Episode 133: How a Little Tracker is Making Supply Chains Greener with Tive

Molly Wood Voice-Over: Welcome to Everybody In The Pool, the podcast where we dive deep into the innovative solutions and the brilliant minds who are tackling the climate crisis head-on. I'm Molly Wood.

This week, we're talking about one of my favorite kinds of climate solutions, the stealth kind. The solution is shipping and trucking efficiency. Trillions of dollars worth of goods move around the planet every year, and a shocking amount of that is lost, spoiled, or thrown away because nobody actually knows where it is or what's happening to it in transit. That means wasted fuel, wasted miles, wasted food, god knows what else rotting in landfills.

It turns out one of the most powerful climate tools might just be knowing where stuff is. Let's get into it.

Krenar Komoni: My name is, uh, Krenar Komoni. I'm the CEO and founder of Tive, and what we do here at Tive is we help companies all over the world track and monitor their shipments, and the way we do it is pretty straightforward.

For the ones who can, can see the video, they take... customers take this tracker, they press a button, they put it on top of a shipment, usually inside of a trailer, inside of a container, and they get to know where their shipments are all over the world.

And on top of knowing where they are, they get to know also their condition. Is it hot? Is it cold? Did somebody open the trailers’ containers? Uh, all of that data coming into real time, and we have grown quite a bit as a company.

Molly Wood: Well, so tell me a little bit about... I... We're gonna get into why this is sort of a big supply chain climate solution a little later, but I wanna start with the origin story.

Like, what, what brought you to doing this? What was the spark for Tive?

Krenar Komoni: So my, uh, my background's in engineering. I used to work for multiple startups that... For the first startup we worked on was we designed world's first software-defined radio dot chip, and I worked for an MIT startup where we built world's most efficient base stations that go on cell towers.

I fell in love with wireless and radio frequencies, but the way I stumbled into supply chain logistics was, uh, quote unquote, "through marriage." Once I got married, my father-in-law had a trucking company, and every time I would go to his house, he would be on the phone. Like, we're trying to have dinner, we're trying to have a glass of wine, and he'd be on the phone trying to figure out where his truck drivers are.

He would get up from the table and figure out if they loaded, if they unloaded. I'm like, "What is happening? Why do you do that?" He's like, "Well, there's these companies, they want $50 a month for me to track the trucks." I'm like, "I'll do it for $9.99." So I went about to build a GPS tracker to put in his trucks so he could see where his trucks are.

Then his friends wanted to track trucks, and other people wanted to track trucks, and that's where the whole origin, uh, of the story started. But, uh, after that, I pivoted to actually track the goods on the truck after I realized that a lot of companies were putting these temperature sensors on top of pallets, and I said, "I'm gonna take this GPS tracker that I built to track his trucks and put 'em on the back of the truck."

Molly Wood: Hmm. So, so walk me through what that might look like, you know, if I'm, if I'm shipping a pallet of strawberries from California to, you know, a store on the East Coast. What, what does this look like in practice, and what is the benefit? I mean, obviously knowing where your truck is, that's important . But it's a lot more than that-

Krenar Komoni: Yeah, so-

Molly Wood: it seems like.

Krenar Komoni: It's a lot more than that. So maybe we'll start with knowing where the truck is. So a lot of different trucking companies are coming to pick up strawberries for you if you're a strawberry distributor, and you have different sheds, you have different places where you're growing strawberries, and you cannot satisfy all the shipments that you need to do with one trucking company.

So you call many different trucking companies. Some might have GPS trackers, but even if all of them had GPS trackers in their trucks, connecting to those with APIs and figuring out which truck took which strawberries is very difficult and mundane. So what customers do is they say, "You know what? I'll take a tracker, I'll put it on top of the last pallet, and when I close the trailer, I know exactly where it is."

