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Fedex paying 500 a day to run unserviced routes
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<blockquote data-quote="XEQaF" data-source="post: 3891647" data-attributes="member: 76117"><p>I'm sure you all don't want to hear about my bitching and crying about me being a victim so I'll spare you the details. Let me just say that I was an IC operating in a small city in Ontario Canada. We are still using the IC agreement, where I in the US the ISP has been introduced. I have extensive experience within supply chain management, educated in International Business with a discipline in Logistics, So I'm not just a run of the mill grunt type contractor.</p><p></p><p>Over the years I've had many head shaking experiences in many incompetent and unprofessional decisions and management practises from my senior managers. Progressing my ideas and forwarding the X brand was always met with resistance. To make a long story short and to answer your question: the relationship between myself and X had become fractured to the point where I made the decision and I felt I was a threat to them because I was to much of an independent thinker and that is not the quality they want in a contractor. What do you do with an active threat? You eliminate it in big corporation bullying ways. The last straw was they arbitrarily disqualified my most valued driver, and in a small town you value your employees because you develop them and treat them in a way that they enjoy their work and their environment which I hold strongly to that opinion.</p><p></p><p>They knew I wouldn't be able to recover on time to meet my obligations for peak, thus they would be able to point their finger at me saying I breached the contract by not meeting those obligations. So I made the move on them. They offered to let me have a 45 day extension so that I may have the opportunity to sell. Being from a small city where I'm the only contractor, density in delivery is an issue and every dollar counts, any potential investor with a good business sense would see that you can't sell based on future potential earnings in a model of this kind but your value is in the after tax income and your assets. 45 days is not enough time to find a buyer, which in reality is giving them 45 days to set up the next fool to take over and use the inevitable failure of peak as a way for not renewing my contract in February. So I was doing them a favor of using my resources and systems to help them through the toughest part of the year so they can shine.</p><p></p><p>So this isn't me bragging about leaving in the way I did or not being able to handle it. It's the fact that realizing you are up against a machine that doesn't support you, and if you are worth your values and integrity as a business professional and authentic version of yourself you must make those hardline decisions to make your point</p></blockquote><p></p>
[QUOTE="XEQaF, post: 3891647, member: 76117"] I'm sure you all don't want to hear about my bitching and crying about me being a victim so I'll spare you the details. Let me just say that I was an IC operating in a small city in Ontario Canada. We are still using the IC agreement, where I in the US the ISP has been introduced. I have extensive experience within supply chain management, educated in International Business with a discipline in Logistics, So I'm not just a run of the mill grunt type contractor. Over the years I've had many head shaking experiences in many incompetent and unprofessional decisions and management practises from my senior managers. Progressing my ideas and forwarding the X brand was always met with resistance. To make a long story short and to answer your question: the relationship between myself and X had become fractured to the point where I made the decision and I felt I was a threat to them because I was to much of an independent thinker and that is not the quality they want in a contractor. What do you do with an active threat? You eliminate it in big corporation bullying ways. The last straw was they arbitrarily disqualified my most valued driver, and in a small town you value your employees because you develop them and treat them in a way that they enjoy their work and their environment which I hold strongly to that opinion. They knew I wouldn't be able to recover on time to meet my obligations for peak, thus they would be able to point their finger at me saying I breached the contract by not meeting those obligations. So I made the move on them. They offered to let me have a 45 day extension so that I may have the opportunity to sell. Being from a small city where I'm the only contractor, density in delivery is an issue and every dollar counts, any potential investor with a good business sense would see that you can't sell based on future potential earnings in a model of this kind but your value is in the after tax income and your assets. 45 days is not enough time to find a buyer, which in reality is giving them 45 days to set up the next fool to take over and use the inevitable failure of peak as a way for not renewing my contract in February. So I was doing them a favor of using my resources and systems to help them through the toughest part of the year so they can shine. So this isn't me bragging about leaving in the way I did or not being able to handle it. It's the fact that realizing you are up against a machine that doesn't support you, and if you are worth your values and integrity as a business professional and authentic version of yourself you must make those hardline decisions to make your point [/QUOTE]
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