Physicians are as empathic as anyone, but their training has been to think in terms of science, that health is a product of good biology and disease is merely a scientific problem to be solved. I think the answer to this is to have a more broad view of what it means to be a physician. You have to be a good scientist, know the human body well, know disease well, but going past that, then you have to know what it means to be a human being, what it means to patients and families to suffer with illness. I mean, it's a question of relieving their suffering through all measures, maybe not just opiate analgesia, but, you know, support and other counseling, spiritual means, family support. I mean, if you can make it better because you were there doing the intervention, whatever it is, and usually it's multiple things. It makes me a better oncologist when I address the whole person. Whether I cure them or not, treating their symptoms along the way makes a difference in their quality of life, makes a difference in their family's perception of their disease and their life, and really it gives sense to the public a message that you don't have to be miserable while you're getting cancer treatment. And I think that's an important message and it's something palliative care brings to the table. To me it's all rolled into managing and helping and providing care for an individual. I don't distinguish palliative care from curative care. I think of it all as just good medical care. There is truly science in palliative medicine. We're understanding more about the mechanism of action of medications that treat symptoms and learning a lot more about the physiologic basis of symptoms. And so just like with cancer, we are beginning to develop targeted therapies for symptoms and there's a huge amount of science to learn and to study and then to apply. So in no way do I think of it as soft. It needs to be in fact just as rigorous as the science that we study for the treatment of cancer or heart disease or whatever. I think the uninformed and the inexperienced would think palliative care is sort of a soft discipline within oncology. I probably could have been accused of that myself a few years ago too. It only takes one patient to convince you that that's completely erroneous and completely inaccurate. It only takes one example of a patient who comes in with problems that not a lot of people can take care of and who's taken better care of because you consulted an expert in palliative care to bring you 180 degrees around. Palliative medicine does not deny the very real ability we have now to take care of complicated illnesses with very high-tech expensive interventions. And I think that physicians who become good physicians know they have to understand the knowledge base to be a good physician. They have to understand the technical side of their job. But they better spend a lot of time understanding how to listen to people and how to care and how to set goals and directions so that the therapies that we've learned can be correctly and properly applied. It never seemed right to me to take care of diseases. And so taking care of patients means addressing what bothers them, not just what we think is wrong. And there's an old adage, don't just do something, sit there. That makes a lot of sense. It's really easy to listen to someone's lungs to order another task, to walk around and do things.  Providers who give the best care are able to combine a group of skills that go from technical excellence and having the basic humanity of understanding how to deal with patients and willing to spend the time that's needed to deal with patients. Sometimes it's just a matter of sitting down, and I literally mean sitting down with a patient, gives a sense of you're there, you're not on your way out. Particularly taking care of the family, you do need to have certain other skilled professionals who are able to bring something to that equation that you don't have. And pediatric oncologists are very good at this, is the multidisciplinary team approach, where the team consists of the physician who's generally in some respects like an orchestra leader or maybe even a cheerleader. Often a primary nurse, social worker, chaplain, it's hard to replicate in all circumstances, but it's essential I think for optimum care. Well team work is incredibly important. Old school oncologists tended to, old school physicians tended to be very regimented where physician is king. I think we're in a new day. Those of us who are going to adapt to the new day are going to accept the fact that medicine is a team effort. As physicians and healthcare providers at many levels, we sometimes are absolutely overwhelmed by the obstructions that the system seem to create. There are changes in our healthcare environment in regards to payment. There are also systems in hospitals and nursing homes and home care which don't lend themselves to make it easy for us to provide support and care. The best doctors are able to work the system and manipulate the system in their patient's best interest. So there really isn't a reason that we need to be giving chemotherapy in the middle of the night. There isn't a reason we need to be giving most of the time blood transfusions in the middle of the night. That's part of palliative care. Those are things, small things