But on top of that, what we do is we also tell the temperature of the shipment. And so straw- strawberries need to stay at 32 degrees Fahrenheit. If they're 40 degrees Fahrenheit above that, that temperature for more than four, five, six hours, when they get to the destination, could be a retailer, could be a store, and they see them that they've been not, not held correctly, and you can see the strawberries, they, they change color, they turn to, a little bit mushy, uh, and they measure the temperature, obviously putting them in the store, the shelf life's not gonna be good.

Molly Wood: Right.

Krenar Komoni: So keeping them constantly at 32 degrees Fahrenheit is very important, and the key is here getting that data in real time. So in the middle of the road, being able to figure out if those berries are at 40 degrees, being able to call the truck driver immediately to check if their settings on the refrigerator are correct.

If they're not correct, correcting those settings. And if setting is not a issue, maybe it's the refrigerated trailer that's the problem, and the reefer is broken, and they need to go to a mechanic and fix it so that within that span of two, three, four, five hours, we're able to save hundreds of thousands of dollars of strawberries, and they get to the store, and finally we get to, um, buy them and, uh, eat them.

Molly Wood: Right. And they're delicious and firm.

Who, who are some of your... Talk to me about sort of some of your customers and just kind of the size of this market. I think everybody, like, knows things are being, you know, trucked around and shipped around all the time, but, you know, just give us the context so that we can then segue into the climate impact.

Krenar Komoni: So there's trillions of dollars of trade that happen every year, roughly around 20-plus trillion dollars that happen every year, uh, around especially in the United States, export and import globally. When this trade, if you think about where we play really well for Tive's customers, it's customers that have either high-value items, temperature-sensitive items or time-sensitive items.

So that falls into categories of food and perishables, pharmaceuticals, industrial equipment, electronics, and automotive, which is very time-sensitive, especially with just-in-time manufacturing. And that's roughly 16 to 18% of the entire trade, uh, uh, globally. So that's also in, in, in, in large numbers. But when you look at the market that's, uh, which is visibility market of tracking shipments, monitoring shipments, whether it's with passive loggers or real-time trackers, it's roughly a 1 to 1.5 billion dollar serviceable market that's happening today.

But the TAM is close to 30 billion, and the SAM of the, uh, of this market is roughly 5 billion. So the penetration that we have in the business on the serviceable obtainable market, which is around 1, 1.5 billion dollars, we're only around 6% of that market today.

Molly Wood: Right. So far. So far.

Krenar Komoni: Yes, so far. And we're growing.

We're the fastest growing company in the, in the supply chain tech space today.

Molly Wood: So it, you know, and, and your message is not necessarily sustainability first, but there is a big climate component here. So help us. Let's, you know, we'll- maybe we can break down, you know, improving the supply chain into kind of multiple parts.

Let's maybe start with food loss and wasted product, just because we talked about the strawberries. Like, we all know that food waste is a massive climate issue. How do you think about quantifying that?

Krenar Komoni: I know the numbers are very large, and it's definitely not just in billions. It's hundreds of billions of dollars on, when it comes to food waste.

And if you look at food waste, it's not just the revenue loss that you don't have that, uh, the, the food on the shelf for us to buy. But then what do you do with that? If it arrived at the store and it's not in good condition, it gets rejected, then there's insurance that gets involved with around claims.

And if one store rejects it, sometimes wholesalers say, "Okay, maybe store, next store or another store might buy it." If it gets rejected again, then you have to dispose of it. And disposing food is not a, is not an easy task. Then there's a lot of other climate, uh, and, uh, after effects that happen from that disposal.

So the waste thing of that food is not just the revenue loss, which is in billions of dollars. You also have the disposal part of it and all the transportation that needs to happen on top of that, um, and the footprint on carbon on top of that, then it, it's in hundreds of billions of dollars.

Molly Wood: Mm-hmm.

Krenar Komoni: So that's just on food.

If you look at in the Pharma and life sciences, the disposers are even more stringent.

Molly Wood: Mm.

