Podcasts about Maersk

ירדן גרוס נולד בטבריה, למשפחה שהקימה את ה"לידו" – סירות השעשועים ששטו בכנרת בשנות ה-80. לאחר שירות צבאי בצוללות, הוא ייסד את אנג'י, סטארטאפ בתחום הרכב, שחווה הצלחות לצד אכזבות.ב-2018, בעיצומן של הכותרות סביב האקזיט הענק של מובילאיי, הקים יחד עם חברו מחיל הים את Orca AI, שפיתחה מערכת ניווט אוטונומית לספינות, המפחיתה תאונות ימיות וזיהום סביבתי. עד היום גייסה החברה 111 מיליון דולר, ועובדת עם מהחברות המובילות בעולם הספנות – בהן Maersk, Carnival ו-MSC.בשיחה עמו הוא מספר על ההתחלה הקשה, הדמו הכושל כמעט ללקוח ביפן שהעמיד את עתיד החברה בסכנה, וגם מסביר מדוע האקוסיסטם הישראלי של חדשנות בספנות עדיין לא צבר תאוצה – למרות הפוטנציאל האדיר בתחום, שאחראי על 99% מהסחורות המובילות בעולם.

Christina Irene is a disability and diversity speaker who works with corporations, not-for-profit organizations, government entities, and educational institutions all over the world. Her clients include Target, Redfin, Maersk, U.S. Department of State, U.S. Navy, National Credit Union Administration, FINRA, MITRE, the Brookings Institution, Johns Hopkins University, Technology University of Eindhoven, Penn State Health, Pueblo of Jemez, and many more. Using a lived-experience approach, she invented the Splat system of communication and published a series of books on it, including Talking Splat: Communicating About Hidden Disabilities, Splatvocate: Supporting People With Hidden Disabilities, and Spactivity Book: Self-Care and Carefree Distractions for Adults with Hidden Disabilities. Christina's past careers include high school English and theater teacher and nationally-touring stand-up comedian. She lives with physical, cognitive, and mental health disabilities. To learn more about Christina Irene: Website: ChristinaIrene.com YouTube: @ChristinaIreneInspires (or use the url ChristinaIreneTube.com which redirects to my channel) Instagram: @TalkingSplat (all Splat-related content) and @InstaChristinaIrene  TikTok: @TalkingSplat Facebook: @SplattiePage (Splat-related content) and @ChristinaIreneInspires

In this episode of Innovation Meets Leadership, Natalie Born sits down with Louisa Loran, former Google executive and author of Leadership Anatomy in Motion. With an impressive career spanning Diageo, Maersk, and Google, Louisa has redefined what it means to lead across industries—from building billion-dollar supply chains to transforming legacy business models.Louisa reveals how curiosity, courage, and emotional intelligence fuel lasting transformation. She shares stories of stepping into roles before she felt “ready,” challenging corporate norms, and helping leaders unlearn habits that limit potential. Whether you're navigating rapid change or seeking to inspire courage in your team, this episode will help you unlock your own leadership evolution.[00:00 – 04:00] Louisa's Journey Across IndustriesFrom Diageo to Maersk to Google—how curiosity guided her bold career transitions.Lessons from moving between consumer goods, logistics, and tech.Understanding brand legacy and the courage to step into unfamiliar worlds.[04:01 – 08:00] The Power of Curiosity and Self-BeliefWhy curiosity is a leader's greatest asset.Louisa's seventh-grade dream of joining LVMH—and how it came true.Taking chances on roles you're “not qualified” for and learning through action.[08:01 – 11:00] Courage in Leadership TransformationWriting Maersk's transformational strategy amid major restructuring.Why success isn't just about having the right answers but addressing hidden fears.How courage and curiosity unlock organizational change.[11:01 – 13:00] The Art of Asking Better QuestionsHow to ask questions that invite reflection instead of resistance.Building emotional intelligence and influence through curiosity.Positioning ideas for buy-in and collaboration at the executive level.[13:01 – 16:00] Lessons from Google: A New Way of ThinkingShifting from hierarchical strategy to platform-based innovation.Learning to hold back as a leader and empower teams through exploration.Merging traditional business discipline with digital-era agility.[16:01 – 21:00] The Four Pillars of Future LeadershipVisioning – Envisioning ambitious futures beyond current limits.Expanding – Leveraging collective intelligence to grow faster.Steering – Prioritizing and staffing for the future.Embodying – Becoming the leader your future organization needs.[21:01 – 23:00] Transforming from the Inside OutWhy every transformation must start with the leader themselves.How fear and comfort can silently limit organizational growth.Encouraging leaders to unlearn and relearn continuously.[23:01 – 24:00] Closing ReflectionsLouisa's call to unlock “lost potential” within organizations.How to continue the conversation and bring courage into your own leadership journey.Quotes:“Curiosity is the driver that unlocks both courage and innovation.” – Louisa Loran“It's not about having the right answers—it's about understanding what's holding people back from acting on them.” – Louisa Loran“Any business led by someone unwilling to start the transformation within themselves is wasting its greatest resource.” – Louisa LoranConnect with Louisa LoranWebsite: louisaloran.comLinkedIn: Louisa LoranBook: Leadership Anatomy in MotionLEAVE A REVIEW + help another leader grow through innovation by sharing this episode, or click here to catch up on past episodes.

While European wind giants like Maersk and Ørsted face cancellations and layoffs, America's offshore wind projects in Virginia and Massachusetts are surging ahead, proving that genuine energy demand trumps political headwinds when the physics and economics align. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard's StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes' YouTube channel here. Have a question we can answer on the show? Email us! It's an interesting time to be in wind energy....In a shipyard in Singapore, there's a vessel worth four hundred and seventy-five million dollars. It's ninety-eight percent complete, built specifically to install wind turbines off the coast of New York. And it's just floating there... abandoned. Maersk Offshore Wind walked away from the contract last week. Just cancelled it. Left Seatrium, the shipbuilder, holding a near-finished vessel with nowhere to go. The ship was supposed to build Empire Wind, but now lawyers are circling and nobody knows what happens next. This is happening at the same time Orsted, the company that pioneered offshore wind energy, announces it's cutting two thousand jobs. That's a quarter of their entire workforce. In Germany, Eno Energy just filed for bankruptcy, leaving two hundred and eighty workers unemployed and the state government holding thirteen million euros in loan guarantees. You might think the wind industry is collapsing. But, you'd be wrong. Very wrong. Thirty miles off the coast of Virginia Beach, workers just accomplished something remarkable. They hammered one hundred and seventy-six massive foundations into the Atlantic seabed, finishing the job in just five months... ahead of schedule... in what everyone agrees was perfect weather. And the weather along the East Cost of the US has been splendid this year. This is Dominion Energy's Coastal Virginia Offshore Wind project, and when it starts generating power next March, it will be America's largest offshore wind farm. Two-point-six gigawatts of power, enough for half a million homes. But here's what makes this story truly odd in today's US political environment.... Republican Congresswoman Jen Kiggans from Virginia Beach stood up on the House floor last month to defend this wind farm. Not attack it... defend it. She explained that this project provides a five hundred million dollar power grid upgrade to Naval Air Station Oceana. She called it a matter of national security. House Speaker Mike Johnson from Louisiana, oil country, personally told reporters he delivered Kiggans' message directly to the President. "We want to do right by Virginians," he said. Think about that for a moment. In this political climate, a Republican Speaker is defending wind power. Why? Because Virginia desperately needs electricity. Data centers are consuming power at unprecedented rates, the military requires reliable energy, and this project has already created two thousand American jobs while pumping two billion dollars into the economy. Meanwhile, across the Atlantic, something interesting is also developing. Chinese manufacturer Ming Yang Smart Energy just announced they're investing two billion dollars to build a turbine factory in Scotland. They're promising fifteen hundred jobs for Scottish workers, with production starting in twenty twenty-eight. The job creations and investment amount sounds great, but there are still many hurdles to overcome. The reliability and insurability of Ming Yang turbines is still a hot topic amongst wind energy engineers. And security concerns with Chinese turbines will surely raise eyebrows of the UK, EU and US governments. Only time will tell.... Remember that ship floating in Singapore?

What does it really mean to be fearless at work and is it about confidence, risk-taking, privilege, or something deeper? In this episode, Helen Beedham sits down with globally recognised tech founder, author, CEO, and World Economic Forum Young Global Leader, Soulaima Gourani, to rethink what it means to dance through life and career challenges, rather than simply climb ladders. Together, they unpack how setbacks, risk, and an authentic sense of self can fuel our most brilliant moves in business and beyond.Helen and Soulaima explore:⭐️ How to view life and career as a dance, not a ladder, and turn adversity into unconventional opportunities.⭐️ The “8% Rule”, where Soulaima says yes to things when she understands just 8% of them, trusting her intuition and energy rather than waiting to be “fully ready.”⭐️ How to keep imposter syndrome in check by reframing failures and openly sharing challenges.⭐️ How to be guided by what truly energises you and using that when weighing up big decisions.⭐️ How to create your own opportunities and networks instead of waiting for invitations, and to avoid measuring your own self-worth against others.About Soulaima Gourani:Soulaima Gourani dropped out of school in 7th grade, left home at 13, and grew up in foster care. Today, she's a globally recognized tech entrepreneur, WEF Young Global Leader, Thinkers50 honoree, and former UN Women's Advisor. With a background in SaaS sales and jobs at Maersk, Microsoft, and HP, she has since mentored TED Fellows, founded award-winning companies, and been named one of the Top 100 Women in Tech and "40 under 40."An MBA from CBS and with executive education from Harvard, Wharton, Yale, and 10+ global institutions, Soulaima has lectured at HKS, CBS, LBS, HULT, and more. Currently nominated for Global Tech Entrepreneur of the Year 2025 and 100 Reputable Women of African Descent, she's on a mission to eliminate barriers and radically improve people's quality of life.Links:Visit Helen's website www.helenbeedham.com.Check out Helen's award-winning business book: The Future of Time: how 're-working' time can help you boost productivity, diversity and wellbeing.Leave a book review on Amazon here.Get in touch about Helen's Time-Intelligent Teams workshops or view/download a flier here.Join her mailing list here.What does freedom at work mean to you? Take my short survey here.Pre-order my new book People Glue: hold on to your best people by setting them free  (out Jan 2026) and become a book supporter to gain exclusive book-related invitations and offers. Follow Soulaima on Linked In.Happioh's website. Loved this episode?  Follow The Business of Being Brilliant, rate and review the show, and share it with friends and colleagues who care about building brighter, fairer workplaces.

Xavier Brun, responsable de RV de Trea AM, repasa lo más destacado en Europa pasando por Michelin, Ferrari, ABB, Maersk y Osrted.

On Friday Oct. 3, shortly before dawn, 100 protestors disrupted Maersk's and ZIM's operations at the port of Elizabeth, New Jersey. This site exports weapons used by Israel to kill Palestinians in Gaza, shipped by Maersk and ZIM. In addition, it is one of the largest weapons exporters on the East coast. Supplying these weapons for Israel's genocide is a blatant violation of the U.S. War Crimes Act, the Leahy law, The Foreign Assistance Act, Arms Export Control Act, and The Genocide Convention Implementation Act. John Amidon of Veterans for Peace and Pax Christi talks about the event.