that we can do to sort of get around the system that we've created to palliate symptoms, to avoid causing symptoms in patients. And that's part of palliative care. You may recall the story I think attributed to Gandhi, where a man walking along a beach sees starfish all over the beach and is throwing one starfish back into the water and another starfish here into the water. But there are thousands and thousands of starfish and another man comes up and says, Gee, what are you doing? There's no point in you throwing the starfish back into the water. Look at the task ahead and it doesn't matter what you're doing and to which the man responds, it mattered to this starfish. It throws another starfish into the water. I think we each, as practitioners, can do a better job with our patients. So the payoff for oncology is first sometimes you cure people and that's the ultimate wonderful thing. But along the way, whether you cure them or not, you can make a huge difference in people's lives by being there, by being honest with people, by supporting families, by helping people know that you're not going to walk away. For me, the reason I don't feel burned out is because when someone dies, I don't feel like I failed. I feel like I did everything I could do as a physician, everything I could do as a person, and that's all there is. So I don't walk away with regrets and I think that allows me to do it again and again. There's definitely a satisfaction in doing hard things well. And in fact, I mean, caring for a child in whom treatment is not effective. It's painful, but it is satisfying because unless you give something of yourself, you know, well, you're not a very good oncologist. So it takes a little piece of your heart away every time. The big payoff of us understanding the importance of palliative care, the big payoff of us approaching palliative care and the scientific means is we all become a little bit more human. I'm very optimistic that oncology is going to embrace the integration of palliative care into practice. There's a lot of move that suggests that's truly coming, finally. There is funding coming, which makes a huge impact. There are new medications, and I think there is fortunately a groundswell from patients that I think is important to demand that this be part of their care. I'm completely optimistic that palliative care will ultimately be integrated into all aspects of oncologic care for patients, both surgical oncology, medical oncology, and other disciplines like radiation oncology and immunotherapy. I don't think it's going to happen overnight, and I don't think it's going to happen without a lot of work on everybody's part. Number one, let's get competent. Let's all of us make sure we're competent. Number two, in order to try and implement all these new competencies, we have to make sure that we have found ourselves someone we admire who does this well. And number three, we have to take a hard and candid look at the environment in which we practice and choose a battle that we can win. There are many, and each of us has to choose something appropriate to our own practice environment. Somewhere along the way, most of us will get some difficult disease that we have to live with and seek treatment. I think, like me, most of us want not just treatment for the disease, but treatment for the symptoms to maintain our quality of life and support for our families, our friends, our children. If I don't make it through, I want to be sure that I leave the world knowing that the people I love are cared for and are okay. And I think integrating symptom management and whole person care in oncology specifically but medicine on the whole makes it more likely that we'll all have those choices.


From Las Vegas, it's theCUBE. Covering VMworld 2018. Brought to you by VMware and its ecosystem partners. Hello everyone, welcome back to theCUBE's live coverage here for day two, we're kicking it off for wall-to-wall coverage. Three days of CUBE interviews here in the VMware Village. VMworld Village, I'm John Furrier with Dave Vellante. Our next guest is special guest, CUBE alumni, Michael Dell, CEO of Dell Technologies, founder of Dell, Michael Dell, named after the company. Great to see you again, thanks for coming on. Great to be with you guys and thank you as always for the incredible coverage you provide for our events and so many great events across the whole industry. You got two teams going here at the same time. It's great, isn't it? Tremendous coverage, thank you. Great community, what's interesting is this is our ninth year doing VMworld and we've gotten to know the community really well and it's just been so much fun and it's been great to see everyone. And more exciting now is this year's keynote, which I thought was pretty interesting. You look back just four years ago, the cloud and who was doing cloud, who wasn't doing cloud and everyone's throwing around. Well, they don't have a cloud strategy, what does that mean, right? So it's very clear what's happening with cloud, right? Everyone knows the cloud's going to be there and but the role of infrastructure hasn't changed. So at the end of the day, you made a big bet going and taking Dell private and the things that you've been doing certainly with VMware and others, infrastructure is never going away. So that was a good bet.  