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How GoodShip Is Using AI to Make Freight Data Useful
•Blythe (Brumleve) Milligan
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In this episode of Everything is Logistics, Blythe talks with Nick Boston, VP of Sales at GoodShip, about how shippers are using AI to better understand freight spend, carrier performance, and transportation procurement.
GoodShip helps shippers manage freight orchestration and procurement in one platform. Their AI assistant, Lainey, helps users ask questions about their transportation network, prepare for carrier meetings, plan scenarios, and surface insights without waiting on another spreadsheet pull.
They cover:
Why many large shippers still manage freight procurement with spreadsheets
How GoodShip brings transportation spend, service, contracts, and carrier data into one system
What Lainey does inside the GoodShip platform
How shippers use AI for insights, scenario planning, and meeting prep
Why carrier scorecards are still hard for many teams to manage
How brokers and carriers are starting to use GoodShip for RFP pricing
Why GoodShip includes unlimited use of Lainey in its annual subscription
This conversation is part of the CargoRex AI Use Cases in Logistics guide, featuring real examples of how logistics companies are using AI across freight, warehousing, procurement, visibility, and operations.
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SPEAKER_00
You could imagine that analysts may look at this and be like, oh, that you know, that's potentially replacing my job. At least so far, it's very much the opposite. We we get data analysts, procurement analysts on on our calls and in our in our projects, and they could not be any more excited to get good shit. Because they're getting pinged 20 times a day with questions from leadership on can you go pull this, what seems to be a basic metric or report, but it's not. And then they have to spend three hours trying to put this report together. And with Laney, they can literally do it in 15 seconds.
SPEAKER_02
Welcome into another edition of our Cargo Rex series on AI use cases in logistics. Today we are talking with Nick Boston. He is the VP of sales over at Good Ship. We're gonna be talking mostly about their new Laney product, which is really ideal for, from what I hear, really ideal for the shipper audience that could be watching, hopefully is watching. So Nick, welcome in.
SPEAKER_00
Yeah, thanks for having me, Blythe. Appreciate it. Excited for the conversation. Definitely very relevant uh uh given our product kind of enhancements and updates over the last several months, and certainly with uh what shippers are seeing going on in the market uh with it tightening quite a bit here over the last three months and certainly expected to continue to tighten here through the rest of 2026.
SPEAKER_02
Now, for folks who are aren't aware of you know good ship and its product offerings, give us that high-level view of who you're selling to and why.
SPEAKER_00
Yeah, yeah, good place to start. So yeah, the genesis of GoodShip was really around creating um a better transportation procurement platform for shippers. Uh so some of the early observations that led to Ryan Soskin, our CEO, and David Sai, our CTO, uh co-founding GoodShip, was just around the lack of transparency and data that was provided as part of a shipper RFP to capacity providers. So Ryan actually ran the contract pricing team at Convoy for several years. I helped start the enterprise sales team there. So my team was obviously getting a bunch of RFPs from shippers. We were sending them over to Ryan and his team to process them and apply our pricing strategy. Most of those shipper RFPs only included very basic information about freight that they uh were soliciting rates on. So most shippers are only providing carriers OD pair, equipment type, and estimated annual volume. And it's very difficult in any market, but certainly in a tight market, for carriers to provide competitive and reliable rates with that little information about what they're bidding on. Uh, and so uh Ryan and David really set out to create a platform that uh enabled shippers to provide more data uh on lanes and on the freight to carriers, which benefits both parties, right? So that was kind of the original impetus or idea. Uh the other observation and uh kind of intent for good ship was that there's never really been a platform in transportation that has supported all of the transportation procurement functions. So the legacy procurement tools just support bids, RFPs, right? And frankly, the legacy RFP tools really were not built for transportation, even specifically. So there's even some breakdowns there. But there are, of course, daily and weekly tasks and responsibilities that go into transportation procurement that have not been supported by a platform built to do those things, right? So monitoring a shipper being able to monitor their spend and benchmark their spend against various benchmark concepts, whether it's third-party data or their own data, uh, managing carriers, scorecarding, communicating with carriers, monitoring their performance. Uh that's another aspect of transportation procurement that's going on on a daily, weekly basis. Monitoring contract compliance. What did we award to carriers? How much have we tendered against those awards? What are they accepting? How are they performing against them? How are our routing guides performing? How are we utilizing spot market versus contract rates? These are all transportation procurement concepts that have never really been supported by a platform built to do those things. And that's why GoodShip was built is to do all that. We talk about GoodShip as having two sides to it, although it is one SKU. We talk about freight orchestration and procurement. So freight orchestration is providing all of these ongoing analytics and insights about how the shipper's network is performing, spend, carry performance, contract compliance. But all of that ongoing data flows into good ship's procurement uh workflow and product. So when it comes time to run a bid for a shipper, they don't have to lift a finger to go gather historical network data to run that bid. It's all integrated into the same platform. So it makes it easier for them to stand up bids much faster. They're able to expose a lot of that historical lane and facility data to carriers to help them bid more accurately. And then they can use all that historical network performance data to more quickly run award scenarios, right? And not have to pull the bids out of the platform to run pivot tables and Excel spreadsheets. You can do all of that scenario building right in our product to ultimately award business out to carriers all in one, all in one system.