The U.S. Department of Transportation issued an emergency order on September 26th mandating that states immediately stop issuing or renewing non-domiciled commercial learner's permits and CDLs, targeting licenses often held long after their legal authorization to be in the U.S. had expired. This crackdown follows a nationwide Federal Motor Carrier Safety Administration audit that linked at least five fatal crashes this year to improperly issued licenses. Industry analysis predicts a significant surge in bankruptcies especially among small and mid-size carriers who built their business models on skirting the law by using non-compliant labor willing to run severe hours-of-service violations. Capacity issues are also global, as ongoing geopolitical uncertainty keeps ocean carriers away from the critical Suez Canal choke point. Maersk's CEO, Vincent Clerc, stated that shipping firms are unlikely to return until security is “reliably restored” due to unacceptably high risks to crews and vessels. This continued rerouting around the Cape of Good Hope has caused container revenue for the Suez Canal Authority to plummet by as much as 60%, locking in elevated costs and longer transit times across the entire global supply chain. Connecting these domestic compliance costs and global operational headwinds, Werner CEO Derek Leathers recently characterized freight rates as "stably horrible" for years in the address, noting that potential tariffs on Class 8 trucks made in Mexico could further inflate equipment costs and cap future capacity. Ultimately, this market reset is being structurally guaranteed not by a sudden demand boom, but by the simultaneous removal of illegal low-cost capacity domestically and persistent geopolitical risk that maintains a high operational cost ceiling globally. Learn more about your ad choices. Visit megaphone.fm/adchoices

The U.S. Department of Transportation issued an emergency order on September 26th mandating that states immediately stop issuing or renewing non-domiciled commercial learner's permits and CDLs, targeting licenses often held long after their legal authorization to be in the U.S. had expired. This crackdown follows a nationwide Federal Motor Carrier Safety Administration audit that linked at least five fatal crashes this year to improperly issued licenses. Industry analysis predicts a significant surge in bankruptcies especially among small and mid-size carriers who built their business models on skirting the law by using non-compliant labor willing to run severe hours-of-service violations. Capacity issues are also global, as ongoing geopolitical uncertainty keeps ocean carriers away from the critical Suez Canal choke point. Maersk's CEO, Vincent Clerc, stated that shipping firms are unlikely to return until security is “reliably restored” due to unacceptably high risks to crews and vessels. This continued rerouting around the Cape of Good Hope has caused container revenue for the Suez Canal Authority to plummet by as much as 60%, locking in elevated costs and longer transit times across the entire global supply chain. Connecting these domestic compliance costs and global operational headwinds, Werner CEO Derek Leathers recently characterized freight rates as "stably horrible" for years in the address, noting that potential tariffs on Class 8 trucks made in Mexico could further inflate equipment costs and cap future capacity. Ultimately, this market reset is being structurally guaranteed not by a sudden demand boom, but by the simultaneous removal of illegal low-cost capacity domestically and persistent geopolitical risk that maintains a high operational cost ceiling globally. Learn more about your ad choices. Visit megaphone.fm/adchoices

Tu transformación digital de millones probablemente es solo maquillaje en un cadáver corporativo.Sebastián e Ibo destrozan el mito más caro de la consultoría moderna: que digitalizar procesos es transformarse. Revelan por qué el 85% de las "transformaciones" aceleran la obsolescencia en lugar de prevenirla.A través de casos como Zalando (que canibalizó su marketplace), Ping An (que creó a sus competidores) y Maersk (que cambió de industria sin cambiar de empresa), aprenderás la diferencia brutal entre digitalización cosmética y transformación real.Descubre el framework de "Arquitectura de Canibalización" y los tres filtros para detectar si tu transformación es real o teatro corporativo.La pregunta que debes responder: Si alguien con 50K quisiera destruir tu empresa, ¿qué construiría? ¿Por qué no lo estás construyendo tú?La transformación real no es mejorar tu negocio. Es construir el que lo va a destruir.

Welcome back to the EUCVC Summit Talks, where we bring you candid conversations with Europe's leading founders, corporate leaders, and investors shaping the future of venture collaboration.In this session, Jeppe Høier sits down with Mike Smeed, Managing Director of InMotion Ventures (the venture arm of Jaguar Land Rover), and Ida Christine Brun, Partner at Maersk Growth. Together, they dive into how two global giants—one in mobility and one in logistics—approach corporate venturing, what they've learned about balancing financial returns with strategic purpose, and how they decide where to play in a fast-changing landscape.From decarbonization and electrification to supply chain innovation and customer-centric business models, Mike and Ida share firsthand lessons on what works, what doesn't, and how corporates can create real value in venture.

In “Smarter Landside Logistics”, Joe Lynch and Brian Kobza, Chief Commercial Officer at IMC Logistics, discuss leveraging IMC's asset-based capacity, actionable visibility, and end-to-end services—all underpinned by strong relationships—is essential for achieving greater control and cargo velocity in the critical first and last mile of the supply chain. About Brian Kobza Brian Kobza is the Chief Commercial Officer at IMC Logistics, with over 20 years of experience in the transportation and supply chain industry. His expertise covers various aspects of the sector, including positions at marine terminals, ocean carriers, ports, and landside logistics companies. In his current role, he oversees all commercial activities and new initiatives to ensure profitability and market leadership through a focus on customer experience and cargo velocity. Brian firmly believes that relationships are vital in this industry, and that enterprise growth and supply chain efficiency can be attained through fostering deeper customer relationships and partnerships. Prior to his appointment with IMC Logistics, Brian served in operational and commercial roles at Global Container Terminals, The Port of Virginia, CSX, Hyundai Merchant Marine, and Maersk. In addition to professional roles, Brian holds volunteer positions as the 2025 President for the Traffic Club of New York and as an Advisory Board Member at the Massachusetts Maritime Academy. Brian is a proud alumnus of the Massachusetts Maritime Academy, where he earned a BS in Marine Engineering and secured his United States Coast Guard 3rd assistant engineer's license. Further enhancing his business acumen, Brian obtained an MBA in International Business from Amberton University. About IMC Logistics IMC Logistics provides smarter landside logistics, giving clients greater control through the first and last mile. Starting as a regional drayage provider with just one truck and one driver, IMC Logistics has grown across the U.S. to be a leading marine drayage operator in the U.S. IMC Logistics provides drayage, container storage, transloading, intermodal rail, chassis provisioning, project logistics, SmartStacks and destination cargo management services. IMC Logistics delivers their clients' supply chains with actionable visibility, asset-based truck capacity, industry leading sustainability, and long-established regional expertise across the nation. Key Takeaways: Smarter Landside Logistics In “Smarter Landside Logistics”, Joe Lynch and Brian Kobza, Chief Commercial Officer at IMC Logistics, discuss how to achieve greater cargo velocity, supply chain efficiency, and market leadership by leveraging actionable visibility, asset-based capacity, and deeper customer relationships across the first and last mile. Freight Market Reality: The industry is currently navigating an unprecedented 3.5-year freight recession, emphasizing the critical need for operational discipline and stable partnerships to ensure market survival and cargo velocity. The IANA Imperative: The Intermodal Association of North America (IANA) and the IANA Expo 2025 in Long Beach are essential for the intermodal industry, serving as the primary platform for crucial collaboration, shared insights, and showcasing future-focused technology. Relationships Drive Efficiency: Fostering deeper customer and partner relationships is the most vital philosophy for achieving both enterprise growth and significant supply chain efficiency across the first and last mile. IMC's Asset-Based Leadership: IMC Logistics, the largest drayage provider in the USA, demonstrates that true "smarter landside logistics" means leading with asset-based truck capacity, ensuring reliable service and market stability. Actionable Visibility: Modern logistics demands more than simple tracking; the key differentiator is providing actionable visibility—data that enables clients and partners to make immediate, informed decisions, thereby improving predictability. Combating Industry Risks: A major focus must be placed on deploying robust strategies to combat growing threats like freight fraud, cargo theft, and cyber-security vulnerabilities to protect supply chain integrity and valuable assets. Sustainability Leadership: Integrating industry-leading sustainability is a core requirement; IMC, as a market leader, is driving this by investing in EV and Hydrogen drayage vehicles at the Port of Long Beach to significantly reduce emissions. Cargo Velocity Mandate: Smarter commercial strategy must be anchored in two non-negotiable goals: rapidly increasing cargo velocity and maintaining a relentless focus on the superior customer experience. Learn More About Smarter Landside Logistics Brian Kobza | Linkedin IMC Logistics | Linkedin IMC Logistics | YouTube IMC Logistics | Video IMC Logistics (@imclogistics) | Instagram photos and videos IMC Logistics | Facebook Drayage and Landside Logistics | IMC Logistics Cargo Security | IMC Logistics The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

I dagens avsnitt är Henrik åter igen bortlurad av sitt jobb. Emil och Hampus pratar om båtar, drinkar och gobies!!

In “From Deal Flow to Data Flow: Investing in the Freight Market”, Joe Lynch and Ben Gordon, Founder and Managing Partner of Cambridge Capital, discuss the evolution of investment in the supply chain sector, highlighting the shift from traditional deals to a focus on leveraging data and technology for strategic growth. About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm's efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family's transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master's in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. About Cambridge Capital Cambridge Capital is a private equity firm investing in the applied supply chain. The firm provides private equity to finance the expansion, recapitalization or acquisition of growth companies in our sectors. Our philosophy is to invest in companies where our operating expertise and in-depth supply chain knowledge can help our portfolio companies achieve outstanding value. Cambridge Capital was founded in 2009 as the investment affiliate of BG Strategic Advisors (www.bgsa.com), the advisor of choice for a large, growing number of supply chain CEOs. Cambridge Capital leverages BGSA's unique approach to strategy-led investment banking for the supply chain. BGSA is known for its work helping companies achieve outsized returns via targeted acquisitions and premium sales processes, and has worked with category leaders such as UPS, DHL, Agility Logistics, New Breed, NFI, Genco, Nations Express, Raytrans, and others. Our relationship with BGSA gives us deep market expertise, access to outstanding deal flow and people flow, transactional capabilities, additional resources, and a powerful core competency in the supply chain sector. The Partners and Advisory Board members of Cambridge Capital have diverse backgrounds with complementary technical, operating, and financial expertise. The Cambridge Capital team has spent their careers building, growing, and advising outstanding companies in the supply chain sector. They include former leaders of UPS Logistics, Ryder Logistics, ATC Logistics, APL Logistics, Kuehne + Nagel, and other globally recognized firms. Cambridge Capital's professionals know what it takes to build great companies. Key Takeaways: From Deal Flow to Data Flow: Investing in the Freight Market In “From Deal Flow to Data Flow: Investing in the Freight Market”, Joe Lynch and Ben Gordon, Founder and Managing Partner of Cambridge Capital, discuss the evolution of investment in the supply chain sector, highlighting the shift from traditional deals to a focus on leveraging data and technology for strategic growth. A Career Built on Supply Chain Expertise: Ben Gordon's career is defined by his deep involvement in the supply chain sector. He has a history of building, advising, and investing in companies, starting with his family's transportation business and continuing through his work at Mercer Management Consulting, his own company 3PLex, and now with BGSA Holdings and Cambridge Capital. Strategic Private Equity in the Applied Supply Chain: Cambridge Capital is a private equity firm with a specialized focus on the "applied supply chain." This means they're not just providing capital, but are actively involved in helping their portfolio companies grow by leveraging their operational expertise and industry knowledge. Investing in Data and Technology: The podcast title, "From Deal Flow to Data Flow," highlights a key theme. This is exemplified by the acquisition of Greenscreens.ai by Triumph Financial. Greenscreens.ai specializes in using machine learning to provide freight market pricing intelligence. The deal shows a shift from traditional deal-making to a focus on acquiring companies with valuable data and technology. BGSA Holdings as a Strategic Partner: Cambridge Capital is the investment affiliate of BG Strategic Advisors (BGSA Holdings). This relationship provides Cambridge Capital with unique advantages, including deep market expertise, access to deal flow, and a powerful core competency in the supply chain sector. Data as a Competitive Advantage: The Greenscreens.ai acquisition is a perfect case study for this theme. Triumph Financial acquired Greenscreens.ai to transform data into actionable intelligence for the freight industry. The synergy between Greenscreens.ai's pricing models and Triumph's transaction data creates a "virtuous cycle," leading to more accurate pricing and further data generation. Combining Operational and Financial Expertise: The teams at both Cambridge Capital and BGSA are composed of professionals with diverse backgrounds, including former leaders from globally recognized firms like UPS Logistics and Ryder Logistics. This mix of operational and financial expertise allows them to not only identify promising companies but also to actively assist in their growth and value creation. Building Billion-Dollar Businesses: Ben Gordon and Cambridge Capital have a clear objective: to build billion-dollar businesses in the supply chain sector. Their investment strategy is focused on identifying and nurturing companies that have the potential for significant growth and value. Learn More About From Deal Flow to Data Flow: Investing in the Freight Market Ben Gordon | LinkedIn Cambridge Capital | LinkedIn Cambridge Capital BGSA BGSA Supply Chain Conference Triumph Completes Acquisition of Greenscreens.ai Ukraine Logistics Coalition Clarity in a Dangerous World with Ben Gordon Highlights from the BGSA Conference with Ben Gordon Urgent - The Ukraine Logistics Coalition with Ben Gordon Key Takeaways from the BGSA Conference with Ben Gordon The Ukraine Logistics Coalition with Ben Gordon 5 Trends Shaping Logistics with Ben Gordon The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

durée : 00:04:09 - Le Fil éco - De la mer aux médias, les armateurs MSC, Maersk, CMA CGM et COSCO étendent leur empire. Arnaud Orain s'interroge : vers un capitalisme piloté par les océans ? - réalisation : Nicolas Berger

In this episode of The New Warehouse Podcast, Kevin chats with Michael DeLeonardis, Chief Revenue Officer at Verity, about how the company is transforming warehouse operations through autonomous drones, computer vision, and AI-driven insights. Verity positions itself as a warehouse intelligence platform that goes beyond traditional cycle counting to uncover lost goods, increase accuracy, and boost operational resilience. With more than 150 deployments worldwide across industries like retail, 3PL, and manufacturing, Verity is setting a new benchmark for warehouse inventory accuracy and supply chain efficiency. Michael also shares details about a recent RFID pilot project with Maersk, highlighting how drones can deliver even greater precision in environments with high-value goods.Find EPG at IntraLogistex Miami in September! Get your free ID Label sample right here. Follow us on LinkedIn and YouTube.Support the show

