The Avocado Principle of Lane Management

If you wait until you really want an avocado, the market won’t have any ripe ones. You need to buy them in advance.

If you live your life based on instant gratification and little planning, you’ll either never have a good avocado or you’ll pay more than you should to someone else who planned ahead. The same goes for freight planning.

If you get ahead of the cycle, knowing your freight needs ahead of time, taking your seasonality into account based on historical data, you can run your entire business with significant savings. On the other hand, if impatience and poor planning gets you behind the cycle, you’ll be just as likely to waste time and money playing catch up.

The trick is, you have to know what’s going on now in order to plan ahead. The only way to do that is to have a transportation management system that keeps track of everything that is happening, as it’s happening.

Freightflow’s flexible region-based lane management tools enable you to track volume, costs, and carrier performance in real time by lane. Using Freightflow allows your transportation team to quickly plan their next moves.

If you want to be able to plan ahead, understand the dynamics of your lane rates as they are changing, and start managing lanes instead of trucks, we can help.

Freightflow delivers strategic lane management, transportation department productivity, and route optimization services to the Produce Industry. Hundreds of professionals at organization such as Indianapolis Fruit & Produce, Piazza Produce, Valley Fruit & Produce, and Potandon use Freightflow every day to save time and money.

This post was inspired by the fantastic writing of Seth Godin, you can read his take here.

FSMA Rules & Regulations: Everything You Need to Know in 2017

In 2011, President Obama signed the Food Safety Modernization Act (FSMA), in an effort to improve food safety and monitor food handling regulations more closely. After years of inactivity, the FSMA rule has been made final, presenting a host of new challenges for shippers, carriers, and supply chain professionals.

The newly enacted legislation places a focus on prevention-related measures from farm to table, pertaining specifically to transportation. In order to decrease the risk of food contamination during transportation, the new rule requires shippers, loaders, carriers, and receivers involved in transporting food to use the highest standard of sanitary practices. It should be noted, that these requirements exclude transportation by ship or air.

The FSMA rule requires strict adherence to various shipper-defined requirements in order to keep the food safe and unaltered during transportation. If any specific requirements are not met by shippers, the receiving facility is unable to accept the product into their facility. Thus, if you don’t remain compliant, companies could potentially lose a lot of money.

To ensure you meet compliance, we’ve compiled a guide with everything you need to know about FSMA rules and regulations.


Who does FSMA affect?

The new FSMA act has few exceptions.  The rule applies to shippers, receivers, loaders and carriers who transport food in the U.S. Also effected, are any shippers who transport food into the country (from Canada or Mexico). However, the rule does not apply to shippers or exporters who ship food from the U.S. to surrounding countries by motor or rail.


What should 3PLs do comply?

Asset-based carriers will of course need to comply. Straight 3PLs without any of their own assets will need to reexamine their truck procurement process and approved-carrier list to make sure that the trucks you broker in to pick up food loads are in compliance. Expect food customers to begin asking, and to begin requiring new paperwork to prove that the trucks you’re sending in are in full compliance.


When does it take effect?

The deadline to meet compliance requirements varies. For instance, if you are a small business that employs less than 500 people and motor carriers, then you have up to two years to comply.

See the referenced compliance sheet from for a breakdown.

Here’s a PDF with the breakdown.


Key Requirement Categories

Vehicle & Transportation Equipment
Vehicles must be suitable and adequately cleaned for the use of food transportation. They must be able to maintain the necessary temperatures to ensure safe transport of human or animal food.

During transportation, the measures taken throughout the operation must be in compliance with the new rule in order to ensure food safety.  Here are some of the key elements:

  • Temperature Control and Monitoring – Proper refrigeration or temperature control of all food products
  • Cross- Contamination – Correct management of transportation units and storage facilities to prevent cross-contamination. This includes meeting proper sanitation requirements and the correct segregating of foods vs. non-foods in the same area to eliminate any potential risk.
  • Food Safety Plan – A specific food safety plan must be put in place that is documented and being followed by all parties involved.

Specific training of carrier personnel must be upheld and documented. Once the training in completed, the carrier is responsible for all sanitary conditions during the transport of the products.

All procedures must be highly documented. This includes written procedures and processes, any legal agreements, and training documentation.  Usually, it’s necessary to file these documents for at least 12 months following transportation.
For more information and the official FSMA Rule on Sanitary Transportation, please visit

What Self-Driving Trucks Mean for Your Third Party Logistics Company

What do self-driving trucks mean for third party logistics? How will trucks operated entirely by computers impact the industry? There is sure to be a duel between regulation and automation. And it may not be a matter of if, but when, that these machines take to the right lane in droves. What do you need to know We’ve done the research so you don’t have to.


