Ken Lucci 0:23

Well, good afternoon. Uh, welcome to another exciting edition, very special edition it is my distinct pleasure to introduce a true icon in the business. Someone that I found out about and first knew of in 2000 and seven. When we both had the same consultant, God rest his soul, a guy named Tom Mazza, and he said to me, you really need to meet this character, Maurice Brewster. And since that time, Maurice and I have done some business together. And he happens to be one of my favorite people. So Maurice Brewster, I call you the chairman of the board. As far as the industry is concerned, I would never want to call you an elder statesman, but you are definitely a statesman, your president and chief executive officer of, of mosaic. Or does your, does your other half have that title?

Maurice Brewster 1:20

So Rhonda has the title of, um, President and COO, and I'm, and I'm Founder

Ken Lucci 1:28

Founder and CEO of Mosaic Global. I would say you're in the top 5 percent in terms of revenue. And just, just kicking ass with everything you touch. So we are honored that you took time away from your schedule to, uh, to, to talk to us today. So let's start with how did you decide to get into this business? And when, when was that? Was it, did you, did you start around the 05, 05, 07 mark?

Maurice Brewster 2:01

No, no, actually, um, uh, I started in late 1998 99. I, I did it then, but I didn't know. foolishly that you were supposed to have a license to do this. I just, I just had a car and said, I'm going to put people in the back of my car. And, and at the time they were beautiful Rolls Royces, vintage Rolls Royces. So people at my church were saying, can I use your car for my wedding? I said, sure, no problem. And then they were generous in their tips, but you know, I wasn't charging anyone. But one thing led to another. And, eventually when it kicked off was when Rhonda took me to a Father's Day event at Stanford University in Palo Alto where we live. And,, I saw a row and rows and rows of vintage Rolls Royces. And I told her, I said, I think, I think we could turn this into a full time business. We can make some money doing this.

Ken Lucci 3:10

What were you doing as a career at the time

Maurice Brewster 3:12

At the time, yeah, yeah, good question. mY entire career has been in sales and marketing, um, at the highest level of sales for some of the largest corporations in the world. I was a vice president of sales and marketing. And then all of the. com explosion happened where they were throwing crazy money around and I was taking it all. So,

James Blain 3:35

true salesman.

Maurice Brewster 3:36

Yeah. So then, you know, then I turned to Rhonda and I say, guess what? I want, I want to give up all that and I want to start my own business because I was making, uh, Ken and James, I was making these companies hundreds of millions of dollars. So I turned to her and I said, you know what? I can make us a million dollars. And she said, go back to work. We get talking about like, like how we live. I like where we live. I like, I like, I like,

Ken Lucci 4:04

I like the salary, I like the commission, I

Maurice Brewster 4:06

Yeah, yeah.

Ken Lucci 4:08

right. I like the, I like the no risk, it's all there risk, right. But you could, the lure of entrepreneurism grabbed you.

Maurice Brewster 4:18

It did. It did. Yeah, and, and, and, and, I've always wanted to run my own business. I just didn't know what it was going to be. I always loved cars, but I didn't want to be in the car business. So I was, um, stuck between a rock and a hard place. But, uh, I feel. Uh, and, and Ken, you know me, um, I feel that it was spiritual, uh, what came to me that day, that Sunday, that Father's Day Sunday at Stanford. When I, when I, it was clear to me that this was a path that, that we should take. And, um, so we got it all together. found out about this thing called the Public Utility Commission that you need to register your vehicle and it needs to be a commercial vehicle. And so then I said, Okay, then we need to redo all this all over again. And it took us a year and a half in order to get legal. And so, therefore, that's when we say that we, uh, technically started our business in December of 2001 2000 and

Ken Lucci 5:21

And was it always Mosaic? Was that always the

Maurice Brewster 5:24

Oh, gosh, no. Come on, Ken. You don't remember? It was Rollz Royce limousine service.

Ken Lucci 5:29

that's right. I remember the story now. And how did Rolls Royce, how did Rolls Royce react to that?

James Blain 5:34

Yeah. There's, there's gotta be a story here. We all know how trademarks work.

Maurice Brewster 5:38

There is a story behind that. Uh, but, uh, let me finish my, my, my, my train of thought here though. So, um, so because it was December of 20, uh, 2001, we just said let's start, let's call the starting time January of 2002. So for all records that are in the National Limousine Association and the Public Utility Commission, it shows our starting date as January 1st, 2002. But, um, uh, we got our legal papers in December of 2001. 2001. And uh, and then we moved on. Now jab at me James, which still is painful. I just want to let you know. We,

James Blain 6:28

a place of love.

Maurice Brewster 6:29

we, we called Rollz Royce limousine service, R-O-L-L-Z

Ken Lucci 6:34

Okay. Okay. All right. And

Maurice Brewster 6:37

L L S

Ken Lucci 6:39

any good trademark attorney could argue that you were legal.

James Blain 6:43

The salesman in you already knew that was coming.

Maurice Brewster 6:46

that's correct. And, uh, but The legal team of Rolls Royce Motor Company contacted, uh, us in 2004 and said, We feel you're stepping on our trademark.

Ken Lucci 7:02

Even though you were using Rolls Royce equipment, they didn't thank you for that. They just were right.

Maurice Brewster 7:07

That's correct you would think they would embrace that right and here. I am promoting their brand, but, I went to an attorney and I said to the attorney, I said, do I have to change my name? And he said, listen, this is a fight you can win. You can absolutely win this fight. You're not in the same sick code. You're not in the same category code. You don't buy and sell Rolls Royces, uh, for profit. You're in the limousine and ground transportation business. Uh, he said, you, you got this. He said, how much do you have in your fund to fight Rolls Royce motor company? And I said, nothing. And they said, He said, you better settle then

Ken Lucci 7:47

And then he, and then he, by the way, and then he lost all his zeal for this case, as most lawyers will, right?

James Blain 7:55

I'm sure he was really hoping for a hundred, 200, 000 minimum just to start that thing

Ken Lucci 8:01

At least we can fight this. Just give me a hundred grand.

James Blain 8:04

Yeah. At a time.

Ken Lucci 8:05

Listen, it was, I, it was most likely a very good learning experience though. Yeah.

Maurice Brewster 8:12

was. Um, and then, uh, an old name, uh, Ken that you'll remember, Pat Charla. She, we hired her to come up with a new brand for us, a new name for us. Um, uh, and, and she came back to Rhonda and I with, um, with, with 15 names of what she thought. She said, you know, I, I looked at your company, I looked at your, your, your clientele, I look where you live, I look where you work, I look, I said, your company is just a beautiful mosaic of what I think lots of, uh, of, of, of companies and opportunities could be. And I said, wait a minute, what did you just say? And she said,

James Blain 8:54

15 names and we're going for a new one.

