I was asked, what do I think of the transition to XPO Freight? Ha... I could fill a couple pages, but I want to keep it simple and positive. At the end of the day I just want to work for a great company. So many try and identify what Con-Way is today and what it was once upon a time. What matters is tomorrow. Tomorrow can be business as usual or tomorrow can be the start of one culture throughout the whole freight company. We do not have one culture within this company, every terminal has its own culture, some fortunately have a participative culture and sadly too many have a directive culture. Lean was supposed to be a destination, a cultural destination. It can not happen. Lean is only a set of tools to help drive a culture, it can deliver you to engaged employees or it can deliver you dictatorial management practices that produce scorecard results, at any costs. Our culture is not a ship to be compared to the Titanic and trying to change the course of one big ship. Our company is a fleet of many ships (service centers), over three hundred, each in need of one Commander in Chief, with him providing navigational aids, maps, and charts to steer all ships in the same direction no matter where they are currently located in the sea of employee engagement. (Too many are lost at sea these days) So, how would I do it? First I would have Brad and Tony stand at the front of the room next week in St Louis and define the culture of XPO, hopefully a culture of engagement and participation. Next I would take the talents of the Lean Department, place the VVT under their umbrella and re-task the group as the "Continuous Improvement and Engagement Team". We have had it backwards for three plus years, Lean does not drive engagement, engagement drives the success of Lean.