Starboard is building AI-first infrastructure to transform global trade by improving the productivity of freight forwarders—the central coordinators who connect 15-20 different parties in every international trade transaction. With 15 years of experience in the industry, including roles at Maersk, BCG, and Flexport, Sumeet Trehan saw an opportunity to modernize an industry that has invested heavily in physical infrastructure but neglected technological innovation. The company has raised $5.5 million and is approaching $1 million ARR while creating an entirely new category they call "AI-first forwarders." Topics Discussed: Building AI infrastructure to automate freight forwarding coordination and quoting processes Creating a new category in the traditional, relationship-driven logistics industry Go-to-market strategies for selling to an "old boys club" industry that operates differently from typical SaaS markets The founder's decision to personally handle the first 20-30 sales before hiring any sales staff Vision for transforming global trade by creating a comprehensive platform for small-to-mid-sized importers   GTM Lessons For B2B Founders: Cold calling still works in traditional industries: Starboard generates significant top-of-funnel activity through direct cold calling, with freight forwarders actually appreciating the personal touch. Sumeet's team achieves a 10% pickup rate and converts 15-20% of answered calls to discovery meetings by being upfront about the cold call nature and immediately focusing on business outcomes. The approach works because their target market—freight forwarders—are accustomed to making and receiving cold calls as part of their daily business operations. Door-to-door prospecting remains viable for relationship-driven markets: In industries where personal relationships dominate, physical presence can be a differentiator. Starboard literally brings donuts to prospects' offices, which works because their target market values face-to-face interactions. This approach only makes sense when your industry culture supports it and when the lifetime value of customers justifies the time investment. Founders should personally execute early sales to understand the playbook: Rather than immediately hiring sales staff after raising funding, Sumeet chose to personally close the first 20-30 deals. This allowed him to deeply understand customer pain points, refine the sales process, and develop a replicable methodology before bringing on sales team members. Only after proving out the top-of-funnel motion did he hire his first SDR, and only after closing 15-20 deals did he hire a sales leader. Physical implementation presence drives early-stage product adoption: For complex B2B products still achieving product-market fit, being physically present during implementation creates stronger relationships and better feedback loops. Starboard's team travels to be on-site when clients first use the product, which helps with both adoption rates and product development insights. They maintain ongoing communication through WhatsApp and Teams channels rather than Slack, adapting to their customers' preferred communication methods. Category creation requires education over product promotion: Starboard's marketing strategy focuses entirely on educating the market about AI's potential impact on logistics rather than promoting their specific product. By speaking at events, writing blogs, and participating in podcasts about industry transformation rather than Starboard features, they position themselves as thought leaders. This approach builds trust and creates demand for the category before potential customers are ready to evaluate specific solutions. Sequencing product development based on customer feedback: The company's current quoting product serves as a wedge, with plans to expand into marketplace functionality and then full operations automation. Each expansion builds on customer relationships and data from the previous phase. This measured approach to product development ensures each step creates value while building toward the larger vision of comprehensive trade infrastructure.   //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.  www.GlobalTalent.co   //   Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM 

What you'll discover… How to build trust with customers before you've even built a product Lessons on raising $150M and convincing top-tier VCs like Sequoia and General Catalyst The emotional story that sparked Cobot's mission inside a hospital hallway Why humanoid robots might not be the future and what should replace them Why swappable batteries, high-mounted sensors, and swerve drives make all the difference The founder's journey: anxiety, ambition, and the power of embracing the Odyssey Where to find it… (02:35) Why Brad left a high-flying career to start something from scratch (06:10) Timing the AI and robotics wave (08:45) From Scale AI to Cobot: building the product he truly believed in (11:45) Identifying Real-world problems to be solved by your new start-up (19:45) Why top investors believed in him before a prototype even existed (27:00) Selling the vision before building the robot (32:45) MVP success, user feedback, and building trust with early adopters (40:00) What “everyday work” means for Brad and how Cobot improves lives (44:00) The next 10 years of robotics and physical AI (52:00) Brad's proudest moment and how it ties back to a promise to his father More about the episode Before founding Cobot, Brad Porter held senior roles at Amazon, Scale AI, and even helped pioneer voice applications at Tellme and Netscape. But it was a walk with his father through the halls of Mayo Clinic that planted the seed for something radically new. In this heartfelt and insightful episode, Brad shares how a personal loss became a professional mission to build collaborative robots that enhance human work instead of replacing it. With over $150M raised in just three years and clients like the Mayo Clinic, Maersk, and the US Department of Defense, Brad has done what few in hard tech manage to do: build, fund, and deploy a real solution in record time. You'll hear how digital twin technology and fast iteration allowed Cobot to deliver results before having a fully built prototype, and why design decisions like swappable batteries and swerve drives matter more than buzzwords. If you're a founder, investor, or just fascinated by where robotics is headed, this episode delivers hard-won insights and inspiration in equal measure. Connect with us: Peng-Sang Cau LinkedIn Website Brad Porter LinkedIn

US President Trump said they are going to be putting a very large tariff on chips and semiconductors, which will be at approximately 100%, but added "if you're building in the US, there will be no charge."Crude futures declined yesterday amid Russia/Ukraine optimism following the discussion between the US and Russia which was said to have made progress and with President Trump intending to meet Russian President Putin as soon as next week.US President Trump said, regarding the Fed pick, that the interview process has started and it is probably down to three candidates, while he added that the two Kevins are very good, and a temporary governor is to be named in the next few days.APAC stocks traded mixed as reciprocal tariffs took effect overnight; European equity futures indicate a marginally higher cash market open with Euro Stoxx 50 futures up 0.4% after the cash market closed with gains of 0.3% on Wednesday.Looking ahead, highlights include German Trade (Jun), Industrial Output (Jun), Swedish CPIF (Jul), French Trade Balance (Jun), US Jobless Claims, Wholesale Sales (Jun) NY Fed SCE, Atalanta Fed GDP, BoE Announcement, MPR & DMP, CNB & Banxico Announcements, Speakers including BoE's Bailey & Fed's Bostic, Supply from Spain, France & US.Earnings from Trade Desk, Eli Lilly, ConocoPhillips, Vistra Energy, Peloton, Warner Bros, DataDog, Kenvue, Siemens, Deutsche Telekom, Allianz, Merck, Henkel, Rheinmetall, Deliveroo, Serco, Maersk, Zurich Insurance & WPP.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Send us a textIt started with a few flickering screens in a Danish office. Within minutes, a digital plague had paralyzed global trade, leaving the world's largest shipping company powerless and its massive vessels adrift. But this attack wasn't for ransom—it was for pure destruction. In the premiere of Digital Fallout, we uncover the story of a geopolitical cyber weapon that escaped its cage and the unbelievable, accidental miracle that saved a global empire from permanent deletion. This is the story of how our physical world hangs by a fragile digital thread.Show Notes: SourcesOur story today was built on the foundation of incredible investigative journalism from reporters who covered this event extensively. For listeners who want to dive deeper into the story of the NotPetya attack, these are the primary sources we recommend:"The Untold Story of NotPetya, the Most Devastating Cyberattack in History," an article by Andy Greenberg for WIRED magazine, forms the core of the public narrative regarding Maersk's experience.The book "Sandworm: A New Era of Cyberwar and the Hunt for the Kremlin's Most Dangerous Hackers" by Andy Greenberg provides deep context on the attackers and the geopolitical landscape.Financial and logistical impact reporting from The New York Times, The Wall Street Journal, and Reuters was published in the weeks and months following the June 2017 attack.Public statements and quarterly financial reports from A.P. Møller-Maersk detailing the incident's operational and financial costs. Support the show

Send me a messageIn this episode of the Sustainable Supply Chain podcast, I sat down with Ollie Carpenter, Director of Environmental Risk Analytics at Risilience, to unpack how global businesses are moving from climate ambition to action, through risk-informed decision making.Ollie and his team work with companies like Nestlé, Burberry, and Maersk, helping them build digital twins of their operations and supply chains to stress-test climate and nature-related risks. What I found particularly insightful is how this risk-based lens shifts the sustainability conversation from “nice-to-have” to essential business planning.We covered:The difference between physical and transition risk, and why both matter for supply chain resilienceHow regulation like CSRD and TNFD is raising the bar on climate disclosureThe evolving role of procurement in decarbonisation, supplier engagement, and scope 3 measurementWhy near-term transition plans (to 2030) are more actionable than distant net-zero targetsThe hidden vulnerabilities in agricultural supply chains most companies still overlookAnd how employee pressure is becoming a key driver of sustainability inside firmsIf you're trying to embed sustainability into operational planning, link it to financial outcomes, or simply stay ahead of climate-related disruptions, this one's really worth a listen.

In today's fast-changing world, disruption is no longer the exception - it's the environment we operate in. But with the right strategies, tools, and mindset, supply chains can do more than survive - they can operate, grow, and thrive.In this episode of Beyond The Box, we're joined by:

Welcome to your FreightWaves Morning Minute, summarizing today's top stories in freight and logistics. We first discuss the ⁠alarming rise in cargo theft incidents linked to insider information⁠, a trend highlighted by Tony Pelli of BSI Consulting, with Miami and Los Angeles identified as major hotspots in the U.S.. Criminals are increasingly using methods such as phishing emails, bribing employees, and targeting facilities near logistics hubs to facilitate these thefts. The ⁠Federal Maritime Commission's (FMC) has launched an investigation into Terminal Service Agreements (TSAs) between Port Houston and several major container lines⁠. This probe aims to determine if clauses within these agreements compel carriers, including Maersk and Evergreen Line Joint Service, to route a certain percentage of their loaded containers through Port Houston, potentially disadvantaging competing Gulf ports.  Additionally, BNSF Railway has launched a ⁠new expedited intermodal service connecting Los Angeles to Houston⁠, which significantly cuts transit times by two days. This service, which debuted on July 10, is specifically designed to offer a faster and more cost-effective alternative for customers, particularly those currently draying intermodal loads from Dallas-Fort Worth to Houston.  Finally, tune in to FreightWaves TV today for new episodes of ⁠What the Truck?!?⁠ at noon and ⁠Truck Tech⁠ this afternoon. Also, make sure to mark your calendars for upcoming FreightWaves events, including the ⁠Enterprise Fleet Summit⁠ on July 23rd and the ⁠Supply Chain AI Symposium⁠ in Washington D.C. on July 30th. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to your FreightWaves Morning Minute, summarizing today's top stories in freight and logistics. We first discuss the alarming rise in cargo theft incidents linked to insider information, a trend highlighted by Tony Pelli of BSI Consulting, with Miami and Los Angeles identified as major hotspots in the U.S.. Criminals are increasingly using methods such as phishing emails, bribing employees, and targeting facilities near logistics hubs to facilitate these thefts. The Federal Maritime Commission's (FMC) has launched an investigation into Terminal Service Agreements (TSAs) between Port Houston and several major container lines. This probe aims to determine if clauses within these agreements compel carriers, including Maersk and Evergreen Line Joint Service, to route a certain percentage of their loaded containers through Port Houston, potentially disadvantaging competing Gulf ports.  Additionally, BNSF Railway has launched a new expedited intermodal service connecting Los Angeles to Houston, which significantly cuts transit times by two days. This service, which debuted on July 10, is specifically designed to offer a faster and more cost-effective alternative for customers, particularly those currently draying intermodal loads from Dallas-Fort Worth to Houston.  Finally, tune in to FreightWaves TV today for new episodes of What the Truck?!? at noon and Truck Tech this afternoon. Also, make sure to mark your calendars for upcoming FreightWaves events, including the Enterprise Fleet Summit on July 23rd and the Supply Chain AI Symposium in Washington D.C. on July 30th. Learn more about your ad choices. Visit megaphone.fm/adchoices

Mass Mobilization Moves Maersk https://truthout.org/articles/shipping-giant-maersk-cuts-ties-to-israeli-settlements-in-major-bds-victory/ #peoplearerevolting twitter.com/peoplerevolting Peoplearerevolting.com movingtrainradio.com

Welcome to a new episode of the EUVC Podcast, where we bring you the people and perspectives shaping European venture.This time, we flip the mic: Jeppe Høier, normally the host, steps into the hot seat in a conversation with Francesco Di Lorenzo, Associate Professor of Strategy and Entrepreneurship at CBS and an expert on entrepreneurial and innovation strategy.In this episode, you'll get the full backstory on Jeppe—from PwC to CFO at a pan-European fund, Heartcore Capital, to building Maersk's CVC arm, and now shaping Europe's corporate VC landscape through the EU CVC podcast, newsletter, and summit.They dive deep into how corporate venture works (and fails), why the immune system metaphor holds true, and what's needed to build an ecosystem across Europe that actually delivers.