All these things are still happening and Amazon announcing RDS on VMware, on-premises is absolute validation from the customers that on-premises activity is still going to be super relevant in a cloud world. So it's not like anything's really changed, it's just a rearranging of the resources, your thoughts on this trend and your bet on infrastructure. It's a data economy, right? It's a multi-cloud world. That's a two-way street and if you think about the billions of connected devices, the explosion in data, overlay on top of that, all the new computer science, that requires all kinds of new infrastructure. There's a boom on the edge and so absolutely, this is why you see our business growing so quickly and doing as well as it's doing and we're investing in innovation strongly. You saw it yesterday and today in the keynotes and it's resonating extremely well with customers and so I think we're very well positioned, we've been gratified by the response from customers and partners around the world and look, every business is increasingly recognizing the importance of technology and data and that requires lots of new tools and technology and it's why we created Dell Technologies, right? To be the essential infrastructure company and it's working well, it's actually working better than we thought it would work. So it's all good, guys. Well, you know, my old boss, whom I think you knew, Pat McGovern used to say that 90% of mergers and acquisitions fail to meet their objectives. So then with many, many examples of that, in roughly 36 months from when you announced the merger acquisition, you've completely transformed Dell. You went from a company that was like sort of a half superpower, obviously, in client and you were relevant in other areas but you were in number one. So number one in all the magic quadrants and in record time and it's one of the most amazing transformations I've ever seen. So your thoughts, you're welcome but I really like to understand what were the conditions that allowed you to do it? Obviously, they say it's better to be lucky than good. You're both good in, there's probably some luck involved but what were the conditions that allowed you to make that transformation in such record time? Well, certainly a big one was the acquisition of EMC. Well, right. Right? Yeah. And along with it, you know, VMware and Pivotal, right? And we theorized and actually as you guys know, this story goes back a long way, right? It actually goes back to 2001 when Dell, EMC started working together when VMware was just a little, it was, you know, when Sanjay showed the slide about the server virtualization, actually before VMware was server virtualization, it was workstation. Workstation, that's right. And we were an investor at VMware and we thought that was cool. Anyway, so fast forward to 2013, we go private. 2014, Joe Tucci and I restart the discussion we'd had earlier back in 2009 about combining together. 2015, we announced it and we thought that if we could combine everything together that customers would, you know, really like it. And, you know, thankfully as we found that's been true, it's just been more true than we thought. And the innovation engines are cranking on high, you know, $12.8 billion in R&D invested in the last three years. And you see here at VMworld and at Dell Technologies World the strength of the roadmaps. And so every turn of the crank, we're just getting stronger and stronger. We never believed that, you know, everything was going to go one place or the other, okay? It's actually great that the edge is booming. Now, if you said, did you know that five or 10 years ago? No, I didn't really know. But you could kind of see some things starting to happen. But, you know, look, distributed computing will be even more distributed in the future, right? So you had good products, you had a great combination. That makes it a lot of sense.  A team, right. The quality of the talent that we are blessed with is amazing and it's a flywheel because you can attract the people, you know, and the very best people and develop them and train them and they want to come be part of the winning company. And we saw a lot of, and we saw that on theCUBE, we commented about the synergies that were probably unrealized or unrecognized by others. You obviously saw that. But then also there's other side of the equation of the financial opportunity. You took financial risk, you put your own money into the deal. There's a lot of engineering going on. We took the risk, it's the man in the arena, you know? And not everybody wanted to take the risk and, you know, I'm happy to take some risk. Yeah, but the rewards are looking good. I mean, if you keep in score, which I'm sure you are, the numbers are looking pretty good. So, there's the financial side of it and then also risk reward payouts are also part of the entrepreneurial thing.  