DeStart Consulting
Summary
:In episode 35 of the Warehouse Underground podcast, host Ben interviews Dario De Stasio, founder of Stark Consulting. They discuss how Dario's passion for logistics led him to create his own company and share his insights on the industry. They also discuss the cultural and operational differences between Europe and the United States in terms of efficiency, decision-making, and governance in the logistics world. Dario emphasizes the importance of understanding different cultures and their tendencies when working internationally. Panagiotis Romanakos, a logistics consultant, discusses the changing nature of the logistics industry and the challenges companies face in terms of reducing costs, improving efficiency, and staying competitive. He emphasizes the importance of data-driven approaches and engaging employees to drive innovation. He also talks about his consulting process and the need to understand a company's identity in order to tailor a successful solution. He also touches on the issue of bureaucracy and the need to balance safety mechanisms with agility in decision-making in order Roberto discusses the importance of logistics in streamlining business operations and increasing efficiency. He explains that logistics management involves planning, implementing, controlling, and monitoring the movement of goods and services from one place to another. One of the biggest challenges in logistics management is managing gray areas, creating inefficiency, conflict, hidden costs, and political behavior. This can be caused by unclear key performance indicators (KPIs), responsibility and decision-making chains that are not clearly defined. This can lead to conflicts and Episode #36 of the Warehouse Underground podcast features guest Dario Desafio, an experienced logistics consultant and owner of Start Consulting. Dario discusses his background and experience in the logistics industry, the challenges and trends he sees in the industry, and his vision for his consulting firm in the future. He also shares ways people can connect with him and his company. Host Corey Bowker encourages listeners to check out Dario's LinkedIn profile and his consulting firm, as well as to join the Warehouse
Transcription
Speaker 2
[00.00.08]
Hey what's up everyone? Thank you for tuning in to another episode at the Warehouse Underground podcast, Real Talk or Warehouse DC and FC professionals of all levels around the globe. I'm Ben, the host of the show, and joining me on the show today is someone from around the globe. He's coming live from Italy. His name is Dario De Stasio. He's the founder at De Stark Consulting, 360 degree partner and logistics consulting, offering tailor made solutions for his customers. Now, most of the audience, most of my shows are about warehouse, distribution, fulfillment center. But there is bleed over with the logistics industry as part of this. And so I'm excited to have Dario on the show today to talk about some of the logistics industry and also some of the differences between the European model, the European market and the United States because he can offer a lot of cool insights on that. So it should be a very cool show to learn more about logistics from Dario himself. Right. So with that, I will bring him on the stage. Dario my friend, thank you for joining the Warehouse Underground podcast. How are you today sir?
Speaker 1
[00.01.19]
And good. Really good. Thank you very much for having me here. It's a pleasure to know you in person and, uh, happy to be to be here and talk to you.
Speaker 2
[00.01.30]
Yeah, you got it. Like we we met each other on LinkedIn, like I do. A lot of the people that I, I feature on the show. And so I start following your stuff and I really love it. Right. Like, it's really creative and really, uh, really sharp and really witty. And I really like your take
Speaker 1
[00.01.45]
on things. Well, uh, when, uh, let's say I'm both standing on LinkedIn. It's coming up all my identity. That's maybe it's not the same, let's say, from, uh, uh, all the consulting there are all around the logistics. I like to to be myself. Assume that.
Speaker 2
[00.02.04]
Yeah, no, I like it. And more people should be themselves today. You know, I think that's that's the way to go. So now let me ask this. So just tell the audience a little bit more about you, like your backgrounds kind of what led you to where you are today and what is to start to start consulting all about?
Speaker 1
[00.02.23]
Yeah. Thank you for this question. Um, I'm in the field from, uh, 26, 23 years. Um, and, uh, um, I started from the field. I work in, uh, Redlands, uh, um, department from a company that works for a big client in the electronics. Then, uh, here, by here, I started to grow. And I love so much, uh, what was my passion? So today, um, I can say that this, uh, my my my my passion, uh, logistics, my convenience. Uh, through these years, um, I also worked in a multinational companies as a, uh, global logistics, um, uh, project leader for, um, big companies in the luxury sector, but always as a triple worker with the, um, major brands. Uh, also some American brands and, um. Uh, today I'm the founder of the circle, something which is, uh, um, let's say a company focus on, uh, decision architecture and logistics, working with the companies, helping them to, uh, get better, the service, uh, balance that, uh, and starting from there, you know, um, understanding a little bit the, the point of start. Uh, we can start from, uh, a project, but also, uh, from redesign the system, redesign the environment of logistic. Uh, that, uh, is the key, you know, um, understanding the identity that the, uh, the companies, uh, putting put in on the, on the field and, uh, without their direction, with a new method, so we can, uh, redesign all the activities. Um, understanding, uh, the position on the market and, um, and, uh, the, the service, uh, from the field to the decision chain. You know.