Maurice Brewster 8:56

yeah, she said, I just think you're, I think you're just a mosaic of, of, of class and beauty and this and that. And this, I said, that's the name. She said, but I haven't given you the 15 names that I came up with. I said, I know. And do I have to pay you for the mosaic? And she said, yes, Maurice, you do. ha ha

Ken Lucci 9:18

Hey, listen, I mean, Pat, Pat was extremely creative and very talented.

Maurice Brewster 9:24

Yes, indeed. Yes indeed. So the name, she came, she did come up with some great names. We, and we ended up with Mosaic Transportation. And then I knew I wanted to, at some point in time, uh, expand the brand to a global reach. I didn't know how it was gonna do it. Uh, in hindsight it wasn't gonna be with vintage Rolls Royces. But, uh, but then we added the global in the middle, so it was going to be Mosaic Transportation. And I added the global part in there. Um, and we made the O for Mosaic, the globe, the international globe. And from there, from 2005 and beyond, we changed the name from Rolls Royce Limousine Service to, um, Mosaic Global Transportation and off we went.

Ken Lucci 10:12

So, what do you think, if you look back at from 2005 forward, I mean, when did you know that you had this tiger by the tail? When did you What was the, the event, the customer, the, what was the turning point or tipping point where you knew you were never going to go back to being, you know, a sales executive in corporate America,

Maurice Brewster 10:37

Well, you know, don't forget now in 2005, we're three years into it. We're heavily invested. Um, and we were having good years. I mean, you know, our, first years as Rolls Royce. Um, I mean, we, we did in year one or maybe year two, we did just over a million dollars in business. So, we were on a roll, but it wasn't anywhere near the amount of top end and bottom end revenue that we needed in order to support our program. You know, our lives. Rhonda was still working in real estate, doing well in that. Um, but as we started growing and as the hotels started, um, loving on us with our vintage vehicles, Uh, I remember distinctly, uh, the general managers of the Westin Hotel and the Sheraton Hotel wanted to take me to lunch. Now, if you're taking me to lunch, I know you're not going to fire me. I'm not going to fire you.

Ken Lucci 11:36

right? You're not going to waste a meal.

Maurice Brewster 11:38

yeah, exactly. They took me to lunch and they said, Hey, listen, we'd like to have you consider. Because we love the service that you're doing for the Rolls Royces and the weddings and the special events and the wine tours, but would you consider taking care of our corporate customers?

Ken Lucci 11:54

What time frame was this, Maurice?

Maurice Brewster 11:56

This was, this was right after, uh, 2004. This was, so this was it, it was two years because that's when Tom, uh, came to me and said, I have a hobby business and not a real

Ken Lucci 12:11

Yeah, he gave me that speech as well.

Maurice Brewster 12:13

Diddy

Ken Lucci 12:14

Yeah. His comment was, Lucci, you're the worst kind of person to go into the limousine industry because you have a big checkbook and you like cars.

Maurice Brewster 12:24

indeed.

Ken Lucci 12:25

distinctly him telling me about your Rolls Royces and I remember him saying that you had pivoted into corporate.

Maurice Brewster 12:34

Right,

Ken Lucci 12:34

But at the end of the day, What got you to pivot was the fact that you gave incredible service. It just wasn't the vintage vehicles. You get the service right from day one.

Maurice Brewster 12:46

Exactly. And so when they came and said, do corporate, do our corporate work, and you know, they had nothing but corporate people coming into those two hotels on, uh, you know, on El Camino Real in Palo Alto. I said, but that's not what I do. I mean, you know, I'm, I'm, I'm a, I'm a specialty car guy, you know, and, and, and I love what we're doing. And, um, Ken, James, they opened up their books and showed me how much business they were sending to, uh, local limousine companies.

James Blain 13:15

Did your eyes pop out?

Maurice Brewster 13:17

The next week we had sedans and SUVs and ready to roll for them. And, and our business literally, took off. And, and then that's when we got introduced to our first corporate customer, which was Yahoo.

Ken Lucci 13:32

Interesting.

Maurice Brewster 13:33

And uh, Yahoo was spending a lot of time at those hotels with guests that were spending a lot of time at Stanford University and the think tanks that happened up at Stanford. And, um, uh, they gave us a shot and we did well. Um, they were using a local competitor of mine, which isn't in business any longer. And, um, One thing led to another and they invited us to an RFP. We won the RFP and, uh, we took off from there. You know,

Ken Lucci 14:09

So, so let's, let's stop there

Maurice Brewster 14:12

Mm hmm.

Ken Lucci 14:12

because let's talk about that for a second. You're a small business at that point. Yahoo was huge to me. This is a, this is a major lesson for small operators. You can compete. You can be invited to the corporate table. What, what do you think was the top two or three things that, that made them say, he may be small, but we want him to do this RFP with us.

James Blain 14:42

how'd you, how did you get invited to the table? Importantly as well, right? I mean, that's key, but how do you get to that table at that size?

Maurice Brewster 14:50

So, it had a lot to do with my relationship with the two hotels. Um, they, um, uh, were showcasing our company and our services. And the Yahoo executives and guests were all staying at those hotels. And they were experiencing our services. So that word got back to Yahoo. And, uh, and then we got an introduction to the travel manager, uh, who to, to this day is a friend and is still in the business, uh, working over at Verizon. But,

Ken Lucci 15:28

That's another good lesson, right? Once you're in a corporate travel department, you usually don't leave the business. You may go to another company. But it's critic, it's critically important to maintain those relationships.

Maurice Brewster 15:44

Can't burn a bridge because they move from place to place to place and they all talk to each other

James Blain 15:51

Yep.

Ken Lucci 15:51

Yeah.

Maurice Brewster 15:52

know, so

Ken Lucci 15:53

to create those bridges. Tell me something. How do you think your, you know, cause I hear a lot of small operators say. Well, Ken, you know, you, you've got the gift of gab. You're a good salesman. And I'm like, I have to believe in what I sell or I'm terrible at it. How did your corporate sales experience help you in this space? And what would you say to a small operator that says, I don't have that sales appeal that you have?

Maurice Brewster 16:21

Yeah, hire it is what I would say do what you do best Mr. Small car operator and hire the salesperson who is the mouthpiece Who can do an effective and efficient job of representing your brand. Uh, do that because, um, most of the people in our industry can, and I know you can attest to this, and, and, and James, you see it,

James Blain 16:49

Every day.