SPEAKER_02
I was gonna say it almost sounds like you're maybe for shippers who don't have, I imagine some shippers have an established process for these uh procurement and managing the transportation spend, but maybe some shippers that are being on boarded uh don't have that formal process and they kind of piecemeal it together. Is there any benefit of kind of like a shared knowledge base where you can help educate some of the shippers who might not be aware that they have a problem during this process? Or am I am I misconstruing things?
SPEAKER_00
Sure. No, I mean I don't think it's misconstruing things. I'm I mean, I would there's a couple ways I can respond to that. I mean, I think my initial reaction to what you're saying is I think that you'd be surprised. There are a lot of very large enterprise organizations, shippers spending hundreds of millions of dollars on freight every year who are running bids through Excel spreadsheets. And and then similarly, you know, a lot of their ongoing network management analytics, trying to figure out where they where they should spend their time weekly and and and daily. That is also done via ad hoc, you know, Power BI reports and even manually managed spreadsheets on different things. Yeah, certainly there are processes that exist in all shipper organizations today. I think GoodShip gives shippers the ability to incorporate a lot more structure and process to how they manage their network. And yeah, certainly we share best practices with our with our customers as well. We're not sharing any process secrets between our customers, but uh certainly as we observe things observe things, we make we make recommendations, folks.
SPEAKER_02
Like best case scenarios, or or you might want to think about managing it in in this different way because similar shippers of your size uh uh are more slightly more sophisticated, maybe, than you know, spreadsheets that they're manually entering in.
SPEAKER_00
Yeah, sure. Yeah, that's definitely a possibility. You know, it's not it's not like our core reason for existing. We're not we're not like a consultancy, right? We are a software company. Our product is designed to make recommendations to our customers, to shippers automatically, right?
SPEAKER_02
What are those recommendations?
SPEAKER_00
Yeah, I mean, there's a there's a lot, uh, as you can imagine, because we're we're ingesting a lot of data, right? So there are insights around spend, there are insights around service, you know, carrier on time performance, there's insights and recommendations around routing guide optimization. Do you have enough carriers in your routing guide? Do you have a lot of rate variants in your routing guides? Meaning, like you have a really cheap rate, but you have a really high rate as well. That could suggest that perhaps you need to solicit or go find additional capacity on that lane for that routing guide. And there's there's more. We literally have a page in our product called Insights that are all structured to be what we believe to be the most relevant to universally relevant kind of concepts to shippers. The scope of those recommendations, though, has changed dramatically over the last three months now that we've introduced AI into our product, Laney, uh, who you started with, which I think we'll spend more time talking about, obviously. But that is the beauty of Laney, is that she is able to provide insights on whatever each unique shipper wants to understand about their network, regardless of what GoodShip has built into the product from a UI perspective. Since we have access to all that data on the back end, our customers can prompt Laney with whatever questions she's got and get very unique answers back.
