partnership.

00:24:35.670 --> 00:24:40.020
It's communicating and
talking about what is working

00:24:40.020 --> 00:24:41.340
and what is not working.

00:24:41.340 --> 00:24:43.260
It's having hard conversations,

00:24:43.260 --> 00:24:46.050
but it's also having really
positive conversations

00:24:46.050 --> 00:24:50.760
and showing through data
how we are providing value

00:24:50.760 --> 00:24:52.020
to their supply chain.

00:24:52.020 --> 00:24:54.480
And it's just so rewarding.

00:24:54.480 --> 00:24:55.770
I said that a few times,

00:24:55.770 --> 00:24:57.180
but it's very rewarding to

00:24:57.180 --> 00:25:00.123
be able to go above and
beyond for a customer.

00:25:01.080 --> 00:25:04.680
- You made a comment a moment
ago about providing data.

00:25:04.680 --> 00:25:08.310
And that is sometimes these
things can feel very subjective,

00:25:08.310 --> 00:25:09.600
- Mm-hm.

00:25:09.600 --> 00:25:13.920
- but by providing data,
you make it more objective.

00:25:13.920 --> 00:25:14.985
- Yep.

00:25:14.985 --> 00:25:17.280
- You're providing
client specific examples

00:25:17.280 --> 00:25:19.080
of what you're doing.

00:25:19.080 --> 00:25:21.420
I was introduced, I don't know if I'm

00:25:21.420 --> 00:25:23.640
gonna properly pronounce this term,

00:25:23.640 --> 00:25:25.950
but when you're talking
about that little extra,

00:25:25.950 --> 00:25:29.400
I think the pronunciation is Lanyap?

00:25:29.400 --> 00:25:32.490
And I was just introduced to
it at a French restaurant.

00:25:32.490 --> 00:25:33.323
- Huh!

00:25:33.323 --> 00:25:34.156
(Heather chucking)

00:25:34.156 --> 00:25:35.460
- And what I understood a Lanyap was

00:25:35.460 --> 00:25:40.443
is if the server brings out
something you didn't order,

00:25:41.340 --> 00:25:44.733
but it enriches the dining experience.

00:25:45.660 --> 00:25:48.060
That would be considered a Lanyap.

00:25:48.060 --> 00:25:50.250
And that is you didn't expect it,

00:25:50.250 --> 00:25:52.417
but then the server shows
up and you kind of go,

00:25:52.417 --> 00:25:53.880
"Wow, I wasn't expecting that".

00:25:53.880 --> 00:25:57.540
And the comment is, the
compliments of the house,

00:25:57.540 --> 00:26:00.690
if you would, is that
it doesn't really matter

00:26:00.690 --> 00:26:02.910
what it is the server's bringing,

00:26:02.910 --> 00:26:06.030
but when it's done, done right,

00:26:06.030 --> 00:26:11.030
it's very clear that the
diner is very, very important.

00:26:11.700 --> 00:26:12.780
It's critically important.

00:26:12.780 --> 00:26:14.220
And what you just described,

00:26:14.220 --> 00:26:16.770
I don't know, what's in your Swag Box,

00:26:16.770 --> 00:26:18.000
you probably mix it up.

00:26:18.000 --> 00:26:23.000
What have you found is the
most well received item

00:26:23.520 --> 00:26:26.340
that's in a typical Swag Box?

00:26:26.340 --> 00:26:28.800
- Oh man, I guess it
depends on the client.

00:26:28.800 --> 00:26:31.200
They really enjoy seeing pictures, right?

00:26:31.200 --> 00:26:34.440
So if we send a postcard with
the actual team that manages

00:26:34.440 --> 00:26:37.110
and we put some personal touch behind it,

00:26:37.110 --> 00:26:39.870
that's really valuable to a client because

00:26:39.870 --> 00:26:42.360
we live in such a world
that is so digital.

00:26:42.360 --> 00:26:45.780
Everything is so via email, via text.

