Introducing Chip Schuneman, General Manager of TransLoc

Tris Hussey: 00:00:05

This is Tris Hussey, the blog and Podcast Manager for

Tris Hussey: 00:00:07

Modaxo, and welcome to TransLoc where we talk about everything With

Tris Hussey: 00:00:13

on demand transit, and the people behind it, and the people who use it.

Tris Hussey: 00:00:17

Today our guest is Chip Schuneman the new GM of TransLoc.

Tris Hussey: 00:00:21

Now Chip has been.

Tris Hussey: 00:00:23

He's been leading businesses for over 30 years across multiple

Tris Hussey: 00:00:28

industries, from SAS to healthcare to communication to education.

Tris Hussey: 00:00:32

He's done this around the world, in the continental US,

Tris Hussey: 00:00:35

Europe, and even South Africa.

Tris Hussey: 00:00:38

And Chip has this strong operational sales and financial background that

Tris Hussey: 00:00:43

lets him orchestrate organic growth in every business he works in and

Tris Hussey: 00:00:49

lead and close global acquisitions.

Tris Hussey: 00:00:52

So this is pretty amazing.

Tris Hussey: 00:00:54

He has some, some cool facts that we'll get to later, but the one

Tris Hussey: 00:00:57

that I have to ask you about.

Tris Hussey: 00:00:59

Chip, you rode your bike from Mexico to Canada one summer

Tris Hussey: 00:01:04

entirely uphill, did you lose a bet?

Chip Schuneman: 00:01:08

No, it was actually part of a mission trip out of Taylor

Chip Schuneman: 00:01:11

University that I was a part of.

Chip Schuneman: 00:01:13

And we had 60 people.

Chip Schuneman: 00:01:15

Five of them were in the Olympics, so they were the lead group.

Chip Schuneman: 00:01:18

We did I didn't pace with them very often, but, but it was fun.

Chip Schuneman: 00:01:22

So we wrote about 110 miles a day on average and, and covered that ground

Chip Schuneman: 00:01:26

from Nogales, Mexico to Glacier National Park in Canada, all in about 24 days.

Chip Schuneman: 00:01:31

It was great.

Tris Hussey: 00:01:32

Wow.

Tris Hussey: 00:01:33

Yeah.

Tris Hussey: 00:01:33

Way, way, way beyond my level of bike-y-ness.

Chip Schuneman: 00:01:37

Obviously I did it years and years ago, cause I, I don't

Chip Schuneman: 00:01:40

know that I'd make it down the street

Chip Schuneman: 00:01:42

today,

Tris Hussey: 00:01:42

Oh, I'm with you.

Tris Hussey: 00:01:43

I'm with you.

Tris Hussey: 00:01:43

But you know, our CEO Mark Miller is really into elevation.

Tris Hussey: 00:01:48

climbing biking.

Tris Hussey: 00:01:49

I think he, he rode up Man Loa in Hawaii, which blows my mind.

Tris Hussey: 00:01:55

Chip, welcome to TransLoc and we are, we're thrilled to have you on

Tris Hussey: 00:01:59

board as part of the Axo family.

Tris Hussey: 00:02:01

know, we, I've entered with a little bit of your bio, but.

Tris Hussey: 00:02:04

When do you think are some highlights in your career that got you to this

Tris Hussey: 00:02:07

point as being the GM of Transloc?

Chip Schuneman: 00:02:10

it's interesting.

Chip Schuneman: 00:02:10

You know, I've only been on a couple months and so it, that's really fresh in

Chip Schuneman: 00:02:14

my mind in regards to how, I've really been prepared, I guess, throughout my

Chip Schuneman: 00:02:18

career to be a part of, Modaxo family and, and, and really CSI overall.

Chip Schuneman: 00:02:23

You know, whether it's the acquisition background or my ability to step

Chip Schuneman: 00:02:27

into businesses and help them scale and grow, in both domestic

Chip Schuneman: 00:02:31

and international businesses.