Krenar Komoni: Cause you cannot just go and put it on a landfill or some other areas that the disposals of that are even more costly because they have special ways of, uh, dealing with chemical waste and dealing with where, how do you, how do you dispose of a vaccine? How do you dispose of a drug? If the temperature was not kept at the adequate setting where it needed to be because it got left in a tarmac at 80 degrees, 90 degrees Fahrenheit for four or five hours, then the efficacy of that drug is now gone.

And it goes to the hospital, they look at the logger, they say, "Oh, this is waste. Now we have to dispose of it." Quarantine, and then dispose. So there's tens of billions of dollars of losses there, too. And on top of that, again, the carbon footprint of transporting things that you're not supposed to transport if everything went well.

Molly Wood: Right.

Krenar Komoni: And this is where we come into play, right? Because we're monitoring the shipments in real time, and if anything happens, we can be reactive, but reactive in timely manner, I would say. And sometimes also proactive to be able to save those shipments and protect those shipments for customers.

Molly Wood: It.. there's also an argument, um, around reducing total transit time, around potentially making routes more efficiency. Or more efficient. Is that true?

Krenar Komoni: That is, um... Yes, that is true. Uh, the way we see that- Sometimes our customers get that insight after doing thousands of shipments with us. They get to see various patterns. We have an example with the, actually Maersk, where we were picking... They were shipping from Long Beach, where they come to the port, and they were doing routes with truck.

And they realized that in some routes, even though the truck driver took a shorter route, quote unquote, based on not Google Maps, but the truck maps that they use, even though it was a shorter route, the other route that looked a little bit longer took shorter time. And the reason, because it had more truck stops, the longer route, so they were able to push themselves all the way to the hours of service and be able to stop at various truck stops and get to the final destination sooner.

Whereas the shorter route had only one truck stop, and everybody would stop there. And even if they had hours of service, um, they would just, quote unquote, "burn those hours of service" and then be able to... They, they stayed there longer than needed and then suddenly get to the destination. So-

Molly Wood: Right.

Krenar Komoni: That's one example.

Uh, sometimes customers realize that some trucking companies, because you told them to deliver something in three days, they do it in three days.

Molly Wood: Right.

Krenar Komoni: But they could actually do it in two days or a day and a half. Mm-hmm. And they were not aware of that, especially when cross border. When they're crossing, uh, the border, they might have added 8 hours or 12 hours of extra time, and maybe didn't, didn't have to do that if they were monitoring things in real time. But yes, transit times also help, which reduces carbon footprint too.

Molly Wood: And it seems like that's a function of visibility. Like, just to, to, you know, make it very clear, the more visibility you have, the more data you have, the more efficient you can be, thereby cutting emissions.

Krenar Komoni: Yes.

Molly Wood: Yeah. Um, and then of course there's the, there's the, the disruption from climate change itself.

There's, like, the upset to, you know, there's damaged infrastructure. There are transportation routes that might be negatively impacted. How, how do you find that your customers are experiencing the impacts of increasingly extreme weather? And then, you know, how are you helping them solve that?

Krenar Komoni: I think just starting with the basics, which is the visibility part, and there was a, uh, the big winter storm that just happened, right, in few, few weeks ago. We've heard customers say, "I, I know at least where my trucks are."

Molly Wood: Mm-hmm.

Krenar Komoni: "I know what's happening with them, and I know that they're either positioned in a safe place or we're telling them what to do." And I think just having that confidence and comfort of knowing where every single shipment, uh, is, it's a plus.

Otherwise, there's a lot of inefficiencies that happen after that, 'cause there's a lot of calls that you have to make trying to figure out where things are. Um, you don't get that comfort immediately. That's, that, that's I would say th- that's one perfect example of, of that.

Molly Wood: So, and then just to clarify, are, are you then helping?

Like, are you the... You're the tracker, but you're also kind of the triple A? Like, the the help layer, or no?

