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My name is Damien Bradford. I'm the VP of operations for ShipNetwork. Today, I'm standing in our Humboldt facility. It's based in Hazleton, PA. We got a lot going on today. Not only do we have thousands of ecommerce orders going out, we're in the middle of a really large retailer project for Target for one of our brands, the Swimwear brand, and they landed their first large PO at Target. It's just, I think, just shy of a million units going into Target. What that means for us, there's just about forty eight zero cartons of product that need specific labeling, which will build about in total seven hundred plus, pallets. When a brand gets into B2B retail and when they get into retailers such as Target, it changes a lot in terms of operational complexity. These retailers have very strict guidelines in terms of what has to be done and prepped for the product before it lands into the retailers' DCs to be distributed out to the different stores. Accuracy is so much more important than speed when it comes to retail orders. You have to be perfect with these orders, especially brands that have never been in retail, get to this stage. It's a large milestone in their their growth. You know, moments like this for brands, it's a large validation to the brand itself. We want, you know, their success with these retailer orders to continue down the road. And so, you know, while this is a small part in their journey through retail, you know, it's our job and responsibility to make sure it goes perfect.

Hi everyone and welcome. Thank you so much for joining me today to talk about peak season. Last year, we did an internal peak season panel with our operations team and it really gave us such a great look behind the scenes at what goes into prepping for our biggest season of the year. The planning, the backup plans, and everything that happens in between to make sure that we're really ready to support our clients. So this year, we were thinking, let's take that conversation a step further, bring it outside of ShipNetwork, and bring in a few more perspectives from across the business to talk about how we're preparing for peak and what we're thinking beyond it. So hopefully there are some things that brands can take away from that conversation too. So whether you're fulfilling in house, working with a partner and just trying to gauge how prepared you really are, or maybe you're starting to think about what you want to do differently after this peak. We'll get right into it. But before we do, I would like love to give everyone a moment to introduce themselves and give our audience a bit of context into your background and your experience. So let's start, with Carolyn. Sounds great. My name's Carolyn Martin. I have been with ShipNetwork for a few months now, so I recently joined the team, but have over fifteen years of experience in the industry working with brands from both direct to consumer, b to b, wholesale, and retail. So excited to have this discussion with everyone. Hey. Nice to meet everyone. Damien here, VP of ops, based in Salt Lake City, Utah. I've been with ShipNetwork coming up on seven years now. I was working for a company that was acquired by ShipNetwork before that. So I've been it feels like with the company ten years now, so this will be my, tenth peak season. Hello. Paul Tran here, VP of IT. Been with ShipNetwork for four years. Prior to this, was with another company for about fifteen, twenty years, also in the three p l fulfillment space. Also have about twenty five years in LTL and b to b, b c to c industry as well. Hi. I'm Gina Payton. I am based out of Las Vegas, Nevada. I've been with ShipNetwork for coming up on five years now, And I have, gosh, thirty plus years of b to b experience. In addition, also direct to consumer experience as well across a variety of industries. And Steve? Yep. Steve Newsome. I have been with ShipNetwork for just about a year, and I've been in the industry for a little over twenty years. Most of my career is on what ShipNetwork would consider the client side. So I have a lot of experience on that side of things, and so I I have the opportunity to take that experience into consideration as I operate here at ShipNetwork, and I'm based in Salt Lake City. And, Steve, you've been with ShipNetwork for maybe not that long, but like you said, you actually have experience with ShipNetwork as a client, which brings a really great perspective to this conversation as well. All right. So let's get started. Damien, I would love to hear from you. From your perspective, when do you actually start thinking about peak, and what is it that you're trying to understand or have in place first? Yeah. Peak finding actually starts right after peak, the first part. So while things are real fresh on everyone's mind, we do some postmortem meetings. Tends to be a little bit late January because peak outbound wise ends when we get up to Christmas, then we turn into return season. That gets pretty heavy through January to give everyone a little bit of a break, but we do hit it pretty hard with some postmortem meetings in January. The purpose of those are mainly just like I said, while things are fresh, we wanna know what went well, what didn't go so great, and then work with our IT team of some things that we may wanna put in place from a technology perspective to make us more efficient. And so that's kind of the the first time we start thinking about it. And then we'll do some more formal planning several several months before peak. So we're in the middle of it now. We started end of July is when we'll start having conversations of what we need to get in place, and that really evolves around what do we think the volume's gonna look like. We start gathering forecast for clients so that we can start understanding what does headcount need to look like, what does training need to look like, do we have the infrastructure, the equipment, and a lot of other things in place. So it's almost feels like we're talking about it year round. Yeah. There's a lot that goes into it. I bet. I mean, for operations, it's easy to see that peak season, like, is the thing that you're preparing for all year. I think one of the things that maybe is not so obvious for some people is just how important it is from the IT standpoint to prepare for peak as well. Paul, I'd love to hear from you. Well, I'd say, Damien nailed it on the head because we're always thinking about peak. Even, you know, for for the, following peak and the previous peak, we're we're looking at, the same things that operations also, may have experienced