SPEAKER_02
So I got a bunch of follow-up questions. And so I I at a I guess the most simplistic starting point is is this is good ship before Laney, you know, ideal and a lot of those insights uh ideal for a certain kind of shipper, or is it really across the board where those benefits of the platform come to fruition?
SPEAKER_00
Yeah, great question. And and Laney doesn't change our the the customers who are relevant or good that good ship is relevant to. But yeah, we we have a very diverse customer base. I mean, we are industry agnostic, and frankly, we're mostly size agnostic as well. We have customers as large as one and a half or two billion dollars in annual freight spend, and we've got customers as small as 10 or 15 million in freight spend.
SPEAKER_02
So it's not commodity specific or equipment specific. Okay. And so then you layer in on top of that Laney, which incorporates uh more data or more of the customer's data. Uh where where does where does Laney sit on top of just the normal, I quote unquote normal good ship offerings?
SPEAKER_00
Yeah, sure. So Laney is referencing the same data. There's a little caveat to that that I can add on to it, but Laney's referencing the same underlying data as the good ship kind of standard product is. The difference is Laney can provide insights that we have not built into the product UI, right? So for example, I'll give you an example. With Laney, you could ask her which lanes in my network are most affected by short lead time over the last 30 days? Or what would happen if I fired XYZ carrier? This is being recorded, so I'm not gonna throw out an actual carrier name because it'll just come back to me. It what would what would happen if we fired this carrier? And she will tell you here's the financial impact, here's the service impact, here are the lanes where you're gonna you're gonna need to go source new capacity because they're single source to that carrier. Here are some carrier recommendations that you could backfill that carrier on for those lanes. Another thing you could prompt language with that our customers do is I have a QBR with this carrier on Friday. Can you give me a talk? Can you give me talking points for that QBR and an agenda for that meeting? The point I'm trying to make is it's she's using the same data as our core product, but she is much more flexible and extends the type of insights beyond what we productized uh outside of Laney, if that makes sense.
SPEAKER_02
So for the the carriers, are the carriers coming directly from the shipper or are do you have a carrier base that you're kind of pulling from?
SPEAKER_00
Yeah, great question. So, yes, when we onboard a shipper, we also onboard all their carriers. So we actually talk about GoodShip as being a multiplayer platform because of that reason. So a shipper's carriers have logins to Goodship. One of the value propositions or kind of tenants of GoodShip is carrier management for shippers, including carrier scorecards, very thorough, comprehensive carrier scorecards that carriers are able to access self-service whenever they want with their logins to that shipper's instance of Goodship. They don't see everything that the shipper sees, of course, but they see their performance data, the tenders underneath their their scorecards, details about the lanes that they're moving freight on for that shipper, the contracts they have on file with that shipper, all that. So that's kind of the carrier interaction.
SPEAKER_02
Is it a one-time integration into GoodShip, or is it kind of a live feed almost, I would imagine, via API?
SPEAKER_00
Yeah, so we actually we have APIs to partner companies. So we partner with Truckstop and DAT and Freight Waves and Triumph Pay. We just announced that this morning, in fact. Uh, we've got APIs into genlogs, which I can come back to as well. For us to get our the data from our customers to populate an instance of good shit for for them, we actually just use flat files, scheduled flat files to come out of whatever source systems they have data in. So it's a very easy implementation process. It takes us about three, four weeks to set up. Uh, no IT involvement. If somebody can set up a report out of their TMS, they can basically do the implementation for us.
SPEAKER_02
Um when you say flat files, I'm sorry to interrupt, but is that like markdown files?
SPEAKER_00
Just like basically uh like CSV files.
SPEAKER_02
Oh, okay. Okay.
SPEAKER_00
Yeah, just CSV. Like if you scheduled a report to be sent out of Blue Yonder or E2Open, set that up as a CSV export and you schedule it to send to a good ship alias, and that just sends every day and the data in your good ship is.
SPEAKER_02
Talk me through, you know, what that, I guess that that customer sales process looks like from the lead to the close.