Krenar Komoni: Uh, no. We don't do that. We don't do that, yeah.

Molly Wood: Okay. So you're, so they find out from your system that there's a problem, and then they activate whatever contingencies they have to figure it out.

Krenar Komoni: Yes.

Molly Wood: Is that fair?

Okay. And we...

Krenar Komoni: That's fair, yeah. Um, we do 24/7 monitoring for customers, and we can tell them whether there's a potential theft happening, and then they work with law enforcement, for instance, in cases of, uh, disruptions like that, where they'll be able to save shipments and protect shipments. And we've had even a customer recently that I just got an email pers- it's a prospect, it's not a customer.

We were doing a trial with them, and they, they were looking at our trackers and thinking about using them, but just got an email b- from them today. Because of the things that are happening in the Middle East, they're going to expedite and try to put Tive trackers on every single shipment because they can't live with disruptions and not knowing what's happening with their shipments.

Molly Wood Voice-Over: Time for a quick break. When we come back, we'll talk about the increased importance of knowing where things are in what Krenar calls “a state of permanent disruption.” Fun.

Welcome back to Everybody in the Pool. We're talking with Krenar Konomi of Tive, who back in January, I will have you know, was named a Rockstar of the Supply Chain by Food Logistics Magazine for the fourth time.

Molly Wood: How is, uh, you know, one of the things that you've talked about is this i- this concept of permanent disruption and, and how to manage, you know, it's not a, it's not an if, and in fact it's more like multiple disruptions. Might be, might have extreme weather, and also a war, and also major supply chain disruptions for other reasons.

At some point, how can real-time visibility really... Like, at some point, aren't you just finding out that a disaster's happening and you can't, you can't fix it? Like, how important is real-time visibility in a situation like that? You know, what is the factor that they're gonna get out of expediting putting trackers in every, in every truck or on every ship?

Krenar Komoni: Yeah. Um, I, you're right. I think the world is, on top of the climate, on top of the, the, all the other things that are happening, as you mentioned, war, it's in a permanent disruption.

Especially right now, if you look at the risk factors, if I asked you how many risks are happening, just name a couple.

Molly Wood: Right.

Krenar Komoni: I'm sure you're gonna name five or six or seven. And probably in the history of the world, and since I've been alive, I would say, it, I, it, it would've been hard for me to name this many risks. Usually you're dealing with one or two or three, maybe four, but now we have five, six, seven, and they're continuing to add up.

And hence, I believe we're in this world of permanent disruption, that disruptions are not if they're gonna happen, they're just already happening, and they're going to happen all the time.

Molly Wood: Mm-hmm.

Krenar Komoni: And visibility is important, and I can give you some examples of that. If, 'cause if you don't know where they are, then you can't act, but if you know that something's stuck somewhere, if you know that there is no solution, then you know exactly why it's happening.

Molly Wood: Mm-hmm.

Krenar Komoni: Maybe that product that needs to go to a hospital, you know it's not gonna make it. Now you have another product that you can air ship.

Molly Wood: Right.

Krenar Komoni: Or you can take a completely different route, but that hospital, that patient, um, that retail store is gonna get what they need, maybe a few hours later, maybe a day or two later, but not weeks later because you were hoping that things are gonna get there.

Molly Wood: And you have answers, which I would, which preserves your relationships and your contracts and things like that.

Krenar Komoni: Absolutely, yeah. Yeah, yeah. I mean, transparency is key, and if somebody's asking you what's happening and you just keep saying, "I don't know," obviously you lose trust with the customer.

Molly Wood: How is it, how is it that this doesn't exist yet, you know? [Laughs]

It's like, I think, you know, when we first talked, I was sort of thinking like, Oh I, I guess I would've thought they all had this.

Krenar Komoni: Yeah. Um, so when I started the company, building a GPS tracker was not that trivial, and it's still not trivial today.

Molly Wood: Mm-hmm.