during during the peak period too. As Damien mentioned, we'll do a postmortem discussion. We'll look at, what went right, what went wrong, update our our work you know, our workloads and and figure out, hey. How do we make this better? How we improve? We do that along, operations too because they also see, you know, what value that may have to improve the process and make it more efficient. So we're planning pretty much year round. The actual work that's being done, obviously, isn't, you know, isn't worked on until we talk to operations and the business to see what improvements or enhancements we can make, but those get added to our roadmap. During the year, we work on those things. We deliver them before this peak. And then as Damien also mentioned, we're looking at forecasting and projecting this year's volumes. And then we're also actively running those through our platform to ensure that capacity is available. We're not seeing any load issues when we're, you know, when we're running inventory syncs at heavy loads as peak volume, you know, as we run through peak volume from historical data. So a lot of work is being done ahead of peak, prior to peak, and then also through peak. We're also, continuing to work and develop. We're just in our kind of our freeze period at that point, but we're still working on, enhancements during that time as well. Yeah. That makes sense. The tech systems need to be in place and working smoothly for us to even get those orders through the system to pick and process. Great point. We know that as much as we plan for peak, there is always something that happens, always things that we can't expect or even plan for. So I'm curious how knowing that your teams are preparing for the unexpected, you could say. Gina, I would love to hear from you. Yes. Mean, you can't plan for every exception. But the goal is really to make sure we're prepared with a response or a plan when something unexpected happens. So it really means having clear communication paths, escalation paths as well, knowing who can make decisions, where we can be flexible without disrupting the operation. All of those things can be decided ahead of time. And I think transparency is super key here, and that's both on the client side as well as the partner side. So if something changes being transparent with your 3PL about what changed. Same thing if something's changing on our side that we're being transparent with our clients and our customers about what that might look like. So we might not be able to predict the problem, but we can certainly prepare for how we respond to it. Yeah, that's a good point. The only way to know if it's gonna impact a party is for them to know what's actually happening, what's changing. Great point. Steve, I'd love to hear from you. How do you prepare your routines for the unexpected? Yeah. One of the things that I think that we're looking at is continuous improvement throughout the year. So we're gonna be evaluating our SOPs. We're gonna be evaluating how we operate with different clients and looking for ways to improve before peak hits. Some of those things that we could do to adjust to make peak a little bit smoother. Damien kind of touched on this where we do a postmortem after peak season to start evaluating, you know, the different difficulties and hurdles that we overcame during peak. We're doing that through the entire year. Also, I think, you know, one of the other things that that we're working on is to create space and create an opportunity for kind of receiving and and maintaining that flexibility that Gina talked about. One of the things that is easy to add is labor throughout peak, but it's very difficult to add fifty thousand square feet when you need it. So, that's something that I think ShipNetwork is very good at is making sure that we have that flexibility throughout peak to be able to serve all of our clients. Yeah. That makes sense. So, maybe the goal here isn't necessarily to predict every possible thing that could happen, but really have the systems in place for that flexibility, for the visibility, and more than anything, communication internally and externally with our clients and our partners. So I wanna move away from the pre peak planning, and let's talk about the reality of it. Peak is here, holiday sales are live, orders are flowing. So the teams are, you know, doing their thing, supporting our clients, what changes for you and your role and with your teams? Once we're actually in full peak season mode? What are you looking for and watching more closely? Yeah, I mean, once peak is live, we go from kind of planning mode to active partnership mode. So and this is both internally and externally. So we're staying close to our clients, we're staying close to the operation, we're watching for signals, we're, you know, communicating proactively throughout the process and really trying to address small issues before they become big issues. So I think that is really just a piece of what we're doing is just always wanting to keep our finger on the pulse, not waiting for someone to raise the problem, but actually catching it as it's happening so we can avoid any bigger issues. Paul, maybe from your side on the tax the tax standpoint, what is it that you're looking at closely? What is it that your teams are watching out for? So, we have a switch that happens within IT. So we certainly move from a, you know, development focused, organization to, you know, specifically support of operations of customer service and of of our clients or or brands as well. So specifically, what we're looking for is any lag time in the systems or any latency. Generally, we're paying very close attention to any process that's that's either hanging or just high volume order processing that's happening. You know, a lot of that is already, you know, determined because we've already ran a lot of simulations prior to peak, but, of course, you know, reality is different from simulation. So we are very proactive. We're twenty four hours. We're on call. So all of our teams are basically prepared for peak, and and, you know, everybody's been on you know, seasoned on what to do, and they know what to do. So a lot of communication is happening between, our organization, between myself and, my team, and also between, all of the leaders and other, members of of the the company are also in communication. So again, we are all planning and preparing and monitoring as much as possible when things do happen and the unexpected happens. I would love to hear from this group, maybe some of those stories from past peak seasons, what has happened, some of those