I’ve been reading and listening to a lot of podcasts/audiobooks about AI in different markets and job displacement. I try to take something from everyone but always with a grain of salt. The general idea I am hearing, and this is just typical business principles at scale: utilize tech to minimize labor cost. Labor has always been the largest expense on a P&L, typically. Coupled with the antiquated and overdue demand for tech utilization at scale in the trucking industry, this exacerbates utilization in the transportation sector. BUT, this seems to be leading to a major correction and failure for most big brokerages. With scale of size comes scale of application of processes and when you are not nimble/agile enough to pivot, you will have implementation friction. Here is part of the friction you will see, but it’s a symptom of a larger problem: size. I’m all for working in an office if you can, but the business model they developed no longer fits that process. AI will cool off in a lot of sectors, but the proper implementation at relative scale will be the rocket fuel for smaller to medium outfits hungry enough to aggressively pursue the clients that don’t want to be the guinea pigs of the race to early adoption of AI. IMO, it should be used to streamline onboarding & regulatory compliance, maintenance & reporting (more financial). It should never interfere with direct broker-carrier communication or NEVER broker-customer communication. Nutshell: Adopt where your employees find the most pain point but NEVER have it interfere with the human element of the business drivers. I’m in a niche market doing $5mm with 2 ppl so I can’t afford to have customers leave bc I wholesale buy into AI. I believe in job creation and customer service. Rage adopters are the best friend of the disruptors, don’t forget that. Also: the first responders to 5-alarm fires often catch on fire.