EP 395 - Can big business actually change the world or is it all just PR? Andy speaks to Lucy Parker, Senior Advisor at Brunswick and co-author of The Activist Leader, on why CEOs need to stop playing it safe and start thinking like activists. From Gordon Brown's task force to boardrooms at Maersk and Walmart, Lucy shares how companies can bridge the gap between profit and purpose, and why the future belongs to leaders with a backbone.*For Apple Podcast chapters, access them from the menu in the bottom right corner of your player*Spotify Video Chapters:00:00 BWB with Lucy Parker01:19 Andy's Intro03:04 Quickfire - Get To Know Lucy09:47 Lucy's Current Role at Brunswick10:25 Big Business Addressing Societal Issues14:27 Challenges and Misconceptions About Big Business22:44 Big Businesses Making a Positive Impact28:19 The Role of Regulation and Policy in Business35:11 The Future of Business and Societal Change44:51 Developing a Sustainable Mindset45:35 The Role of Leadership in Sustainability45:59 Challenges and Responsibilities of Modern Business49:16 The Complexity of Global Issues49:40 The Journey Towards Net Zero51:02 Transparency and Accountability in Business01:07:33 The Importance of Data in ESG01:13:40 Activist Leadership in Business01:23:18 The Power of Storytelling in Leadership01:26:12 Wrap Upbusinesswithoutbullshit.meWatch and subscribe to us on YouTubeFollow us:InstagramTikTokLinkedinTwitterFacebookIf you'd like to be on the show, get in contact - mail@businesswithoutbullshit.meBWB is powered by Oury Clark

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta segunda-feira (07/07/2025): Os líderes de países do Brics afirmaram neste domingo, dia 6, condenar ataques realizados contra o Irã e a Rússia, dois membros plenos do bloco, na declaração oficial da cúpula, reunida no Rio. O grupo não menciona Israel e Estados Unidos, autores dos bombardeios, tampouco a Ucrânia, que não reivindicou explosões, mas foi acusada de praticar “terrorismo” contra civis pelo Kremlin. O governo Luiz Inácio Lula da Silva receava que o comunicado final do Brics soasse como uma afronta muito clara aos EUA e atuou para reduzir a visão crescente de que o grupo se tornou um polo de contestação do Ocidente, manobrado politicamente pela China e pela Rússia. E mais: Economia: Judicialização pressiona aéreas e encarece preço final de passagens Metrópole: Tribunal de SC escala ‘juízes sem rosto’ contra o crime organizado Política: Só sindicatos e PGR recorrem mais ao Supremo do que partidos políticos Caderno 2: Pinacoteca do Estado fecha parceria para a conservação das obras do acervoSee omnystudio.com/listener for privacy information.

In today's fast-changing world, disruption is no longer the exception - it's the environment we operate in. But with the right strategies, tools, and mindset, supply chains can do more than survive - they can operate, grow, and thrive.In this episode of Beyond The Box, we're joined by:

On today's Palestine Post,  we speak with Laith who is a member of the Palestinian Youth Movement and one of the national leaders of the Mask Off Maersk Campaign. Shipping giant Maersk announced this month that it would cut ties with Israeli settlements in the West Bank. — Subscribe to this podcast: https://plinkhq.com/i/1637968343?to=page Get in touch: lawanddisorder@kpfa.org Follow us on socials @LawAndDis: https://twitter.com/LawAndDis; https://www.instagram.com/lawanddis/ The post Palestine Post: Mask off Maersk Campaign Successes w/ the Palestinian Youth Movement appeared first on KPFA.

Katie is joined by Eli Clifton, senior advisor at the Quincy Institute and investigative journalist at large at Responsible Statecraft. Eli talks about what the hell Trump is doing in the Middle East and what Eli learned as one of the last analysts from a US think tank to visit Iran and speak with Foreign Ministry officials nuclear negotiators. But first, Katie talks to Palestinian Youth Movement organizer Aisha Nizar about the Mask Off Maersk campaign's latest victory and to Ash Bohrer a leader of JVP Chicago and assistant Professor of Gender and Peace Studies at University of Notre Dame talks about why they're on a hunger strike. **Please support The Katie Halper Show ** For bonus content, exclusive interviews, to support independent media & to help make this program possible, please join us on Patreon - / thekatiehalpershow Get your Katie Halper Show Merch here! https://katiehalper.myspreadshop.com/all Follow Katie on Twitter: https://x.com/kthalps Follow Katie on Instagram / kthalps

FedEx's strategic Network 2.0 consolidation program, aims to close 30% of its U.S. package distribution facilities within two years. This initiative is already contributing significant savings, with $200 million expected this quarter, and involves integrating legacy Express and Ground networks to achieve greater efficiency and eliminate $2 billion in annual costs.  The broadcast also details Maersk's decision to reopen service at Israel's largest port, Port of Haifa, after a brief suspension due to heightened tensions and missile attacks from Iran. The carrier is closely monitoring the situation, including the navigability of the critical Strait of Hormuz, following reports of a ceasefire.  Additionally, Air Hong Kong, a freighter subsidiary of Cathay Pacific Airways and a DHL Express capacity provider, has completed a seven-year transition from an Airbus A300-600 fleet to an all-A330 freighter fleet. The new A330s are larger and newer than the retired A300-600s, offering 25% more payload and an extended range for new destinations such as Bahrain and Sydney.  Finally, don't miss upcoming FreightWaves events, including a What the Truck?!? episode featuring Transportation Secretary Shawn Duffy, and major summits like the Enterprise Fleet Summit on July 23rd, and the Supply Chain AI Symposium on July 30th in Washington D.C.. Register for these and get your F3 tickets by visiting live.freightwaves.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Maersk quietly divests from illegal Israeli settlements.

HEADLINES:♦ Fadel Al Ali Named Chairman of Majid Al Futtaim Group in Major Governance Shakeup♦ Maersk Cuts Ties With Firms Linked to Israeli Settlements After Activist Pressure♦ Replit Hits $100 Million in Revenue, Founder Amjad Masad Reveals Rapid Growth♦ UAE's Baraka Launches AI Assistant to Help Retail Investors in the GulfNewsletter: https://aug.us/4jqModrWhatsApp: https://aug.us/40FdYLUInstagram: https://aug.us/4ihltzQTiktok: https://aug.us/4lnV0D8Smashi Business Show (Mon-Friday): https://aug.us/3BTU2MY

FedEx's board of directors elected R. Brad Martin as chairman following the passing of founder Fred Smith, and a decision to reduce the board's size to 12 members. The company expressed profound gratitude for Smith's vision and contributions, as Martin, previously vice chairman, now leads the audit and finance committees. Maersk has suspended services to Israel's busiest port, Haifa, and halted cargo acceptance due to ongoing conflict and safety risks from missile attacks. This decision was made prior to new missile attacks, which occurred despite reports of a potential ceasefire. The National Institutes of Health (NIH) has announced a five-year, $10 million research initiative to study the long-term health effects of the 2023 railroad derailment in East Palestine, Ohio. This marks the first large-scale coordinated federal program to address community health concerns, focusing on public health tracking, chemical exposure impacts, and multi-disciplinary communication. Also, tune into FreightWaves TV for programs like Check Call and Loaded and Rolling, and mark your calendars for upcoming events like the Enterprise Fleet Summit on July 23rd. Don't miss the Supply Chain AI Symposium on July 30th in Washington D.C., where a special ticket offer allows combining it with your F3 ticket for a reduced price. Learn more about your ad choices. Visit megaphone.fm/adchoices

FreightWaves honors the remarkable life and legacy of Fred Smith, the visionary founder who built FedEx into the world's largest cargo airline. Learn how his hands-on leadership and strategic aircraft acquisitions transformed the company into a global commerce leader, even through ventures that didn't succeed. Erez Agmoni of Interwoven Ventures, who previously led innovation at Maersk, shares insights on how combining AI computer vision with dynamic digital twins allows for significant efficiency improvements, as seen in Maersk's container unloading, which achieved 82% accuracy in prediction times, and drayage operations, which saved millions by consolidating information for optimization. Geopolitical tensions are disrupting freight flows, as demonstrated by Maersk's decision to stop Haifa service prior to Iran missile attacks, underscoring the delicate balance shipping giants must maintain for crew safety and operations. This suspension, amid escalating conflict, contributed to increased container rates from Shanghai to European ports, showing broader market uncertainties. For the trucking industry, prepare for a hot, tight July 4th freight market, where spot truckload rates are expected to rise, offering a significant opportunity for carriers to capitalize on higher rates. Freight brokers, however, face the challenge of proactively managing margins against potentially surging spot rates as tender rejection rates climb nationally and in key regional hubs. Fuel prices are also in the spotlight, with the benchmark diesel price now at its highest level in almost a year after a big jump, even as ultra low sulfur diesel (ULSD) futures markets recently plunged. This surge, following initial fears of supply disruptions from Middle East conflicts, means diesel consumers are still feeling the pinch at the pump. Finally, we highlight innovative strides in fleet management as Samsara introduces its 2025 North America Customer Advisory Board, bringing together industry leaders to shape the product roadmap for AI-driven tools. Discover how customers are leveraging Samsara's AI-powered platforms to achieve impressive ROI, including millions saved in maintenance costs and significant reductions in accidents and theft. Learn more about your ad choices. Visit megaphone.fm/adchoices

Global tensions as oil prices react to geopolitical events, with Brent crude ticking up after the US strike on Iran's nuclear facilities, though prices later flattened as tankers moved through the Strait of Hormuz. Despite Iran's parliament voting to close the strategic waterway, top leadership approval is required, and US Secretary of State Marco Rubio urged China to discourage such a shutdown given its critical impact on global oil consumption. Spot rates for large crude oil tankers from the Persian Gulf to China have surged dramatically amid heightened Middle East stability concerns, nearly doubling to over $57,000 per day for the largest crude carriers. Despite threats to close the Strait of Hormuz, major container lines like Maersk and CMA CGM continue their sailings, closely monitoring the situation while maintaining operations. In industry news, we pause to honor the passing of Frederick W. Smith, the visionary founder of FedEx, who died at age 80, transforming a college term paper idea into an $87.7 billion global overnight delivery powerhouse. Smith's pioneering concepts, military service, and strategic financial moves, like a high-stakes blackjack win, shaped FedEx into a company whose legacy touches virtually every corner of global logistics. The US truckload market continues to face significant challenges, with carrier revocations, or trucking businesses shutting down, running 16% higher year-over-year through mid-2025, reflecting sustained industry vulnerability. Recent regulatory enforcement, including renewed English language proficiency rules and stricter CDL fraud crackdowns, may be raising entry barriers, while softening demand and rising operating costs further squeeze profitability. Supply chain investments are on the rise in Mexico to support growing trade with the US, its largest trading partner. This includes Evans Transportation opening a new office in Laredo, DP World launching a freight forwarding hub in Mexico City, Geodis Logistics opening a new office in Guadalajara, We Store Frozen building a cold storage facility in Laredo, and Japanese firms Tokai Kogyo and Benchmark Electronics expanding their manufacturing footprints. FreightWaves is proud to spotlight the dawn of a new era with the AI Excellence in Supply Chain Award, recognizing game-changing use of artificial intelligence in logistics. The Supply Chain AI Symposium in Washington, D.C., happening this July, will crown industry leaders harnessing AI, machine learning, and large language models to drive smarter, more resilient, and sustainable supply chains. Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode of the Lloyd's List Podcast was brought to you by Wirana - visit www.wirana.com/ for more information THERE are tens of thousands of shipowners in the world, but only a handful of them can be properly be classified as major players. Much of the content of Lloyd's List naturally focuses on the MSCs, Frontlines and Maersk's of this world, whose fleet lists run to the hundreds. When they want to pick up some newbuildings or even to buy one of their rivals, they have few problems finding the finance. Banks refer to them as tier one clients and actively court their business, on preferential terms. But the mean average owner is probably a family-owned businesses with maybe half a dozen ships and the median average operator will have perhaps a few dozen. These kinds of guys are the backbone of our industry. Historically, they didn't have too hard a time of time it either. Until the early years of this century, many European banks were up to their neck in ship finance and indeed, some were devoted to it entirely. This was the era of what was known as relationship banking. Shipping bankers actually understood shipping, including its cyclical nature. Owners with a sensible business plan, maybe backed by long-term charter employment, and a decent equity stake could usually negotiate a sustainable mortgage. This lost age disappeared with the onset of the global financial crisis in 2008, when European banks largely quit the scene. In the following decade, private equity moved in and made a small fortune, but only by starting with a large one. Chinese leasing deals became the preferred option – and sometimes the only option - for many. But their S&P choices face increasing constraints. New environmental regulations are coming in thick and fast, and there is still no agreement on what alternative fuels will be standard, or even available at all, a few years from now. Politics is always the wild card, and Trump's decision to introduce hefty port fees on tonnage build in China or legally owned by Chinese lessors will have blindsided many. So if your surname is not Aponte or Fredriksen, how the heck do you make rational S&P decisions? Joining law and insurance editor David Osler this week are: Dagfinn Lunde, co-founder eshipfinance.com Kavita Shah, partner, Watson, Farley and Williams Costas Delaportas, chief executive, DryDel Shipping