Maurice Brewster 16:49

um, they're mainly operators. They, they, they, they're mainly operators that are in the operation side of the house.

Ken Lucci 16:57

working in the business, dispatching, taking reservations, getting the point A to point B done properly, but they don't have the sales and marketing. They don't have the sales and marketing.

Maurice Brewster 17:10

And then that was good for me because that's what I had done in my corporate life before making that bridge over to entrepreneurship. That's all I had done my entire life since graduating from college. I was a salesperson, uh, and, and moved up the ranks, but you know, I was in sales. Bottom line, I could sell ice to Eskimos.

Ken Lucci 17:31

I, I find that difficult to believe actually. You're so, you're so shy. You're so impensive.

Maurice Brewster 18:45

But here's the deal, here's the deal. I knew if I had a, if I had a product or a service, and of course I have a service, I knew if it was good, I could create it, I could build it, I could market it, and I could sell it. And, and, and I tell you the confidence that you build by getting one and then getting another, it's, it's contagious.

Ken Lucci 19:10

a hundred percent, a hundred

Maurice Brewster 19:11

And, and, and having that, having that confidence that, um, uh, that, you know, that I, I can, I can sell anything and I can surely sell my business to anyone that I'm sitting in front of, you know, that, you know, led to, and I know we're going to probably get to this at some point in time, but that led to us being able to sign, you know, a 43 million contract with Walt Disney Company.

Ken Lucci 19:39

So tell us about that transition.

Maurice Brewster 19:41

You want to know that now? I mean, we're so, we're so early into the, into,

Ken Lucci 19:44

no, go ahead, James. You got a couple of questions that you've been in.

James Blain 19:48

I think we also, right, one of the things that I always want to know, and I feel like our listeners also want to know is you're someone that's incredible at sales. You're someone that that's your world. How quick are you able to go from behind the wheel to having employees and starting to build underneath you? How quick were you able to round that corner? And what did that even look

Ken Lucci 20:09

How did you do it? How, what

Maurice Brewster 20:10

listen, listen, listen, listen, that's a great question. And it ain't easy. I'll just tell you that because customers were used to me behind the wheel, not the wedding part, right? Because wedding one, one and done. Right. But the Yahoo people were used to seeing me and a series of me in cars. Cause obviously I can't, couldn't. I couldn't drive multiple cars at one time, but they were used to seeing me and, um, and it was a crutch because I was used to seeing them and I wanted to make sure that they remained happy and, um, but it was a difficult decision to make to get out of the car and, you know, the phrase, um, Ken, that you talk about, uh, get out of the business and start working on your

Ken Lucci 21:01

work on the business instead of in, in the business?

Maurice Brewster 21:05

That was tough. And I know for the folks that are out there, the smaller operators, that's going to be a challenge.

Ken Lucci 21:13

It is, but Maurice, that was the day that your business started to become a company. I use this phrase a lot. Every single company is a business, but not all businesses are evolved into a company. When the owner has to do the service delivery themselves on a massive basis, you know, I'm not talking about like our friend, Charlie Horky that goes out and runs a thousand person group. He rolls up his sleeves. That's different, right? I'm talking about You know, the difference between that day that you stepped out of the car and started working on the global strategy of the business is when you started becoming a company.

Maurice Brewster 21:57

Yes.

James Blain 21:58

and it's the ability to step away, right? It's the ability to be able to say, I'm going to take the day off and we're still going to make money. We're still going to be running, you know, at that smaller size. If you're the one driving, if you're not driving, you're not making revenue.

Maurice Brewster 22:11

the piece de resistance though. I had a Rhonda.

Ken Lucci 22:15

you're not kidding, but we haven't even gotten to the power. Wait a

Maurice Brewster 22:18

yeah, I know

Ken Lucci 22:21

not the power behind the throne. She's the power and she is the

James Blain 22:26

Go throw.

Maurice Brewster 22:27

I had,

James Blain 22:28

Who is Rhonda?

Maurice Brewster 22:29

I

Ken Lucci 22:30

Who is Rhonda? Tell us about Rhonda.

Maurice Brewster 22:32

get you or Rhonda is what I tell you, small business owners, you can't borrow my Rhonda, but get Rhonda

Ken Lucci 22:39

Well, the total order of the day was to find a salesperson. The absolutely impossible of the day is to get a Rhonda.

Maurice Brewster 22:47

Yeah. And, and, and, you know,

Ken Lucci 22:49

doing when you were growing this business?

Maurice Brewster 22:52

so. Um, before she moved into the business with me, like I mentioned earlier, she was doing real estate. Um, and, uh, at that point in time when we started the business, we had three kids. So, um, trying to, trying to juggle, trying to juggle, uh,

James Blain 23:13

How old are the kids at that point?

Maurice Brewster 23:16

Uh, how old were they?

James Blain 23:17

Yeah. Little kids or older

Maurice Brewster 23:19

yeah, yeah. I mean we, uh, Sienna was born in 2000 and, and and 2000, 2121, lemme see, what are we in now? 20? No, she's 22, 23 years old. So she was right when we started the company. Yeah. She was 2001. And then we had, uh, two other kids, uh, Bradley was born in, in 97 and McKayla, our oldest daughter, uh, was born in 95.

James Blain 23:46

Yeah. So you've got littler kids at that point that are demanding the time as well.

Ken Lucci 23:50

And she's just, she's burning the candle at both ends.

Maurice Brewster 23:54

She is, but it gave me the ability to be able to not worry about the operations end of it because, um, that, that is such a detail, um, a detailed part of why we are so successful and, um, uh, and, and, and that is my weak point. So, you know, I'm, I'm not shy at all to say, you know, I'm, I focused on what I know I was good at. And I knew I could develop and, and bring new business into the company. Rhonda is extremely detailed and, and perfect to, in, in the role of, uh, uh, Chief Operating Officer and President. So, uh, having the two combination and not have to worry about my, uh, what was going on behind the scenes with, with our customers, that gave me all the freedom to be able to grow the business to where it is today.