00:26:45.780 --> 00:26:48.780
It's not personable, it's not in face.

00:26:48.780 --> 00:26:53.780
And so specifically my
group talks to that point,

00:26:53.880 --> 00:26:56.460
we talk about, Hey put
on a Team's Meeting,

00:26:56.460 --> 00:26:58.080
actually be in front of your client,

00:26:58.080 --> 00:27:01.260
send them a postcard that has
your team's picture on it.

00:27:01.260 --> 00:27:03.150
So that they see who it is
that they're working with.

00:27:03.150 --> 00:27:06.510
'cause our work life is
Monday through Friday, right?

00:27:06.510 --> 00:27:08.943
Eight to five, sometimes more.

00:27:09.840 --> 00:27:12.510
But when you're that
involved with another person

00:27:12.510 --> 00:27:16.500
and some of these customers are
Mom and Pop type situations,

00:27:16.500 --> 00:27:17.550
they're not big corporate.

00:27:17.550 --> 00:27:20.700
And so they really, really
love to see who it is

00:27:20.700 --> 00:27:24.360
that's managing this
special item that they ship,

00:27:24.360 --> 00:27:28.740
that they have invested in,
believe in, love, care for.

00:27:28.740 --> 00:27:32.103
Who's handling that, who's
handling the care of that item?

00:27:33.559 --> 00:27:35.670
So I think the pictures do the most value.

00:27:35.670 --> 00:27:40.670
Our Swag Boxes contain themed,
logoed, beneficial items

00:27:40.890 --> 00:27:44.250
like pens and notebooks, sticky notes.

00:27:44.250 --> 00:27:48.600
We also will sometimes send
other items nonchalantly

00:27:48.600 --> 00:27:52.170
or whatever from the
individual, but those are,

00:27:52.170 --> 00:27:54.203
what's typically in there.

00:27:54.203 --> 00:27:56.040
- See, I love the idea of the pictures

00:27:56.040 --> 00:27:59.340
and it's not just a generic picture.

00:27:59.340 --> 00:28:01.020
It's their team.

00:28:01.020 --> 00:28:02.610
They can look at that picture,

00:28:02.610 --> 00:28:05.437
set it up next to their
computer and basically say,

00:28:05.437 --> 00:28:08.637
"Ah, those are the people
who made that happen".

00:28:09.720 --> 00:28:11.430
Great idea, I love that.

00:28:11.430 --> 00:28:14.310
- Yeah, I think that it
just adds a personal touch

00:28:14.310 --> 00:28:17.130
and it adds just a next level of value.

00:28:17.130 --> 00:28:21.990
Something complimentary that
people just really value

00:28:21.990 --> 00:28:24.123
and find to be beneficial.

00:28:25.383 --> 00:28:28.470
- Heather, as you kind of
reflect on our conversation,

00:28:28.470 --> 00:28:31.500
we've discussed primarily the topic,

00:28:31.500 --> 00:28:35.460
providing customers with
best in class service,

00:28:35.460 --> 00:28:38.610
but we've expanded that to
include internal customers,

00:28:38.610 --> 00:28:40.560
employees and the like.

00:28:40.560 --> 00:28:44.253
What do you want to be the
takeaways for our listeners?

00:28:45.600 --> 00:28:48.180
- I think creating an experience

00:28:48.180 --> 00:28:53.180
that is just very White
Glove service, best in class.

00:28:56.130 --> 00:28:58.230
I think those two terms really coin

00:28:58.230 --> 00:29:00.330
what it is that we offer at Steam.

00:29:00.330 --> 00:29:03.780
I think knowing that people
coming to our industry

00:29:03.780 --> 00:29:05.370
to be employed within our industry,

00:29:05.370 --> 00:29:08.160
I want them to know that they
have a lot of support here.