I mean, we're clearly gaining share. Number one in storage, in all flash, in NAS, in backup and data protection and every category of storage unstructured, we're bigger than number two and number three and number four all combined together. Number one in servers, right? Number one in virtualization, in all flavors. You saw what Pat showed, you know, with the progress with NSX, with Workspace One, obviously server virtualization, you know, number one in client as well, right? In, you know, client revenues. So, the business is quite strong and healthy and what's really interesting is if you look at it across customer types, you know, the very largest, the small, the medium, the government, the state, local, top 50 countries, pretty much everything is growing double digits all across the world, every customer, every route to market, every channel. So, you know, I think the industry is stronger than people understand. That's the first point. I think there is this data economy and this tsunami of data that's being created and that's driving demand for infrastructure products and solutions, we have the best in the world. And then, on top of that, we're gaining share. So, all of this together is a good news story. And the market forces you mentioned that really were something that, I think a lot of people in the industry at the time that you were contemplating the deal and we talked privately about this, so I want to kind of bring this up here in theCUBE, way back when, the industry pundits were looking at the industry almost like a siloed map of TAM, total market addressable market. And these other forces, if you factor those in as a market force, it changes the analysis of what you were talking about. And we talked privately many times, but one time we were talking about the maturity and size of the on-premises IT market. It wasn't, they were like, oh, IT's dying, dying. It's like huge. I mean, it's massively mature. So, and we talked privately about that. That's something that a lot of people missed. They didn't miss that the size of the market was so big. Might have been, you know, flat, but it's a mature market. But then these outside forces transform and now the deal with Amazon highlights that. Two-way street, now it's going the other way. And look, if it's obvious, there's probably no opportunity, right? And so, you know, I kind of made my life of doing stuff that maybe wasn't quite obvious to everyone. Okay, fine. It's just how it goes. So maybe it wasn't obvious to everyone. And I remember when we announced, you know, 2015, everybody was like, whoa, what are you doing? Right? Why are you doing that? And now it's kind of like, oh, seems like a really good idea, right? So look, I'll tell you what I think is maybe not so obvious right now. Although I think people are starting to figure it out. There's boom on the edge. I think the edge will be bigger than the cloud. The private cloud, the public cloud, the sasset. The edge will be bigger. What are some of the tell signs on that? How could you tell? Very, very simple. Go to ARM, all right, and say how many microprocessors and sensors and controllers have you sold? 120 billion. Okay? Seven billion people in the world, 120 billion. That's already sold, okay? This isn't the next five years or 10 years. The numbers are only going to go up. That's just ARM. So you think about everything becoming intelligent, the cost of making something intelligent going to zero, the cost of prediction in the form of AI and learning and inference going to zero, and how that refactors the economy and the explosion in data as a result, oh my God. Incredible opportunity for infrastructure. So that's a factor that makes that AWS VMware deal more sensible because the conventional wisdom was just that. It was a one-way trip to the cloud. It's turned out to be a boon for the data center. So edge is maybe one reason why, but perhaps there are others, your thoughts. Well, it's, look at TensorFlow. Let's just go back to our last quarter, right? Server networking business grew plus 41%. Well, server networking business is growing plus 41%. Everything can't be going to the big three public clouds. It's not. So there is a boom on the edge. It's the AI, it's the ML, it's the software to find data center. Cloud is an operating model, not just a place, right? And again, big growth in our appliances, taking all the innovations of VMware and expressing those in consumption models and making it easy for customers to deploy. It's all working quite well. And we're uniquely positioned as Dell Technologies to be the best choice for customers. You're the store for all this. I want to drill down on the IoT edge boom. The tell sign you mentioned is really interesting. I like that. But also I want to tease out what Pat Gelsinger said on stage yesterday. He said, you know, IoT, because you know, we're going to kind of critical the IoT, not super critical, but it's maturing, but there's no real products yet available in a true sense. But Pat said, it's being connected now. So you mentioned ARM. Penetration used to be, and you know that from the PC game, everyone should have a PC. Now everyone's got PCs and laptops. So the penetration game is not the issue. They're already there. So as things be fully connected with mobile, it's not so much the penetration numbers per se. It's the network ability and the intelligence. So AI ops on the IT side, AI in apps. And Pat said the apps are the networks. So this is a new networking dynamic, networking things together, making them more intelligent is the new metric. Do you agree? Absolutely. And look, most of the 120 billion aren't connected, but you know, they're going to be connected. They have phones. And there's going to be 1.2 trillion, right? It's just going to keep growing, you