Ken Lucci 24:48

So that's another lesson, is hire to compensate for your weakness. So, if you fancy yourself a good operations person, and you really are, then you need to hire a salesperson. If you're a great salesperson, You need a higher detailed operations person. And I make you the argument that the world I live in every day, that's extremely frustrating is from day one is to get yourself a decent financial advisor, which I know you have. Um, and too many operators start way late on that score and they don't think it's important and it gets them into trouble, they cannot borrow properly. They cannot take advantage of opportunities. I mean, you, you didn't have banking relationship. There's no way that you could have done. The Disney contracts or taking advantage of these Yahoo could have been at your doorstep. And if you didn't have banking relationships and your finances in order, you, you couldn't finance the equipment

Maurice Brewster 25:55

You're absolutely right. And they also required that we, uh, because they came to our site to, before they gave us the contract, they wanted to make sure that we were legit. Uh, and they saw the equipment that we had, the computer equipment that we had, and they said, you're going to have to upgrade this. And so we had to make an investment. Knowing that if we made that investment that we would get the keys to the castle over at Yahoo, we did that. And I'll tell you that was the springboard, Ken, James. That was the springboard because when, uh, the next corporation that we did business with said, Who are you doing business with? And they said, Oh, you're doing business with Yahoo. Then they said, well, if you're doing business with Yahoo, then, you know, I, I think I can trust you to do business with, with, without, and one thing led to another, that led to another, that led to another,

Ken Lucci 26:47

and you could do the same thing with a lawyer or a doctor. For example, if you're a smaller operator and you are the driver for a high powered attorney or a high powered finance guy, You know, they're not the only attorney of finance guy in the region. I'm not saying you advertise their name, but you certainly, when the time comes, can ask it, would it be okay? It could, could I have this person call to assess for the work we do? And in your case, it was so high profile and the hotels I would imagine also helped you the fact that

Maurice Brewster 27:22

you. don't need me on this podcast. You know, you know all about, uh, about me. I'mma go, I'mma go have lunch now. You don't need me.

Ken Lucci 27:31

that's not, that's not true. You know why? Okay. You make it look easy. I know it wasn't easy, but you make it look easy because of how smooth you are. Okay. But tell us, tell us after Yahoo, what do you, I mean, and obviously that was a great stepping stone and operators need to be on the lookout for those stepping stones. But what, what do you think the next milestone was for you after that?

Maurice Brewster 27:58

I can tell you that over the 23 years we've been in business, we've had five major pivots. The first pivot we just talked about, moving from retail to corporate. Um, the second pivot was, um, getting those corporations to consider doing business with us locally. And then asking, making me ask for, well if you love me and trust me locally, will you love and trust me when you land in Boston? Or New York?

Ken Lucci 28:36

big were you? How big were you? From a revenue, just a rough idea. When you started making the global asks and you started doing national and global work,

Maurice Brewster 28:49

We were around two million

Ken Lucci 28:50

think about this guys, everybody who's listening to this, instead of focusing solely on, I'm going to try to do all of the inside internal farm in I can do, and I'm going to work for all of these big networks and wait for my money. How about asking for the business nationally and globally. You were a 2 million enterprise when you started asking your existing clients for national and global work. I mean, where did that get you to over the next 24 months? Did that add 20 percent to the business a little bit more, or what did that open the door to?

Maurice Brewster 29:26

It was a slow, a slow trip down success lane. It was slow because it it never was the right time, the proper time to be introduced into the supply chain because they had already had contracts with people that they already were doing business with. So what I did was, um, I went to what I thought would be the low hanging fruit, which was Well, if I have the Weston and the Sheraton Hotel loving on me the way they are, well, what about the Hilton? What about the Cabana Hotel? What about, uh, the, um, they call it El Prado now, but, uh, it used to be the Garden Court Hotel in downtown, um, uh, Palo Alto. Uh, the Four Seasons Hotel, which is right at the, at the mouth of Palo Alto and East Palo Alto. So we started then going there trying to grow our business out of the hotel market because they have meetings and events and their number one job is to put heads in beds. My job is to put butts in seats. So having a partnership with them Uh, allowed me to use their sales people. I didn't have to any longer try to hire a person that was doing one on one type selling. I'm dealing with a, a, a, a Four Seasons Hotel that has 20 people that all they're doing is booking, uh, space, meeting space in their hotels. And having them say, well, by the way, uh, will you be requiring transportation Man, things just started rolling, you know, rocking and rolling for us because we had those relationships with the hotels. Now you add on, okay, whenever the corporate stuff comes around, now you're starting to get RFPs and you're starting to bid on, on those. It, it, it worked out really, really nicely

James Blain 31:34

But is this still pivot three or are we now on pivot four?

Ken Lucci 31:37

where I was going.

Maurice Brewster 31:40

So pivot one was retail to corporate court and then pivot to that's pivot to was corporate. to national work, trying to get in. Okay. Cause I could do the local stuff. So now give me your national stuff. That was pivot, number two. And that, that worked out, that worked out quite well for us, because it was, it was logical. So wait a minute, all I have to do is make one phone

Ken Lucci 32:03

And track. That's

Maurice Brewster 32:05

yeah, you, you, you could, you could take care of me here locally in the Bay area. And when I land, you could take care of me. Do you have cars there? I said, no, we don't have cars there, but we have affiliate relationships in those markets. And at that time we were an affiliate of Cary

Ken Lucci 32:22

Interesting.

Maurice Brewster 32:22

Cary's, tagline back then was we provide ground transportation services in over 440 cities worldwide. Well, guess what? If they could do 440 cities worldwide, guess what we can do? 440 cities worldwide because all I have to do is farm into, into a Cary limousine. So that's how we were able then to build the confidence because no one could come back to me and say, well, wait a minute, you don't have cars in, in New York. Um, why should I do business with you? Well, let me ask you this Cary limousine, which at the time and the largest limousine company in the world, they don't have cars. In every, every major market in every major city and all over the world, they use it.

Ken Lucci 33:08

network. Yep.

Maurice Brewster 33:09

Exactly.

James Blain 33:09

But this is the sales mind, Maurice. This is you thinking as a salesperson, understanding that.

Maurice Brewster 33:15

Exactly. Exactly.

Ken Lucci 33:17

Right. And my, my mind goes to, you have the opportunity of the local one way, and then you have the local round trip, and then you take that same phone call and you turn it into a globe, a destination or the. The, uh, the, the, the city they're traveling to. Now you've taken a transfer to around to a third leg, potentially a fourth leg. What you've just done to your profitability is absolutely incredible. And you've not increased your costs.

Maurice Brewster 33:49

that's correct.

Ken Lucci 33:49

That's where my mind goes. And when I see small operators struggle and they call me and they say, Ken, can you introduce me to, you know, XYZ network? And I say, I'm happy to do that for you, but tell me something. Why? Why aren't you trying to go out and capture 10, 15 or 20 of your own clients? I mean, and this is the lesson that you've done this. Uh, I wouldn't, I mean, you tell me if I'm wrong, did you have a strategic business plan when you did this or you just saw the opportunities coming?