unexpected moments and instances where the team really just had to step up and deliver for clients. Yeah. I can step in there. So the the reality is a peak. We do all this planning, and we're just obviously ready to execute on that plan. But the the the reality is is things don't ever go to plan. Forecasts are always wrong. Promotional sales hit harder than we expect. There's inventory delays. So it's actually pretty normal for things not to go as planned. So all the planning is really a lot of it's revolved around just acting up where the constraints can be or potentially could be and making sure we have some flexible operations and plans in place. And so it's really almost an every hour exercise we're going through is looking at, okay, this is what we're applying, this is the reality what actually hit, where do we need to shift people over, where do we need to order more supplies, where do we need to bring in more labor. It's happening constantly. So there's you know, there's there's hundreds of different examples I could be providing, but the reality is we are, you know, difference of peak versus like a normal period because we are monitoring stuff like every half hour, every hour to see where we need to pivot. Whereas like period times, maybe we're looking daily, weekly at some of these trends. But when you're dealing with that type of volume, can't afford to get behind, you know, more than thirty minutes to an hour. Otherwise, that's just gonna, compound and become a bigger issue. So very much in the nature for things to not go as planned. So really all the planning about is just building that flexibility and extra capacity so we can move things around so we can, you know, recover for when things don't go as planned. I think something to add to that real quick too is sometimes I think that the deviation from the plan feels chaotic or can look chaotic. And in reality, this team spends a lot of time planning out what that deviation looks like in in the case of the chaos that occurs during peak. And so we really are staying on our plan. It's just a deviation to that plan. And and we I think this team does a really great job at executing on that. So it's the plan b and c and d that get pulled in as needed. But that's true. You guys have gone through those multiple times, every peak, and you're you're ready to face them as they come. So that's great. I think all of this sets the stage really well for, maybe some of the expectations and the things that fulfillment companies that brands should be doing if they're fulfilling in house and maybe have a little bit less experience under their belts, I would love to bring in Carolyn to kind of open up that question of like, what should brands expect from their fulfillment partner? Maybe they're working with a new 3PL. Maybe it's their first peak and they're doing it themselves. Talk us through a little bit of what should be expected from them as they're going into peak season? Yeah. No. Great question. And, you know, really, there's a few different points in this, but I think one of the most important things is to protect the core SLAs, not just the throughput. So a lot of people think, oh, we have this spike in volume. We have this massive amount of increase in orders. Just get them out the door. Get them out the door. And that's not the case. You really need to protect those core SLAs because if it's not done correctly, then in the world we live in today, it's gonna be all over social media. It's gonna impact the brand. And you want a partner that is truly an extension of your brand and realizes that and doesn't want that impact to happen on your brand side negatively. You know, with those core SLAs, order accuracy is so important. You gotta get the right order out. Again, this is the holiday season. So can you imagine if it's a toy company and the wrong toy goes to a child and it's last minute gift Yeah. And now their entire experience, you know, for that family has a negative. So order accuracy is really important. Order processing timelines as well. Stick to those SLAs that you've agreed upon with your fulfillment partner. Same with receiving an inventory accuracy. We wanna make sure that we have the inventory in our hands and the right inventory so those brands can do those sales. They can push that volume higher and higher because they know that they can rely on the fulfillment partner to have the accurate numbers of their inventory of what's in stock. Also, we've talked about it a ton, but communication. You've gotta be proactive, especially all the time, but especially during peak season. What are the early warning, you know, risks? Have those conversations. Talk about it before peak. If we see x, let's do y, and have those contingency plans in place so people are aware of if we're deviating or if you're changing your path. It's all been actually planned out. And then transparent reporting. Again, we're all not perfect, but if you report accurately and your partners know that they have faith in you and what you're providing them is accurate, that's better than keeping it to yourself or not being transparent with what's going on. And then last, just have clear ownership of the issues. So during peak, who's handling what? Who's responsible for what? Whether it's the brand or the fulfillment center, have a clear expectation of who's handling what. So when an issue does arise, you don't lose that time by wondering, okay. Who's gonna take this? Who's resolving this? What's going on? All really, really great points. And I think one of the things that you touched on and earlier we touched on a little bit is having visibility into the actual performance. And we need to do something with that. Right? So what is something that brands should be thinking about after peak and are not just kind of saying, okay, we're through it. We'll call it a win. Moving on. Let's do something with that experience and really build on it to make sure we're making those improvements year over year. I'd love to start with Gina. What should a brand be looking back at and determining, okay, was this a one off or is this actually showing us a bigger problem? Yeah, first of all, and we will as well as expect a client to celebrate the win, right? This is like a huge accomplishment to get through peak season. So like first and foremost, celebrate the success of what is maybe the most stressful type of year for most brands. But when reflecting back, think you've kind of touched on it as well as really figuring out, was this, like if you had a challenge, was it peak season related or was it maybe a systemic thing that you need to address? And