know, in five years, 10 years is going to be way, way more. And then you've got 5G coming and it'll be node to node connection. And so yeah, and then you overlay the AI, it's all this is reinforcing itself. You know, at the center of this, there's a relatively simple thing that's happening, right? It starts with data, right? And you know, this is no different than it was in the 60s or 70s, right? With the beginnings of IT, it's just now the cycle is going much faster. It starts with data. With your data, you make better products and services, right? And when you make better products and services, you attract more customers and you get more data. It's just now, right? The number of devices, number of nodes, and then the network connectivity, and then you insert AI and machine learning and neural networks, you know, et cetera, on top of the data, and then it goes even faster. And that wheel's just spinning faster and faster and faster and it's not going to slow down. It's probably going to renaissance. You talk about networks, and there's a metaphor, I like the metaphor of networks of data. And you talk about, you know, you lived for decades on the cadence of Moore's law. Well, that's not the innovation anymore. John calls it the innovation sandwich. Data plus AI and cloud for scale.  That's why there will be a boom on the edge. We're already seeing it in manufacturing, in retail. And anybody who thinks that everything's going to the center of the universe somewhere, it's just not right. But hey, look, when there's some disagreement, there's opportunity. And I'm perfectly willing to step into that opportunity. Opportunity, yes, yeah, you're good. So obviously you're doing well on the upside of the risk that you're taking. But I think the operating model is interesting.  What you're talking about here with data is a sideways force coming in. That's disrupting IT's footprint as well as the operating model. I think this is what, I think it's compelling for this new flywheel between cloud, mobile, ML, AI, and edge is that that integrated flywheel is a vicious circle. More compute, faster access to data. Faster access to data, better AI. So more data, more accurate data, better AI, that circles around, that's a flywheel. This is coming sideways. This is not an upside down. This is just a- And what our customers are realizing is that because of all this, they need to have more developers, right? And they need to express their competitive advantage in the form of their data and with software. And so what they want is a developer friendly, developer ready, secure infrastructure that is cloud agnostic, cloud neutral, and can operate in an autonomous fashion. And they can decide exactly where to put workloads based on security, performance, you know, cost, you know, et cetera, right? And it'll be a workload dependent type discussion. And, you know, again, with Pivotal, VMware, Dell EMC, we are really well positioned to help our customers with that. So I can ask you, so what you described to me is a new era. It's not a cloud of remote services anymore. It's this ubiquitous, intelligent, you know, platform. And it feels like it requires a new brand. And we're seeing the evolution of the Dell brand, the Dell EMC brand, now Dell Technologies brand. Talk about the brand and what we can expect going forward. I would say light touch, right? And so, you know, we revealed the Dell Technologies brand when we did the combination, but we also kept the, you know, important brands that have been part of the company's history, you know, in the form of VMware and Dell EMC and Pivotal.   So I think people are understanding what we're doing. They understand what Dell Technologies is more and more and the brand is resonating well. So we feel very good about how all that's working. You said on theCUBE here that VMware is a crown jewel of Dell Technologies, obviously you can see the results. Elaborate on that now, give us an updated answer today because obviously you look at some of the things that are going on, you know, NSX has turned out to be a very good investment payout from VMware as kind of an interconnection point between multiple clouds. The Amazon relationship is deeper and it's very clear for the field sales teams, it's a great go-to market from what we're hearing. That's, and then the senior managers are involved at both levels of those companies. So VMware actually is interesting position going to a whole other level. Update us on the crown jewel status of VMware. So, you know, within the world of infrastructure, in the software domain and software defined data center, VMware is the successful company by far, right? And the level of innovation that is coming from VMware is really profound. I mean, it's the highest it's ever been and until next year, right? Just go back and look at Pat's keynote and the things that have been rolled out and, you know, we're completely and tightly aligned as a Dell Technologies family. So VMware is at the center of everything we're doing in all the areas that we've talked about. At the same time, right? We've kept the ecosystem open. You see here on the show floor, the whole industry well represented and participating and engaged. And that's been an important part of VMware's success from the beginning and will be forever. Well, we used to laugh out