The expert is the former Head of M&A and Data Science at XPO Logistics, where he oversaw 400 deals, focused on customer-centric technologies and data strategies. Prior to XPO, the expert served as the Chief Supply Chain Officer and President at Inditex, where he was responsible for the merchandising strategy, inventory management, and distribution. He oversaw the construction of a 5 million square foot distribution facility in Spain. He also developed predictive modeling algorithms for inventory and demand management.
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Brad's acquisition strategy was aggressive, to the point of considering the purchase of Old Dominion, which would have doubled the size of the company. However, the family had no interest in pursuing this.
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XPO LTL also grew by acquisition, which meant we had to spend a lot of time integrating software systems. We quickly realized we were not as efficient as we needed to be, driving our prices up to maintain our margins. LTL was Brad's main focus. He saw the growth potential in the e-commerce market and the bulk transfers with LTL, which he believed would drive the company's growth.
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We were in the right place at the right time to start the consolidation of the LTL market. However, we noticed that many companies were reluctant to sell to XPO. We often had to increase our offers by 30% to 40% above market value to persuade them to sell. Brad was willing to do this, despite the potential reduction in ROI over a five to seven-year period.
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The expert is the former Head of M&A and Data Science at XPO Logistics, where he oversaw 400 deals, focused on customer-centric technologies and data strategies. Prior to XPO, the expert served as the Chief Supply Chain Officer and President at Inditex, where he was responsible for the merchandising strategy, inventory management, and distribution. He oversaw the construction of a 5 million square foot distribution facility in Spain. He also developed predictive modeling algorithms for inventory and demand management.
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