so they can ask themselves questions like, was this related to a volume spike? Was unexpected event? Was it a weather event? Was it something that they can explain in terms of it being probably just a peak season issue? But if they saw the same exceptions, the same communication gaps, maybe the same sort of manual workarounds or ways that they had to solve for something, or maybe a repeated customer issue that kept reoccurring, it's likely that this is something that is systemic and needs to be addressed. So, and that's something I would ask the client to look at, but it's also something we would look at internally as a business. And that's a sign there's something that should change and that in the post mortem, you're identifying those things, you're creating plans very quickly for how do we prevent that from happening again, or how do we plan better for that going forward? I want to bring it back to this peak before we kind of wrap up here. And for the brands that are heading into peak now, is there one thing that they can still do today before that peak surge hits and maybe something that they should definitely commit to after peak rolls around, and they can kind of catch their breath and revisit what happened. Yeah. You know, whether brands are doing for themselves or using other three PL, I just make sure that they're asking themselves what are the two, three biggest risks, that could go wrong and evaluate what those, you know, plan b's are. If those do go wrong and if, obviously, they have that three p l, make sure that they're having those conversations with them to understand what the expectations are. If they're doing their own fulfillment, then, you know, run that through their own operational team. I'll say one little industry, like, insight from an operate operator's perspective that I think today would, you know, will tell you whether, you're gonna have problems or not is I think, one thing that gets overlooked is just inventory management, how clean the inventory is in an operation warehouse. And so highly encourage, brands, specifically if you're doing your own fulfillment, to look at, you know, what pickers in in cases where they're skipping inventory locations can't find items. If you have that problem outside of peak, that is just going to compound, during peak. And, yeah, you can't just throw bodies at that type of situation. Just a little insider, like, you know, if there's one quick way I can get a really quick pulse on if a building's ready outside of obviously getting the labor in place, people trained up, and the infrastructure is just getting bolts on how clean the inventory is. I think one thing too brands can do is they can run a peak readiness review with their fulfillment partner. And within that review, they can agree on communication and escalation protocols. And it just really helps set the stage before peak on what to expect. Just on basic questions of what volumes are expected, what triggers an escalation, and, again, who owns the decisions so that they can make sure that they get through those things quickly, and efficiently when they come up. Just from the client perspective, something that kind of I spent a good chunk of my career in is transportation and managing that transportation on the client side. It's the touch point to the customer. So that is what the customer is interacting with is that delivery. Something that I would have done a lot in the past is managing that transportation myself and holding on to those contracts, having those carrier relationships, negotiating those rates. Something that I've grown to love with ShipNetwork is their ability to manage that and take on that responsibility. So something that ShipNetwork just, I think, excels at and does really great is maintaining those carrier relationships, making sure that the carriers that they're partnered with have the capacity to take on the volumes that we're expecting through peak season and then have the ability to execute for those clients. And that is something that is unmatched in the industry, and I think it's really important to be able to partner with a fulfillment center that can can maintain that for you throughout peak and connect with your customers in a better way than you could yourself. That's a great point, And that could probably be an entire conversation just talking about that aspect. I do want to wrap up this session with some closing thoughts and got one final statement from everyone. If you were to complete the sentence, a brand is truly ready for peak when? I would say that a brand is truly ready for peak when they have confidence not only in their forecast, but in the people, processes, and partners that they've aligned themselves to execute it with. Yeah. I'll continue on with when the inventory is clean, but also getting orders out, you know, weeks prior to peak should be a breeze. Like it should be not a problem whatsoever. That'll be a key sign that you're ready. It's a great question. I think a brand is ready when they are able to get all the data that they need. The integrations, whether they're new or existing have been tested, you know, and we're running, you know, free and clear data all through the systems end to end. If there's any preexisting issues, obviously those will be accentuated during peak because of the volumes. So we'd want to work through those obviously prior to peak. I think a brand is truly ready for peak when it has more than a plan. And what I mean by that is there is aligned expectations. I think Carolyn just touched on this clear ownership, who's doing what proactive communication. I can't drive that one home enough and the ability to adapt when the reality doesn't follow the plan. So I think a brand's ready when they're partnered with the right people. So whether that's internal to their own brand and they have the right partnerships within their own organization or external and just being partnered with the right people that are gonna help execute throughout peak. Thank you guys, everyone so much for bringing in your perspectives. It was so fun to hear not just from our ops team, but from all of the different pieces that really lead to a successful peak season. And I think that one of the biggest takeaways from today is that peak really should not be its own standalone event. And the work that you're doing before peak really determines how effectively you can respond when things change, when the unexpected happens. But it's really about making sure that those lessons afterward are applied and you do more with the experiences that you have so that every year you're just building a stronger and stronger system. So for the brands that are heading into peak now, hopefully this conversation gives you some things to think about today and over the next few months as we get into peak season and after. And for everyone here and everyone watching, best of luck going into this next peak season. And I would love to connect with you all when it's all over.