Krenar Komoni: And I call it product market price fit. Not product market fit, but product market price fit.

Anybody can build a 200, 300 dollar GPS tracker, but very few companies are gonna put a two, three, 400 dollar GPS tracker on a shipment if it's half a million dollars, a million dollars worth of shipment, potentially. But you're paying 10, 20, 30,000 dollars max, but around an average maybe five to 10,000 dollars to move a shipment…

Molly Wood: Mm-hmm

Krenar Komoni: Whether it's through container or over the road. Um, you can't put two, three, 400 dollar tracker on that shipment. So technology had to evolve.

Um, since I started the company back in 2015, one thing that has changed is connectivity has become more cost-effective. SIM cards have become more global. Chipsets have become more power efficient, so now you can put the same battery that you used to before for twice as long of a battery life.

The radio, like LTE connectivity, has also become, like there's an LTE, IoT, LTE Internet of Things mode-

Molly Wood: Mm-hmm.

Krenar Komoni: Where it connects faster, it connects more efficiently, so hence you can put a battery and work on that.

So technology keeps evolving, and I believe it's gonna continue to evolve where we get to a place where eventually we're making trackers that are under 10 dollars for customers.

Molly Wood: Hmm.

Krenar Komoni: If that happens, then I think the point that you made, how come it's not everywhere? I think once it bu- it's below 10 dollars, it's that product market price fit, everybody will not even think about, "Oh, should I have a tracker in a shipment?" Yeah. It should be just put a type tracker on that shipment.

Right now we're in the, call it, uh, in the middle or bu- little below middle of 100 dollar range, so half of that, uh, with our customers. But technology's definitely going there, and I think everybody's gonna realize that they need to, to, to put a tracker on the shipment.

Molly Wood: Right. I wanna come back to, to climate impacts and how you think about that in the business.

Like, do you have... I know that, you know, at the end of the day, for customers, they're just trying to save money and operate efficiently. I wonder how many of them though are talking to you about either sustainability as a goal or climate as a risk. You know, like, how much of, of climate and sustainability is a part of your day-to-day business conversations with your customers and potential customers?

Krenar Komoni: Sadly to say, right, that if we factually, if you look at the disruptions that are happening, the risk factors they talk about, suddenly climate declines on the, on the, on the list of things for corporations and companies because they have to deal with some kind of disruption like a war or chip supply shortage or prices of chips going up or oil prices going up.

These are things that are real drivers and suddenly climb up on that, uh, ladder of risk.

Molly Wood: Right.

Krenar Komoni: However, sustainability, it's, it's a big conversation with, uh, customers in general, especially the large customers. And one way we try to help customers around that is by two, two things. I would say in 2020, we were the first company that released trackers that have no lithium batteries.

So this one right here, which is the with a light yellow label.

Molly Wood: Mm-hmm.

Krenar Komoni: If you're looking inside, every single tracker up to 2020 had lithium batteries.

Molly Wood: Hmm.

Krenar Komoni: And we were the first company that said, "You know what? Lithium-ion batteries are not really great for our environment. We're gonna use nickel metal hydrate so that if they go to waste, it's way better for the environment than a lithium-ion battery."

Molly Wood: Right.

Krenar Komoni: Second is we work very closely with our customers on this green program, we call it the Tive Green Program, where we will, we try and recycle every single tracker that they ship and bring it back, and we have a recycling facility. Actually, it used to be right here in this office where I'm sitting, and then we moved it down.

We recycle those, make sure it's refurbished, it's cleaned, firmware is updated, and then we give those customers again to the cust, we give those trackers again to the customers, and we sell them again to the customers.

Molly Wood: Mm-hmm.

Krenar Komoni: We try and use the same tracker twenty, thirty, forty, fifty times, so they don't go to waste.

Molly Wood: Right.

Krenar Komoni: And we've seen some companies not think about that, and it's just purely about dollars and profits and, uh, not thinking about that part of sustainability. We try and put that at forefront with our customers.