TRACKLIST : Blu.a - Gian's beat (Shaun Reeves remix) Rob Pearson - Work together (The Maersk remix) DJ W!ld - Fashionistas KiRKie - Feeling high Ray Mono - Capo (Mihai Popoviciu remix) Paul Donton - Dive into it (Mr D. Deep remix) Carmona - Subelo JCR - Turn it off Carlo Gambino - In time Beneath Usual & Max Cohle - Riders Paul Donton - Something Is Off (The Maersk Project Mix) Heavenchord - Grisha (Soé)

//The Wire//2300Z June 20, 2025////ROUTINE////BLUF: STRATEGIC AVIATION AND NAVAL FORCES CONTINUE STAGING IN MIDDLE EAST.// -----BEGIN TEARLINE------International Events-Middle East: Targeting efforts by Iranian forces continue with multiple missile strikes being reported in Haifa overnight, targeting the Negev Advanced Technologies Park. Israeli targeting continues in similar fashion in Tehran. The United Kingdom has evacuated their Embassy in Tehran, and the United States continues to maneuver substantial resources into the Middle East. Maersk has announced that they are suspending all operations in the port city of Haifa while the war remains kinetic.AC: This afternoon a 5.4M earthquake was detected originating in the vicinity of Tehran. Considering that tensions are extremely high throughout the region, this has led many to theorize that some sort of weapons test was carried out (as nuclear tests are normally detected by seismic sensors). However, at the moment, nothing points to this outcome. The USGS plots the earthquake at an estimated depth of 10km, which is far deeper than a nuclear test would be. Additionally, the seismic signature of a man-made explosive device can easily be discerned from natural phenomenon, so if it was a man-made blast every seismologist in the world will be able to verify it.-----END TEARLINE-----Analyst Comments: As the war continues in the Middle East, a bit of background knowledge may be helpful in understanding the grand strategy of the military tactics at hand. Both Israel and Iran are unique nations in that geography separates them, yet neither have any real expeditionary capability. In short, if a nation is at war with another...but doesn't share a land border or have a military with an amphibious capability... the most that nation can do is more or less to lob missiles at their adversary. So far, both nations have relied upon this long-distance targeting means as their primary way of waging war: Iran launches missiles, and the Israelis drop bombs.However, Israeli military doctrine is heavily reliant upon deception and subterfuge in order to project influence even within the nations they are at war with. Right now, it is becoming more clear that Israeli Special Forces are able to operate on the ground within Iran, in many cases with impunity. Israel was able to create a "drone base" in the desert from which their initial attacks were launched within Iran itself (echoing Ukraine's sneak attack in Russia). Similarly, Iranian forces have discovered several instances of equipment emplaced on the ground very close to sensitive sites; overnight the Iranians discovered a remotely-controlled Anti-Tank Guided Missile (ATGM) launcher emplaced outside Tehran, in addition to a small truck that was laden with drones (again, exactly as was used by Ukraine recently). Several propaganda videos of strikes in Iran have raised questions as to exactly how the footage was taken. For example, Israeli forces released the footage of the strikes on the Arak Heavy Water facility...footage which appears to have been filmed from an elevated position on the ground...not from a drone as one might expect.This will be important to consider as American involvement appears be looming. In less than two months, large-scale sneak-attacks via drones and asymmetric warfare tactics have become normalized in two major conflicts. This is not a threat that is years away; this threat has gone from the drawing board to operationally proven (twice) in just a few weeks.Analyst: S2A1Research: https://publish.obsidian.md/s2underground//END REPORT//

