Efficient and Smart: Senpex's Approach to Last Mile Delivery with Anar Mammodov

Revolutionizing Last-Mile Delivery with Anar from Senpex

In this episode of the Trucking Risk and Insurance Podcast, hosts Chris and John welcome Anar from Senpex, a company specializing in last-mile delivery services. Anar discusses the growth of the last-mile delivery segment, especially around the COVID-19 pandemic, and how Senpex has adapted and innovated in this space. 

He highlights the challenges of efficient delivery during rush hours, scaling logistics for large orders, and leveraging AI for dispatch optimization. Anar shares Senpex's strides in integrating APIs for seamless e-commerce solutions and explores future trends like AI, autonomous delivery, and drone delivery. 

The conversation also touches on hiring processes, the importance of data-driven strategies, and new growth areas in bulky, refrigerated, and reverse logistics.

Reach out to Anar:
anar@senpex.com
https://web.senpex.com/

Your Hosts:
John Farquhar
Summit Risk Solutions: summitrisksolutions.ca
1 226 802-2762
John@summitrisksolutions.ca


Chris Harris
Safety Dawg Inc: safetydawg.com
Chris@SafetyDawg.com
1 905 973 7056



00:00 Introduction to the Podcast
00:27 Meet Anar: Background and Company Overview
01:25 Challenges and Growth in Last Mile Delivery
05:22 Technological Innovations and API Development
11:05 AI in Last Mile Logistics
20:07 Future of Last Mile Delivery
24:11 Driver Recruitment and Operations
29:33 Conclusion and Final Thoughts

Keeping it Safety Dawg Simple!
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Transcript

Chris Harris, Safety Dawg 1: 0:00

Anar from Senpex is on the Trucking Risk and Insurance podcast this week. They specialize in last mile delivery. A huge and a growing segment in our transportation industry. Let's get into the show. Welcome to the Trucking Risk and Insurance Podcast. And Anar, welcome to the Trucking Risk and Insurance Podcast. Can you start off by telling us a little bit about yourself and your company?

Anar Mammodov, Senpex: 0:32

Yeah. Hi, Chris. Uh, hi, John. Thanks again, having me here in your show. Um, in very brief about myself. Uh, so I'm, uh, 8 years in the software development industry, mainly building like different enterprise solutions. And then, uh, now of like seven years ago, we established the SemPigs, which is specialized in helping the businesses Uh, scale and grow their and automate their last mile logistic needs. That's actually mainly what we're doing right now and building all our technology and the solution and the logistic solution specifically, uh, helping the businesses to, uh, you know, automate the delivery process and needs.

Chris Harris, Safety Dawg 1: 1:13

Wow. And you say you started this eight years ago.

Anar Mammodov, Senpex: 1:17

Yeah. So like in 2017.

Chris Harris, Safety Dawg 1: 1:20

What good timing well before COVID. So you were well established. Well, I mean, tell us, I imagine that last mile delivery was a big thing before COVID started, but after COVID hit, hit us all. Did it also grow?

Anar Mammodov, Senpex: 1:41

Yeah. I mean, um, so before the COVID, uh, there were still versus a lot of demands for this last mile logistics. And basically when we started, we have some huge gaps there. And one of the gaps that we face, like how to make sure, like with the big volume of orders and the requests for the rush hours, how to, how to make efficient delivery for the on demand concept, less than one hour, this is initially the gap we want to solve. And then the second challenge, like. How help the businesses to grow and scale their businesses. For example, one of our biggest brand that they use us, like restaurants, hospitals, or like enterprise solutions, they interested, uh, how they can expand. So, and the logistic definitely the part of that expansion that they needed. Um, and then when that's where we started initially trying to solve specifically that problem at the beginning.

Chris Harris, Safety Dawg 1: 2:35

Yeah, I can see I, and until you said it now, I never thought about it. But of course, if I want a meal delivered, it's either at 12 noon, roughly, or at 6pm. Um, and everybody wants the same thing delivered at the same time.