Molly Wood: Mm-hmm. Well, and it's kinda one of those things where, I mean, if I'm being honest, like, I don't really care if they are adopting it as a sustainability solution if sort of we all know that there are sustainability outcomes. You know, it's kind of like-

Krenar Komoni: Yes.

Molly Wood: In the way that climate change sits as this problem over the top of everything, sustainability is an outcome of anything that is more efficient and leads to less waste.

Krenar Komoni: And what's great, I 100% agree with you. And like if, when I think of, with the day when I started the company, I could vision this world where everything is being tracked.

Molly Wood: Mm-hmm.

Krenar Komoni: And the end goal is you cannot fix what you can't measure, and you cannot improve what you can't measure. And I thought, "If we can measure the entire planet and every single shipment, we can make this world more efficient." And if the world's more efficient, there's gonna be less transportation of empty containers, of empty trailers, less carbon footprint.

There's gonna be, just everything's gonna be more in time and more efficient, which will help the entire planet.

Molly Wood: Yeah.

Krenar Komoni: And help our resources. We'll use less resources. We'll use less oil. We, it's just so much better for the world if, once we get there.

Molly Wood: Yeah.

Krenar Komoni: Uh, it's just a matter of time.

Molly Wood: Yeah. I mean, I like a, I like a stealth sustainability solution. [Laughs]

Krenar Komoni: Exactly.

Molly Wood: I’m here for that.

Krenar Komoni: That's how I think about it, it's stealth.

And what's nice also with artificial intelligence…

Molly Wood: Yeah.

Krenar Komoni: If you think of where the world is going.

Molly Wood: That's just what I was about to ask you. Yes. Go, go, go ahead.

Krenar Komoni: No, no, you ask.

Molly Wood: No, you… I don't even have to. You went right there.

Krenar Komoni: I think what we're seeing is artificial intelligence suddenly... I, I, I, I tell folks we have, and it's obvious, ten fingers and two eyes. As humans, we can consume so much with our two eyes. We can read books, we can watch movies, but we need pieces of software to look at with our two eyes, and we can output while speaking, uh, like you and I are talking, or with the ten fingers can, can type as fast as possible.

But an AI agent can do this ten, twenty, hundred, thousand times, ten thousand times faster than us, both the input and the output. And AI agents can take all of the data and make decisions that lead to more efficient outcomes. Um, and what's exciting is customers are realizing that in order to get that, to get those efficiencies, yes, humans are gonna be involved. Yes, we're gonna have AI agents that are gonna be like buddies of ours working together with us, or co-pilots of ours doing 10, 20, 30 times more efficient work than we're doing, and then showing it to us that decisions that they're making, but they're gonna be hungry for this real-time data so that they can say, "Hey, the things that you were doing last month, last year, now you can do it this way, and you can save on fuel, you can save on footprint, you can save on, uh, making sure there's no waste. Uh, you can save on insurance claims, you can save on theft. Here, take this route instead of that route."

We try to do all of that, obviously, with brute force and data science and analytics, and some companies have done a great job. With artificial intelligence, we're gonna take it to the next level. And I don't think there's a choice because the ones that are gonna adapt artificial intelligence, they're automatically gonna be more sustainable, and they're automatically gonna be more profitable, which is what drives businesses and corporations.

Molly Wood: Mm-hmm.

Krenar Komoni: And they're gonna be more efficient, and they're gonna have more competitive supply chains, hence others will follow.

And, um, the only thing obviously we gotta figure out is how to, I think that's already happening, making artificial intelligence more efficient so it uses less data centers and less power. But that, I think that just will happen with technology evolution.

Molly Wood: Yeah. Um, I think that's a larger discussion, but yes. But I agree with you. I think it will, I think it will have to, right? It will be… We're already seeing data centers be rejected for these issues, like it's just sort of not gonna be. And also, it's, uh, it's inefficient and expensive to use too much energy, so it seems to make sense to me.