Service excellence emerges when businesses solve problems others avoid tackling. This week I spoke with Zohra Shroff from Sealink Logistics, a freight forwarding company that started in 2005 from a one-bedroom apartment in LA. Zohra joined the family business in 2006 and has helped grow it into a comprehensive logistics provider. Our conversation walked through the complete journey of shipping a container from Houston to India. Zohra detailed every step of the freight forwarding process, from initial customer vetting through final container return at destination. Their technology platform allows customers to book shipments, track cargo, and manage payments through their mobile app, maintaining this edge for over six years with live tracking and monthly rate updates. Their approach evolved from simply moving freight to becoming a complete logistics partner handling sea freight, air freight, and domestic transportation under one portal. When customers face problems like container mix-ups or space constraints, Zohra's team works directly with steamship lines to resolve issues rather than leaving customers stranded. This service model applies to any business where customer problems become your competitive advantage. When others walk away from complex situations, stepping in to solve them builds lasting relationships and premium pricing power. The freight forwarding industry reminded me that behind every simple transaction sits a web of coordination most people never see. Zohra's passion for helping customers navigate these complexities shows why service businesses thrive when they embrace the hard parts.     SHOW HIGHLIGHTS I explore Sealink's journey as a logistics company founded in 2005, emphasizing its deep family roots and innovative approach to the shipping industry. I discuss the complexities of the international shipping process, including filing shipping instructions with US Customs and securing an AES number. We highlight the challenges and financial implications for shippers when consignees refuse to pick up shipments, emphasizing the importance of financial due diligence. In our conversation, we examine the role of freight forwarders and the critical importance of service levels and customer support in the logistics industry. We delve into Zohra's entrepreneurial journey, from the jewelry industry in India to co-founding Sea Link in the U.S., illustrating the courage and determination required for such ventures. She provides insights into maritime routes and their impacts on transit times, including the choice between the Panama Canal and the Cape of Good Hope.   Contact Details LinkedIn - Zohra Shroff (https://www.linkedin.com/in/zohra-shroff-383276172/) LINKSShow Notes Be a Guest About IC-DISC Alliance About Sealink International Inc GUEST Zohra ShroffAbout Zohra TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning Zohra. How are you today? Zohra: Good morning, I'm well. How are you I? Dave: am good Now. Are you calling in from San Francisco, or is that just a background you have? Zohra: No, it's just a background I have. Dave: Where are you calling in from? I am San. Zohra: Antonio Texas. San Antonio Texas. Dave: Yeah, soft spot for me. I went to high school in a suburb of San. Zohra: Antonio, oh, that's really nice. It's a great city, you know, small growing, not too big yet, but I guess eventually getting there. Dave: Yeah, Now are you a native of San Antonio. Zohra: I've been here almost 22 years now, so I think I am. Dave: Okay, and what about originally when? Zohra: are you from? Originally from India, Migrated to the US in the early 2000 and came into Jersey. Stayed there for a couple of years and then moved to San Antonio, Got married and moved to San Antonio. Dave: That's awesome. Zohra: So been here since then. Yes, so it's home now. Dave: That is great. So my wife is a native Texan. I'm what I choose to call a naturalized Texan. We have a saying. I got here as quick as I could. Zohra: I think I can say that now too. You know it's been wonderful, and it's home now. So yeah, it's great. Dave: That is great. So tell me about SeaLink. When did the company start? What prompted it to start? Who started it? Kind of a whole story. Zohra: Sure, sure, definitely. So. Sealink was started by Shaizad. He is my cousin and the forwarding business has been in our family for three generations now. Okay, india. And then my father took it over in the early 80s and 90s and then Shaizad joined him as well after he graduated from college. So he worked in the Indian market on at that point we used to do a lot of brick bulk vessels and we used to do containerized vessels as well. So that's how it all began. And then when Shaizad moved to the US I want to say in 2001, he was working for one of the forwarders and stuff for a few years and then he decided that we should, that he should start on his own. So he started Sealink in 2005 from LA, from his one bedroom apartment, just handling freehand cargo that our sister company back in India was anyways consigning to different agents in the US. And so then we took over that business and that's how we started. And then from there we are here today, grown to a fully export plus import oriented forwarder. So I think that's awesome. Dave: And when did you join the company? Zohra: I joined very early on 2006. So it was yeah, not very late on, so started in 2005. I joined in. I think we were September 2005,. If I'm not mistaken, I think I joined March 2006. Dave: Okay, so Shaizad gets credit for the first six months. Zohra: Yes, Shaizad gets credit for it. Dave: But you get credit for all the growth starting in 2006, right? Zohra: I wish I could take all the credit, but he is a visionary. He is a visionary and without his vision or without his farsightedness on you know what like, we don't want to just be called a forwarder. I don't like saying Sealink is just a forwarder. Because of that, because of his vision, I think we are so ahead of the market in terms of our competitors also and in terms of our vendors also, like overall, I think, for the shipping industry. I think we have it one notch up at, I think, at any given point. You know, just because we have because of his vision. I should again say that, because of Shaizad's vision of not only moving freight but making sure that we are giving service with the service industry and also making sure that we are making sure that we are giving the standard of service with the competitive rates at all time, and I think that is one thing that puts Seelink above. Of course, our technology is our greatest selling point. We've had our app I think so for over six years now six to seven years and you can do everything on our Seelink app you can book, you can give your documents, you can download an invoice, you can download an invoice, you can pay an invoice. You can track and trace your cargo. You can do everything on that app so you are not stuck to see that. Okay, what is going on on my shipment? You know where is my shipment. Why do I need to like hassle bustle and call somebody and someone's not answering the phone? So we have live tracking and tracing that shows on your website that your that your shipment has been delayed or there is a vessel delay or there is a longer transshipment hold. All of that information is available on our app, ready to go. Every month we update our rates so the customers know that in February, if my rate from place A to place B was $500, then we know that March 1st that rate is either going to be $400, depending on the market, or $600. So they have visibility of all of this, which is giving them ease of business. They can make their deals. They can look and then get a figure that, okay, you know what, my freight is going to be so much and my material is going to cost so much. This is what I need to do and this is how I can sell. So we give them all that information. Also, not only we are providing a sea, water services or sea services, we are even providing air freight, we are providing domestic, we are providing trade services. So, for example, if I have a customer who wants to move from Atlanta, atlanta into into Moondra, so I have a rate through the vendor from Atlanta to Moondra to Mundra, so I have a rate through the vendor from Atlanta to Mundra. But if he has a facility in Duluth, atlanta, and then wants to get into on the rail, so we provide that drage service as well. So he can put in his zip code that I need to pick up from so and so zip code, take it to the rail and then it'll go out, you know. So we provide that part of draGE as well, which is really helpful for our customers if they want to go ahead and offer that to their suppliers or to their clients as well. So everything is under one portal and easy access. That's what I can say. Dave: That sounds great. So even though I've been in this business for 20 years, working with exporters, I never really understood how the freight moved. So what I would love for you to do is let's imagine that I'm a brand new scrap broker, scrap metal broker, and I have my first load ready. It's in a container and it's at the Port of Houston. And so let's just imagine like, help me just understand all the steps. So I call you up and I say, zohra, how I've got this uh load of uh of scrap metal at the port in houston and I need to get it to uh, um, what would be a good, a good port in india. Zohra: That that, mundra, let's say. Dave: Let's say, so, walk me through like all the things that that like, just walk me through all the steps that have to happen okay. Zohra: So initially, if I'm onboarding a new scrap customer, we we have an onboarding process that goes into place. You know we we run their credit scores. We, you know, ask for references, we make sure the company is in good standing. Because we do all these thorough checks? Because in the end we don't want a long standing container in some other country where then Seelink is responsible. So we have a thorough vetting process. So it's not like you know, somebody didn't just come to me and say, hey, you know what, I want to move one box of scrap and please help me. It doesn't work like that anymore Because you know there has been so many people who have not done the right thing while moving metal scrap. You know they say that it is metal scrap, but they load something else and it happens. It's just the way the industry is right. So, first and foremost, when we onboard a customer, there is a whole onboarding process. We go ahead, we make sure that the customer is vetted completely. For some reasons, if there is no scores, we ask them for their financials, three years financials and sometimes we even ask for a deposit, depending on the situation of the customer. That's how our onboarding process works. Once the onboarding process is done, then they can go on the website or the app and they can see what port pairs they are moving this freight on. Now, for example, if they are buying from Houston and they want to move from Houston to Moondra, they will plug in on my website Houston to Moondra 120 footer metal scrap and they will see all the steamship lines that I have rates on. It could be MSC, maersk, capagloid, you know all of these top three, four lines where I can say that, ok, this is what your price will. If you want to ship with Maersk, your price is A. If you want to ship with MSC, your price is B. It will give them the transit time. Some of the shippers are very, very, very, very concerned about the transit time. Shippers are very, very, very, very concerned about the transit time. It depends on what they're shipping. If they're shipping ferris and it is, like you know, maybe five boxes they might not be very concerned. But if they're shipping non-ferris, they might be like okay, zohra, I need a 45 day transit. So then I'm telling them okay, choose Maersk or MSC, because their transit is somewhere between 45 to 46 days, you so so let's say so. Dave: Let's say I pick mursk mursk. Zohra: Yes, so then you go on my app and then you hit book. Once you hit book, I get a notification saying abcd has made a booking request from houston to mundra for next week's cutoff for 120 footer. I come inside, I come into play, my team goes ahead, makes the booking on Maersk and turns it around and about. I want to say we want to try to keep it under two hours, so we go ahead and we send a booking confirmation that has all the information of this load. So, the customer exactly knows that, okay, this load needs to get picked up, the empty container needs to get picked up at Bayport Terminal. Okay, once the trucker picks it up at Bayport Terminal, they go to their facility, they get it loaded If the customer is doing their own trucking. If the customer says, or I don't have a trucker in Houston, do my trucking, then I'll offer him, I'll say give me your zip code in Houston, I'll give you a dredge rate and then I can go pick up, schedule your trucking. So I will schedule the trucking, get the container loaded, bring it back to the port, return it loaded at the port and then from there it will sit on the port on the day of the cutoff and then from there we will go ahead and make sure that it gets loaded on the ship. There. We will go ahead and make sure that it gets loaded on the ship. Now, that is where the whole process is working in terms of getting this container into the port. Now, once it's into the port, then it is the customer's responsibility to go ahead and send me shipping instructions. Who is he shipping to? Who is his shipper? Who is his consignee? What is the container number? What is the weight. What is the weight? What is the seal? Dave: is there a name for that set of documents? Zohra: yes, it's called shipping instructions the shipping instructions. So those shipping instructions are given to, given by the, the customer, to us. We go ahead and we put it. Dave: I'm sorry, I don't mean to interrupt. I just really want to make sure understand yeah so those instructions? Is that done electronically through your website? Zohra: We can do it electronically. There are lots of customers who send us emails also, so, however, they are comfortable. Dave: Okay. Zohra: If they feel comfortable, there is a way on our website to go ahead and save their shipper and consignees as well, so they can just click, click and say that, okay, this is my shipper, this is my consignee, and then they just change the container name or the container number and weight and seal number. Dave: Okay, so I've given you the shipping instructions. Zohra: Yes, Now you've given me the shipping instructions, I'm going to go back and send you. I'm going to put everything on the BL and I'm going to send you a draft bl. I'm going to say, hey, this is what your draft, a draft bl will look. So you will go ahead and get a draft bl from ceiling and you will check everything your shipper, your consign what is bl? a bill of lading okay yes, the bill of lading, but this is a draft copy, okay, so we, so we can still make changes. If you say, oh, you know what, I don't want to write metal scrap, I want to write heavy metal scrap. So can you edit that for me? Or if your consignee says you know what, I want to add a notify party, so we're going to be like, ok, we'll add a notify party. So we send you a draft copy and stuff like that and we tell you that, okay, please look at it thoroughly, this is what your draft, this is what your bl is going to look like. Okay, so once they check everybody is in order, we go ahead, we take and we file those shipping instructions with the us customs. We tell them that, hey, this person is shipping this cargo from here to here. These are the details. And then we file the entry into the US Customs. They come back with an AES number for us where it is that OK, you know what. The customs has approved your shipment. This is your AES filing number and now you're good to go. Dave: And what does AES stand for? Zohra: It's an automated uh-oh export system export uh automated export documentation okay, yeah yeah. So it's like uh, it's like an ams that you file from the import side, and where does the and then the uh container number? Is that going to be? Dave: in shipping instructions yeah, so it'll still end up on the bill of lading. Zohra: Yes, yes, everything. All this information, shipper consignee, container number, weight, seal, what commodity you have shipped. Everything will appear on the bill of lading, All of this instructions, so everybody has clarity on what has shipped, who has shipped and where is it going. Dave: Okay. Zohra: Also, and if Seelaling has done the trucking for this customer, then I'm not even asking him for the container number because the trucker will give me. He's my trucker, so he's going to be like hey, I pulled this container number. Once I load it, I'll give you the weight and seals. So once we send out the draft BL, it is approved, we go ahead and we send all the information to the Steam ship line, whichever vendor you chose, and we file everything. Dave: We ask the Now where does it, I'm sorry. When does it ship? From being a draft to being a final After the customs process? Zohra: After sailing, after sailing. So once the customs is processed, we have all our information. Once the shipment is sailed, then the steamship line will be like okay, your shipment has sailed, Everything looks good. This is your original bill of lading. Dave: And sailed is a reference to 200 years ago, right With ship that sails Does it? Just mean it's departed the port. It has departed the port, yes. Zohra: So once it is sailed and then after, I think most of the time, they give us a draft in two days of sailing. The original bill will come out in two days of sailing and then from there, once we have the original bill, the customer does have a choice that if he wants a complete set of original bill of ladings, so that means that's a paper copy, or else he wants a telex, which would be an electronic copy. And then he can say that oh, you know what, I don't mind, my consignee doesn't mind a telex release. So if you can go ahead and update this to a telex release, and is the telex? Dave: is it truly going through the old telex system or is it just being electronic? Zohra: It's through the old telex system or does it just mean electronic? It's just meaning electronic. There's no funny how the language just stays around. Right, yeah, okay, all right, so go ahead. Yeah, so once. So then they have a choice to either have some of the guys if they have an lc, they would like the obl so that way they have control on the cargo, they have control on the money, and then they release the bills once they get paid and if they are confident, if they are a regular shipper and a regular consignee, they might go in for a telex release which is just electronic Gotcha. Dave: So then it leaves Houston, and I'm guessing does it go through the Panama Canal. Zohra: Depends on the routing. Some go through the Panama Canal, some do not, so it just depends on what route the steamship line is taking. Dave: I'm just curious. So if it's going from Houston to Moondra, I mean it's got to get around South America. Zohra: Yeah, yeah. So it would go through the canal and if not, because of all the issues that we're going through now, a lot of steamship lines have been routing it to the Cape of Good Hope. Dave: So they've been going that direction, that direction Around Africa. Zohra: Okay, yes, yes, so that makes it a little bit transit longer, but just the safety was more important at that point. Dave: So a lot of routes. Zohra: At least it's a predictable amount of time even though it's longer, and so if it goes, around Houston to Mondra by the Cape under Cape of Good Hope. Dave: How many days does that typically I? Zohra: think it added. I think it added 15 days to the transit. Dave: So what would that? Be total transit so about 60 days about 60 days. Zohra: Yeah, so I think first it was 45 days and then it became 60 days when they were doing, uh, the cape of good hope. Um, I and you know what, sometimes it even is a little bit shorter. I did see a couple of vessels that were doing 55 days also. So I think it just depends on you know how, how how delayed the vessel is, or if there is any any issues on any transshipment ports and stuff like that. So sometimes it's hard to say if it's going to be like anywhere between 40 to 60 days okay, so now it's on the water, is there just no activity at this point? Dave: is there any? Zohra: hopefully you don't want any activity, you just want everything to be good. But there are things that happen, like you heard about the Baltimore issue that happened early last April. I want to say it's going to be a year that everything was good to go. The vessel was ready to sail and it hit the bridge right and that was disastrous and that lasted for six months. Containers, fellers, fell in the water and you know some got damaged and then you know those things. Yeah, we don't want those things to happen, but of course it is. It is an inevitable. Like you know, hazards happen sometimes, so you would want that. Dave: Yeah, I'm sorry. Yeah, I'm sorry. I know you know this really well and so I'm sorry I have to keep stopping you for such basic questions. Zohra: No, no, not at all Do the containers these days. Dave: Do they have any electronic tracking on the containers? Zohra: Some do and some don't. Okay, so the ones that do like. Dave: Is it RF tracking or a different type of electronic tracking? Zohra: I don't believe they have an RF tracking. Most of our containers do not have a tracker because the lines will only give us 10 plus old, 10 plus year containers to load scrap, I see. So we don't get the nice fancy containers. So, most of us are not trackable. Okay, so my scrap load, load. Dave: It's not being tracked but it's on the boat it's on the boat, and so it's sailing, and then now it shows up in mundra. And what happens now? Zohra: so once it shows up in mundra, the steamship line that you have picked is going to send an arrival notice, five to seven days, to your consignee in India or your forwarder in India, whoever you have put on the BL instructions, so you will get an arrival notice. Dave: Now will you be? Will you be the forwarder in India? Zohra: No, no, we do have our own office in India, but most of metal scrap moves on a master bill, so there is really no requirement of a forwarder per se needed when your shipment reaches destination. Dave: They just need a broker and they can clear their shipment and pick it up at the port. Okay, so the ship arrives, and then that starts the arrival notice. Time clock. Zohra: Yeah. Dave: From the time it's actually lands. No, so the arrival notice you will get from the time it's actually lands? Zohra: no, so the arrival notice you will get five to seven days before arrival. So it gives you it gives you ample of time to say that okay, you know what my shipment is coming in. Let me get my docks ready and file it with the Indian customs. Because you can file, I want to say, four days before your shipment is arriving. Dave: So you're not scrambling, and how do we know that the ship is five to seven days away? Zohra: Is there tracking of the ship? Yes, yes, you can track it. Dave: Does the captain get on the radio? Call Zohra. Yeah, hey, I'm about five days away. Zohra: Yeah, no, so the shipment can be tracked on the steam ship lines website also, and plus on ceilings, on ceilings website as well. so you, will see, definitely that your shipment is arriving in three days or five days. If there is a delay, it will blink red and say that hey, there is a delay. And then when you get your arrival notice from the steam ship line, also it will have a date of arrival. It will be like, okay, you know this shipment is arriving on so and so date, so you are prepared that. Okay, you know what. My shipment's coming in five days. Let me get all my documents ready. Dave: Let me have it send it to my broker, you can start and you can start the process with the india customs four days before. I want to go four to five days before so that way, when the ship lands, the you can you already have your entry done and you already know that. Zohra: You know there are no holds of customs and you've paid your