Anar Mammodov, Senpex: 2:51

Yeah, exactly. Yeah, we're not paying attention. Like, you're not imagining, like, specifically rush hour during the restaurants, for example. Like, between 10 to 12. People requesting and interested to receive their food on time, right? Uh, but you don't know what's going on actually on the back of the restaurant where there's a lot of volume of orders request comes and they have to figure out how to optimize those efficiency and how to make sure those delivers done on time. So yeah, for those purposes. Uh, efficiency, optimization of those routes, making sure that delivery is done on time and specifically if those deliveries like large orders, oversize type of the deliveries and the people is actually expecting their products on time. Um, yeah, so this is initially where we started trying to see the gap and the based on that. Start learning, uh, before the COVID, um, how to close this gap, right? And then, uh, basically before and after the COVID, we got like huge brands. Like, I will say, like, even the, like, right now, the Google, Apple, like, the Stanford, the restaurant depot, there's a huge brands actually use us, and we as a company, it's really interesting, we had a chance to expand to all the states, like, we're right now in the 50th state, but very actively in the 38 states with more than 50, 000 drivers, uh, that we're managing as a full time through our platform. Yeah, that's really exciting.

Chris Harris, Safety Dawg 1: 4:17

That's, well, that's a lot of vehicles on there. John and I, after this interview is over, we'll talk to you about safety. Because, John and I are both safety consultants, but, um, and actually I was just in, in Indianapolis over the weekend for, For a, uh, convention down there, all about safety and all that kind of stuff. Um, and of course, prior to hitting the record button, uh, I was telling you that we're Canadian and you were saying you were coming up to Toronto for a big conference as well. So yeah, always expanding, but getting back to, to the subject, last mile delivery, this, I'm an old guy and so I'll throw a name out there that you might remember, Sears. I used to be a Sears home delivery driver at one time. Um, so that's, you know, that's the old fashioned way of last mile delivery. How have you taken that and updated it? What are some of the enhancements you've done, or your company has done? Yeah,

Anar Mammodov, Senpex: 5:26

that's a great, uh, great story. Yeah, so, uh, the main enhancements that we did, uh, you can hear me, right? Yeah. So the main enhancements and the main goals that we did, um, the basically initially we start to make the last mile logistic much more in the mobilized version, like improving our mobile apps, et cetera, to just create a huge convenience. And then we understood actually that the verticals we are. In the B2B and the main in the usage are like the web usage. And then we start building the API. So what that API means is just special, uh, small piece of code. It can be plugged into any different e commerce platforms. Okay. We start thinking, okay, the people just building the e commerce and the Shopify, WooCommerce, or the Salesforce and the different uh, e commerce platforms actually exist. Why not to just basically. Um, create an API that they can create the seamless delivery experience. Those who are just business owners, they want to create their own website and they basically, you know, just offer this as a one of the service, which is the Last Mile Logistics. And then, uh, before the COVID hit it, we got actually one Mexican restaurant by the way, it's kind of interesting. They had like, 1, 000 deliveries within three hours. 1, 000 burritos need to be delivered within three hours with 25 drivers. And their requirements, okay, three hours, just make sure all my burritos need to be delivered on time. And then we start creating a special route optimization engine, which has helped efficiently. Uh, optimize and plan the routes accordingly to those needs to make sure it's delivered on time because perishable products deliver is really challenged. It's not easy to make those things happen, like, uh, because it's a product, right? And, and we started building like how to for meal prep companies or, uh, like even with the Stanford was one of our project, how efficiently optimize the routes and just, Deliver with less time windows, with more drivers, much more efficiently, with a cheaper price, by the way. The pricing factors, by the way, in the last mileage is very challenging. Because in any supply chain and logistic industry, One of the costly part is last mile. You probably know that because whatever comes to your house is actually come through your warehouse and there's a lot of bunch of the activities supposed to be done by the, the companies usually that you're receiving, but overall it's costly. So that was our also main challenge. Okay. Uh, like what's the best price algorithms we have to build right now? We have 15 different price algorithms. Based on, let's say, type of the vehicles, number of the stops, based on the dimension, uh, let's say the distances, how to make sure, like, provide to our clients seamless, the best pricing to not to overcharge them as well, but plus to make sure our drivers also happy with a proper pay structure. Uh, yeah. So like API was one of our biggest, uh, how to say, Um, like the important product that we build. And I think 80, 85 percent is actually our, uh, like volume of orders. It comes through, comes through the API. So we go and integrate different e commerce and we're saving the volumes. And then, uh, slowly, slowly we understood that in the last mile logistic. There's a huge demands for bulky items. Like there's a lot of corporate customers. They need like the palletized deliveries. Uh, they need a lot of refrigerated type of the deliveries by the, they need like, they need the refrigerated, refrigerated vehicles. And, uh, for those purposes, we'll start, uh, you know, going to that vertical as well. Okay. How to make sure. Uh, efficiently optimize the bulky items, oversize type of the deliveries and cover those deliveries and slowly, slowly seeing the experience and learning from our customers. So first of all, thank you for that. There's almost 4, 000 corporate customers use us. Um, we start building, okay, how to scale this to the nationwide, the same experience to making sure because In my opinion, overall, with any type of the businesses, specific and supply chain, uh, scalability is much more important. Like, what that scalability means is like, how you can, um, operate in any location you want. For example, as previously I mentioned, I want to expand to Canada. So, I have all my infrastructure to properly build, to easily just basically register the company in Canada. And just, you know, just start operation. So I'm not kind of depends on the physical in one warehouse or physical in one offices, or let's say like in the, like usual businesses we are. So yeah, anyway, my point is here, like slowly, slowly, we start, uh, growing that experience and it's, it's working and we start slowly going to the, any other States and offering our best services experience to all our customers. That's how I kind of our venture started. And, you know, still we're growing, we're learning, and I think that's a great improvements, you know, we're doing our best.