loud. Belly laugh when people said you were going to sell VMware. I mean, it was just like, that made no sense. But it's given you incredible financial flexibility. It throws off cash, it counts for a nearly, I think roughly half of the profits. And now you're taking the $11 billion dividend, which gives you the ability to clean up the capital structure, create more clarity and then become a public company again. So can you talk about that a little bit? I don't know how much you can say, but you know, we used to joke about the 90 day shot clock. Seems like that's where you're going. You're obviously comfortable there. You're a very well run company. Your thoughts? So, you know, I've been doing this for almost 35 years and 25 years of it. You know, we were a full public company. We're actually a public company now, right? We make all the public filings. It's all out there and available. But the equity of Dell technology, so that we have a proposed transaction, which you've seen proposed transaction will have the effect of retiring the tracking stock, which we created in the combination, you know, started. Great premium. And exactly, and that retiring the stock, it'll be replaced with a combination of cash and equity in Dell technologies. What I see is no change in how we're operating and our strategy, our relationship with our customers and partners and in VMware's independence and you know, what I would tell you, if you got any further questions, we have SEC filings, you can refer to those. We've got all kinds of answers in those and we have an investor day coming up, you know, in September where, you know, we'll go into more detail. Is that an HQ? The investor day? Is that in New York? That's in New York City. Well, product strive value, value provides customers really to pay you for those value services. That's called a business model. You've got a good one going on. Congratulations. Congratulations on the great bet and it's great to see the results and it's fun to keep in touch. Thanks for coming on theCUBE. Really appreciate it. Thank you guys very much. Thank you. Thanks for spending the time. Thanks for the great coverage. All right, CUBE. All right, great to see you. Michael Dell here on theCUBE at VMworld 2018. I'm John Furrier with Dave Vellante, more live coverage after the short break. Stay with us. We've got full day two and day three coming. Two CUBEs here in Las Vegas. Stay with us. We'll be right back.


What you see? What's going on out there? You hear that? What is it? Morning everybody. How you doing? It is another new day Today I am filming this on a a Wenda's day I'm not sure when you're watching this, but happy Wednesday to you anyway So today the plan is to get as close to our delivery as possible We're not gonna make it by three o'clock, which is a shame Because I would love to get unloaded today so that we can get moving towards a reload But it looks like we'll be unloading first thing tomorrow morning and then heading towards a reload It is what it is. Let's get her done today. We're in Menominee, Wisconsin at the rest area in the back here Feels like a beautiful day to be a truck driver Got the sun shining Nice and warm. It was hot all night I had to idle the truck a little bit a little bit Because it was so hot like it felt like and a humid felt like I was drinking the air and diesel was having a pretty hard time in the heat so I threw on the air conditioning and That was that it is July after all so it is the hot season During the hot season and the cold season in winter is when you would idle your truck more Try to I try to reduce it and make it as little as possible, but You know at the same time you got to make sure that you're well rested so that you're not a danger on the roll If you're not getting your sleep It can get very dangerous very fast And if it's so hot that I'm sweating buckets. I won't get a good sleep. So sort of got to weigh your options and Just just bite that bullet some nights. I Want to stop at a Walmart today too. I want to get some good food some healthier food than what I've been eating Because I've been getting a little bigger again. I know that when Brit was with me we ate out a Lot more than I usually do but that's because you know It was special that she was along that the whole family was along so it was a special Special occasion, so we ate out a little bit more, but now it's time to really Focus on my diet that I wanted to be focused on at the beginning of summer already in beginning of spring It's sort of summer the year's half over It's time to start getting out there getting my walks in every day that year I was focused and I lost what like 30 30 pounds something like that Just from eating properly and walking every day and I can do it again. I can do it again Just got a like I said just got a focus. I'm Jane Burns Harbor, Indiana Which is a little bit further east of there's like 10 miles further But it's a bit better of a neighborhood but Lake Station is practically right there where my customers It's look right around the corner.  