The state of self-driving trucks in the world

In the US alone, truck drivers move 10 billion tons of freight annually. But the job can be very tough. The hours are long and life on the open road can be lonely. Not to mention driving doesn’t leave a lot of time for physical activity. Drivers sit for a long, long time. There are 3.5 million truck drivers in the US. It seems impossible that they could all be replaced by machines. Or is that so far fetched?

Australian mining giant Rio Tinto already uses 45 240-ton driverless trucks to move iron ore in two mines. Why? It’s simply safer and cheaper. Just last year, in May of 2015, the first self-driving truck hit the road in America in Nevada. In Europe, an entire convoy of trucks drove across Europe to the port of Rotterdam. “Truck Platooning”, as it’s called is when self-driving trucks drive together in a single line to achieve further fuel efficiency with the reduction of wind drag. The truck at the front sets the speed while the others follow closely behind. The tactic also can help reduce congestion on heavily-driven highways.

There has been as much if not more discussion about self-driving cars, but self-driving trucks may beat cars to market. Why? Long stretches of highway driving offer simplified decision-making situation for computers to manage, thereby reducing the risk to humans when compared to more complex urban driving environments with more variables in play. Shippers are presented with a bigger economic incentive to adopt self-driving trucks. Whereas humans primarily benefit from an increase in travel safety, shippers stand to save a lot of money while improving output.

A strong feeling of denial from industry incumbents

Even with self-driving trucks in active testing phases, and clear tremendous economical advantages, industry incumbents don’t see innovation taking hold.

“You are not going to see a truck without a driver in it for a long time,” says Ted Scott from the American Trucking Associations. “The human being is an excellent driver 99.9% of the time. It’s just a tiny instance every now and then that causes a problem. Computers break down more than that.”

Scott further argues that public perception will remain a problem.

“People generally don’t like to drive around trucks even when they have a driver in them. Now you start telling them there is no driver in that truck?”

Safety is another huge concern, and rightfully so. The most obvious question is, how can a 40 ton self-driving 18-wheeler be safe?

According to

“In 2012, over 330,000 large trucks were involved in crashes that killed about 4,000 people in the United States. Close to 90% of those were caused by driver error. Truck drivers are human. We can be tired, stressed, and angry. Thankfully self-driving vehicles are computers that don’t share human emotions. In the recent years, some of the country’s largest freight carriers have started to equip their trucks with active safety features like lane control and automatic braking. It only makes sense to continue adding more autonomous features to trucks. While self-driving technology could potentially reduce accidents caused by driver fatigue and distraction, no system is foolproof.”

Despite valid safety concerns, economics of self-driving trucks will be hard for shippers to not take advantage of, given the cost transportation plays in the overall cost of the goods being shipped.

The economics and benefits

The potential saving to the freight transportation industry is estimated to be $168 billion annually.

Here’s how that breaks down:

Labor: $70 billion

Fuel efficiency: $35 billion

Productivity: $27 billion

Accidents: $36 billion

This is before including any estimates from non-truck freight modes like air and rail.

Let’s break those numbers down with a more tangible example.

According to TechCrunch:

“Shipping a full truckload from L.A. to New York costs around $4,500 today, with labor representing 75 percent of that cost. But those labor savings aren’t the only gains to be had from the adoption of driverless trucks. Where drivers are restricted by law from driving more than 11 hours per day without taking an 8-hour break, a driverless truck can drive nearly 24 hours per day. That means the technology would effectively double the output of the U.S. transportation network at 25 percent of the cost.”

Semi-autonomous freight trucks might also help curve the driver shortage. According to The American Trucking Association:

“The trucking industry employs more than 7 million drivers, but the number of drivers have fallen in the recent years. The ATA estimate a shortage of about 40,000 drivers that could grow to about 240,000 by 2022. As you know, truck driving is a tough job and not everyone is cut out for its physical and mental demands. With self-driving trucks and the potential for pelotons, less drivers will be needed in the future.”

Clearly, the transportation industry is ripe for disruption. But how would innovation impact the lives of third party logistics providers?

