Luke had explained that there had been a team transition.
She had sent a formal service exception notice to Victor after the meeting.
“I’m not calling to report on your brother,” she said. “I’m calling because I want to understand what you’re doing next.”
I told her I was actively looking. I described what I was looking for — operations management in logistics or adjacent fields, account oversight, the kind of role where you’re responsible for both the systems and the people running them.
She said she didn’t have an internal role for me at Alder — she was a client, and they were not a freight company. But she knew people who did.
She mentioned Owen Reed at Pinnacle Logistics, specifically. She said he had been building out their operations side and had been looking for someone with the profile I described.
She asked if I was comfortable with her making a referral.
I said I’d appreciate it, and that I’d send her a brief overview of my background she could share if she wanted to.
She said she’d need something general, not account-specific. She was mindful of professional obligations.
I said I understood, and that I’d keep it industry-framed.
We talked for another ten minutes about the practical situation. She asked if I had thoughts on what a good transition plan for the Alder account would look like. I said I thought they needed an operations person in that seat who had at least a ninety-day knowledge build before managing independently, and that a structured transition with a more experienced ops lead would help Luke get to real proficiency rather than functional approximation.