Krenar Komoni: Yes.

Molly Wood: Yeah. I wonder, um, I wonder what you think of... Oh, well, speaking of AI, is that something that you intend to build into the Tive product? Do you, do you intend to mostly be trackers? Or do you, when you describe those AI agents, are you thinking like, "And we will provide those," or will companies have their own?

Krenar Komoni: Yeah, absolutely. I mean, our, all our customers use our software. We now introduce this, the workflows where you can automate, uh, depending on what's hap- for, uh, as an example, if a tracker is close to, um, uh, port, change the settings of the tracker automatically. If, um…

Molly Wood: Mm-hmm.

Krenar Komoni: Tracker is stopped, and it's in a zone that is not safe, and, uh, a light alert got detected, that's a quote, unquote "smart theft alert," and use an agent to make a phone call to take a particular action.

So these things are, we're already working on and we're already implementing with our customers. It, it will just be part of the world going forward.

Molly Wood: Right. Finally, this, this sort of gets to, like, what success looks like for you, but you describe this vision. You know, I mean, when we talk about AI and the capability to introduce these efficiencies, to overhaul systems at this level, it's all, it all comes down to this data.

And, you know, I think what we're learning here today is that even though we would think that every truck has a tracker and at this point in the year 2026, we all know everything about shipping and trucking and where everything is, we do not.

Krenar Komoni: We do not.

Molly Wood: Like, we do not. How much do you think, you know, how much do you think we will know in 10 years if you have your way, if you, if you succeed where, uh, to the extent you want to?

Krenar Komoni: Uh, I think in 10 years, hopefully, hopefully close to, call it 5 to 10 percent of all the shipments because 5 to 10 percent is gonna make a big impact in the world if we get there…

Molly Wood: Yeah.

Krenar Komoni: In 10 years. I heard one thing that AI is going to have consumed all of the world's data in its database, right, in the LLMs in roughly two years from now, right?

So there's still data out there that is still not in the LLM, like ChatGPT, Claude. They have a ton of information, but there's still, I would say, some books, some things that are still missing. But probably in, call it 24 months, it'll have everything that has ever been produced by humanity, and now the only thing after that is gonna matter is new data.

Molly Wood: Right.

Krenar Komoni: And new data is what's happening in real time in the world, so that artificial intelligence can make better decisions for the entire planet to be more efficient. Um, and I think that's gonna expedite things so that in 10 years, if we get to 5 to 10 percent of all shipments being completely tracked, uh, and monitored, I believe the, the world can be, uh, much more efficient.

Molly Wood: God, I just, uh, because I read too much sci-fi, I just created a vision in my head where where the hyperscalers or the, you know, the major model developers actually pay you instead of, instead of Maersk, right? Where they're just like, "Actually, we need the data, so please put a tracker on it," which gets dystopian in a hurry. It gets a little dark pretty soon, but... But maybe I'll stop. Again, I try to turn off sci-fi brain, but she is stubborn. She is stubborn.

Krenar Komoni: Yeah, yeah, yeah. Um, sometimes, sometimes to make big, big efficiency leaps, you have to be, quote-unquote, "all-knowing," right? And then, then, then your, then brain goes to that side.

Molly Wood: Exactly, but we will stop there. Krenar Komoni is CEO and founder of Tive. Thank you so much for the time. I appreciate it.

Krenar Komoni: Thank you, Molly.

Molly Wood: That's it for this episode of Everybody in the Pool. Thank you so much for listening, and if you want to join the Everybody in the Pool community, talking advice and energy efficiency and new innovations and whatever climate topic is on your mind, join our Discord chat. It's kinda like Slack, but less annoying, and it's free. There's a link to join in the description right here in your podcast app of choice, or you can find it in the weekly newsletter, which you can subscribe to at everybodyinthepool.com.

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