What this all means for third party logistics

So what does this mean for the third-party-logistics company? In short, it means more truck supply, with reduced cost, and higher productivity. It should mean higher margins in the short term, but as more brokers begin to attain lower means of transporting their customers’ freight, they will inevitably compete on price. The rates customers are willing to pay for freight will go down, and the only way to offset the declining pay rate is more volume, which could be supplied by autonomous trucks that can travel 24 hours a day, 7 days a week, 365 days a year.

The biggest risk to third party logistics companies comes when a technology company, like Uber, begins to make driverless trucks available to shippers just as they currently make uber drivers available to people. A shipper could merely order 4 autonomous trucks for a pickup on a Monday. The trucks would drive themselves, back themselves into the dock and then take off for their destinations when loading has been completed. Possibly when loading has been completed by an autonomous forklift.


Manage your freight remotely. Complete visibility to your transportation supply chain is as close as your phone, tablet or computer. Freightflow freight broker software is the most easy-to-use freight broker software available today. The best part? It’s completely free to try. Don’t wait. Get started today with your no obligation, 100% free trial.

Goal Setting Secrets of The World’s Top Freight Brokers

Goal setting may be one of those things that you don’t think is super important as a freight broker. But, the most successful freight brokers out there could tell you exactly where they stand in relation to their goals. Why is goal setting done by the world’s most successful freight brokers? We’ll explain.


When Happy Gilmore set out to get his grandma’s house back, he didn’t whine. He set goals and figured out how many tournaments he had to play in to get the money. His goals were smart, measurable, attainable, relevant and time bound. You might be laughing right now and that’s ok. But if you don’t take goal setting seriously in your freight broker life, the only one who is going to be laughing at you is the other freight brokers who are now getting paid to move your freight.

Commit to professional AND personal goals.

The 7am-5pm life of a freight broker can really wear on you. It’s an early start, no doubt. And if you’re going to commit to setting goals in your professional, 10 hour day, you’re going to want to insure you maintain some balance in your life. So, don’t just set goals for your freight broker business, then roll out at 5:01pm and head home to watch King of Queens reruns all night. No! Balance your life with some personal goals.

Do you want to learn a new language? Is there a skill you can gain that could potentially be beneficial in the long term? Do you want to run a marathon? Do you just want to be in better physical shape? There are a truckload of options for you (sorry) that will not only help you have better work life balance, but in the instance of focusing on fitness, you may even find that your mental clarity and decision making abilities improve.

Understand what SMART Goals are and use them as a freight broker.

What are SMART goals? “Move more freight” doesn’t count. There not just good ones. SMART is an acronym that stands for:

Specific – So you want to move more freight? From which existing customers? from which new customers? Push yourself to be more specific about what you want to achieve.

Measurable – Let’s say you want to move 20 additional loads per day from 4 additional customers in the next 6 months. How many sales appointments will you need to attain that figure? Back things out from your goal to be both specific and measurable. For example: closing four new customers may take 12 sales appointments, which may require 100 new leads, which may require 1,000 new website visits. When you think about measuring goals, take time to think through the entire process to achieve this.

Attainable – Is it possible to move 100 loads with average margins of 50%? Probably not. But don’t be afraid to stretch a bit when it comes to what you think you can realistically attain. You want your goals to be attainable, but you also want to push past what you think will be comfortably attainable for you. Why?

Realistic – Can you realistically add 4 customers in the next 6 months? Do you have the customer acquisition infrastructure so support the workload necessary to hit the example figures listed above? Making goals specific and measurable is great, but if they’re not realistic, you’re actually doing yourself a disservice.

Time-Bound – Last but most important, make sure you assign a time frame to whichever goals you want to attain. Consider starting with quarterly goals. This is a short enough time to where you can evaluate your progress but also long enough to obtain some actionable insights into what you are doing right and doing wrong.

Bring your team on board and solicit their input.

You can spend all your time thinking of goals for yourself, but, this is a great opportunity to bring in your team and work on goals together. Consider goal setting as a team-building exercise. Perhaps you want to combine goal setting with a team outing or happy hour. But, use goal setting as a chance to get your entire team on the same page in regards to the key performance indicators you want to hit.

When your entire team feels invested in the end destination, you are setting your freight brokerage up for success. Having everyone moving towards a common goal is one of the best decisions you can make as a leader in your freight brokerage. Transparency is increasingly becoming valued in today’s modern workplace. Uniting your team behind a common goal is one of the easiest, and most effective ways to create a culture of transparency and trust.

Post them somewhere where they’ll be in your face.