Speaker 2
[00.04.24]
Yeah, yeah, yeah. Very cool background. Now like and we've kind of talked about this before and I know other people in the industry share this opinion. Like logistics is extremely broad. I mean it's very broad. There are many different layers to it. It crosses over many different markets and people and the like. I mean, that's just the nature of the beast when it comes to that, that industry. But with all those different experiences, like, like how have the different experiences that you've had throughout the, throughout the years and the logistics industry? How have all those sort of formed your views today on the best way for operations to run?
Speaker 1
[00.05.08]
Yeah. Um, there are, uh, signals in the, in the market with the clients. Uh, the first signal that I see that when things are not going in the right direction, uh, is when, um, the companies, uh, focus on, uh, um, the issues, you know, solve the, solve issues and not redesign the system, for example. This is something that I, I find that is a red flag when I'm talking with our new companies. Um, we should start to, to think about, uh, not only efficiency, but also direction. So I, I see many companies that, uh, work very well with the exceptional professional, very great departments, but they don't talk to each other. Now there is a is a together now as uh, a system. Um, so this question is very is very interesting because a lot of, uh, potential uh, topics, for example, the culture. No. Um, for example, I work with many customers, with many companies all around the world. I can I can see that in, for example, in the north part of Europe, companies are very well structured. Uh, there are there is a lot of planning and sometimes they are a little bit rigid, you know. Um, so, for example, this is something that I don't find in southern Europe that, ah, that adaptability. And, uh, you know, a creative approach can help with, uh, with you have some, um, unexpected events that in the business always can come up. Um, but, uh, well, we should learn a little bit of this planning from the north part of Europe. And maybe the both sign from a different approach in the US is also another picture. Now, um, uh, you've been done trust with the result. But, um, the companies in, uh, in the US, I feel that, uh, you need also to express yourself not only how you work. So they want to to know you and, uh, you get freedom in this way. But the control is never missing, of course. But you are that that that that space and the, uh, it's a little bit, uh, good. Uh, for, for for for for, uh, in the company for, for create your, your business with them. Um, so the culture influenced the decision style as well of the, of the work and, um. I find it quite interesting, if you think about it.
Speaker 2
[00.07.44]
Yeah. No, I mean, and very good points. And you, you brought this up in the, in the United States so that most of the audience that I have is in the United States. We, we have, uh, if you are working with international, uh, partners, there is a certain amount of cultural training that most people in the United States will have about how to work with someone who is Asian or Australian or European or what have you. Obviously, you are a European based. You are in Italy. So what I mean, coming from your perspective and working with people from the United States, what have you seen to kind of be? Because I know you've done projects for American companies before. In the past we talked about that. But what have you seen to be the difference between ops leader, that is the United States base versus some other part in terms of just decision making, speed culture, you know, comfortable with risk governance? What say you on kind of the difference between the US ops leader and maybe a European one? Well, there are differences. I a little bit mentioned before, um, for example, the efficiency without direction is something that I found more, uh, in Europe instead of, uh, in the US. Um, uh, the culture of um, control is different. For example, um, KPIs are of course, well, uh, well known and well, um, used. But, um, sometimes the common mistake is that, uh, this is, uh. Not used as, uh, should be. Um, for example, transparency is key with the clients, but sometimes I see them some, uh, some companies, uh, made manual changes for showing the best, uh, gibbins, um, uh, for example, another another issue that I find is the blind culture that the blame, uh, the culture, um, the people, sorry, the companies, they want to, uh, put a name on the, on the, um, the problem, but, uh, but as, uh, if there is a, you know, a procedure, um, and there was a training, uh, there was, uh, the risk, uh, culture of the is inside the warehouse of just, uh, let's, uh, follow the the the work. Well, the governance can change a lot. And this also, uh, impact on decision making, uh, uh, are all interconnected. So, um, a lot of, uh, companies that talk about automation, but they don't talk about governance. So, yeah, the automation can speed up, uh, both efficiency if it is there is a good structure and doing good, uh,
Speaker 1
[00.10.41]