Chip Schuneman: 00:02:32

And I think the one thing that really drew me to the whole Modaxo

Chip Schuneman: 00:02:36

family is really the culture.

Chip Schuneman: 00:02:38

and Rod Jones and I talked a little bit about this.

Chip Schuneman: 00:02:41

It's just about being an authentic leader is that, we're not perfect.

Chip Schuneman: 00:02:44

None of us are.

Chip Schuneman: 00:02:45

And it's just a matter of, Hey, come in.

Chip Schuneman: 00:02:47

Treat people with respect, build your leadership team, make sure that you've got

Chip Schuneman: 00:02:51

the right people in the right seat, and build trust, and grow the business over

Chip Schuneman: 00:02:55

time, make sure that everybody understands what their role is, and move the business

Chip Schuneman: 00:02:59

forward, and if you misstep, own up to it, raise your hand, and say, hey,

Chip Schuneman: 00:03:03

we misstepped, we're going to fix that next, next month, next quarter, whatever.

Chip Schuneman: 00:03:07

And move on because it's all about, doing the right things as far as a

Chip Schuneman: 00:03:11

process, understanding that through that process, we'll get to the end

Chip Schuneman: 00:03:14

goals, which is growing our business, year after year in a profitable way.

Tris Hussey: 00:03:19

And it sounds like you have you provided in your bio this great

Tris Hussey: 00:03:23

Sentiment on leadership and I think this ties in exactly to what you're

Tris Hussey: 00:03:26

seeing So I want to read this and you said live in the future today, but

Tris Hussey: 00:03:30

get started serving someone yesterday.

Tris Hussey: 00:03:33

What matters most is not where you are today, but where you finish.

Tris Hussey: 00:03:36

Finish strong.

Tris Hussey: 00:03:38

That all seems to tie into that, your leadership philosophy

Tris Hussey: 00:03:40

you were just talking about.

Chip Schuneman: 00:03:42

Yeah, I've shared this in our, in an all hands meeting, we

Chip Schuneman: 00:03:44

call it intersection section meeting.

Chip Schuneman: 00:03:47

you know, we're in the transit industry, so you've got to have,

Chip Schuneman: 00:03:49

everything's got to have a little cute name, but intersection meeting is

Chip Schuneman: 00:03:52

really where we bring all of our team leaders on a month-to-month basis.

Chip Schuneman: 00:03:55

And I shared this as an introduction as one of the things that I've learned

Chip Schuneman: 00:04:00

is, to share with team members how I, as one of the leaders makes decisions

Chip Schuneman: 00:04:05

and I just shared that I have a mentor years and years ago that, identified

Chip Schuneman: 00:04:10

some weird quality in, in my brain and my makeup that was I have a tendency and

Chip Schuneman: 00:04:15

an ability to kind of live six months out in the future, but then execute

Chip Schuneman: 00:04:19

on a day to day basis to get there.

Chip Schuneman: 00:04:21

but the guiding principles around how do we get there is what's best for our

Chip Schuneman: 00:04:27

customers, our company, which really means our shareholders and our brand.

Chip Schuneman: 00:04:31

And our team, and I use the analogy of a three legged stool, is that as

Chip Schuneman: 00:04:36

an organization, you really have to, and as a leader in the organization,

Chip Schuneman: 00:04:39

you have to manage that three legged stool and keep it balanced, because

Chip Schuneman: 00:04:43

if one leg gets too long, or one leg gets too short, that stool falls over,

Chip Schuneman: 00:04:48

and we've, we've essentially failed.

Chip Schuneman: 00:04:50

So if you overinvest in team members, we pay everybody way and above market.

Chip Schuneman: 00:04:55

We give everybody unlimited vacation and we just don't hold anybody accountable.

Chip Schuneman: 00:05:00

Fun place to work, right?

Chip Schuneman: 00:05:01

I'm overpaid and under work.