freight and you can go along and say that, okay, you know what, I just need the ship to berth. Once they unload my containers, then you know I can just send my trucker to go pick it up. Everything will show green released. You know, unless they have not paid ceiling, then I'll hold the cargo. Dave: Yeah, okay, and help me understand, because I'm an accountant by training. Help me understand the payment of the shipping. At what point do I pay for the shipping? Zohra: Okay, so we have. I want to say 90% of our customers are cash customers. So, when they need their original bill of lading after sailing. We generate an invoice after two days of sailing most of the time, because the line will give us a BL and an invoice in a couple of days. We go ahead, we generate that, we give it to the customer and when he wants to release his shipment he makes a payment to us. So whether it is an OBL or a DELEX, it doesn't matter. When he will tell me okay, zohra, he can go on my website and say release bill. He can go ahead and it will show him that you owe so-and-so amount for this shipment in order to get your release. He can go make a payment and then within 24 hours he will get a release from us. Dave: Okay, Because without that release will the Indian customs not unload. Zohra: No, the Indian customs doesn't really have any control on that. The Indian customs is only getting involved, saying, okay, I have a vessel that has 200 containers coming into India. I need documents to just make sure that it is what they are claiming it is. So they don't have anything to do with our BL release. They only work with customs release. So if I said that I have moved metal scrap and if there is battery in that box, that's a flag for the US customs and I mean for the Indian customs and they will be like I'm going to hold this box. So at that point that box is on a customs hold. Customs will not worry about a BL hold. There are two types of hold. One is a BL hold where either I or the steamship line is holding it for payment, holding it for payment, and then the customs hold is because there is an exam or there is some kind of uh inspection they want to do on the container or if they find some misdeclarations and stuff like that okay yeah, okay, yeah and then, so it shows up, it goes through customs. Dave: Uh, the freight forwarder there puts it on a truck, yeah, and then the truck goes to the warehouse or wherever they need to originally drop. Zohra: They go ahead, they unload the goods off the container. They make sure everything is weight and the weight is matching to what they had claimed it was. Sometimes the weight has shifted or sometimes they feel like, okay, the weight is less, then internally they will file a claim. It doesn't happen a lot, but some things sometimes do happen. And then, once the shipment has been unloaded, they have to make sure it is their responsibility to return the empty container back to the depot. So, once this empty container is returned back in India, that's when my shipment is closed here. Dave: That okay, you know what. Zohra: My empty container has been returned. This has been picked up. Everything is good, payment is good. We are good to close this file. Okay so one file can be open anywhere from 45 days to 60 days, okay, and then if you have issues with that shipment, then it can go longer. If the consignee refuses to pick up the shipment, the consignee abandons, you know, the shipment and says, oh, I don't, I don't have money to pay for it, I can't pick it up. That's when we get into different problems. You know that. Okay, then we need to figure out what we want to do and we all have to keep in mind that every country, every destination country, gives you a few days of free days. So when my shipment arrives in India with my contracts I have 14 free days. So for 14 days I'm not going to get billed for that container sitting at the port. But on that 15th day the clock will start and then, you know, all those charges for demurrage will start occurring for port charges, and then that becomes an expensive, you know, charge that will be billed back to the shipper here because he will have to take accountability of why his consignee didn't pick up the shipment or whatever happened. Dave: You know, and this is part of why you do your financial due diligence on the customers, because you need to make sure that they're a solid business. Solid business, the customer is going to pick it up. Yeah. Zohra: And sometimes we do the due diligence on the shipper part and you know we don't really know what the consignees are in different countries. So now we've started even collaborating with the US customs and you know we run the consignees also through our AES system and if there is like a faulty consignee, then that gets flagged in our system. This is something very new that we have started and we are proud to say that now we are going to run them also to make sure that you know what. There is utmost ease in this process, you know, not to say that when I run the check he's a good consignee and then in the 30 days or the 60 days of the transit something went wrong. Right, I'm not saying that's not going to happen, but at least at the time of the shipment we know everything is a green check, you know. So that's one extra step that we have started taking now, because of so much long standing in different countries are happening due to consignee abandonments. You know, people not paying the banks, lc issues, frauds, people have said that, oh, they are going to do it and then they don't do it. So because of that we are trying to do this extra check where at least the shipper is also at ease. We are also at ease at the time of shipment, and we have this great tool that the US customer is offering us, and so we've started using that as well. Dave: Okay, yeah. So let's instead imagine that this first container is by a friend of mine. Let's say he tells me oh Dave, these freight forwarders are just so expensive, I'm just going to do this all myself. Sure, I would say to them good luck, yes. I would say good luck, because this sounds like an impossible thing to try to do on your own Virtually impossible. Zohra: So a lot, a lot of customers or BCOs that I can say is like the direct shippers, like, of course, the Walmarts and the targets they have, they have a shipping department that does this, of course. But if you have, like, a small trader who's sitting out of Houston or probably New York, it is not worth his headache to do this, because there are lots of small nitty gritty things that are happening along the way, like, for example, I gave you this booking, okay, from Houston to Moondra. Now you have arranged for a trucker, the trucker is trying to pull an empty and my booking is not on file. Okay you are sitting and making a phone call to that line saying, oh, my booking is not on file. I have a trucker. Your trucker is charging you $65 because he's in line for an hour, gets to the terminal and the booking is not on file. I have a trucker. Your trucker is charging you $65 because he's in line for an hour, gets to the terminal and the booking is not on file. They're not going to let him wait there. He will have to go back in the line. So doing business with a forwarder is bringing you ease of these kind of kinks that are going to cost you financially. It is going to cost you a $65 dry run fee or a $65 detention fee for that guy to turn around and stand back in the line With us. We go ahead and we make sure that their booking is on file. Most of the time the depots are filled with containers. And again, I'm not saying that things don't happen. Of course things happen. But if you are a guy who's moving five to seven boxes a week, you don't have the time to sit and call for every booking and say, hey, is my booking on file? Is my trucker standing there? Do we have chassis, you know? Do the container depots have containers mounted on chassis? Do I have to take my own chassis? What's going on, at least with with us? We are telling them okay, your pickup is here, your booking is on file, go ahead, send the trucker again. Sometimes, when the trucker is there, some things happen. Then we can go ahead and fix it. I just feel like, because we are, our relationships are so much more deeper with the lines, you know what we can try to solve problem faster than someone trying to do this first time on their own or even if they've been in the business. Because these are painstaking things you know, like getting appointments to return. Like APM terminal in New York, it is a nightmare right now. It is a nightmare to get an appointment to return your box. So think about it. It. You pulled a box, you loaded it. Now you need to return it and your trucker is trying to get an appointment right and everything is showing full. Your cutoff is tomorrow. So you know those kind of hassles come in, which all come with the financial costs, and I'm not saying that you know what. Every time we will be coming to the rescue, but I feel like we have. So we have a good leverage to come to solve your problems, to make it easy to ship for you guys. You know our job is to make it easy to ship and you can have, you can have, you can be stress-free and you can concentrate on the growth of your business instead of worrying about how one container is going to move. You know yeah now, that's where we come in well, you've sold me. Dave: When I, if I ever get into the scrap metal business and ship to mundra, you'll be the first call thank you now I understand this now. This may be shocking, but I understand that there are other freight forwarders besides Sealink. Oh yes, oh yes, but help me understand, though I imagine that on the surface it's funny. Every business like when you're an outsider, it looks like a commodity, right, you know, it just looks like they're all the same. So if you don't know anything about, I don't know whatever like, let's say, farming equipment. To me, all farming equipment looks the same. I'm sure there's differences between them. Some do better at some things than others. Some are more expensive, some are cheaper, and so I'm sure that it's like that in the freight forwarding world. So give me an example that it's like that in the freight forwarding world. So give me an example. I'm sure that from time to time you get a call from somebody and says Zohra, my current freight forwarder dropped the ball once again and I'm fed up with them. I want to start using you all. Let's think back to maybe an example of that. And of course you don't mention the customer name or the prior freight forwarder. But what's a typical fact pattern that makes them shift from somebody else to you all? Zohra: so in in all these years of of me being at ceiling, the the majority people turn back to us is because of service levels. If there is a problem, I'm not going to run away. I'm going to sit with my customer, explain to them that this is an issue and we need to work together. It is going to cost. Let's come to that understanding that it is going to cost. Am I going to do my very best to make the cost minimal? Yes, yes, of course, though I know that the customer is at fault or the trucker is at fault, it doesn't matter. But we at Sealing believe that we are not going to haggle our customers when they are in problems to make a quick buck. We're not going to do that. We are never going to do that. So we make sure that if a customer is stranded like I'll give you an example right now, I have a situation I have a booking from A-Line Okay, and we got a container loaded. Okay, we got a container loaded. When the container got returned at the port, we got an email from the A-Line saying hello, this container doesn't belong to us. So then we started digging. We started digging, we found out that my customer had used another forwarder's booking for a line that ceiling doesn't work with. Okay. So there are seven, eight vendors we work with and two, three vendors we don't work with. Okay. So now I have a situation where I have a container loaded sitting in the port which my line is saying Zohra, I can't move it, it's not my box, I can't on hire this box because they won't let me. Though it is a partner box, they won't let me. You need to go to this line and figure out what you want to do. Now, zohra or ceiling doesn't work with this line. And my customer is frustrated because his forwarder, who gave him this booking, is saying oh, I can't do anything. You pulled a box now and my booking I gave it to somebody else so that booking is full. Now okay so now he has no space to accommodate this box here, okay, okay. So I'm not going to tell my customer. Oh, you know what? You got a booking from another forwarder on a line that ceiling doesn't work with. You figure out your stuff, because this container here is already accumulating demurrage, sitting sitting on the boat, which is $250 a day. So now yesterday what I did is I called the line that I don't work with and I gave them the whole rundown. I gave them the container number. I told them see, this is what is going on. I understand we don't work with you guys, but can you go ahead and help us? So yesterday they said okay, you know what, we can help you all. We are going to try to see we can reach out to the other forwarder and increase his booking and make sure that this can get returned at that point. Would that that other forwarder should have taken that step to help his customer, who is also my customer, but because of the service failure, or because maybe he doesn't, he was not able to understand how to problem solve this or troubleshoot this, or probably he just didn't have the resources to do it? I don't know. But if my customer came to me and is stranded. I am going to offer that help. I'm not going to be looking here to make a quick buck and say, hey, I don't work with this guy. Pay these 200 demurrage or go ahead and dray out the container. Pay $900 to dray out the container and then go back reloaded in my Steam Ship Lines box. Dave: I see so what happened in that scenario? Zohra: So now today I mean this is very live. This just happened like two days ago. So now today, hopefully you know, the line that I'm not working with has talked to that forwarder and hopefully we have increased his original booking and now we can attach this container to his booking. Go ahead and tell that line. Okay, please move this. Tell my customer. Go ahead, I have increased your booking. Please go to your forwarder, submit your shipping instructions and make sure your container gets on water on the next vessel. You will have some demerit charges which you will have to settle directly with the port, so they had to find space on the line that owned the container. Yes. Dave: Okay. Zohra: Yeah, the line that owned the container. So right now, because of so much of vessel shiftings, right, every vendor in the market whether it is Maersk, hapag, lloyd, zim, msc, all these lines are relocating services, they're readjusting services. Someone is coming into a new alliance, someone has come out of an alliance. There are lots of new vessels come into the market, larger ships come into the market, so everyone is adjusting a lot of vessels. So that is why it is very space, a space constraint. Right now. There are blank sailings, you know, to make sure that these new services are well adjusted for april. So, uh, so that is why there is this space issue. If there was no space issue, right, there wouldn't be a problem I see the other forwarder could pick up the phone and get it right right and the containers are owned by the shipping lines yes, the container. Dave: That's why, when I see a railroad when I'm sitting at a rail stop yeah comes by. Zohra: I see the maersk yeah, the big blue, because that's one of their containers yes, a musk or any, or a costco hat bag, they they all they all own their containers. Yes, correct, wow. Dave: So how, uh, it sounds like you have to work 168 hours a week, I mean, if you're in the service business yeah, tell me if I'm wrong, but I think moondraw is on a different time zone. Zohra: Yes, yes, yeah it's almost end of working day for them right now. Actually, before this, I was on my india office call. We have our own office in india as well, so we have a call with them once a week to just see what's going on, how's business, what can we do to support from here. So they were already, like you know, getting ready to go home, because it's almost eight o'clock in the night over there so is it safe to assume that you, that eight to five is not the sole hours that you work? there is no eight to five in this industry. No, there isn't. Dave: No, I mean my business you know, is to somewhat the same way. I mean, what I tell my clients is all you need to know about the ic disc is my mobile number. Yeah, that's it. That's all you need to know. Just call me, I'll take care of it. Zohra: Yeah, that's how we are, that's how we are. Customers call us, whatsapp us, email us and we try to service. We try to service. We are in the service industry. We believe our service is, is on top and if, and and I'm not saying c-link is the cheapest, I'm not saying that even at but we thrive on it because we know that. You know our customers, and hats off to our customers. Their support has got us here and they are willing to pay us an extra $25 for what we offer. We offer the app, we offer the service. All my sales reps are very in touch with the customers. They just don't sell and then you never see them. It's not. That doesn't work here. You know we do trade shows. We see our customers there make it a point at least two times a year. We are seeing our customers. We have FaceTime with them. So it's not like you're going to like have a salesperson. Dave: They sell you a rate and then they are gone. It's not going to be like that. Zohra: Your point of contact is your salesperson. Of course we don't want our salespeople to get in operations which they don't. Their work is to sell. But customer is not going to feel like isolated saying that, oh you know what. So, and so was my salesperson at ceiling. They sold me a rate and now have all these problems and I don't know who to go to. You know that problem will never arise. Like you say that problem will never arise like you say that, uh, your cell phone number is what they need for us. It's just just email email me or email one of my reps, and you will get a response, like I can promise that well, you all have a booth at the rima san diego show. Dave: I'll be sure to stop by, will you be wow? Yes, I'm gonna be there I'll be sure to stop by. Oh, that'll be awesome, yeah, we do rima every year? Yeah, we've been doing it for the past several years now okay, yes, so uh, uh, wow, I can't believe how the time has flown. Zohra: Yeah, it's um, it wasn't that bad, like I thought it would, I know. Dave: So, so a couple, so last couple questions what? What do you enjoy the most about your job, like what's the most satisfying part of your role within C-Link. Zohra: Helping my customers. Dave: Okay, I had a feeling that was it? Zohra: I really, really find it satisfying when I see an email saying you know, thanks, Zohra, you saved my life, you know, or you know like. Dave: Chad, he's our sales director. Zohra: You know, thanks, zohra, you saved my life, you know, or you know, like Chad, he's our sales director. You know he'll send out an email saying, okay, you're a miracle worker, not to me, but to my teams as well, right, because sometimes it's, it's very frustrating to get small things done right, and when that small thing gets done, then everything flows. So I feel like once you get them that ease, that, okay, now their cargo is going to flow. I feel, I feel satisfied, my teams feel satisfied, right. So I think, just helping out and making sure we are there, that's, you know, that's, I think, is very important, because if you're missing in this chain, your customer is just going to be stranded, you know. Dave: Yeah, no, that makes makes sense. So last two questions. So one's kind of serious and the last one's fun. So the serious one is um, if you could go back 20 years, and what year did you say you came to the uS? Zohra: I came in 2000. Dave: Okay, so if you could go, if you had a time machine and you could go back and you could give advice to yourself back in the year 2000, what advice or pep talk or insight, would you tell yourself? Zohra: you tell yourself that I should have started this earlier. I did. Dave: I don't know why I waited till 2006, okay, so yeah that you know that's the answer that every client gives yeah, that they, they didn't start the business, or they didn't do this because they were afraid or there was risk or whatever. And the advice they always, almost always, give is don't be afraid, take the risk, do it. Zohra: Yes, yes, I agree. So I'll give you a little background. So before I joined Shaizad, I was working at a wholesale jewelry place. We had, you know, huge wholesale and we had a lot of mexican um imported jewelry. You know, we used to sell a lot like. It was a very different, different field altogether. We used to supply to all the big stores and stuff like that. And then when shazad started this, you know, he told me he's like I don't know if I can, like we'll be able to afford a salary, or you know how it's going to be, because I'm just starting and and and we don't know. You know how it's going to work because right now I don't have overhead expenses. So think about it, right. So, like I said, he's a visionary, right. And he just told me one thing he's like I promise you that you will not regret, right. And at that point I feel he, he was all. He already taken the risk, he had already taken the risk, he had left his job at at another forwarder and taken the risk to start this. And when he told me that you know you won't regret, I just I just took the leap of faith and said you know what? This is it. If I think I would have like thought a little bit more and said, oh, I won't. I don't know how I'm going to replace my income or what's going to happen. I don't know if this is going to work. I feel like maybe we wouldn't be here. So I think sometimes you just take that leap and then leave it up to the big man up and I think it all works out with your hard work. But you have to put in the work, I feel. Dave: Sure, that is great. Well, my last question, a fun one. So in Houston we have a thriving Indian community and I have a lot of great Indian restaurants to choose from. So two questions. One if you want really good Indian food in San Antonio, do you have to go to your kitchen? Zohra: Or are there some good Indian restaurants in San Antonio? Actually, now there are a couple of good Indian restaurants in San. Antonio, I can say that you know. Dave: Because I'm guessing the Indian population in San Antonio is a lot smaller than Indian. Zohra: Yes, it is a lot smaller, but I can now say if you would ask me this five years ago, I would be like nothing my kitchen but, now I can say actually we just went to one day before yesterday and it was pretty nice. Dave: So yes, yeah, I think I am heading to Houston, uh, next week. Zohra: so I'm going to make it a point to go to one of the nice restaurants Indian restaurants to know, get some food, that's great, which I think. Dave: I think the yellow curry is my favorite. What's your favorite curry? Zohra: I think I'm not very fond of curries, but I think I'm not a big. I'm not a big curry person, so, but I think my favorite Indian food would be biryani. Dave: Okay. Zohra: Yeah, the rice with the meat. Yeah, yeah, I think that that is awesome. Dave: Well, Zohra, thank you again for coming on the show sharing your story, the SeaLink story and uh and sharing your passion. It really comes through that you and uh and Shaizad both have a passion for serving your customers, and that's really. It's always fun to hear that somebody's just really enjoying what they do. Zohra: Yes, yes, thank you. Thank you for having me and thank you for letting me talk about sealing, and I hope that whoever listens to this, you know, comes to us and uses us. Thank you. Dave: That sounds great. You have a great day. Zohra: You too, you too. Special Guest: Zohra Shroff.