SPEAKER_00
Yeah, I can talk about that in in detail. It's it's pretty straightforward. I will just say that uh from an implementation-specific perspective, we can talk about this, the sales cycle or the project cycle, but yeah, implementation and data clean cleanliness is very minimal. So our our customers or you know, prospects until they're customers, they don't need to go clean up their data or join any data or organize it. We can literally accept or ingest like kitchen sink reports. Like if you go into your TMS and just say, include all data fields for the last 12 months schedule to send it to GoodShip, we we can work with that. There are about 26 or 28 data fields that we use to populate an instance of good ship, but there don't there's doesn't need to be any data cleanup. And we can also accept data from multiple systems and we do the joining and mapping on our side. We've got a great implementation team that does all that, creates rules to join data and you know, all that. But yeah, sales, sales cycle, I mean, I'll be high level because I don't know how interesting this is gonna be to folks, but yeah, I mean we pretty we pretty quickly just get into a demo of GoodShip, assuming that we understand there's relevance to your business and and you know, serious interest in taking a look at GoodShip. Yeah, we provide a demo pretty much up front. We usually break that up into two sessions. We'll do an orchestration demo and then we'll do a procurement RFP demo separately because this is a lot of functionality. Uh we'll usually have an initial meeting, we'll pull in some more stakeholders as as the project kind of progresses. Uh yeah, eventually we'll pull in our head of implementations. His name's Graham. He'll walk, walk you through the data spec sheet that we kind of just described. And yeah, we'll we'll do like a validation exercise. Can you pull these fields for us? Usually is very straightforward, and then we can we can build an instance and uh in there somewhere we usually build a business case for our customers as well to help them understand ROI.
SPEAKER_02
Yeah, it sounds like it's very because I I think for a lot of businesses, they are apprehensive to adopt a the wrong tool, the the wrong AI. And you know, they're worried about their data and how do they have to do all of this legwork ahead of time before they even engage with a company? And so I think having that clear picture of like what do I as the customer need to provide and get my house in order before I start engaging, you know, with with these I guess more of a conductor type software where you can see the movements of and and where you're missing and maybe where you need to add or take away. And then what does that look like from a management standpoint, especially when we're talking about AI? Because a lot of these folks, I imagine, are already really busy and then to add on another component where they have to export files on a daily basis or something like that. Um, I'm I'm sure that there's different automations that can take place of after they they sign on the dotted line and they get their data implemented. What does the, I guess, sort of the normal day look like for a shipper? Are they opening up a good ship tab and then interacting with Laney? Uh, are they you know sending data regularly? Like what does the life look like after they become a customer?
SPEAKER_00
Yeah, the the ongoing data feed is it doesn't, it's it's all automated. So those same reports that I mentioned setting up initially to send us data, you're just scheduling those reports to send every day automatically. So there's no there's no daily lift to use good ship. It's all automated. Uh, but yeah, I mean, I think the the daily use case for our customers does vary depending on the persona or role of the person that you're talking about. We you know, we have users both up and down and sideways across organizations. It's one of the one of the really cool things about GoodShip, and one of the reasons why I think so many companies get excited about GoodShip is that it becomes a platform that can bring all of an organization's freight stakeholders into one system. So we we have a lot of customers who their finance team has access to good ship, their operations team, their procurement team, obviously the data team, and and it's planners all the way up to, you know, we have some companies who, their presidents, have access to good ship. And so everybody now has visibility into what's happening in this business unit that is our biggest line item for cost of goods sold. What's happening with our $400 million or $100 million of annual spend? How are we tracking to plan? What's causing us to deviate from plan? So everybody now has access to that. So your question about I log in and what do I do? It does depend on who the person is. But I imagine a lot of people start with Laney.
SPEAKER_02
And that's where I think it makes sense because from you know, if I'm reading between the lines with uh a lot of the things that you've talked about so far, is that, you know, and I'm not saying anything groundbreaking here, but a lot of companies, their data lives in different silos, and bringing it together to offer clarity is extremely challenging, I think, for a lot of companies. And so what Good Chip is providing is that clarity piece, but then also uh maybe like almost like an octopus tentacles, where each of the different leaders within the organization can also use that data and use maybe some curiosity of maybe the finance guy wants to understand this more, maybe the leadership wants to understand where they should, uh type of customers that they should sell into more. And and so it creates maybe like a universal clarity on the biggest line item of your PL statement.