Chip Schuneman: 00:05:03

Great.

Chip Schuneman: 00:05:04

But our shareholders and our, stakeholders are going to be disappointed because

Chip Schuneman: 00:05:07

our profitability is not going to be there and our customers are going to

Chip Schuneman: 00:05:10

be equally frustrated because we're not going to be able to deliver products and

Chip Schuneman: 00:05:13

services to them in an effective way.

Chip Schuneman: 00:05:16

The same goes with our shareholders.

Chip Schuneman: 00:05:18

We can drive an immense amount of profit in our business by cutting salaries,

Chip Schuneman: 00:05:23

eliminating headcount, reducing expenses, and not serving our customers, but

Chip Schuneman: 00:05:27

that stool is going to fall over.

Chip Schuneman: 00:05:29

That leg may be long for a short period of time, but that

Chip Schuneman: 00:05:33

stool is going to fall over.

Chip Schuneman: 00:05:34

Or the third area is like we can.

Chip Schuneman: 00:05:36

We can really serve our customers and really over serve our customers with the

Chip Schuneman: 00:05:40

best product, with the best services, a conference every month where we buy

Chip Schuneman: 00:05:45

them Yetis and bikes and whatever, but in the end, our shareholders are

Chip Schuneman: 00:05:49

going to be super disappointed because we're overspending and our team is

Chip Schuneman: 00:05:52

going to frankly just be worn out because we're not going to be able to

Chip Schuneman: 00:05:56

actually serve all of those interests.

Chip Schuneman: 00:05:58

So, and the stool is going to fall over.

Chip Schuneman: 00:06:00

So what I shared with our team is just my desire is to speed

Chip Schuneman: 00:06:05

the process of decisions.

Chip Schuneman: 00:06:06

So if you have a, a need or a a question or, or you wanna make an investment or,

Chip Schuneman: 00:06:11

or change something in the business, come forward with a thought process

Chip Schuneman: 00:06:15

of what's best for our customers, what's best for our company, and

Chip Schuneman: 00:06:18

what's best for our teams, our team, in that order, so that we can have a

Chip Schuneman: 00:06:22

productive conversation quickly and make a decision quickly, if that makes sense.

Tris Hussey: 00:06:27

And it actually now ties into the next, real question is, we all look

Tris Hussey: 00:06:32

back at our careers and we have those aha!

Tris Hussey: 00:06:34

moments that, that inflect where we're going.

Tris Hussey: 00:06:39

What are some pivotal moments that you've had in your career that kind of

Tris Hussey: 00:06:42

get you to where you are now when you.

Tris Hussey: 00:06:45

you.

Tris Hussey: 00:06:45

realize you're on the right track.

Tris Hussey: 00:06:47

This is it.

Tris Hussey: 00:06:47

And even they, even if they change your direction, what were

Tris Hussey: 00:06:50

some of those moments for you?

Chip Schuneman: 00:06:52

There's been a number of them and fundamentally it's been

Chip Schuneman: 00:06:54

people looking at me and giving me an opportunity to go off and do

Chip Schuneman: 00:06:59

something whether it's running a public company or it's taking over an

Chip Schuneman: 00:07:03

entire global team of an organization.

Chip Schuneman: 00:07:06

I think the one thing that kind of stands out to me in my career.

Chip Schuneman: 00:07:10

Early in my career was the first time I stepped into a really an executive

Chip Schuneman: 00:07:13

role at IBM and how I got there is kind of hilarious because I made the mistake

Chip Schuneman: 00:07:18

of writing and submitting a white paper to our executive team at IBM.

Chip Schuneman: 00:07:22

My intent was really just to share, hey, we have an opportunity

Chip Schuneman: 00:07:26

to better serve our customers.