Chris Harris, Safety Dawg 1: 10:33

No, as they say, my experience at Sears, you mentioned, um, the typical thing, kind of what I would refer to as parcel delivery. Uh, and then at Sears, we had our two man trucks that delivered all the, uh, furniture and appliances. And of course you can buy a fridge today online. And have it all delivered. And so that's what you're doing, correct?

Anar Mammodov, Senpex: 11:01

Yeah, exactly. And I will say one more important thing. Um, right now there's a lot of like interesting topics about the AI and the, you know, the growth of those AI, et cetera. But me as a business owner, and also specifically a technical founder who started from the scratch and started growing, I really proud if the company grow very aggressively with a Less few team members. So initially I start asking before actually I got like huge deal. I think eight months ago, like huge deal, which is actually increase my sales volume, tripling my sales volume. I started thinking, okay, I need to hire more people to more dispatchers, more like a driver's onboarding specialist, et cetera. And then I realized importance of the AI. So basically. Um, I want to figure out, okay, what's my, exactly my dispatcher daily basis doing, like what type of workflow process they have. And then I started realizing, okay, it's very simple. They're hiring the process, sorry, hiring the drivers. Doing the background checks or controlling the drivers, communication with the drivers and doing some kind of, kind of actions, right? So for example, drivers late, they're taking from one driver, assigned to someone else. There's some actionable items. So I will say right now we, uh, as a company within eight months, we are building like a AI dispatch bot. Basically the dispatchers who is managing, um, the, the fleet. And you don't imagine, imagine like last Friday, Oh, Saturday actually is kind of because our dispatcher 24 7, they have to work for all the like 24 7, right? Because we're supporting Hawaii, Alaska, and the different times on East Coast, West Coast, so we're supporting different time zones and for us it's important to have like the Life dispatchers who are just controlling all the process only for Saturday night, like only like three, four hours. There's a small gap. So like, I cannot make my dispatchers just work for that time. And then like a couple of months, I just realized after implementing the AI, my AI during that period where there's no dispatchers controlling the process, but the customer's asking the question. So where's my driver is. And then actually AI dispatchers started spawning. I was really shocked. And then as a business owner. How the AI is very important in our life on automation of the process and understanding, like, uh, how to make sure efficiently provide those experience to our best customers. And I think that's the challenge, specifically AI in the last mile logistic and the supply chain. If it grows a hundred percent and the most business owner will just keep understanding the importance and the practical points of the AI. That's, that's what my thoughts is overall.

Chris Harris, Safety Dawg 1: 13:37

I mean, AI, I mentioned, I was down to Indiana for a conference and it was a, a truck driver safety training. Conference. And AI took up half of the conference. I mean, and my point to saying that is, AI is infiltrating every piece of our life. Uh, and certainly AI has got to have a huge impact on dispatch and last mile delivery, for sure. How are you using AI as a dispatcher?