culture. But if you don't have that, uh, automation can, uh, bring chaos in the company and the problems. So these are common mistakes that are all, um, in, uh, uh, in all the, all the, the market and, um, in Europe, I see that, uh, um, this can, uh, can be, you know, um, fix it with a different approach, with more vision from the, uh, from the leaders that are focused on fixing problems, but, uh, less focus on understanding and making. I in some sense not asking why. Uh, so, uh, in this, I would say that the US is a little bit more ahead of us, but still, uh, there is, uh, there is a space for, for improved for
Speaker 2
[00.11.36]
everybody. Yeah. And I think, uh, I think that's a very good point. And, uh, I think that's something that people need to think about. And that is if your objective, in most cases, your objective is to help the customer, serve the customer, offer value to the customer. If you're going to be an international player in that, then you have to understand what makes them tick. You know what, what matters to them, what doesn't, and different cultures. And so that's just, uh, kind of the price of entry there. But one of the things that I think people always forget is if the leaders are not, uh, about that, if the leaders are not kind of mandating that we need to have this a priority, then you may just find people just going off their natural tendencies because they're not getting that direction from the leader. So understanding those natural tendencies, I think will help you as a, as a, as a player in this. And some of it's just human nature and some of it's just kind of biases and some of it's just a reality of, of different parts of the world where people work. And you have to understand that thing.
Speaker 1
[00.12.36]
Yeah. I agree 100% with you, Ben. Um, we can see also this, um, approach of data driven now and that is, uh, always more and more important. And still today I see, um. Operational, started working on experience, working on, uh, feeling, you know, and. I know that, uh, we don't we don't see this approach on that of numbers, the engineering, you know, um, way to to think. So in my project, uh, I also help to bring some professionalism, some, um, managing approach in the warehouse. Um, I have done very nice, uh, trainings, uh, bringing this new perspective with the people that work on the, on the field that are always, uh, on the, on the, you know, on the issue, on the problem. But once you find a new way to see the things and this impact on all the markets that they work in, uh, in, uh, with the, this, uh, you know, external, uh, suggestion with this, uh, why you don't try in this way, um, you engage the people because normally people will say, hey, we have done this always in this way, you know, and these are the things that you always hear in the warehouse. But the question is, okay, so the bodies of the CEO of the, of the company is to stop the innovation. Uh, so yeah, no one wants to start the innovation. So we should start to engage the people showing the new way of working.
Speaker 2
[00.14.18]
Yeah, well, one thing that I've, I've found to sometimes be universal that crosses all cultures, and that is the tendency to do that just fine. Comfort. And we've done it this way. This is the way that we've done it. Now there's some are some more cultures that are more, you know, able to be flexible and move out of that. But in general, most people like the way that they've done it. They don't really like to have it disrupted a lot, uh, at least in the beginning,
Speaker 1
[00.14.45]
I agree. Um, you know, some friction is part of the growth. Uh, if if, um, you don't find this, uh, you know, this, uh, contradictory, this, uh, way to say different approach. Uh, you will not grow. You will not, uh, start to see the things that start in the light. Let's say so. Um, it's part of the game. I already know that when I'm actually redesign a process, I will start from that point together with the people. But, you know, as I have seen, it's not very difficult to fix this because, uh, once you, uh, show some benefits, uh, early, some, uh, you know, you engage the person, you, the people, uh, listen them, uh, starting from and not imposing anything. I'm the first one that I want to to know you. I want to know how you work and you know your issue. So how I can help on that? Uh, you know, it's mutual benefit. Then, uh, we can start from that. And the the innovation will come naturally.
Speaker 2
[00.15.50]
Yep. That's the other thing that's universal. When someone is trying to find common ground with me and two, they're benefiting me. So everyone responds with things that benefit the benefit them. And it's going to make make them better. So. Cool. I agree with that. Right. So now let me ask you this question. Kind of get your opinion on this kind of the the nature of the the industry. Right now there are many different we'll call them pain points. I guess that logistics, uh, not necessarily just six companies, but any company that uses logistics is looking to solve sometimes it's they want operational improvements is what they're looking for. Other times it's just clarity in their direction. Where are they going. Cost reductions, efficiency strategy, all sorts of different things that people may, may look for. But for you, you have a front row seat, like what are your customers or what are your clients kind of coming to you to say, these are the biggest things that we want to solve in 2026 as it pertains to logistics.