Chip Schuneman: 00:07:28

by operating as a wholly owned company that can serve them consistently

Chip Schuneman: 00:07:33

around the globe when we're competing in, at least in our particular space

Chip Schuneman: 00:07:37

with a bunch of, fractional franchises that are doing things inconsistently

Chip Schuneman: 00:07:42

. And so I came up with the concept of a national accounts program.

Chip Schuneman: 00:07:45

It's nothing notional or novel or anything along those lines,

Chip Schuneman: 00:07:48

but it was for our business.

Chip Schuneman: 00:07:50

And I just said, this is how it operate.

Chip Schuneman: 00:07:52

It overlap all 52 of our general managers across the country, and

Chip Schuneman: 00:07:56

it would serve our largest clients.

Chip Schuneman: 00:07:57

And again, I wrote wrote up the justification, submitted it.

Chip Schuneman: 00:08:00

And again, it wasn't a matter of me or anything.

Chip Schuneman: 00:08:03

it was a matter of, I think this is a really good idea for us to make a

Chip Schuneman: 00:08:05

big bet investment and to better serve our clients and grow our business.

Chip Schuneman: 00:08:09

Well.

Chip Schuneman: 00:08:10

two weeks later, I get a call from the CEO saying, Hey, like to talk

Chip Schuneman: 00:08:13

to you about your white paper.

Chip Schuneman: 00:08:14

And I thought, Ooh, I'm in trouble.

Chip Schuneman: 00:08:16

I, this is not, probably not good.

Chip Schuneman: 00:08:18

He said, I'd like you to move your family to Seattle and, and

Chip Schuneman: 00:08:21

start this thing and run it.

Chip Schuneman: 00:08:22

I'm like, that was not the intent.

Chip Schuneman: 00:08:23

In fact, I think Brian and San Francisco should do that.

Chip Schuneman: 00:08:27

Not me.

Chip Schuneman: 00:08:28

long story made short, my family and I moved up in October of 1997 to lead

Chip Schuneman: 00:08:32

national accounts and, We just took on something that was a little, idea and

Chip Schuneman: 00:08:38

built it into something that represented about 113 percent growth in our business,

Chip Schuneman: 00:08:42

over the few years and built out a team.

Chip Schuneman: 00:08:45

And it was one of those aha moments is that, don't wait to take opportunities,

Chip Schuneman: 00:08:50

think ahead on how you can best serve your customers, your company and overall

Chip Schuneman: 00:08:54

your team and move forward and execute.

Chip Schuneman: 00:08:56

You don't know everything, deal with ambiguity, make decisions

Chip Schuneman: 00:09:00

as you go and continue to kind of innovate as you go forward.

Chip Schuneman: 00:09:03

But it was great as I look back.

Chip Schuneman: 00:09:06

That's why I say people have been willing to take chances.

Chip Schuneman: 00:09:09

And I really value that.

Chip Schuneman: 00:09:11

And people placing their trust in me.

Chip Schuneman: 00:09:13

And I want to return that trust By giving a hundred percent and also,

Chip Schuneman: 00:09:18

working with team members to execute on the mission that we've laid out.

Chip Schuneman: 00:09:22

And that, that really is probably a, something that has really formed what I'll

Chip Schuneman: 00:09:27

call my leadership style, if you will.

Chip Schuneman: 00:09:29

And that is engaging people, making sure we have the right

Chip Schuneman: 00:09:32

people in the right seats.

Chip Schuneman: 00:09:33

And I always look at that as being people that are exceptionally minded and

Chip Schuneman: 00:09:37

exceptionally hearted and that's both.

Chip Schuneman: 00:09:39

Like I've worked in organizations with a bunch of exceptionally minded people,

Chip Schuneman: 00:09:43

but they weren't exceptionally hearted.

Chip Schuneman: 00:09:46

So they're all about themselves.

Chip Schuneman: 00:09:47

They are all about their stock options.

Chip Schuneman: 00:09:49

They are all about, all the things that kind of make people quote unquote

Chip Schuneman: 00:09:53

jerks, if you will, because they're looking in the mirror every day.