SPEAKER_00
Yeah, you're exactly right. Every shipper organization, I mean, we work with a lot of very prominent shippers, and we're and and we have even an even bigger pipeline of of you know prospective customers, and these are all we've got really good coverage across large shippers in the US. I've only come across maybe two companies in my several years at GoodShip who really have a firm grip on data, uh, analytics, insights, and and collaboration across their organization. Said differently, almost every ship organization has siloed data, but doesn't have an efficient process for getting insights and getting getting information and sharing that across the business. So that's exactly what GoodShip does. It it eliminates data silos, gets everybody on the same page, and gives each individual the ability to get the data they need without any help or without any lag to be efficient every single day.
SPEAKER_02
So And I think uh for a lot of folks, especially myself, like if you go to a conference, you can't walk two feet without hearing the word AI. And I think from especially from like a social media perception, uh there's a lot of just, I guess, exhaustion around the topic and sometimes a pushback of this tool is gonna replace my job. Why would I even use this? But from when we were talking before we hit record, is you were saying demand is is incredibly high. And I would imagine that the clarity that this provides also helps with that demand versus, oh, another AI tool that I have to use or the boss is gonna force on me. But this feels like the reverse, where it's it's actually something that's useful that no other product is providing. Is that an accurate assumption?
SPEAKER_00
Yeah, for sure. Yeah, and I I I yeah, I totally get that. That you you could imagine that analysts may look at this and be like, ooh, that you know, it's potentially replacing my job. It it's very much, I mean, it's at least so far, it's very much the opposite. We we get data analysts, procurement analysts on on our calls and in our in our projects, and they could not be any more excited to get good ship because they're getting pinged 20 times a day with questions from leadership on uh can you go pull this, what seems to be a basic metric or report, but it's not. And then they have to spend three hours trying to put this report together, and with Laney, they can literally do it in 15 seconds.
SPEAKER_02
Or the executive that wants it immediately.
SPEAKER_00
For sure. And and exactly, right? And I'm not exaggerating. I mean, it really we we have many, many case studies and anecdotes of analysts being like, oh my gosh, that would have taken me three hours to do, and you just pull that in 15 seconds. So they're excited about that. And I think you go you go from spending that time on pulling data to actually figuring out what you want to do with the insights and with the data or with the Analytic, right? So it's you're just moving, you're moving all of that effort and time into a more strategic application.
SPEAKER_02
Is there any uh I guess maybe with all the shippers that you talk to, and maybe this is um you know subjective to to each one, but I'm curious as to the effect of when you get rid of some of the administrative tasks that that feel a little annoying, and then you only focus on you know some of the high value tasks, what are they doing with that extra time? Or, you know, maybe are they kind of like me where it's like you have the extra time, but now I'm spending it working even more because it it is the light bulbs keep going off, and it's like, oh, I could use it here, I could use it there. And I feel like I'm working more. But I'm curious if with all the shippers that you talk to, uh, are they working more? Are they working on more fun stuff or strategic stuff? Or what are they doing with the extra time? I guess is what I'm getting to.
SPEAKER_00
Yeah, I'll give you, I'll give you a great, a great example. And I I wish I could mention the company name, but I certainly can't. So very very large beverage producer, manufacturer, uh, several hundred million dollars in in freight spend. As part of our engagement, we learn that it is so cumbersome for them to pull data and and put the data together and put and then put it in a presentable form, understand the data, right, and actually use it. They only provide, they only track carrier performance and provide scorecards for 20% of their carriers. So they're they're there's 80% of their carrier base that they are literally not tracking the performance on on or of, let alone providing scorecards and having conversations about performance and where you know, where are you doing great? Where could we grow with you? That that's alarming. So your question about and that and they're not the only ones. Like that, that is, that is definitely not isolated to just them, but that is a great example of how how difficult it is to make sense of how much data these big companies have. And so now with good ship, it's not creating more work. I mean, it depends on you could say it's more work, but like now with good ship, they're gonna have scorecards for all their all their carriers. They're gonna know exactly across 150 carriers that they use, who are the good ones, who are the bad ones, where do we need to downsize, where do we need to grow? I mean, as we as they get new customers, as they have more lanes come on online in their business, who should they offer those those those lanes to? So yeah, I don't know. Is that more work? It's just like that's how it should be done, but they're not able to do it that way because it's so hard to make make sense of their data today.