Speaker 1
[00.16.55]
Great question. Thank you. Um, well, change or not? Uh, we discussed before about markets, about, uh, um, cultures. But, you know, this is a little bit, uh, everywhere. Um, so normally in the first, uh, you know, door, you know, the first gate for a, for starting, uh, operation is, uh, reduce costs. Okay. So all the companies once was that. But once you start to, uh, understanding where, uh, you can, uh, you know, reduce the cost. Um, it comes naturally. Some, um, strategy. New strategy, uh, some new direction. Uh, you know, um, you can start and you can start also from a project for a small project. And then they, they they, uh, it becomes that, that person, the the entity of the, the company, uh, the method out there works. So, uh, they started from a project. Okay. We are in this business. And, uh, so we acquire this business we have to put in place. We have to, uh, search another, uh, warehouse or maybe, uh, improve our mass, uh, reduce, um, uh, the the the number of, uh, um, activities, uh, you know, because the randomness is always, often, uh, always find it in this project. But when you, you, uh, work on that, uh, you create a new path with that, with, with with companies. So. And it's not strange that in the end you will find, uh, the, um. You know how the the way to work together on decision. Uh, um. Chain of the on the ground of the company. So because you see how, uh, the company decide, for example, when, um, a manager decided to say yes or no to a client, there's a big impact. But when, um, you see the bank decision of, um, operator deciding to make a, um, a picking list instead of another, uh, so this makes a decision if you sum all the micro decision or, uh, the, the day in the weeks and the, you know, the operators, you have a big impact on that. So I give you this example because the decision part of the game for, for me, okay, we start from the project, but uh, then I ask to the company, do you know that this, uh, decision make this impact for you, and we can grow on that as well. So, um, they can ask you about the pain points that we discussed before, but normally in the end, we are going to, uh, the decision chain.
Speaker 2
[00.19.57]
Yeah. Yeah. Yeah. I mean, I think I think that's, uh. I think that's all true. I don't I don't think that's really gonna ever change some of the things that you talked about. They they will probably be there for ever. I mean, reduced costs. I mean, I've never heard of business yet that says, uh, you know, I really want to increase costs. I mean, it's just you, but you don't hear that that often. And if they do get to that right on the back end. So now let me ask this question. So to start consulting is the name of your firm. If I was a prospective customer, if I was a prospective client and I was considering working with you. What would I expect? What should I expect? What is the day in the life look like? How do you start out? You know, how do you interact with it? With them? Like what? What can I expect if I, um, use your services at your consulting firm? How are you helping your customers, and what does it look like for them?
Speaker 1
[00.20.58]
Nice. Thank you for the question. Um, well, I'm not one of the big four, you know, so I have to bring to the table my personality. So, uh, the way I work, my identity, that's why I discuss about identity. Because I need to understand the identity of the company. But in the same time, I, uh, say, um, show my intent and my way in the world. So this, uh, um, this way of working is, uh, tailor made on the customer as well. Yeah. So I decide, uh, the the the right project for, for for the start consulting. Um, and is the right project of the consulting is also to, uh, build the business together. You know we know, you know, we make it. We can we can make the future together. Not just, uh, solve the problem. So, um, before, uh, we discuss about, um, the decision, uh, change. So, um, I'm more focused on understanding, um, the company, but also to see where the company, uh, can go, uh, how we can work together. We can, uh, with a lot of commitment for my for myself, for, uh, flexibility. Adaptability. I, uh, I'm traveling a lot. I like to be in different cultures. I like to work together with different cultures and people. Um, today, I'm not the only one. I'm not the lone. You know, uh, I can work with different, um, uh, projects in the same time, because, anyway, I have, uh, some help, uh, some, uh, contribution external. Uh, so, uh, this can, uh, can bring some expertise in, uh, the circumstances. For example, when I, um, I'm in a new warehouse. So understanding about the potential side, uh, I I'm not alone. I'm, uh, involved also technicians. So they can give me a precise, uh, um, idea of, uh, Had the structure, no electricity and so on. So, um. Yes. Um, my approach with the client is, uh, to be myself, 100% bring these 20 years of experience in dimensional, uh, with the, um, different markets, uh, with projects, with the, um, efficiency, everything, but also to bring the different, um, uh, let's say, uh, different skills, uh, not only logistics. That's the thing.