Maurice Brewster 34:22

No, we had a plan, you know, I come from pretty good education background and, and did my, Business graduate work, through the executive program at, Stanford and the executive program at Tuck University in, in New Hampshire. So they stressed plan, plan, plan, plan, plan. You know, if you, what's the old, uh, tagline?

James Blain 34:47

Fail the plan, prepare to fail.

Maurice Brewster 34:49

you go,

Ken Lucci 34:50

Prior planning and preparation. No question about

James Blain 34:52

You're talking to a training guy, live, breathe, and diet, right? We see it all the time. We see guys with no plan, and then they wonder why it goes up in flames.

Ken Lucci 35:00

Right. But the end of the day is to me, to me, it's also, you came from a background where if you didn't sell, you didn't eat. And you may have had a nice base salary, but it certainly didn't keep you in the lifestyle that you and Rhonda wanted. So, I mean, that to me is, made you the entrepreneur you are because you kept pressing for the opportunity, pressing for the opportunity. So what was, what was the turning point after you started doing global and doing groups and meetings? Um, you know, there are many older companies than you in the, in the, in the, uh, Bay area. I mean, but you've surpassed so many of them.

Maurice Brewster 35:40

Yeah. We, the next biggest pivot, which has been probably the most consequential, move that we made was the decision that we made to get into the commuter employee shuttle business. Um, I could tell you now with, you know, the 160 vehicles that we operate every day, the vast majority of our revenue. Uh, close to 95 percent of our revenue now comes from the commuter business that we do, the charter business that we do, the employee transfer business that we do for major corporations here in the Bay Area.

Ken Lucci 36:20

Well, how did you get that started?

Maurice Brewster 36:22

it happened because we were doing business with Apple. And, but we were doing corporate black car stuff for Apple.

Ken Lucci 36:31

Yep.

Maurice Brewster 36:32

And, um, and, and again, you know, we, we were doing a good job, you know, we, we, we, you know, we showed up when we were supposed to show up, vehicles were, were, were, were in good shape, drivers, chauffeurs were, were, were trained. All of that was good. And um, the head of transportation for the commute side of the business, um, requested a meeting with Rhonda and I. And asked us basically at that meeting, we'd like to consider having you not only continue the black car stuff, but would you consider doing the, the commuter business and, um, at that time, uh, what they wanted only was us to go into the bus business.

James Blain 37:21

Were you in the bus business yet? Did you own any buses or any larger vehicles? How big was the biggest vehicle you had at that point?

Maurice Brewster 37:28

It was a mini coach.

James Blain 37:30

Okay,

Maurice Brewster 37:31

It

James Blain 37:31

you were kind of knocking on that door, but you hadn't gone through yet.

Maurice Brewster 37:34

Not at all. As a matter of fact, as a matter of fact, the, ooh, this was, oh, I can tell you exactly when it was. Yeah, because that's, that was my pivot, my fourth pivot. It was, uh, 2014.

James Blain 38:50

Okay.

Maurice Brewster 38:52

2014. And we went to them, and when they asked us that, we told them no.

James Blain 38:56

Oh, you didn't you didn't take it

Maurice Brewster 38:58

We did not take it. Because we felt, I know, they were surprised too.

James Blain 39:05

Did they show you the numbers and convince you like, like happened in the other pivot or?

Maurice Brewster 39:09

nope, nope, nope. What, um, uh, we told them honestly that we didn't have what we needed in order to be able to do all the things that we anticipated that we needed to do in order to run a bus business for them.

Ken Lucci 39:32

You didn't want to bite off more than you could chew at that time.

Maurice Brewster 39:35

correct.

James Blain 39:35

It sounds like you're protecting all of the business instead of trying to gain more and risking losing it.

Maurice Brewster 39:41

Exactly.

Ken Lucci 39:42

And sadly, and sadly, not, not, not a lot of people have that introspection to, to, so once you said no to them, what happened,

Maurice Brewster 39:55

I'm glad you asked that question, Ken. Six months later, they came to us and they said, we have another opportunity. Would you be interested in taking on our campus transportation services in Mercedes Benz Sprinters and, uh, and, and, and vans, and we said, we could do that. And we submitted our, response to the RFP. We ended up winning, and we walked away with, uh, I think we have 44 vehicles, uh, at, at Apple's campus doing commuter work. work. Don't forget they have over 100 buildings here in the Bay Area. So we were able to do that.

James Blain 40:39

Was this similar to what they wanted you to do originally and it was just the delivery mechanism was changed or how, how different was this from their first ask six months ago?

Maurice Brewster 40:50

well, the first ask we had to buy motor coaches, which, you know, we hadn't been in that business and didn't know that business. And also to be candid, we didn't have That good of a relationship to be able to buy, you know, 10 or 15 or 20 motor coaches, brand new motor coaches that were, that were going at a pop of what? Eight, 900, 000 back

James Blain 41:15

Oh, yeah, every bit of that.

Maurice Brewster 41:18

but the, the reality of, of it really was, uh, because we, I, I believe we could have found the money. Um, we just didn't feel comfortable taking on that responsibility.

Ken Lucci 41:29

from an organizational perspective, and I, I've, again, I've got to give you props for, you know, basically saying in looking at your internal operation, looking at the financial aspects, looking at the operation aspect and saying, you know, guys, we're not ready for this because that could have sunk your company in the, if you did it. Because I see many people now on the bank workout side that we deal with that are way over their head on motor coaches because they just thought it was a big minibus and they were not ready

Maurice Brewster 42:07

But here's what happened after we said no to them and then they came back six months and asked us would we be interested in the smaller vehicles, which we did and which we ended up winning. Guess what? Google came to us and said, would you be willing to do what you're doing for Apple for us? And. We said, sure. I mean, and, but they said, no, but we want you to do it with motor coaches. I said, I don't think we can afford to buy motor coaches.

James Blain 42:33

How many did they want you to buy? What was the investment this time?

Maurice Brewster 42:37

our portion was going to be somewhere around 15 where that we would, we would have needed to buy

Ken Lucci 42:43

million. Fifteen million.

Maurice Brewster 42:44

that. That is correct. Google said, how about we buy the units and you just operate

Ken Lucci 42:50

the way, let us buy the units and take the depreciation, which goes, a public company, public company loves depreciation more than we do. Yeah.

Maurice Brewster 43:01

So, uh, that's how we got our foot into Google.

James Blain 43:05

Wow.