Anar Mammodov, Senpex: 14:18

Well, right now, uh, the practical points of the AI usage from our side is the following. So first, we start building the knowledge basis. So what that knowledge basis is, like for, for me, is like AI kind of reminds the child, right? Like fifth year old child yet. That's the way how I understand it. Because You need to implement AI in some kind of level of the limitation, right? You cannot, if you're just exceeding that limitation, that's create a problem. So even, and by, by that, by saying that is actually, I had another kind of bad use case with AI because like AI is the future, but still there's a problem. It's like last time I missed, I lost one customer. It's a big corporate customer. Basically you went to our system, you want to just, Uh, get a quote, basically. Okay, how much the delivery fee from point A to point B? And AI is basically just giving the generic kind of questions and answers and all this some kind of, you know, sometimes there's an issue there and basically The customer understood, this is Samsung AI, this is not a live person, right? And then he just straight to the point, he wrote to me, uh, are you the chatbot or are you the like AI, right? And my AI just confused, no, I didn't know what to answer. And then my customer just, yeah, my customer just calling me directly, Hey Inar, so come on, like, don't do like this way, right? I'm, I'm your important customer. So there's some kind of limitation. But coming back to the point about the practical, how we're implementing the AI is this. We created the different roles. So for example, drivers on boarding AI bot. The dispatchers who's controlling the driver. This is a different roles. The second, we start building the knowledge database. So what does, uh, for example, what type of questions usually people is asking, which is creating the questions and answers to those questions. And we have to create those knowledge bases. And then slowly, slowly, um, We start building the finding out all the workflow process that we had just whatever the workflow daily basis My dispatchers are just doing and just slowly slowly trying to automate those process Okay, so for example hiring the drivers, right? It's just there's some kind of process. We're just doing it So why AI cannot do it? Or just controlling the drivers. For example, we know like exact pickup time, drop off time, uh, and like if the driver is late, usually my dispatcher previously, you know, they're checking in our system, calling the driver if there's any problem. Like easily AI can do it, or just cancel the order from the another, uh, person. Or the drivers cannot find the person's address or the customer's phone number. You know, they just usually calling us like, uh, so where's the driver's customer's phone number. So AI already having our database, that information, why not AI can give it. So slowly, slowly, we start building this workflow process. And I will say like, um, with the five people right now, we're managing almost like a couple of, uh, millions actual orders within a day. That's crazy. And that's really, I really kind of proud of that. And I was saying, okay, even the volume tripled. Cool. Four times, three times. I want to keep the same team members, you know, but still implement much more AI and just learn accordingly. Yes, that's okay. I can make mistakes, but slowly, slowly we'll start learning. That's how the way it's built as an AI tools, especially generative AIs.

John Farquhar, Summit Risk Solutions: 17:37

So utilizing the AI for the simple tasks, take the simple tasks out of the way, let it manage that, and then your team can handle the more complex conversations that need to be had.

Anar Mammodov, Senpex: 17:49

Exactly. Exactly. But that's just basically controlling the, controlling the, uh, results of the simulations, right? So, for example, they see what's in the AI's response are, or maybe something wrong, then what we're doing, we're going back, taking this, if something went wrong or there's not correct answer to the questions, so basically we're adjusting those. Adjusting, trying to fix this and just making sure next time not to make the same mistakes that we did. So again, AI is something that you just automated the workflow, uh, showing whatever the response will be. Fixing the response if there's any not proper simulation of the response has been happened. That's the way how we're just keep growing it. It takes some time. It's not like immediately within a one or six months you can make it still like eight months. We did a lot of things, but I think that's the beginning and there's a lot of new ideas. New challenges happening in the AI field. Yeah.

Chris Harris, Safety Dawg 1: 18:43

I mean, AI, you said it earlier and I forget your exact words, but AI is far from being an adult. It is a child under 10 years old at the moment because it's, it's so new. It's not even a teenager yet. AI. And when I say new, it's been around, we didn't really call it AI, but when Siri came out and Alexa and all those things. Uh, that was all the beginnings of AI, and now it's just exploding with the different technologies, and what you're doing specifically is a great use. Uh, you're making it more efficient. I'm a bit of a, of an environmentalist. So by you increasing the efficiency of delivery, You're helping save the planet. You know, and that's a byproduct. That's not one that you're going for, but you're reducing cost by being more efficient, and you're saving fuel, and all that just helps everybody, um, all along. We all want, uh, last mile delivery. Every restaurant is now using it, um, you know, it used to only be pizza shops, but now every restaurant has last mile delivery. It's great. Um, every store pretty much delivers to your home now. Where do you see, just, and I know this is maybe an unfair question, but where do you see Last Mile Delivery going? What else do you see? As a service that you can provide that hasn't quite yet caught on.