Speaker 2
[00.23.47]
Yeah. Now, now, one of the things that I have, like, like I follow you on LinkedIn and if everyone should, like I mentioned, you put out great content and really cool person to follow. And one of the things that I've seen you post about that I think resonated with me and it probably would other people as just the, the quote unquote grey area hell. And so I think you see this life cycle of companies a lot where they start out and they're very scrappy and they're very fast, and they and they make a lot of movements. But then over time, there's just sort of this natural tendency for the bureaucracy to, to take over. Sometimes companies get bloated. You got all these like people in the, in the decision chain. So but that puts a heavy grip, a tight grip on decisions and everything. But some people will say, well, it's a. It's a safety mechanism. It it prohibits us from making rash decisions, making decisions too fast and making a mistake. But other people will say no. It just makes you bloated and too slow. And you're a bureaucracy. So you probably encounter this a lot as a consultant. But what are your thoughts on that? That sort of gray area hell and how all of that works. What say you on that?
Speaker 1
[00.25.07]
Um, this is a big topic. So if a process or a company lives in a gray area, it will never scale. So in logistics, um, most problems that happen in black and white, they will happen when, uh, gray areas between departments, uh, are in place. So um, gray areas and create inefficiency, conflict, hidden cost, political behavior. So, um, when KPIs are unclear, when response responsibility. Um, so when the people think about the project themselves instead of, uh, you know, uh, think about the good of the company, um, when there is not a decision chain. Clear. And as I said before, the decision, you see, comes always politics over. And, you know, that is, uh, is an issue that people think of, are of, let's say, of his own, uh, um, order people around uh, that because, you know, there are some, like, teams and, uh, working together, um, you know, uh, also the responsibility there when are not clear and we, you don't find the way to to to build that. You, uh, you find a way to protect yourself, and then you leave, and that is not the best way to work. So, uh, the gray areas are really an El Al, and you can, uh, you can fix it with the with some clarity when, uh, consulted in, uh, in the company, uh, it brings some, uh, natural approach. You know, the a consultant can ask you tough questions. Uh, the just, uh, to be there, uh, it's like, put a mirror. The company started to see themselves, then have to decide if they want to continue like this, to make all the people happy. Uh, you know, happy or not, we should say, uh, so, um, starting from somebody that comes, uh, an external person, uh, consultant inside your company with this, uh, freedom of speech, of saying things, uh, of course. Uh. It's not the best because sometimes the issues, uh, comes from this approach, from the conference to live with everybody, you know? But, uh, when things are working, the companies start and stop, uh, innovating. They said, no, it's not that. You should always, uh, grow, even if the things are going well, doesn't mean that can go better.
Speaker 2
[00.27.51]
Yep, yep. And I agree with you. I agree with you on that. And I think maybe it kind of depends on company. Company dependent. You know, some may be more on that than others. I think it depends. But uh, but uh, yeah, I mean, I agree with your sentiments on that. So let me ask you let me ask you this question. Um, you know, some companies that you may work with have people in their company that have good logistics knowledge, like maybe they're on staff, maybe they have a background, but sometimes other companies that you have or you work with, they won't have that. So what are some misconceptions or misunderstandings that some people may have out there as it pertains to the world of logistics?