Warehousing is no longer just about storage - it's about speed, sustainability, and smart technology. In this episode, we explore how AI, automation, and agility are reshaping modern warehousing and what businesses need to know to stay ahead in 2025 and beyond.Join Simon Oxley, Global Head of Business Development at Maersk Contract Logistics, and Amita Maheshwari, Global Head of Supply Chain Development at Maersk, as they share insights on the latest trends, challenges, and innovations transforming the warehousing landscape.Topics covered:

Police arrested dozens of people Wednesday who were protesting logistics giant Maersk for its role in delivering U.S. fighter jets to Israel. Meanwhile, the New York City Council has advanced plans for a casino at the former Trump Golf Course in the Bronx, bringing the project closer to state approval. And in this week's politics segment, we look at New York leaders' reactions to President Trump's immigration policies, Zohran Mamdani's proposed wealth tax, and a major endorsement for Andrew Cuomo.

Recorded live at the Treasury 360° Nordic conference in Stockholm, Eleanor Hill (TMI) hosts Netta Christensen, Carlo Macri (A.P. Moller - Maersk), and Truls Gustafsson (BNP Paribas) in an audible case study exploring how Maersk managed multiple European geographies through a single Euro account. Discover how SEPA and virtual accounts enable treasury centralisation without sacrificing local agility, optimise liquidity, reduce complexity, and enhance pan-European financial control - offering key insights for scaling treasury operations across Europe.

In this special episode of Truck Tech, Thomas Wasson hits the floor at ACT Expo to chat with Henrik Holland, Head of Prologis Mobility, about the cutting-edge future of EV charging. From modular “charger-in-a-box” skids to large-scale electrification projects with Maersk, Prologic is revolutionizing the intersection of real estate, infrastructure, and electric trucking. Discover how they're solving the infrastructure problem with rapid-deploy charging islands, future-proofing for megawatt-level EVs, and already hitting over 10 million miles of electric fleet operations!  Topics Covered:Modular EV charging skids: prefab, powerful, and scalableStrategic partnerships (like with Maersk) that go beyond demosBehind-the-fence vs. public fleet charging99%+ uptime goals and real-world fleet adoptionEV future-proofing with megawatt charging Thomas Wasson interviews WattEV in front of a Tesla Semi at this year's ACT expo. WattEV isn't just another electric trucking company — they're leading a full-scale transformation of freight transport with the largest fleet of electric trucks, 1.2MW megawatt chargers, and solar-powered charging sites. Learn how WattEV is solving the “chicken-and-egg” dilemma of EV infrastructure, scaling real-world solutions, and helping shippers and carriers hit sustainability goals at near-diesel costs. From 500-mile days on 300-mile trucks to regenerative braking and driver behavior analytics, this is the future of freight, now. Whether you're a fleet operator, logistics planner, or just an EV tech enthusiast—this is a must-watch! Watch now and ride the next wave in commercial EV infrastructure. ⁠Follow the Truck Tech Podcast⁠ ⁠Other FreightWaves Shows⁠ #trucking #logistics #news #EVCharging #TruckTech #ACTExpo2025 #PrologisMobility #ElectricTrucks #FleetElectrification #ModularCharging #SustainableLogistics #Maersk #EVInfrastructure #MegawattCharging #GreenTech #FutureOfTrucking #EVFleet #CleanEnergy  #TeslaSemi #WattEV #ElectricTrucks #MegawattCharging #EVInfrastructure #CleanEnergy #SustainableFreight #EVFleet #TruckTech #ZeroEmissions #GreenLogistics #FutureOfTrucking #EVExpo2025 #SolarCharging Learn more about your ad choices. Visit megaphone.fm/adchoices

Stephen Grootes speaks to Tshidi Madia, Associate Politics editor about President Cyril Ramaphosa's upcoming meeting with Donald Trump, where they'll discuss business opportunities, including potential deals with Elon Musk's companies, Tesla and Starlink, amidst strained relations between the two countries. In other news, Terry Gale, chairperson of Exporters Western Cape talks about the uncertainty surrounding the American Express (Amex) service, a direct weekly sailing to the US jointly run by Maersk and Mediterranean Shipping Company (MSC), and how President Cyril Ramaphosa's upcoming trade talks with US President Donald Trump might impact the shipping industry. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 and 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Today's guest is William Geroux. Bill graduated from the College of William and Mary in Williamsburg, Virginia before becoming an author. He spent more than 25 years as a newspaper reporter and editor in Virginia and Northern Idaho, winning numerous awards for breaking news coverage, feature writing, and investigative reporting. He also worked as a writer for Maersk, the global shipping conglomerate. I invited Bill onto the podcast to discuss the hundreds of Nazi POW camps that sprung up all over the United States during World War II, the inevitable escape attempts, and the conflicts between prisoners that led to multiple murders within the camps. Connect with Bill:penguinrandomhouse.com/authors/2109520/william-geroux/Facebook: William GerouxCheck out the book, The Fifteen, here.https://a.co/d/6wkcyy7Connect with Spycraft 101:Get Justin's latest book, Murder, Intrigue, and Conspiracy: Stories from the Cold War and Beyond, here.spycraft101.comIG: @spycraft101Shop: shop.spycraft101.comPatreon: Spycraft 101Find Justin's first book, Spyshots: Volume One, here.Check out Justin's second book, Covert Arms, here.Download the free eBook, The Clandestine Operative's Sidearm of Choice, here.OC Strategic AcademyLearn spy skills to hack your own reality. Use code SPYCRAFT101 to get 10% off any course!Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

As we close the week, we've got two amazing guests back on the show, Towns Agnew and Jonathan Sinton of Drayage Insight, sharing more of their expertise about the drayage market! This episode with Towns and Jonathan focuses on their customer-centric growth, the effectiveness of adapting products to market needs, challenges involving the drayage market, particularly its limited technology solutions, significant business planning challenges due to tariff policy volatility, financial resilience practices, and a new market intelligence tool!   About Jonathan Sinton and Towns Agnew Jon Sinton brings over 20 years of experience in international supply chain management to Dray Insight. His extensive career includes senior roles at Maersk, where he held positions in regional procurement, equipment flow, vessel capacity execution, trade management, and led the global out of gauge and break bulk cargo division. He also gained valuable startup experience at PortPro, a technology company developing a SaaS TMS platform specifically for drayage providers. Towns Agnew brings over 15 years of extensive experience in international and domestic supply chain roles to the table. His expertise spans drayage finance and operations, as well as ocean and rail operations, where he has excelled as a customer, operator, and financial specialist within the industry. This multifaceted background uniquely positions him to comprehend the nuanced challenges in drayage finance from various perspectives, including those encountered by founders and executives.   Connect with Jon and Towns Website: https://drayinsight.com/  Email: towns@drayinsight.com / jsinton@drayinsight.com  Town's Phone: 713 679 8472 Jon's Phone: 704 910 9926  

In Episode 78 of Trade Splaining, hosts Rob and Ardi explore the complex impact of tariffs on global trade, the humorous yet insightful nature of episode 78, and unique trade issues around the world. Guest Lars Karlsson from Maersk discusses how both small and large companies are navigating the new trade realities. The episode also covers topical issues such as the pistachio shortage, the impact of European policies on trade, and new recession indicators. Additionally, it touches on disruptions like the ban on Brazilian butt lift ads in the UK and the rise in train robberies.   00:00 Introduction and Episode Overview 02:31 Listener Feedback and Corrections 04:26 Market Trends and Economic Insights 12:59 De-Dollarization and Global Financial Shifts 16:35 Interview with Lars Carlson: Navigating Trade Complexities 20:47 Challenges for Small and Medium Enterprises (SMEs) 21:27 The Role of AI in Supply Chain Management 22:40 Customs and Compliance in a Changing Trade Environment 24:14 The Impact of Tariff Conflicts on Global Trade 26:24 Navigating Uncertainty in International Trade 29:11 The Future of Trade and Emerging Solutions 36:08 Recession Indicators and Economic Trends 38:53 Local News and Unusual Events 40:50 Podcast Wrap-Up and Listener Engagement

In this episode of FP&A Tomorrow, host Paul Barnhurst (aka The FP&A Guy) welcomes Anders Liu-Lindberg, a leading expert in business partnering and finance communication. Anders discusses how finance teams can elevate their role from traditional number crunchers to strategic partners within the business. He shares his insights on the importance of effective communication in finance, the value of business partnering, and how FP&A professionals can make a greater impact within their organizations.Anders is the co-founder and partner at the Business Partnering Institute, where he helps finance teams transform into strategic business partners. With over 10 years of experience as a business partner at Maersk, Anders has firsthand knowledge of what it takes to create value through finance. He is the co-author of Create Value as a Finance Business Partner and is about to release his new book, Communicating Financials to Executives. He is also a top LinkedIn voice with over 400,000 followers, where he shares valuable content for finance professionals looking to grow their careers and impact.Expect to Learn:How FP&A can go from just reporting numbers to playing a strategic role in the company.The best way to present financial insights so executives can act on them.Why synthesizing data is important for decision-making, and how it's different from just summarizing it.Practical steps to improve communication between finance teams and business leaders.How to build strong relationships with stakeholders, even when they're hesitant to work with finance.Here are a few quotes from the episode:"Business partnering isn't about pushing your thoughts on the business; it's about bringing them along." - Anders Liu-Lindberg"The true value of FP&A comes from helping the business translate strategy into actionable plans." - Anders Liu-Lindberg"FP&A should move beyond budgeting and forecasting to become a strategic business partner." - Anders Liu-LindbergAnders Liu-Lindberg provided valuable insights on how finance professionals can become strategic business partners. His advice on communication, synthesizing data, and building relationships offers practical steps for success. This episode is a must-listen for anyone looking to make a bigger impact in FP&A. The wisdom shared will help professionals thrive in an evolving business environment.Corporate Finance Institute: Master real-world finance skills with CFI's FMVA program to learn financial modeling, valuations, and strategic insights top finance teams use. Get 30% off any plan and take the next step in your career. Explore now at https://corporatefinanceinstitute.com/pricing-fpaguy/?utm_source=fpaguy&utm_medium=organic&utm_campaign=podcast_adsFollow FP&A Tomorrow:Newsletter - Subscribe on LinkedIn - https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=6957679529595162624 Follow Andres:LinkedIn - https://www.linkedin.com/in/Anders liulindberg/?originalSubdomain=dkWebsite - https://www.bpidk.org/Follow Paul: Website -