Alrighty. I just came from our last facility. I gotta get ready. Checking the hair. All good there. Makeup, we're fine. Audio. Alright. Well, just came from our last facility. If you wanna check out our other playlist of our other facilities, go ahead and check out here. Alrighty. Let's go to Reno and take a visit there. Alrighty. Welcome everybody. We are here in the Reno facility, which has been around since January 2012. I wanna take you on a tour, so come on inside with me. If you're curious about the kind of products that we handle here in Reno, we've got health and wellness, cosmetics, nutraceuticals, we can even do auto parts here. Those are just some of the main categories, but I wanna show you who the people that make it happen are. So come and follow me and we'll meet everybody. What's your name? How long have you been with the company and what do you do here? My name's Kim. I've been with the company in this August, will be twelve years and I'm receiving lead. My name is Melissa. I've been with the company for about two and a half years now. Okay. Almost two and a half years. I am a picker packer now. My name is Ada Barrera. I have been here for two weeks, and this is my second day of training. My name is Mirsa Rodriguez. I've been here almost three years. My name is Raquel Bravo. I am from Venezuela, and I have been here since November, so about five months. My name is Larnie Alves, and I've been with the company for eight years. My name is Marugenia Guerra. I haven been with the company for about three months. I'm Christina. I've been here for seven years, and I am outbound lead and freight. What is something new that you learned while working here? It's a everyday learning experience here, inbound and going out to the outbound. So it's something new that you learn. It's like every day. Basically, every job starts out as something new. You have to learn everything from the beginning because every company has its own rules and its own way of doing things. Actually, packing. Every warehouse that I've been in, I've always been a picker. Okay. So, learning how to pack with the computers and with the screens and everything. So it's been new. Well, for eight years in here pretty much, you know, there's always, you know, challenges and all that, something new. Supply changes. We have a lot of changes. From when I first started, we paper picked on paper. So it's been a while. And then with now we do WMS. What's something you've enjoyed more than expected? Interacting with everybody, walking around, picking, it's really a lot of exercise, which is good. So, you know, I don't have to go to the gym or anything. We have a teamwork and get all, you know, what's needs to be done in a timely manner. What's the best time of year to visit Reno? Maybe it depends on what you're into because a lot of people come for the winter for skiing and stuff like that. But I'm more of a summer because I like the water, going to the river, taking the dogs to the river, taking the kids to the river, lakes and that I'm more of an outsider. December because it's Christmas. It's a busy time of year and everyone is happy. I think summer. So June or July because that's when our all of our festivals are. So we have our river festivals, anything outside. And personally, me, I'm a summer person. So anything outside is good in the summer here because we have so many things to do here. August. August. Why August? Probably August because Hot August Night, we get to see all the cars and end of like towards end of September with the rib cook off. And so Okay. Those are, the best months to come. I think summer. June, July, August is the best time because it's warmer. May, because it's not too hot yet. For me, I like the cold weather. When it snowed, I went to Lake Tahoe. Would you rather go to Mount Rose or grab a bite downtown? Oh, probably Mount Rose. And what are you gonna do at Mount Rose? I wouldn't I'm not a downtown person. I don't like traffic. Right now, I would prefer to go downtown. But when the summer comes, I prefer to go to Mount Rose because the Lake Tahoe's out there. A lot of different things that you could go swimming out there, hiking or on the boats and stuff like that. So Something very different. It depends on the weather. To eat downtown. They have a lot of restaurants here close by. Downtown. In the summer, downtown is full of people. Everyone is happy and out enjoying the streets. Depends on the season. Oh, interesting. Mount Rose, I'll go snowboarding. Okay. And when it's when it's season. Summer, I'll go downtown. Downtown is where I'm always at. The I love the food, the company, the people downtown. It's really nice. Lake Tahoe is also very beautiful. I've already been there, but I would love to go again. As for restaurants, I don't know many because I cook great food at home! Yes, downtown has a lot of places where you can eat really good food and walk around with your family. oh yeah? and like taking them there. They have little games they can play to win prizes. Incoming message... Debbie Andrade. I have been with the company for eleven years in June. I'm the operations manager, and I do everything out there with the with my team. I don't do everything. I couldn't do it without my team. What stands out most about your team and about the team that you have? Well, it's a small team, and we seem to work around issues. Any kind of problem that comes if the system goes down, we figure out a way to work through it. It's our little hovel here. What's a message that you would like to give them? I would say that they're all doing a great job under a lot of pressure. They work hard. They work weekends. If we need them, they come in on holidays, and I couldn't appreciate them more. Now I'm a get emotional. Take that away. I love these guys. Yeah. Well, what do you do when you go downtown? Oh, I like to gamble. Okay. Yeah. There it is. I like to go see shows. I have a blast downtown. I love going downtown. Have you been downtown? Not yet. Nope. Ren Ren knows about downtown. For everybody who doesn't know, Ren, our videographer, the the man behind the camera, he actually went to school here in Reno. And so he is very familiar with the with the Reno area. So, yeah, he is he is shaking his head. Alrighty. Well, thank you everybody for joining us for the spotlight on Reno. It was great getting to know everybody. But before we leave and we get to our next facility, we wanna take a picture with the team. So Reno team, here we go. 321. Reno.