Speaker 1
[00.28.36]
Well, this is a nice question. Um, as you mentioned, uh, we maybe, uh, we find, um, professionals, we have expertise already in the company, and then everything is on place. But we should focus on how, um, the company works. If there is a more active kind of approach or more strategic approach. You know, for example, in the first, uh. Example, you see the company that uh, uh, follow uh, issues follow the, uh, the client and the many requests that comes, uh, maybe, uh, extensions, um, react on everything. They, they, they follow the work, let's say, uh, but I don't say that this is bad. This is always good because the companies that work also for. But once you see the company that is, uh, working in this way, you have a lot of problem solvers. Um, yeah. But it's that are full of people. Then the, the, the work of this guy and the these people is, uh, fixed issues. They go they go to to the, to the home in the, in the evening happy because they fix, uh, one, 1000, uh, problems or other issues, but, um, they didn't redesign anything. So, uh, also when you, uh, see the companies, this work that's searching for a new employees or new manager, uh, problem solving is always requested, but it's okay. Uh, I mean, it's important, but, uh, um, I would like to see more companies than think, uh, talk about the strategies, how, uh, a problem can, You know, so forever. I didn't design the the ecosystem didn't create that problem. Um, so strategic, uh, consultancy is more like on why on, uh, redesign, on the sense of the things. Uh, so that's why I'm talking about identity. Um, most of the times with the companies, because, uh, uh, it's part of your ID when you, uh, working this way. Um, you are, you put your ID on the market. Let
Speaker 2
[00.30.55]
me ask you this question. Uh, so it's kind of shifting gears a little bit on this one, um, specifically about Italy, right? We'll talk about Italy, which is, which is which is where you are now. I'll say there are some locations. There are some geographic locations in the, in the United States that are just in prime spots. Geographically, whether it's by the port or by the roads in the United States where the center of population is. So some have the huge advantage. And I would think that I would think that Italy has an advantage like that, too, in the European market right there on the Mediterranean. So how big of an advantage is the is the geographic location of Italy for all, all all of Europe?
Speaker 1
[00.31.43]
Well, yes. Um, uh, naturally. Uh, Italy was uh, um. About the position. Here it is. Uh, we are in a geostrategic, uh, position. Very, very good. Uh, in the middle of the Mediterranean. We are, uh, and, you know, um, uh, between two, uh, regions. Uh, Europe and Africa. Um, so the position is very strategic. Um, but this is, uh, from, let's say, since forever. But I started to see the things in a, in a little different way when we are starting to see conflicts than to bring and borders here, for example, Milan, Milan and the recent, uh, 20 years, many big companies bring the strategic, uh, headquarter here. So when we start to see, uh, decision makers, the C decision chain and the of the big companies, uh, position, uh, and then uh, and then and also operation because the mobile is full of, uh, big, uh, warehouses and uh, in the recent years, there are many, uh, new, um, operations from, from all over the world, the position as a strategic in hub for southern Europe. Uh, also myself, I have, uh, four big projects or EMEA region with, uh, in it in Italy. So this is another method. So when we see, we start to see the, um, headquarter of big companies taking place, um, in Italy, this is a big it's a direct direction for the, for the companies that see Italy as a prime location geographically set.
Speaker 2
[00.33.42]
Yeah. Yeah. Perfect. Yeah. No, I'm I, I agree, it's been been that way forever. Like like you said, it's a location. Yeah. So.
Speaker 1
[00.33.49]
Yes.
Speaker 2
[00.33.50]
All right, let me get your opinion on this. Just the industry in general. Right. So you you you're expert in the industry. So where does your opinion. But where do you see it going over the next 5 to 10 years? I mean, new things are coming online. Artificial intelligence and more data and systems and every automation. Well like where do you see it? Where do you see the logistics industry going and and how can you kind of kind of help help guide that for your clients?
Speaker 1
[00.34.19]
Um it's great. Um, we are seeing we are in a turning point at the moment. Uh, managers today are starting to see, um, uh, you know, um, the activity saying the tools. Okay, but also starting to see vision starting to understand. And for example, the the service must be more like, uh, leading the client instead of following the request. I give you this as a, uh, turning counter turning point. Uh, I say this because, uh, we are all, um, always talking about the, um, either automation or uh, i.e. that, uh, is great. Uh, that overload, of course. So these are all, uh, tools that we can implement. But, uh, what I have seen, um, that is the group, the, the manager are starting to change the way they work with more, um, or, um. Mental automation first, let's say, and then automation. So, um, I see, uh, companies that are integrating uh, not anymore, um, fragmenting, uh, activities. So, uh, also this, uh, approach of the, uh, the new, um, professionals that are working, uh, like myself or many others, uh, in, uh, not with deep dependency, but uh, with more, uh, autonomies and uh, helping the more, uh, environments at the same time. This is, uh, another