SPEAKER_02
Yeah, I think that maybe the use case I I threw out there was a little um I think it's a little bit different from somebody who has a defined job at a shipper versus like an entrepreneur who is, you know, at shiny light or shiny object syndrome is is very frequent. Um and I'm I know that you guys recently uh started, especially with the Laney product, which makes a ton of sense is you know, if that's the the largest item on your on your profit and loss statement, and if you can have greater insight into that one line item of 80% of your carriers, uh that's an incredible value where you can make these minor tweaks along the way in order to increase that bottom line revenue. And I'm curious if the same use cases exist for the brokers and the carriers that you know you're able to sell in, but the the main focus of this conversation is is mostly around shippers. But I understand that brokers and carriers are also welcome to join the platform and they face a lot of the same similar problems that shippers do.
SPEAKER_00
Yeah, you're totally right. So for our yeah, as I as I mentioned, like our inception and kind of the first several years of our existence, we we were built for shippers. And what was very interesting is the majority of our inbound leads were actually brokers and carriers uh requesting demos and reaching out and expressing interest in good ship. What was happening is that our shipper customers were running RFPs and inviting their carrier base, obviously. Those carriers were uh participating in bids through GoodShip for that shipper, and our procurement experience was so great for the carrier versus the legacy RFP tools. They were like, who's this GoodShip Company? This is awesome. They'd go to our website and they'd see freight orchestration, spend analytics, performance analytics, contract compliance analytics, procurement automation and support. And they they would reach out to us and say, This sounds like something we could use as a broker or an asset carrier. And so for like two years, we were like, no, no, no, we're a shipper company, we're a shipper product, we're a shipper product. And then finally, we you know, we kind of just got to the point in our growth where we were like, hey, you know what? If we made some tweaks to our product, this really could be a broker and carrier product as well. And so we finally did that end of last year. What we're working on now is the inverse of our procurement tool. So shippers run RFPs through good ship. We are now building a pricing, an RFP pricing engine for brokers and carriers to use. It's the same concept, though. It's ingesting all of your historical network data, it's ingesting all of your historical RFP participation data as well. What have you bid on? What have you won? What have you lost? How did your wins perform margin-wise? Where do you have backhaul opportunities? All of that. And using it to generate bid recommendations uh to you as a broker and a carrier that you can then submit back into shipper RFPs. So uh that's kind of the the new uh expansion. It's definitely not a pivot, it's definitely an expansion.
SPEAKER_02
But yeah, I mean it sounds useful, especially if they're the ones reaching out to you guys and wanting the product. Then it's like, well, you know, you you want to make sure you can keep people happy. And so, you know, as I kind of last couple questions here, um, is there anything important to mention that we haven't already talked about?
