The Marketplace Growth Playbook For Convoy

What was that kind of like a playbook like there that you used? Yeah, it was interesting. The playbook on the team was the initial growth team, right? Was very much, and this is more sort of tactical, but I stay very close to customers, right? Identify what are the problems that they have that we are not yet solving. And then, you know, 3-person, really small squad, like find a way to solve that problem for that one customer. And if we, you know, find a way to do that, then scale and automate and solve for the rest of our customers and ideally build a big business, right? So that was like sort of the mantra of the team and, you know, a lot of stuff didn't work, but some stuff really did like the spot auction business that I mentioned. And this was like really like crappy. The spot auction business, just to give you an example, right? What it was, was if a truck, like a company, let's say Anheuser-Busch, right? Big consumer brand. They need, they obviously have freight needs across the nation. They have large contracts with a lot of brokers and carriers, but often will have last-minute needs for trucking, right? Either because their contracted carrier can't support it, or demand changed and they need to fulfill an order, right? And so we are like, oh, that's interesting. Let's, you know, try and build a business to support that need in a uniquely Convoy way. It wasn't a new business to the industry, but in a way that we can really have a competitive edge. But it started with, you know, folks behind the screen closely monitoring their orders and like bidding manually, right? And figuring out, okay, how do we actually start winning this business and then learn the operational complexities And then, you know, because it was a cross-functional team, you have the product person, the engineer sitting and watching the main, the person that's doing it manually build the spec, start building some easy product and then like over time scale. So that was like sort of the playbook for growth if I was to just abstract away what we did as a team. And we did that across various dimensions. Like every business that we tackled was the same kind of approach. That I think worked super well because you can learn fast, fail fast. You don't have like the bureaucracy as long as you have the autonomy and budget from the leadership team to go do it. I think it was a great way to build our business.