Uy, qué frío. Está lloviendo. Uuu. Tengo mi café frío. Ah, hola. Soy Ryan. Estamos en el centro de Humboldt, Pensilvania. Entremos a conocer a todos. ¿Cuál es tu nombre y cuánto tiempo llevas en la compañía? Mi nombre es Siranda Kennedy. Leudy Jiménez. I've been here for one year and three months. My name is Claudia. I've been with the company for ten months. Gracelio Moya. I'm about to complete one year. Mi nombre es Naerouis Martínez. Llevo en la compañía aproximadamente seis meses. Gloria Peña, and I've been with the company for six years. My name is Génesis Jiménez, and I've been here for approximately three years. My name is María. I've been here for one week. Juan. Two years. My name is Robinson Guzman. Seven years, going on eight this year. My name is Digna Paulino, and I've been here for four months. ¿En qué parte de tu trabajo importan más los detalles? Bueno, los detalles importan desde que empieza el picking. Te aseguras de tener el artículo correcto, porque cuando llega al área de packing, y si no es el artículo correcto, tendrías que volver al área de picking, y eso genera mucha confusión. Yes, because any mistake made during a transfer, there it costs money, and it's a loss for the company. In all of them. Yes, because if there's an error in picking, also in packing, and likewise in processing. In the product. No product can be missing from the box, because that is already an error for the company. I mean, and it looks bad if it's allowed. In everything. From my role, what matters most, is returning the items in the correct way, making sure it's the right one. For me, the most important thing is quality over quantity. That's the most important thing to me, that the product goes out right, correct, rather than doing it fast. Yes. That the customer is satisfied with what we send them, and that they're very happy. The first thing is, in processing, to do it right, because no box can go out unless it has been properly processed, because, if not, it will go somewhere it shouldn't. Then it'll be returned or the company takes a loss. Well, the details are most important when we're putting the labels on here. Those are the most important ones, because it lets us see the code that goes on top and reapply them. Robinson. Yo voy con Alex. I think it's Robinson. Creo que Alex. Robinson. Robinson. I think so, because he carries it in his blood, because he's Dominican. Robinson. Robinson? Has he played baseball before? Creo que es Robinson. Roby. Yes, our boss Roby. Alex. Clearly, me. Clearly. Of course. Diría que quizás Alex. Me quedo con el mangú. Rice, beans and meat. Chicken with rice and beans can never be left off the Dominican plate. Chicken with rice and beans. Yes! And why? Chicken with rice and beans. Chicken with rice and beans. The mangú. I'd choose the Dominican flag, which would be rice and beans. Mangú. With the three sides. Me quedo con el pollo con arroz y habichuela. Chicken with rice and beans. Bienvenido. Ha sido un gusto conocerte. Si no te importa, ¿te presentas ante la audiencia? Hola. Soy Alex Abild, el gerente del centro de Humboldt. Llevo en ShipNetwork dos años y medio. ¿Qué es lo que más destaca de tu equipo? ¿Qué te hace sentir más orgulloso del equipo que tienes? Su flexibilidad, su resiliencia. Este edificio, hace dos años y medio, era solo una losa de concreto. Tiene ciento quince mil pies cuadrados. Los electricistas todavía estaban instalando las luces, y pudimos traer todo ese inventario a Carlstadt, recibir inventario nuevo aquí y montar las estanterías. Es increíble ver todo lo que hemos avanzado en estos últimos dos años y medio. Tenemos a tu equipo aquí escuchando atentamente. ¿Qué tipo de mensaje les quieres hacer llegar? Estoy muy orgulloso de lo que hemos hecho y de lo que hemos logrado en estos dos años y medio, y creo que es aún más emocionante mirar hacia los próximos dos a cinco años. Si hubiera un torneo de baloncesto uno contra uno entre tú y Robinson, ¿quién ganaría? Tengo mucha más fuerza en las piernas que Robinson. Así que voy a llevarlo hasta el poste bajo cada vez. Voy a jugar de espaldas, y simplemente voy a clavar el balón por encima de él. Muy bien. Bueno, Alex, fue genial poder conocerte a ti y a tu equipo. Gracias por recibirnos aquí. Y a ustedes, nos vemos la próxima vez. Oigan, gracias a todos por acompañarnos en el all hands. La pasé muy bien conociendo el centro de Humboldt. Tres, dos, uno. Humboldt.

Hi. I'm Ryan, and we're at the Lasley facility in Pennsylvania. Let's go check it out. Lasley was first opened in 2017, but fun fact, the original Pennsylvania facility was opened in 2013, and it was just down the road. And this new building and added space has definitely been worth it because in 2025, Lasley shipped over 1.2 million orders, 200,000 of which were in December alone. Speaking of needing new space, Lasley now covers 75,000 square feet. Let's Meet the Team at Lasley! My name is Kenny. I've been with the company for a couple months. It's a good company, honestly. I ain't gonna lie. My name is Danielle, and I've been here about two years in June. Warehouse rep, picking and packing. I'm Domanique Middlebrooks. I've been with the company a little over five years. Jill Jeffries. I am the second shift lead. I've been with the company about a year. My name is Lakeisha. I've been here for roughly five years now. Okay. And what's your name? Joe. About three months now? My name's Avery. I've been working with the company for two weeks now. Hello. My name is Alfred Harris, and I've been with the company for about three months now, going to four months. Well, my name is Stefan Breckenridge, and I just started. I started as a temp first for like three months. My name is Isaac Nelson. I've been in the company for about a month and a half now. My name is Dylan Flores, and I am a picker packer, and I've been here for two years. My name is Omar. I've actually been with the company for less than two weeks. Alright. So I'm Chareina. I've been here for about, say, like nine months. And my name is Anton Bettar. Well, I was here for a year and a half. I'm Actual Harvey. I'm a picker. I had just recently joined. I've been here almost a month. Name's Zach. I've been here four months now, believe. About Okay. My name is Kiana. I've been here for about four months. I've been for nine ten years. Michael Harris. That's my name. Karen. Eight months. My name is Lucas Matthews. I've