Maurice Brewster 43:06

And then that's how we got our foot into Facebook. And then that's how we got our foot into Merck. And then that's how we got our foot into eBay. And then that's how we got, and it just goes on and on and on and on. I mean, you know, you, misery loves company. Why people, people love the fact that we're doing a good job for others. And, and they're opening their doors up for

James Blain 43:27

How far ahead are you planning on these? Right. Is this, is this something where you're thinking five, 10 years ahead? Right. And, and I know that, you know, having the benefit of knowing you so long, I know that you're always looking to the future. Did you, when, when Google came to you, was that something that you had already had planned? How far ahead are you looking and planning at this point?

Maurice Brewster 43:50

We did not have Google in our sites at all.

Ken Lucci 43:55

Well, but listen, you've benefited from a sales, a fundamental foundational truism. People trust companies that do business with other companies in their sphere. Now we're talking household names today, but I would tell every operator that look at your best customers. They all have peers. That's where you should be digging for gold. And in everywhere in the country, there may not be the household name, but I can tell you there's the 25 largest employers have some of the same problems that your customers have. And it all started, it was a domino effect based on Yahoo, Based on again, it, you have, you took advantage of some good opportunities, but at the end of the day, people trusted you because you were doing business with companies they knew,

Maurice Brewster 44:58

Yes. No doubt. No doubt. So that's, you know, that, that takes us then to our fifth pivot, which is a pivot that a lot of people in our industry don't want to hear.

Ken Lucci 45:11

which is,

Maurice Brewster 45:12

Our fifth pivot, came, three years ago, maybe two and a half years ago, When, at the time, our largest customer said we will be carbon neutral by 2030. And that was Apple. And my mama didn't raise no fool. I stood up and went public and said Mosaic Global Transportation will be all electric. By 2030, because I'm because I'm following I'm following at the time. What was our largest, uh, uh, customer.

James Blain 45:49

did, did you find out before the public announcement that they kind of give you the hint of, Hey, we're going to do this. Get ready.

Maurice Brewster 45:55

No, uh, 1.

James Blain 45:56

were smart enough to just see it.

Maurice Brewster 45:58

once that announcement came from, um, Lisa, who is, uh. Reports to Tim cook that that's the direction that apple was going. I stood up and said, this is the direction that mosaic is going to go.

James Blain 46:11

Smart.

Ken Lucci 46:11

well, think about what you just said, you know, that other corporations are going to be following Apple, you know, that intuitively. So I

Maurice Brewster 46:20

But our industry doesn't like this, uh, kid. Our industry hates, uh, uh, the whole talk about, uh, electric. And, and as far as I'm concerned, you do you, boo.

Ken Lucci 46:30

You do listen,

Maurice Brewster 46:31

You do you, boo. And I'll do me.

Ken Lucci 46:33

exactly right. And I've found in general, our industry, number one, they hate change. Number two, they hate learning. Number three, they hate getting out of their comfort zone. You've made a career getting out of your comfort zone. Otherwise, otherwise you'd be, you would be driving vintage Rolls Royces and you'd probably have a gorgeous fleet of them. But at the end of the day, you know, you've built one of the largest companies in the country and I submit to you that the small operators need to be thinking more along the lines of what we've been talking about here today is what is your plan? What opportunities do you have in your market? Who can, who, what stakeholders do you do business today that can help you get to the next step? Because too many of them are sitting at affiliate central. I'm going to get an, I'm going to get myself in trouble. Too many of them are sitting at affiliate central with 500 business cards, thinking that that's how they're going to grow their business. So, so speak, speak to that for a second, you know, and I've always said this, you know, the next thing I see for you after, after whatever the next, your next step is, we've discussed is the book. And also I believe, I believe out of everybody in this industry, you're probably one of the most valuable mentors.

James Blain 47:53

A hundred percent.

Ken Lucci 47:54

because you speak very tangibly about what you've accomplished and not about your ego and about Maurice. It's step by step what you've done to grow one of the biggest, as far as I can tell, one of the biggest independent networks in the country. So what would you say to operators that have a passion for the business and what's your bit, what's your best advice to them?

Maurice Brewster 48:17

I would say, if you're happy, if you're happy and you know it, clap your hands.

James Blain 48:24

I knew it was coming. I was waiting for it.

Maurice Brewster 48:26

If you're happy having a job, continue the route of knocking on the doors of the affiliates and begging for their business. But if you want a business that's worth something, you gotta own, you gotta own the paper, you gotta own the relationships with, uh, the customers. Uh, uh, you have got to have contracts. Thanks. And, and by the way, there's nothing wrong with just having a good job, you know, I mean,

Ken Lucci 48:56

nothing. Absolutely

Maurice Brewster 48:57

nothing. at all. It just wasn't my, my goal. But you know, I wanted to build a business that at some point in time, either it would become a legacy to our kids. And we have Rhonda and I have five, Rhonda and I have three kids. I have two kids from a previous marriage. So collectively we have five kids, um, either that being passed on to, um, as a legacy business to the kids, or, uh, we, we sell to the highest bidder. So, but you can't sell a business that. 80%, 50%, 40%, 90%, whatever that number is, a large number is made up of affiliate

Ken Lucci 49:32

No, and you can't, and you can't sell a business that's not profitable. I mean, you didn't, you didn't, and I'm just going to come out with it. You didn't see my attitude before the podcast. I was, uh, this was a bad day for me. The highlight of my day was you, right? But I've had a shitty week because I've been dealing with sellers who think that the job that they've had for 20 years is an asset they can sell. They've, and, and I agree with you and I'm glad you were the one to bring it up. There's absolutely nothing wrong with a lifestyle job, but don't delude yourself into thinking it's a sellable asset. Because you don't own the relationship. You're at the mercy of whoever the network is. And I was never a big proponent, but I, I am a proponent of sprinkling in affiliate work as you're growing your business, but you hit the nail on the head. If you want a job and you're happy with it, that's great. But if you want to, turn your business into a company, you have to have a plan. If you don't have the sales ability yourself, hire, hire somebody, know your weaknesses and hire, hire for your weaknesses to compensate for your weaknesses. Take advantage of the pivots and, and the plan that you have. I mean, you, you're a little, you're very modest. You've got a great financial advisor. That you've cultivated. You have a great group of networks of, of, of very, very smart people around you. Uh, and, and you have one of the best partners you could possibly have in life and in business.

Maurice Brewster 51:14

Indeed.

Ken Lucci 51:15

So why, how do you make it look so easy? Is my question,

Maurice Brewster 51:22

You know, um, I don't want to be the wizard of the wizard of Oz, which really had no power. Really had no, uh, you know, wasn't all that smart,

Ken Lucci 51:34

right?