SPEAKER_00
Yeah, I think that just given how new the concept of AI is to a lot of people, and frankly, without demoing Laney live for you here, I did just want to mention, I wanted to kind of um create some framework around how our customers are using Laney. So I really I really see there being three categories of usage: insights, scenario planning, and preparation. So insights are like quantitative insights about the business. Asking questions like which lanes of my network are most affected by short lead time, as I as I mentioned before. Or another one would be where am I over or underutilizing the spot market? Or where does lack of routing guide depth hurt my spend or service? Right. So these complex questions that require multiple data considerations, but ultimately you're looking for like a quantitative insight or or qualitative to a certain extent. Go focus on these lanes or go, you know. So though insights is one piece. Scenario planning is also very interesting. So I mentioned the example of what would happen if I removed this carrier from my network. But some other interesting ones would be like, hey, we're, you know, we have a new customer coming online as a shipper. We're, you know, we we've got a new customer. We're gonna, there's gonna be a volume surge in the northeast over the next three months. How should I think about my carrier strategy for that increase in in volume? With Laney, shippers or our users can actually drag and drop in external files. So, like a demand forecast file for new business, they can drag that and drop that into Laney and say, here are new lanes that we're about to add. Can you recommend carriers that we should offer these lanes to? So scenario planning. I mean, there's there's a bunch more, right? Hey, there's a storm next week in the Midwest. What where, you know, what how should we be thinking about that? Where are we exposed to risk? And then lastly, preparation. So, and I mentioned an example of this as well. I've got a carrier QBR tomorrow. Can you give me some talking points and an agenda for that? Or, hey, I have a meeting with finance on Friday to review spend versus budget for the quarter. Can you give me talking points and an agenda for that meeting? Laney could do all these things, but I would think about it in those three three categories. It's extremely powerful, and our our customers, you know, are just absolutely loving it.
SPEAKER_02
So and I would imagine I I know I I I lied about the last couple questions, but a couple more. Um with the so there's a lot of talk, especially around LLMs, you know, you're maxing out your tokens and you know, practicing tokenomics and you know, being able to efficiently uh manage your files so you're not running out of tokens every day. For for good chip customers, are they responsible for the token budget, or is that already kind of baked into what they're what they're paying for?
SPEAKER_00
It's baked in unlimit unlimited use. So yeah, we have our our um commercial model uh offers unlimited users, unlimited procurement events, unlimited use of Laney, uh all baked into one annual subscription.
SPEAKER_02
Oh, okay. And then you I think you had mentioned before, like, you know, pricing starts based, it's tiered based on your freight spend. And so just making sure for a lot of folks out there who might consider that they, you know, I'm gonna pay this one fee, but then the sneaky token bill is gonna come due later on, which is what some companies are facing.
SPEAKER_00
Yeah, we we we are the opposite of uh a nickel and dime software provider. We are we make it super easy. We don't even charge for implementation. Implementation's free, takes three or four weeks, IT shouldn't be needed, and uh you'll you'll have access to Laney and become a lot more efficient uh for Mabel.
SPEAKER_02
That's a breath of fresh air for ID departments or IT departments who are already at capacity.
SPEAKER_00
For sure. Absolutely. Absolutely.
SPEAKER_02
All right, Nick, this has been uh a great conversation. Where can folks you know connect with you, get a demo of Laney, you know, all that good stuff.
SPEAKER_00
Yeah, our our website's goodship.io. Uh we've got a bunch of great content on there. There's a lot of stuff I didn't cover during this episode as well. Uh you mentioned about like care carrier recommendations. I didn't mention that we actually recently signed a partnership with GenLogs uh so shippers through Goodship can actually find uh carriers outside of their network that are relevant to their their business where they need to add depth to their routing guide or are running a bid and need to add additional carriers. So there's there's more information on the website. I would definitely recommend going there. There's pages for brokers, carriers, shippers. You can request a demo right through goodship.io. Um and certainly if if you have any questions for me, my email address is nick.boston at goodship.io.
SPEAKER_02
Yeah, pretty easy to spell, but we'll make sure we put it in the show notes just to make it super easy for folks. Uh that about does it for this discussion. Nick, thank you so much.
SPEAKER_00
Thanks, Bliff. Always good to see you.
SPEAKER_01
Thanks for tuning in to another episode of Everything Is Logistics where we talk all things supply chain for the thinkers in freight. If you like this episode, there's plenty more where that came from. Be sure to follow or subscribe on your favorite podcast app so you never miss a conversation. The show is also available in video format over on YouTube just by searching Everything is Logistics. And if you're working in freight logistics or supply chain marketing, check out my company Digital Dispatch. We help you build smarter websites and marketing systems that actually drive results, not just vanity metrics. Additionally, if you're trying to find the right freight tech tools or partners without getting buried in buzzwords, head on over to Cargorex.io where we're building the largest database of logistics services and solutions. All the links you need are in the show notes. I'll catch you in the next episode in Go Jags.