I was actually really excited about it and then Fell through I don't get to go there that often anymore So I was excited to go but unfortunately the load fell through already, so I still have no reload And if I don't have a reload by the end of today, which is in 15 minutes. I Won't bother showing up to deliver this Until everyone gets to the office tomorrow morning. They're gonna get there probably around 8 a.m. So I'll get to my receiver around 7 30 so that Already been around 8 a.m. The same time so that by the time I'm done unloading They'll have had some time to settle into the office get their computers fired up Start sniffing around for free and hopefully by like I don't know 9 9 30. Maybe they'll found something for me But if I go there right at 6 a.m. I'm guaranteed to just be sitting around wasting my e-log hours Because no one's even in the office yet to sniff around for freight for me right One day it's sort of like my dream one day. I'm sort of hoping to have my own running rights where you know I Could have my own truck my own trailer my own unit and I'd find my own freight I don't really know much about that so I'd have a lot to learn And I don't know if it would benefit me because I don't have the the the sway of like a bigger company to secure good paying loads So I don't know if it would if I'd make more money doing that or not But I mean I'd get the whole thing then right I'd get the whole pie instead of someone else taking a cut out of my pie I don't know. I like the whole idea of uber freight and that whole whole thing But uber freight doesn't operate in Canada yet If they did I would be interested in looking into it possibly one day signing up with them if I ever had like my own trailer I'd look into it and one day I want to have like I was telling you in the other The other vlog the other day.  I don't know I'll definitely be advertising through my YouTube channel at that point because a lot of you or drivers or your newer drivers You're looking for people to hire you Come work for me. Why not? But there would be restrictions. I mean you'd have to live in my general Area or the routes probably in Western Canada would be best, but even if you lived out in Ontario Even an American citizen, I'd have to look into if I could hire American citizens It all depends if I have my own running rights. I could hire anyone from anywhere all I got to do is bring you a truck to drive and Hope that you're a good person and aren't going to abandon my truck in the middle of like Florida or somewhere I got to go get it. I Wouldn't like you very much if you did that to me, especially if I run such a small company that cost me a lot of money But it's something I'm looking looking into in the next decade or so of doing quite a ways in the future, but What do you guys think of that would you drive for me? By that time I'll have what 15 years experience under my belt. I should know Pretty much what I'm doing by then, right? Maybe we're all learning every day See what happens. That's my plan though Eventually I want to get to a point where I have I'd like to have like five trucks Maybe ten we'll see maybe it'll grow fast since I have an audience like you and a bit of a bigger driver pool a bigger Advertising platform than most recruiters have maybe I'll find lots of drivers I don't know the problem is always finding good drivers, right good drivers not just any drivers Good drivers People who aren't gonna abuse my trucks and my equipment people who are gonna take care of my stuff People who are gonna work hard for me People who are going to not leave me hanging Also people that I respect, you know We'll see what happens Life is exciting. You never know what's gonna happen next There's a very next morning All right, so we made it to Burns Harbor, Indiana I went to Lake station flying J first But there was an accident out front of their building and Everything was blocked off So I had to come down here. So we're about 21 kilometers early 16 miles or so 15 miles From our delivery. We're gonna make our way over there now. We still don't have a reload but The time is now about 8 a.m. So by the time I get unloaded the office people should have Arrived settled into their chairs turned on their computers had their coffee and possibly have found maybe some freight for me to pull Really disappointed that that Ohio load fell through though. I was looking forward to going to Ohio I haven't been there in ages Ever since I've been on flatbed. I've been I've had a much smaller region but that's also because You know life changes happen, you know, I got married and I Wanted to be home a little more often than every three weeks My average trip before I got on flatbeds when I was on vans was about, you know, two to three weeks sometimes longer Now that I'm on flatbed my average trip is probably I don't know like four to ten days Maybe longer sometimes So that's the main reason I switched over to flatbeds. There's also more money pulling flatbeds And then I bought this truck which is equipped for flatbeds. So May as well use it for flatbeds, right? So my GPS is trying to take me way around Twice the distance to get to my customer I'm following Google. Let's hope I don't regret that Google says it's 22 minutes away the GPS says it's like 45 Nope Turn left onto North State Road 149 South In this case, I think I probably arrived in the exact same amount of time as if I would have just gone way around on the freeway But whatever at least I didn't lose any time. I think I did save some time still but As long as I saved a little bit of time where it stayed the same I think