Maurice Brewster 51:35

you know, and, and, and lived behind a curtain. I honestly and truthfully believe that, transparency is good. My relationships with other vendors that I do business with, I mean, there's no way we could have launched Picture this, there's no way we could have launched Disney. And I use that because that is the most recent big thing that we've done. We signed that contract last year. When we signed the contract in November, they said, we are willing to give you this business, but you have to promise us that you can have the business operational by March 1st.

James Blain 52:17

Whoa. Cool.

Maurice Brewster 52:18

We signed it November, December, January, February, March. We had five months.

James Blain 52:24

And how many vehicles was that going to be?

Maurice Brewster 52:26

We ended up buying 24. Well, we started off with 24 transit vehicles. Okay. Transit style vehicles. Okay. Not the fancy stuff that we have in, in the quote unquote, NLA. Transit styles. Yeah. And, um, we had to then hire. close to 70 people Because disney is a 24 hour a day seven days a week Operation and yeah, some of you smart folks are about saying what are you talking about? Disneyland's not open, you know 24 hours a day. You're right. They're not

James Blain 53:06

But they're working.

Maurice Brewster 53:08

But when they yes, yes,

James Blain 53:09

working 24 hours a day.

Ken Lucci 53:11

yeah.

Maurice Brewster 53:12

the uh, the the park at 10 or 10 30 after the uh fireworks then construction and janitorial and painting and everything happens in the evening so that when the park opens again up at eight in the morning, uh, the next day, that park looks fresh. It looks perfect. So, and we have to provide the transportation for all of the people, not only the, the, uh, cast members, because they call their employees cast members, but you also then have to take care of the construction people. So. You know, and, and the lighting and the engineering and all the things that has to happen, uh, behind the scenes, uh, to get the, the park ready. So,

James Blain 53:55

Well, and Maurice, you know, I grew up in Los Angeles, right? I grew up with Disneyland. For me, this is really vivid. For those that aren't familiar with how big California is, how far of a drive is it from Disneyland to where your main office is at, right? You're also, it's not like this is in your backyard like

Maurice Brewster 54:10

Oh, no, absolutely right. We had to, that's a good point. I mean, you know, we're in San Jose, you know, seven hours away from Disneyland. So what we had to do, we had to, we had to then establish a beachhead or. I won't get too fancy. We had to have an office local. Uh, Disney ended up giving us space on, on the Disneyland space. So now we have an office at Disneyland. We have an office in Buena Park, which completely takes care of Disneyland and the other two or three contracts that we have down in Los Angeles, right? And then we have an office in Inglewood, California, which is an office that we had through an acquisition that we had made around 11 or 12 years ago. So we have three locations in, in, Southern California and two locations in Northern California, our headquarters. And then we have a location that we just purchased in, in, in Oakland, California. And that's handling all of our East Bay business that we have. So we're not deadheading back to San Jose, which is costing us money. Um, you know, for, because we've got to pay the drivers when they're behind the wheels. So,

James Blain 55:18

an hour's a service time too. I mean, that's not exactly a short trip. You're burning hours.

Ken Lucci 55:24

So just as we finish up, because we're approaching our hour, where do you see the industry going? You, you hit upon something that you see, you know, you've made a corporate goal of being carbon neutral by 2030. I mean, autonomous vehicles, the rest of it, where do you see the industry going? Where do we, where do we, besides electric vehicles in 2030, where do, what do we look like? At

Maurice Brewster 55:50

2030 in electric vehicles is specific to California. Because that, that's, you know, we do things a little differently in California.

James Blain 55:59

Carb. We can sum that up in a word. Carb. I think when I was there for, for California bus, that was the most interesting part for me is they, California also doesn't seem to recognize in the same way that our buses are not trucks, and the carb rules are really written for trucks. So, you know, one of the things that came up is you got students that are coming in from Arizona and other states, of course, to go to Disneyland, right? That's everybody's dream. But what do you do with those students when you've got to stop and charge that vehicle? And, you know, there's a lot of things that you're going to have a huge edge on because you're dealing with them now.

Maurice Brewster 56:36

Yeah, we, you know, the, you know, I'll just finish off the, uh, the Evie part and then I'll answer your question. Can, um, the, the infrastructure that we have here at Mosaic global transportation, we, we invested a million and a half dollars of, uh, bringing power into our facility here in San Jose, we can charge 28 electric vehicles, motor coaches, sedan at one time, 28 at one time. So. So that was again back to Apple making their announcement and us saying that we're going to say we stepped up and we did it. So there's nobody in our state, and I'm sure across the United States, in the limousine and ground transportation business that has more of an infrastructure in place than we have. Now, I will say that the bus companies do have that, but not the folks in the industry

Ken Lucci 57:32

Not the chauffeur

Maurice Brewster 57:33

known. Not the shelf

Ken Lucci 57:34

yeah, they're still, they're still, they're still under the delusion that they can wait and see what happens. And it's not gonna, it's not, hope is not a business strategy.

Maurice Brewster 57:44

Yeah. Yeah.

Ken Lucci 57:46

So.

Maurice Brewster 57:46

So, I mean, as far as where I see the future, you know, of, of our industry, um, what I would hope some of the more courageous folks in our industry will start to. Do what they should have been doing from a safety point of view, which then opens up doors for them to be able to get into the bus business. The bus business isn't going anywhere and Uber and Lyft aren't getting into the bus business. Can you imagine telling Grandma and Grandpa that they have to go get their class B license with passenger endorsement? Mm

James Blain 58:21

you, it's, it's interesting that you bring that up because Uber is doing Uber charters now and you can book it through there and they're using partnerships, right? They're leveraging just like you aid one of your pivots when you had that, you know, Hey, if Carrie's got all these, I have all these Ubers figured out that, you know, the model doesn't work for individual drivers for buses, but we can go to these companies and partner and do that. So it's a huge point.

Ken Lucci 58:46

You hit the nail on the head that safety is the number one issue, right? Because now it's the number one issue. And we're seeing this whole insurance crisis play out in the industry. Um, do you see Mosaic staying in, or do you, do you see it as something you'll always do? Will you expand the chauffeured side, the luxury side? Or you think all of your work is heading towards contract? Sure.

Maurice Brewster 59:12

Well, all of our work is always going to be towards the contract. Always. Um, we're not going to go after the transitional, black car to the airport. like I said, over percent of our total revenue is contract work. Um, um, And, and, and, you know, our numbers are large, so the, the, the four or 5% is still a good number, but it, it's not anywhere close to what, the big contracts that we have with, the companies that I've mentioned already.

Ken Lucci 59:42

So to, to finish out, where do you see from a size perspective and what's mosaic look like in 2030, 2035?

Maurice Brewster 59:53

again, another,

James Blain 59:55

six, Maurice?