been with the company since last week, and my primary role is just picking up items off the shelves here. Yeah. Okay. Awesome. So very new. Welcome. How is the culture like here at ShipNetwork? I'd say it's actually pretty fun. We have a mixed culture. We are a lot of different personalities, but somehow we all work very well together. What helps you guys work together? Music. Personality, for sure. Yeah. Everyone gets along pretty well. Yeah. Like all my coworkers. They like me. I usually feed them. It's been good. I liked it in here. Like, I only had one other job before this. I like this job a lot better. Like, the people just more friendly, like, could walk through, talk to people and stuff. Working with different nationalities and personalities as well. I'm even learning a new language. I mean, we're very a very friendly environment, at least with each other. We all try to help each other out. Usually, when it comes to we all get a role in training newcomers. So we all get a one on one with everybody. There's very few places where you get to see people interact with everyone in the warehouse, where in ShipNetwork, we all interact with each other. It's like, it doesn't really feel like your most standard warehouse. Like, for how calm and family collected everything is, like, feels like your most abnormal, like, out of out of town warehouse. But it's really nice. I love it here so much. Like, the work, it's it's fun. It's simple. I have fun coworkers. I work with amazing people. The leaders like Kathy, she's wonderful. You know everybody you're working with and, you know, you get along in in any aspect of how you get along and you get your job done and Just the environment in general. Everybody's pretty nice. Everybody's pretty cool. The management's pretty nice. The team works together to get the job done, you know. Very relaxed, but it's not like a lax place. Know what I mean? Everybody gets everything done really efficiently, which is nice. This is just the first place I've been where it's been like that. You know what I mean? Oh, okay. Cool. Yeah. It's very, very refreshing. It's a nice place just to like, you don't have to worry about everybody being on your back or anything. Everybody's very, very helpful. It's it's a super nice place to be. How do you think the work you do here impacts our customers? We make sure everything is packed nice and tightly. We make sure everything is safe and it gets to its destination on time. Make sure the customer gets what they order. You know what I mean? Make sure the package is nice. It's not damaged. The boxes are not torn up. Everything's, you know Me, personally, if I was a customer and I received my hat in a good package, I'd wanna order again. Because we're the last line of defense. If you make sure to get the the right product, you make sure you do the job correctly, so that's where the sanctification comes in To make sure they get what they they paid for, good money they paid for, that they get the right product on time and stuff like that. So that helps. Yeah. Because it's important for the people to, you know, get the right hat that they want, not messed up, know, stuff like that in that order. But we're a great team. We all work together. We're all, like, really dedicated into getting everybody's order in correctly. The quantity, we're, like, making sure that the right items is in the right bin, so by the time it gets to the packing station, it's all packed up, ready to go. Which sports team to follow: Eagles or Steelers? Eagles. I feel like I'm obligated to because my dad's from Philly. Oh, I'll go Steelers, Iron City all the way for sure. Steelers. My dad's little best friend. I'm a daddy's girl, so I've always just followed what he followed. Okay. The Eagles. Oh, that was a quick. You knew that one. I'm with Eagles fan. Yeah. Off the rip. But if you're going to a sports game, you're going to the Steelers or the Eagle. All day, Eagles. I'm an Eagle fan. Eagles. Steelers. I'm from PA, so I'd probably go to Eagles. Raiders. That was my son's team. Yeah. Raiders. Angie, did you hear that? I've been Raiders for a long time. Cheese whiz. Gotta add that whiz on a Philly cheese steak. Can't go no. Can't have a Philly cheese steak without the whiz. Oh, definitely mushrooms. I I like ketchup on my cheese steak. The caramelized onions and green peppers. Okay. Roasted green peppers. You have the onions, peppers, mushrooms, lots of cheese. Sweet pepper, onion. Grilled peppers, grilled onions, some cheese. The cheese with the meat and the bread and the sauce and the good to go. Perfect. Well, I don't really do toppings. I do lettuce, maybe some onions, some pickles. I hate tomatoes. That's really about it. Bell peppers and onions. That's literally it. Just a classic. Just a classic Philly cheesesteak. Yeah. It's normal. Very good. Proper way always, it's gotta be extra onion, extra pepper, and then you gotta put fries on it. There's no other way. You gotta put fries on the on the cheesesteak. It's the best thing. Pepper, cheese, mushrooms, mayonnaise, like, yeah. I get crazy with mine. Okay. Okay. Mushroom, pepper, and onions. Usually, just cheese and onions. Sometimes peppers here and there if I'm feeling a pepper, but usually just cheese and onions. Philly cheesesteak? Just regular onions, ketchup. Put the fries on it. There you go. Mine is cheese and onions. Some just peppers and onions. Extra cheese, extra steak, maybe some sloppy sauce. Alright. Incoming message We're here with Mark. He is the facility manager here at Lasley, and we want to get to know him and and ask him a few questions. What stands out to you most about this team that you have? The dedication. The amount of work that these people do is incredible. Can't say enough about it. They come every day and they enjoy working here. 1.2 million orders out the door. That's right. I believe that that was the largest amount order volume out of all of our facilities. Right? It sure was. Congratulations. Thank you. What helped you accomplish that most? The people. For sure. Getting the inventory in the right place, making the pick pass as easy as possible, the training that my people do, it's just incredible. So And if you were to share messages with them because they're all gonna be watching this, What message do you have for them? I may look really serious, but I really do love you. Thank you, Mark, for having us at your facility. It's been a lot of fun getting to know everybody. Everybody at lastly, thank you for your time. And it was It's been super fun getting to know you, and we'll see you next time. And so here we go. Three two one. Lasley!