00:29:08.160 --> 00:29:09.510
I think that can be very scary

00:29:09.510 --> 00:29:13.290
jumping into this supply
chain world when you're new

00:29:13.290 --> 00:29:15.720
and you've not had any
experience or exposure

00:29:15.720 --> 00:29:17.610
to what it is that we do here.

00:29:17.610 --> 00:29:21.747
But I also think that
what we add externally

00:29:23.370 --> 00:29:26.070
and the kind of experience that we create

00:29:26.070 --> 00:29:27.090
is very important.

00:29:27.090 --> 00:29:30.300
And I think that the biggest takeaway

00:29:30.300 --> 00:29:32.460
for anybody in any business is that

00:29:32.460 --> 00:29:36.030
servant leadership and
having that creative approach

00:29:36.030 --> 00:29:38.670
to how you're gonna support
your team and your culture

00:29:38.670 --> 00:29:42.840
and your company is just
kind of next level here.

00:29:42.840 --> 00:29:45.120
So if anything, that's what we wanna know.

00:29:45.120 --> 00:29:47.070
I want people that look at Steam

00:29:47.070 --> 00:29:49.380
and see our expansive growth

00:29:49.380 --> 00:29:51.630
and see all that we're doing here.

00:29:51.630 --> 00:29:55.080
I want them to know that
we've got a great culture.

00:29:55.080 --> 00:29:57.390
We've got a great infrastructure support

00:29:57.390 --> 00:29:59.010
and we're very proud of it.

00:29:59.010 --> 00:30:00.928
And we're excited to see all the things

00:30:00.928 --> 00:30:02.373
that are happening for us.

00:30:04.500 --> 00:30:08.617
- Heather, you are a perfect
ambassador for Steam Logistics.

00:30:08.617 --> 00:30:09.450
- Thank you.

00:30:09.450 --> 00:30:12.510
- Thank you for sharing your insights

00:30:12.510 --> 00:30:16.230
and a little bit of behind
the curtain of Steam Logistics

00:30:16.230 --> 00:30:18.090
and what it really means to provide

00:30:18.090 --> 00:30:20.670
that type of White Glove Service.

00:30:20.670 --> 00:30:21.660
Thank you.

00:30:21.660 --> 00:30:22.493
- You're more than welcome.

00:30:22.493 --> 00:30:23.623
Thank you so much for having me, Mike.

00:30:23.623 --> 00:30:24.633
I appreciate it.

00:30:26.100 --> 00:30:29.040
- I also wanna thank our
listeners for joining us today.

00:30:29.040 --> 00:30:31.920
We upload the latest
episode every Thursday

00:30:31.920 --> 00:30:35.700
to all the major platforms,
including Apple and Spotify.

00:30:35.700 --> 00:30:38.310
So if you've enjoyed this
episode with Heather,

00:30:38.310 --> 00:30:40.170
please subscribe.

00:30:40.170 --> 00:30:42.150
Are you trying to grow your business

00:30:42.150 --> 00:30:44.460
and wanna make sure you've
got the right people,

00:30:44.460 --> 00:30:48.750
processes, and planning systems
in place to grow smoothly?

00:30:48.750 --> 00:30:50.910
If yes, let's talk.

00:30:50.910 --> 00:30:52.890
Head over to unstuck.show

00:30:52.890 --> 00:30:55.710
and schedule a quick non sales call.

00:30:55.710 --> 00:30:57.600
We'll talk about your growth goals

00:30:57.600 --> 00:31:00.090
and I'll offer you some actionable advice

00:31:00.090 --> 00:31:02.160
to help you grow your business.

00:31:02.160 --> 00:31:04.230
So I wanna thank you for joining us

00:31:04.230 --> 00:31:07.140
and I hope you have picked
up on some tips from Heather

00:31:07.140 --> 00:31:10.590
that will help you Get
Unstuck and On Target.

00:31:10.590 --> 00:31:11.742
Until next time.

00:31:11.742 --> 00:31:14.825
(soft music playing)