Chip Schuneman: 00:09:57

Because they didn't bring their heart to work.

Chip Schuneman: 00:09:58

And then I've also worked in a lot of nonprofit organizations and charitable

Chip Schuneman: 00:10:01

organizations around the world where we have exceptionally hearted people

Chip Schuneman: 00:10:06

with that are on mission, but they're misaligned with their skills, right?

Chip Schuneman: 00:10:11

And so they're, they're exceptionally minded in some areas, but maybe not for

Chip Schuneman: 00:10:15

that particular mission, if you will.

Chip Schuneman: 00:10:17

And so I, well, I love those folks as well.

Chip Schuneman: 00:10:21

Finding the people that are both exceptionally hearted and exceptionally

Chip Schuneman: 00:10:24

minded is really critical in our particular business because you

Chip Schuneman: 00:10:29

need people that are broad in their knowledge and deep in their

Chip Schuneman: 00:10:31

knowledge, but also, and this, I would argue, this is just as important.

Chip Schuneman: 00:10:36

They have a servant leadership mentality.

Chip Schuneman: 00:10:38

They have a way of living life that is all about what I want to lend my expertise

Chip Schuneman: 00:10:43

and my skills to help you be successful and if we have leaders in our business

Chip Schuneman: 00:10:48

and I can exemplify that on day one, with our team and we have leaders in

Chip Schuneman: 00:10:53

our business that are doing that on a consistent basis, we're unstoppable, we're

Chip Schuneman: 00:10:57

absolutely unstoppable, but it takes time to get there and it takes time to build

Chip Schuneman: 00:11:01

that trust and also find those people.

Tris Hussey: 00:11:03

Absolutely.

Tris Hussey: 00:11:04

And this is a good segue into what you're going to do at TransLoc.

Tris Hussey: 00:11:08

So what's your vision at TransLoc?

Tris Hussey: 00:11:10

Where do you see the company you know, evolving in the next few years?

Tris Hussey: 00:11:13

And what do you think your impact, where you see your impact being

Tris Hussey: 00:11:18

on the company in the years ahead?

Chip Schuneman: 00:11:20

in my short tenure, I have found a few things, and I, and this

Chip Schuneman: 00:11:24

is where I probably need to capitalize on, oh, well, I need to highlight one is,

Chip Schuneman: 00:11:28

I'm not a huge fan of the word vision, The word vision, I think, denotes of

Chip Schuneman: 00:11:34

fantasies and dreams and other things.

Chip Schuneman: 00:11:36

And as an athlete and other things, I really focus on goals, big

Chip Schuneman: 00:11:40

goals, and perhaps audacious goals.

Chip Schuneman: 00:11:42

Like, how are we going to get there?

Chip Schuneman: 00:11:44

How are we going to own majority of our market share in our particular industry?

Chip Schuneman: 00:11:48

I think we have that opportunity to regain that majority market share in our market.

Chip Schuneman: 00:11:53

That, I don't know if that's a vision, but I look at that as more of a goal.

Chip Schuneman: 00:11:56

But in my short tenure with Transloc, I have found we have, we have the assets

Chip Schuneman: 00:12:02

to get us to wherever we want to be.

Chip Schuneman: 00:12:04

And what I mean by that is that we have tremendous customers.

Chip Schuneman: 00:12:07

We have a list of hundreds of recognizable logos across the board, across the

Chip Schuneman: 00:12:13

United States and North America that any business would be envious of.

Chip Schuneman: 00:12:17

That's number one.

Chip Schuneman: 00:12:17

Number two, we have people that have been with with our team in our 20 years.

Chip Schuneman: 00:12:21

I mean, we're celebrating our 20 year anniversary this year.

Chip Schuneman: 00:12:24

We have team members in our business that have been with

Chip Schuneman: 00:12:26

us 13 plus years in some cases.