point that I've seen in the logistics industry before. Uh, there were less on this new, uh, profile that work, uh, in the, in the history with also competitors. I'm at the moment I'm working with a different competitors, but with, uh, of course, uh, NDAs with, uh, of course, uh, uh, confidential, uh, uh, you know, um, we may not, uh, put, let's say things, uh, because confidentiality is very important for, for, for planning for, for myself. But this, uh, is more on culture. Um, but of course I can. I can also see the automation is growing a lot. Yeah. Uh, companies that are working, uh, manually, they start to think about the sorting for closing lines. Uh, I see more and more, um, you know, uh, big to, like, good light. Um, yeah. Unloading. Uh, you know, uh, there are also small companies that are starting the, uh, step by step to build some automation and starting from, uh, closing lines that are easy to, to put in place for closing the, uh, the parcel and put the label, uh, wait and and sorting by car, by destination. This is, uh, something that is growing a lot. And, uh. Yeah, I think, uh, I think those are all. I mean, I think it was an exciting time to be a part of the industry because you have this, this thirst for knowledge, you have all this new stuff, and some of it is just noise. Some things are just noise. And and people need to filter out the noise from whatever. But just exciting time to be in because you have all this new technology, you have all these new people, all these new ideas. It's just it's just a cool industry to be a part of because it's just growing fast. And now there's more talk about it, more hype. And so I think that's a good thing. I think that the hard thing the challenge is, is going to be just just blocking out the just overload, just overwhelming of all, all these new things and everything. But if people can do that, if they can sift through what's bring in value and not, and the people that can help them do that, the people that can help them sort of find that value and figure out what's noise and what's not. I think that'll be that'll be gold. I mean, that that will be the good part to to be to be, uh, as that, as that begins to come down the pipe. So.
Speaker 2
[00.38.39]
Now let me ask this. I like to to kind of wrap it up. So, you know, like I said in the beginning, I follow you on LinkedIn. Other people should follow you on LinkedIn too, if they don't. But where can people find out more about you? And where can people find out more about this? Start consulting. So I know you have a website and like I went to the website, but, uh, what are you where can people find out more? And what do you have on the horizon for 2026 and beyond?
Speaker 1
[00.39.05]
Well, um, of course, as you mentioned, I my, um, website and you can, of course, uh, ask me directly on my, uh, LinkedIn. I also the LinkedIn, uh, the consulting as well. So, uh, there are uh, there is also my number, my email. Um, uh, very easy to find in my profiles. Um, and the the vision is to, um, to, let's say, uh, consolidate the, uh, partnership with the, the current clients. But to be open and your collaborations, uh, even with the small entities, it's not, you know, uh, and better to grow together, uh, make new assignments together with a small, uh, you know, startup. It's very exciting. It's part of the game, I love it. Um, so. But also, uh, to to to create this, uh, a team of experts that, um, work together more and more for, uh, for more projects at the same time. So this is the direction today. Um, keep, uh, keep the the line very straight. And also be open and new operate new clients. Why
Speaker 2
[00.40.26]
not? Yeah. Yeah. Uh, you know, exciting times, man. And, uh, like I say, I hope people. I hope people follow you and check you out, like you've got some cool stuff. Be very good. Good guy. Very knowledgeable and insightful. And, uh, I think people will really enjoy working with you if they seek you out, so. Well, thank you. I appreciate you, uh, appearing on the podcast again, my friend. And, uh, you know, good. Good luck to you and in the future. And let me know if there's anything that I can do to help. And, uh, awesome time chatting with you. It was. It was really cool. Thank you again.
Speaker 1
[00.41.01]
It was great. Thank you for the experience. Uh, you know, really enjoyable enjoying it. And, uh, I wish you the best. Yeah.
Speaker 2
[00.41.08]
Thanks, Dario. Take care of my friend. Bye bye. All right guys that concludes this episode. So like I say check out Dario Desafio on LinkedIn. Give him a follow and check out his consulting firm if for really anything. Uh, but certainly if you are interested in the logistics space or the services that they can provide, uh, you won't regret it. Very, very, very good guy. I really enjoyed getting to know him and chatting with him. As the Warehouse Underground goes, please sign up for the community is almost 300 people that have signed up for the community. Inside the community, we do live events. We just did one a couple of weeks ago. We have message boards and networking, lots of cool things going on inside that community. And check out the Tiger Team show, which is the other podcast I do. The other show, I have a co-host, Jordan, we put on that show. It's all for people that work in warehousing and fulfillment centers and distribution centers, but it has a wit, humor, and sarcastic flavor to go with it. So if you guys are into that, I think, I think you will like that show. So thank you again to to Dario for for being on the podcast. We will see you next time for episode number 37. Take care. God bless.