Anar Mammodov, Senpex: 20:25

I think, um, in the B2B space, specifically supply chain, still, there's a huge challenges. There's a huge growth. Like one of the biggest things are like oversized type of the deliveries. I think it's not covered a lot. I think second is, uh, special refrigerated type of the delivery is very challenging. Like most of the business is struggling, like how to make sure like ice cream being directly picked up and delivered properly and just. You know, and if properly delivered, right? It's like refrigerated type of things. Uh, third, uh, in my opinion, reverse logistic is growing and booming. Reverse logistics. Yeah. Reverse logistic is something that are turning the, uh, returning the item to like store. So people go and buy and then return it. And, um, still there's a lot of gaps, a lot of gaps there. And a lot of stores are very struggling. The lot of companies right now, like kind of losing a lot of money because of their returns, right. How to make sure it's efficiently, yeah. Pick it up from people house and then returning them back with a proper labeling and how to make sure customers. They're not leaving their home, but their products need to be picked up and returned back, right?

Chris Harris, Safety Dawg 1: 21:35

I'll tell you, that one is a sore spot in my household. And I never heard the term reverse logistics, but yeah, returning an item that didn't fit. Yeah. Or whatever the problem is. Yeah, sorry, carry on. That was, that's a great example of growth.

Anar Mammodov, Senpex: 21:53

Yeah. And I think, uh, still like 3PLs that usually the huge warehouses, they had, uh, like whatever the solution, the customer and keeping the products, but still they have a gap, uh, how to efficiently optimize their routes. And, uh, even like there's a lot of corporates, like in 3PL companies, they need like the package to properly optimize and efficiently delivered. There's a lot of gaps and a lot of, uh, like optimize, automation needs to be done in that space. Um, yeah. And in my opinion, in some way, uh, maybe in the future, autonomous delivery will be pretty much like active Uh, overall, uh, like either like in the freight deliveries, either in the last mile logistics, like autonomous process is happening. Still, I know like, you know, probably what happened with the crews in San Francisco, uh, you know, and they stopped their operation. There's some kind of like, uh, legal part of that. Overall, but in long term, like within a one or two years, we'll see some kind of autonomous delivery concept will be keep growing. Uh, and then maybe after like, I don't know, five or 10 years, the drone delivery will be the huge potential, but still, in my opinion, the drone delivery is really kind of not, we don't have enough infrastructure for that, like with the proper procedures and rules, how it needs to be done and plus infrastructure, because like with the huge buildings, how we'll make sure those drones are able to Landing in a proper, uh, like floors, right. Or proper things. There's a lot of procedures that challenge. Uh, but that's what I see the tendency as a growth wise. And yeah, I mean, still we're growing. We're also trying to figure out and finding all those gaps and trying to close those gaps, building the technology and building the experience to our customers. Yeah.

Chris Harris, Safety Dawg 1: 23:38

And one of the things, when you mentioned a couple of the growth areas. For some reason in my mind, I went, um, medical products that need refrigeration. If you mentioned refrigeration and medical products, because they often have to be delivered quickly and efficiently, uh, but they need to be frozen or refrigerated, you know, and to hospitals, to end users, it just. Anyways, that was just something that popped into my mind as you were talking about it. But,

John Farquhar, Summit Risk Solutions: 24:11

well, something that, that I'm almost also wondering about is you're, you're not an asset based operation. So you'd mentioned about, uh, for, uh, hiring and orienting drivers and stuff like that. So I'm assuming you're looking for well qualified with their vehicles and whatnot to provide those delivery services and stuff along that line. So how would people, you know, reach out to say, hey, how could I do work with, uh, with your company and, uh, and, and provide services? Are they allowed to do it with? Multiple companies or is it something where they dedicate to you guys?