Chip Schuneman: 00:12:29

That's a tremendous legacy and knowledge and just kind of tribal knowledge that we

Chip Schuneman: 00:12:33

bring to the table and bring to bear on serving our customers in the marketplace.

Chip Schuneman: 00:12:38

And so, as I said before, I've had a mentor in the past that has said,

Chip Schuneman: 00:12:41

you, you have the unique ability to live kind of six months in the

Chip Schuneman: 00:12:44

future and, and execute today.

Chip Schuneman: 00:12:46

What he didn't say is I had the ability to live six years in the future.

Chip Schuneman: 00:12:50

So that's probably where my tiny little brain stops from a vision standpoint.

Chip Schuneman: 00:12:55

But I think there's two things that I would highlight in regard to TransLoc went

Chip Schuneman: 00:12:59

through a very difficult, acquisition and integration that we're just now coming

Chip Schuneman: 00:13:04

out of as I, as I kind of see light at the end of the tunnel, that three or

Chip Schuneman: 00:13:08

four key initiatives that we need to, wrap up this year to put those things

Chip Schuneman: 00:13:12

to bed so that we as an organization can transition to really focusing on

Chip Schuneman: 00:13:17

our customers and retaining customers.

Chip Schuneman: 00:13:20

Regaining customers and winning new customers and

Chip Schuneman: 00:13:23

building our business overall.

Tris Hussey: 00:13:25

You just talked about customers and that leads into my

Tris Hussey: 00:13:28

next question, which is TransLoc has a huge diversity of clients.

Tris Hussey: 00:13:33

You have people from, you know, universities to transit agencies

Tris Hussey: 00:13:37

and fixed route and on demand.

Tris Hussey: 00:13:40

How do you plan on serving all those customers best?

Tris Hussey: 00:13:45

What is that nugget that's going to pull it all together?

Chip Schuneman: 00:13:50

Yeah, I, I, this is a, this is really a relevant

Chip Schuneman: 00:13:53

question, especially right now.

Chip Schuneman: 00:13:55

I think most people, look at transit needs, if you will, and say, okay,

Chip Schuneman: 00:13:59

well, why don't I ride a bus or ride a train on a day to day basis?

Chip Schuneman: 00:14:04

And what would it take for me to jump on in Atlanta here, MARTA, or jump on a

Chip Schuneman: 00:14:11

Dawsonville County bus to get to MARTA to in order to get to the airport?

Chip Schuneman: 00:14:16

And, and for me, I need a reliable, predictable, flexible, and convenient,

Chip Schuneman: 00:14:22

along with safe transportation and all of those aspects need to be there.

Chip Schuneman: 00:14:27

And if I look at what our solutions are, it really doesn't matter whether

Chip Schuneman: 00:14:31

our clients are universities or medical facilities or large corporate campuses

Chip Schuneman: 00:14:37

or municipal transit authorities, because those really are ideal customer profiles.

Chip Schuneman: 00:14:42

It's really about what we provide and what I'm super excited about is, as I

Chip Schuneman: 00:14:47

look at our product solution in comparison to the competitors in the marketplace

Chip Schuneman: 00:14:51

and how we're serving customers, we provide that single kind of source in

Chip Schuneman: 00:14:55

one app, this reliable, predictable, flexible, convenient, and safe sort

Chip Schuneman: 00:15:00

of opportunity for transportation.

Chip Schuneman: 00:15:03

And we put it in your pocket in an app.

Chip Schuneman: 00:15:06

And we also provide all our transit authorities with a lot of data on

Chip Schuneman: 00:15:09

the backside so they can effectively manage their transit department

Chip Schuneman: 00:15:13

and all the vehicles in there.

Chip Schuneman: 00:15:14

I think one of the things that we have to do as leaders in, in Modaxo

Chip Schuneman: 00:15:19

and TransLoc is we have to ask the question, why aren't we, taking

Chip Schuneman: 00:15:23

advantage of riding transit more often.