it's success Whoa, excuse me, excuse me There you go. Get out of my way. Good idea Good idea Hey, sort of get to see the scenery here around I Don't know what area this would be like the so sure of What lake is it? Oh, I always get the great lakes next up the lake that Chicago is on Lake Michigan Lake Michigan Lake Superior. No, not Lake Superior. Superior is a smaller one, right? My geography is kind of rusty this morning, I guess But we're on the south shore of the Great Lake just south of Chicago and around the corner into Indiana Nice area here like nice homes. You wouldn't suspect this just driving through in the interstate But you come to the back roads here. It's a nice little communities It's a little old-school farms old-school homes a Lot of people in this area though a lot of you there is no wilderness here There is no like in Canada when we say the bush. There is no bush here There is no forest people everywhere Wonder where all the wildlife goes then right there's obviously no real wildlife around here like I'm sure at one point there was when we're going to be it all went up to Canada. That's why we got so much wildlife up there I'm fine with that the deer come on our property and mow my lawn for me all the time What's this wheeler wheeler Indiana? That's some town here Old areas in North American standards old areas Look at that building a little bit of a paint job, but Still works. Oh, that one's got vines growing all the way up it. That's cool incognito And guessing all these homes were built before the invention of cars It's a pretty close to the road close together And no break from it right into agriculture The only way to get to my customers by going right through downtown Hobart, Indiana Are any of you from here? Any of you been here? Well, but they've got to come up with a better way of getting trucks Into their industrial area I Think my customer is a little outside in an industrial area. This is an old town. So The zones don't always make sense Or get your realty. I mean It's a midnight name Mennonites around here. Hey my people So playground over here Playground there this lumber yard is in a residential zone literally Houses there the street here. There's no way trucks can get in here without running the curbs And it's right here in the middle of a residential zone I've never seen it this bad before like sometimes they're sort of like on the edge of a residential zone You're like, oh, wow, that's a little close to people's homes This is right in the heart of an old residential zone. He's not weird Like I missed it the first time because I thought it was a house And I had to go 20 minutes around On truck on roads that did not look like truck routes apparently their truck routes I don't know it didn't say either way So I came back around here again got in here and now there's this guy in front of me who's unloading first Both we shouldn't be in here. This is not a truck area man, like I Can imagine the homes around here must complain about having a business in the middle of their neighborhood I mean, I guess what can they do right if the town says it's okay. It's okay Strangest thing strangest thing now they're unloading that guy there But anyways guys, I got to end this here because we're gonna start tomorrow's video I have a reload now apparently just got sent through to me Oh, no, just they need my month monthly maintenance report Okay Apparently I'm going to Joliet, Illinois from here to pick up a load that needs to be tarped. I Have a feeling it's gonna be that styrofoam insulation. I'm not sure. Let's see Joliet, Illinois is Joliet, Illinois is Oh, it's only 78 kilometers or 45 miles away. They got to be there in two and a half hours That's why because they called me like hey, can you make it? Can you make it? I don't know. Where is that? Yeah, I don't know. Can you make it by 1130? That's a lot of time, right? It might be a where is it? Okay, you can make it. I will set. We'll send it through wait Wait, wait, wait, where is it? They didn't tell me where it is. I've heard the name Joliet, Illinois before sounds familiar But from where I am right now. I didn't know how far away it was, right? I had the headset on I was driving I'm glad I approved. I'm glad I accepted. I was like, yeah, yeah, just send it through then if you think I can make it to send it through and Just found out now. It's an hour away. So as long as I get unloaded here in a decent time I can make it there. I just got to get my information for this load Hmm, hmm, I guess we'll be continuing that in tomorrow's video though So tune in tomorrow to see what we're picking up and where it's going. I have no idea where it's going I don't know where I'm picking up. I don't know what I'm picking up. I just know I'm supposed to go to Joliet Tune in tomorrow. We'll figure it out together. Thanks for watching today Don't forget to hit the likes button on the YouTube page or on bit shoot wherever you're watching this Subscribe either on bit shoot or on YouTube wherever you're watching this I have daily videos And if you are finding me for the first time on bit shoot right now My main channel is over on YouTube at trucker Josh vlogs go and check me out there as well. It's on some both sites Talk to you tomorrow Hi, my name is Ken. I'm from Traverse City, Michigan, and you're watching TKV