Oh, hi. I'm Ryan. I'm here at the Anaheim facility, and I wanna take you on a tour and get to know the team. So come on in. Alright. As I said, we are at the Anaheim, California ShipNetwork location. So let's go take a look inside. Come on back. Hey, everybody. Welcome back to the warehouse. We are in Anaheim, California, and I wanna share a few facts before we get to know the people. So the facility started back in 2019 and covers 60,000 square feet. Something unique about this facility is that back when we were Rakuten, Anaheim was meant to be the headquarters. So it kinda has a little bit of a historical moment within the company history. Here in Anaheim, we have twenty active clients with a wide range of fulfillment orders. Traditional, B to B, pallet, so big range. What's really impressive is that last year, amongst these twenty clients, there were half a million shipments. So now is the time for us to go meet the team that did just that. My name is Elizabeth Lopez, and I've been working here for five years already. I'm Anna Medina. I have been at ShipNetwork for, like, three years. My name is Alicia Medina, and I've been working four years here at ShipNetwork. My name is Trey Gardner. I've been here for, like, I wanna say almost five years. My name is Andres Medina, and I've been here for a year and a half. My name is Alyssa. I've been with the company since April twenty twenty one, almost five years. I'm Reginald Gardner Jr., and I've been here for five years. My name is Freddy, and I've been here for about four years. I am Eric, and I've been here for two and a half years. My name is Miguel Angel. It's a pleasure. I've been with this company for 3 years. Well in reality I love my job. I'm a picker and I also oversee the line. Honestly, just the team that I have will be kinda behind, but the team would just push through, and we get it all done in the same day. I wouldn't be doing it without the team, and they push hard and strong too. Is there anything in particular that your team does to be successful? Just getting all the orders out of here in a good amount of time. To getting the work done on time and hopefully a little early. We all like getting off work early. Success for me is to be able to connect with the leadership and getting answered every question, every concern. How do you get connected with the leadership? By not be afraid to go and ask a question and getting the problem solved right away. Well, success for me is when I see my team that it's done the work. When you see the orders there in the truck, in the UPS truck, when they set up everything in the pallets and everything is done. When I see my friends, they're done. It's it's something that makes me feel happy about it and feel like you made it. Basically, communication, everybody talking to each other, you know, teamwork especially, you know. If if one person mess up, you gotta help them pick them up, pick them up, make sure so because everything's rolling. You don't wanna stop. What are some of the problems that you guys that come up? So say if like a shipment comes in and like for say, the items inside the box, it doesn't have the right label that has to show them outside of the box. So we have to go and look inside and see which one matches the label on the outside of the box. Okay. So you guys are having to kinda manually do your quality control. Right? Okay. Well and you guys have a really high quality rating, so good job because that is definitely a major unit of success. I always grew up into watching basketball, especially when they were winning. Like, two thousand nine. Winning team helps. Yeah. I was never really into baseball. Was more, like, into playing baseball, but not, like, watching baseball. Oh, I think that's Lakers. Why Lakers? Well, Kobe. You like Kobe okay? I mean, growing up, my household was a Lakers fan, but like, I I can't stand I couldn't stand Kobe. I was a I was a Lebron James fan, you know. Even though he's a Laker now, I still don't I still don't like the Lakers. Honestly, I'm not really a sports guy, but after the World Series on the baseball, I think I will go to the Dodgers. The Dodgers. Why do you like the Dodgers? I feel like it's more entertaining to watch baseball. Well, let me tell you, I'm not a sports girl, so I'm sorry. I can't answer that. But if anything at my house, it's Dodgers. The Dodgers. I like the Dodgers more than the Lakers. The Lakers was forced was a forced team, so I can't be a Lakers fan. Can't be a Lakers fan. I would say, probably Lakers. Dodgers, not so much. Well, if it's hot at the beach, but if it's a fun day like Disneyland. The beach? Tell me about that. Why do you like the beach? Disneyland is like I haven't I don't go really go to Disneyland, so. Probably on the beach. Not really a big fan of Disneyland, I'll be honest. To be honest, Disneyland. Because they have so much fun, you know? It's like you're still that kid, then you can have that in there and make fun, you know, and if you can. I would say the beach because personally, I haven't been to Disneyland and if we're being specific, it would be Laguna Beach. It's worth the drive. The beach, Disneyland, I'm not really one for rides. I'm afraid of heights. I'm going roller coasters or something. But the beach, I'd rather go to the beach. Yeah. It's more family friendly. Well, it depends because the beach you could go as well to relax. I would rather go to Disneyland. What do you like about Disneyland? I like the food, and I like to, like, be able to walk around and just see all the stuff. I like Disneyland. It's just like you kinda immersed in that world. It's kinda like an escape. Yeah. That's really cool. So Amy is our facility manager here in Anaheim. Your team has been great to work with. I was able to meet them. We were able to interview with them. I would love to have her talk about her team a little bit. What's something that your Anaheim team should be really proud of? Majority of them know all the different changes that we've been through in this warehouse. Since I started in 2020, there's been a lot of changes, and a lot of it was very, very good. So I'm very thankful for everything. You know? Everything wouldn't be the way it is today without them. So I'm very, very thankful for my team and all the efforts that they put in each and every day when they come into the warehouse. And I'm just thankful to have them as kind of my family away from my own. Looking into 2026, what are you excited about, and what are you looking forward to with your team? I'd say I'm excited to see new clients coming in. A lot of our clients that we do have do really well, but we're ready for some new and fresh clients and more volume in here so we can get the team busy as they like to do. Thank you for letting us interview you and your team and to get to know Anaheim. You guys have a wonderful facility, a wonderful team, and a wonderful leadership team. I appreciate it. It's been great meeting the Anaheim team. I had a lot of fun walking around, getting to know everybody, and I'm really excited to now meet the next facility. But before we go, we're gonna take a picture, and this one's gonna be a little different. Three two one. Anaheim.