Chip Schuneman: 00:15:25

I mean, we were, we were honored as being one of the leading workplaces

Chip Schuneman: 00:15:28

for transit last year in 2023.

Chip Schuneman: 00:15:31

And that's a great honor, but the question is how can we encourage our team members?

Chip Schuneman: 00:15:35

How can we encourage our other, associated businesses across Modaxo to really

Chip Schuneman: 00:15:40

say, this has got to be a priority.

Chip Schuneman: 00:15:42

I'm not saying everybody needs to sell a car and drop down to one car or one

Chip Schuneman: 00:15:46

less car in their, in their family.

Chip Schuneman: 00:15:49

But maybe that is something we should look at, right?

Chip Schuneman: 00:15:52

Maybe that is that.

Chip Schuneman: 00:15:53

I'll say that inconvenience will put us in a place where we need to

Chip Schuneman: 00:15:56

start taking advantage of the transit opportunities that are all around us.

Tris Hussey: 00:16:00

I like ending these interviews with a fun question.

Tris Hussey: 00:16:02

If TransLoc was a superhero, What would its superpower be and what would

Tris Hussey: 00:16:08

your superhero name be if you were a superhero in the transportation universe?

Chip Schuneman: 00:16:14

I'll go back to having an app.

Chip Schuneman: 00:16:18

I love questions like this, think it's the whole kind of seamless mobility

Chip Schuneman: 00:16:23

sort of concept of having everything in one place that's easy for me to use

Chip Schuneman: 00:16:28

and that it's something that I can, the superpower is I just think about

Chip Schuneman: 00:16:32

where I am and where I need to go.

Chip Schuneman: 00:16:34

It's seamless.

Chip Schuneman: 00:16:35

I just step onto the bus or the train or whatever, and I end up at

Chip Schuneman: 00:16:40

my, at my location, if you will.

Tris Hussey: 00:16:42

So what would you call yourself as a superhero?

Chip Schuneman: 00:16:44

I've shared this with the team, and I really don't want this to be

Chip Schuneman: 00:16:48

some sort of nickname or anything like that, but I think Transporter works, and

Chip Schuneman: 00:16:52

my reason for saying that is that I miss being in the office with team members

Chip Schuneman: 00:16:57

quite a bit, and it's that camaraderie, that communication and so forth, and so

Chip Schuneman: 00:17:02

I've I've said, if I could get Star Trek to really perfect the transporter, we

Chip Schuneman: 00:17:07

could all live wherever we want to do.

Chip Schuneman: 00:17:09

I would live in Cape Town, South Africa.

Chip Schuneman: 00:17:11

You can live wherever you want, but I just want that transporter to work.

Chip Schuneman: 00:17:14

So beam me up Scotty to Raleigh Durham, North Carolina to the office

Chip Schuneman: 00:17:19

at 7 o'clock in the morning and beam me home at 7 o'clock at night.

Chip Schuneman: 00:17:23

I'm good.

Chip Schuneman: 00:17:24

that would be ideal, but I think transporter would probably

Chip Schuneman: 00:17:27

have to be that superhero name,

Chip Schuneman: 00:17:29

if you will.

Chip Schuneman: 00:17:30

Thanks,

Tris Hussey: 00:17:30

That sounds great.

Tris Hussey: 00:17:32

Chip, this has been a great interview.

Tris Hussey: 00:17:34

I wish we had more time because it could just go on and on with the

Tris Hussey: 00:17:40

visions for transportation and getting more people to take transit and how

Tris Hussey: 00:17:45

your background is all fit into this.

Tris Hussey: 00:17:47

Maybe maybe we'll have to do a second part of this interview.

Tris Hussey: 00:17:51

So Chip, this has been absolutely fantastic.

Chip Schuneman: 00:17:54

Tris.

Chip Schuneman: 00:17:54

It's been great.

Chip Schuneman: 00:17:55

Appreciate the time.

Tris Hussey: 00:17:56

You're most welcome.