Anar Mammodov, Senpex: 24:53

Oh, yeah, so like based on the different kind of zones Uh, we have like the full time part part time jobs and for those purposes We need to just hire those drivers who is potentially can also work for us And if there's not enough volume over the orders Definitely can do something else for other companies. Yeah. Um, the way how we're doing, we're basically initially hiring the process. They're just downloading our, our apps, the driver app. So basically signing up as a driver and they're receiving the volume through our app. That's how we're managing. Initially, when I started in 2017, this business, so basically I was kind of impression, okay, I will have a huge challenge and the issues with the driver's hiring process. And surprisingly, you're not imagining that every. Our, we having a 2000 application on the drivers, 2000, like hourly basis. And, um, yeah, and the reason the way how we're doing it, uh, even right now, we're not putting it in the posts or an advertisement in a different kind of websites for hiring. So people are just doing through the YouTube. I'm kind of viral, right? So if the one driver is happy, they're just recording all the delivery experience with a sempex and putting on the Facebook, sorry, on the YouTube. And yeah, so the people listening, they'll send it as they're playing and just This is how we're kind of growing, expanding. Uh, but out of those, we are also very important. This quality is important, right? We don't need like many drivers. We need like the best drivers who can also do it. So for those purposes, we implemented a lot like performance metrics, and I will say very important in any of the logistic companies and any businesses as well. The data driven business is important. So data is important. So you need to see the performance of the driver, the way of the execution. And based on those information, you have to give either just more volume of orders or less orders if he's not properly doing the job, right? Um, so there's need to be some metrics accordingly to this, and this is not even correlated with the drivers. Uh, process performance, but also like the sales performance, the volume wise, like how to make sure, for example, in our business, one of our, uh, advantages is in my opinion, on the Sempex, we, we had the chance in the last mile logistic build recurring type of customers, like repetitive customers.

John Farquhar, Summit Risk Solutions: 27:14

So for example,

Anar Mammodov, Senpex: 27:14

we got, let's say the Google, they just have a special logistic needs and we had, we know how to repeatedly just provide the service. And the basic that's easier and convenient kind of subscription based model, right? You're subscribing them in our system one time do the proper setup Assigning the driver and the driver just keep keep working with that with a proper dedicated drivers, right? And this is also like good for our clients because they're getting the right driver and it just get to use the same driver Just keep continuously working for that but answer to your question, uh back to your regarding the drivers onboarding process Yes, initially we had the kind of thoughts like okay. I will oh my god I will ever Huge challenge. Uh, we have very fast hiring process, John. So you don't imagine this is very important because for us, like if we got this somewhere, the orders in Nebraska, somewhere like special location, we need to make sure just fulfill those needs, right? And based on the volume that we have, how to make sure, uh, get the right drivers and just make those proper execution. So yeah, this is how we figured out that during the, uh, you know, within a six years. And now we know what to do, like how to make sure hire properly, efficiently, how the best drivers to do those jobs, right? And of course the pay structure is important. So pay, if it pays good, so it's just kind of viral, right? So people see that, you know, it's better than say the DoorDash or UberEats, whatever, so definitely going and referring to their friends and families, you know, they're just keep, keep working for us. Sure. Sure.

Chris Harris, Safety Dawg 1: 28:45

That's awesome. And all of your contact info and CENPEX website info is all in the show notes down below. So if somebody is interested, and currently it's only in the United States, but you heard it here, Anar is coming to Canada. He just hasn't put a date to that yet. But if you are in the States and you want to be a last mile delivery guy. I would encourage you to Oh, did you hear that Anar? That was bad. A last mile delivery guy. A last mile delivery person is what I'm supposed to say to be more politically correct. Guy or gal. Yep. Yeah, you know, I apologize for that, but certainly. Anar, did we reach or did we discuss everything that you wanted to discuss today before we end our interview?

Anar Mammodov, Senpex: 29:42

Uh, I think, uh, overall, I covered pretty much all the points that I really want to just kind of share as an experience. Um, I just mentioned about everything, like about our products, about became the data driven company. I mean, about the data type of things, there's a lot of things that I had, like within like my experience, but I think I pretty much cover all the details. So I have nothing else to be covered. Also AI points, I think is very important in the supply chain. Yeah. Yep. Yeah.

Chris Harris, Safety Dawg 1: 30:11

I think what Senpax is doing is really valuable because of course I get lots of deliveries to my home almost on a daily basis from different shippers mostly from Um, that big warehouse company that, you know, on the internet, but that's because that's where a lot of people shop now. And certainly I can remember before COVID saying, I'll, I'll never buy anything online. I don't know anybody today that has stuck to that promise because I buy everything. Well, not everything I, but I buy a lot online. So Anar, I thank you so much for your time. Yes. Thank you. And a huge thanks to Anar for joining us from Senpex, specializing in last mile delivery. Join us again next week, where we will have another very interesting interview on the Trucking Risk and Insurance Podcast. See you then.