Maurice Brewster 59:56

a grant.

James Blain 59:56

number six?

Maurice Brewster 59:57

So, So, that's funny you, you asked that question

Ken Lucci 1:00:01

we have not rehearsed this by the way. We didn't

Maurice Brewster 1:00:03

That is so true. And I promise you, who are watching and listening to this, none of this was practiced. I didn't even get prep questions like I always get in advance. So, I mean,

James Blain 1:00:16

you raw and unfiltered?

Maurice Brewster 1:00:17

yeah, I am doing the old soft chew with my friends, James and Ken, uh, unpracticed, unrehearsed. But, um, what I will say is, dream big, hairy, audacious,, goals. mean, I started with one car in my garage with a hope and a prayer. And the hope in the prayer and good education and surrounding myself with people that. Were smarter than me, and I wasn't intimidated by that. That, you know, I want to learn from, um, bright minds that can come in and show and help me do the things I need to do. Um, so that, that's one advice I would give, but as far as your, your point, uh, James, which is a good one. This morning, Rhonda and I sent an email to each other. I said, these were the goals that we tried to accomplish in 2024. I want to meet with you and I want to talk about how we did in 2024 and what's the plan for 2025. So we're starting our planning for 2025 next Monday.

James Blain 1:01:27

Do you have number six in sight? Do you think you have a grasp on what that sixth pivot will be? Or is it still a little blurry?

Maurice Brewster 1:01:33

It's blurry. It's blurry. And if I didn't know it, I wouldn't tell you.

Ken Lucci 1:01:38

Look, you know, you know,

James Blain 1:01:40

I love it.

Ken Lucci 1:01:40

the

Maurice Brewster 1:01:41

But honestly, it's blurry. Honestly, God, it's blurry. I don't know it. But if I did know it, I wouldn't tell

Ken Lucci 1:01:46

but,

Maurice Brewster 1:01:47

At least not

Ken Lucci 1:01:49

before you go public with your Sixth Pivot, we want you to promise to announce it here.

James Blain 1:01:55

Yeah.

Maurice Brewster 1:01:56

know what?

Ken Lucci 1:01:56

they, they tell us, they tell us that people are listening to this stuff, it's going up like this, so you've got to announce your Sixth Pivot on here.

Maurice Brewster 1:02:05

will make that commitment to you. Assuming that I have no non disclosure agreements that that I'll have to Yeah, but, um, Rhonda is in, uh, and, uh, and this is a fun story to maybe end on, you never know what you're going to get until you get it and you get involved and you do the best job that you can. We found out, uh, a month ago, maybe a month and a half ago, that Disneyland is doubling its size. So they're building

James Blain 1:02:37

saw the announcement,

Maurice Brewster 1:02:39

the Disney, it's called Disney Forward. Well guess what that means? That means that instead of us moving 10, 000 CAST members every day. 10, 000 CAST members is what we move every day. That means that we're going to now move 20, 000. Which means that our contract at 43 is going to double.

Ken Lucci 1:03:04

There's number Sixth Pivot right there.

Maurice Brewster 1:03:06

Well, yeah, yeah, yeah, yeah, maybe I should have said, I should have said it earlier. Yeah,

Ken Lucci 1:03:13

Pivot five and a half, but it's, it's, it's, That's pretty damn

Maurice Brewster 1:03:16

And

James Blain 1:03:18

with, it fits with a theme that we've seen throughout. Right. And one of the things that we've seen throughout and that we've seen it on a lot of these episodes and it goes back to what I was saying earlier, I was giving you the compliment. About your team and the time you put into doing things right and getting it right Is that time and time again in each of these pivots each of these stories that you've told us It's we really spent the time and effort to take care of the client the best possible way that we could And by doing everything we could to get it perfect for that client This store opened or this growth happened or this piece happened.

Ken Lucci 1:03:54

You know, and this is, you write that ending this way was a good idea. I will tell you the beauty of this podcast is, and this one is one to do it with, is listen to this podcast, go on YouTube and watch it, then start it again with a, with a pad of paper. Because we've, we've foundational things to me that you are only constrained in this industry by the passion and the execution. And how far you want to take it. If, if all you want is a job, God love you. God bless you. But please don't come to me to sell your business at the end of your career and think you have gold there because you don't, because it will end with you. God bless you. If that's what you want. But this man and he and his wife, his bride, the, the throne, the power shit. This is a perfect example. of starting from scratch with lifting yourself up by your bootstraps and taking advantage along the way. And look what you've done. I think this is one for the, for the ages that people should, again, take all the copious notes of what we've talked about, because it's, it's good stuff

Maurice Brewster 1:05:06

but my, I'm an open book, which I think you know, Ken, James, maybe you've learned over the years with us working together. Uh, I, I believe spiritually that, um, uh, what has been given to Mosaic Global Transportation Is is a gift. It's a gift from God and my job When i'm being blessed so much like we've been blessed my job is to be a blessing to others And that's why I agreed to do this podcast and that's why I agreed to Donate my time to help other people that want to know what's going on Some of the jewels that we've Rhonda and I have experienced over the years. So my job is to is to is to bless others with with the information that we have so that they can grow to be larger than those a global transportation.

Ken Lucci 1:06:01

and you, and you give it well and you get, and you give it freely. Um, you, you, you know, you've pinch hit for me when I couldn't speak or, and you and I've spoken on the daises before. Uh, and besides the height difference, it's really cool to, to watch the two of us go back and forth. But I will share with you that I think pivot number 10 is absolutely a national speaking tour after you write your memoir.

James Blain 1:06:29

I will be expecting a signed copy

Ken Lucci 1:06:31

And

Maurice Brewster 1:06:32

you're not your mouth. God's ears can. How about

Ken Lucci 1:06:35

Sounds great. Well, thank you very, very much for taking the time. I don't say this lightly. You are definitely an icon in the industry and we wish you and Rhonda the greatest success in 25 and let us know how that planning session goes. We expect to hear pivot number six right here on, uh, on the ground transportation podcast.

James Blain 1:07:00

Along with a book announcement, of course.

Ken Lucci 1:07:02

Absolutely. Well, that goes without saying.

Maurice Brewster 1:07:04

you guys later.

Ken Lucci 1:07:05

All right. Thanks. Thanks.

1:07:07

Thank you for listening to the ground transportation podcast. If you enjoyed this episode, please remember to subscribe to the show on apple, Spotify, YouTube, or wherever you get your podcasts. For more information about PAX training and to contact James, go to PAX training.com. And for more information about driving transactions and to contact Ken, Go to driving transactions.com. We'll see you next time on the ground transportation podcast.