When you do invest valuable time into creating goals for you and your team, don’t just burry them in a google doc or desk drawer. Put them in a place where they cannot be avoided! If you’re using a freight broker software, make sure the entire team is able to see the metrics that you’re tracking towards success.

Consider using an old computer monitor as a defacto scoreboard. Set up a dashboard with your metrics and have them displayed in the office in a common area. Having live-updated metrics will help reinforce their importance, demonstrate a commitment to transparency and unify the team around a common goal.

Manage your freight remotely. Complete visibility to your transportation supply chain is as close as your phone, tablet or computer. Freightflow freight broker software is the most easy-to-use freight broker software available today. The best part? It’s completely free to try. Don’t wait. Get started today with your no obligation, 100% free trial.

Start a freight brokerage business: How to use the 80/20 rule to grow

Ready to start a freight brokerage business? Your application of the 80/20 rule could make or break you. What do we mean? Before diving in head first, you’re going to want to spend some time first thinking about all the things that you do.

Focus your efforts to start a freight brokerage business.

When you’re just starting out, you’re never going to feel like you got everything done that you wanted to. You’re going to feel like you’re spread thin. Getting things going is going to pull you in a lot of different directions. When you want to start a freight brokerage business though, you will want to pay close attention to how you are allocating your time. You will have a million ideas and a million and one suggestions from outside advisors. But spreading yourself too thin is a recipe for disaster.

How should you approach what you spend your day-to-day time on? Understand the 80/20 rule.

Why you should observe the 80/20 rule when you start a freight brokerage business?

Also known as The Pareto principle, the rule states that:

“For many events, roughly 80% of the effects come from 20% of the causes.”


Basically, 80% of your sales will come from 20% of your customers. Or, 80% of what you achieve will come from 20% of what you focus your time on.

So how are you supposed to take this and apply it to how you manage your day-to-day activities? This is where self-examination will come in handy.

Your mission over the next 30 days should be to figure out which 20% of your time produces 80% of your business’ results. This way, you can spend more time on those activities and less time on the non-revenue-generating activities that secretly suck the life and profit out of your burgeoning freight brokerage business.


Break out your work into categories when you start a freight brokerage business.

What are categories? Let’s define some.

Administrative: These are necessary to-do’s like paperwork related to keeping your LLC in working order, human resources documentation. Maybe you’re setting up your Zenefits account to handle all HR matters. Maybe you spent the morning managing your payroll system.

Sales and Business Development: This is time you spend calling, researching or visiting current or potential customers. Do we need to elaborate here?

Operations: This is time you spend managing your freight. From establishing the process for getting loads into your system, to carrier on-boarding, to what happens when there’s a late delivery. Systemizing everything you do in your organization falls under the category of operations management.

Marketing: Did you spend two hours updating your website recently? Did you spend three hours trying to design a sell sheet in powerpoint? Did you send out some tweets and make some connections with shippers on LinkedIn? Put this time spent in marketing.

Using these buckets, estimate the amount of time you’ve spent on each in the past month. Or, pay careful attention to how you spent your time over the course of the next month. How is where you have spent your time over the past couple of weeks impacting revenue or profitability? What activities can you say have not contributed to your ability to increase revenue, decrease costs or both? When you want to start a freight brokerage, everything you do should be evaluated under this lens.


20% of your customers will end up generating 80% of your profits.

When you start a freight brokerage business, be prepared: 80% of your profits are going to come from 20% of your customers. It’s better to think this will come true than to deny a principle that has been observed and embraced for hundreds of years.

Try applying the R-M-F rule. This involves looking into your customer lists to figure out who has bought most recently, who has bought most frequently and who has spent the most money. Honing in on this group should give you a basis for what types of businesses can comprise your 20%. It’s this group who you will want to prioritize your time around, and prioritize your time and targeting more customers who look just like them.


Understand your customer niches when you start a freight brokerage business.

Beyond figuring out who has bought most recently, frequently and spent the most money, spend some time understanding other characteristics that can allow you to put customers into buckets. What industry do they operate in? Is there heavy seasonality for some? Where are they geographically located? Do they require special, harder-to-come-by equipment? Do they ship a lot of LTL freight? All of these variables can help you understand the customers you want to focus on and those who you should actually fire.


Logistics Sales: 3 Shipper Objections to Overcome to Ship More Freight

Logistics sales can be a tough sales environment to thrive in. Any shipper you talk to is going to have reservations about giving a new person freight. Without a demonstrated history of successfully moving their freight, you’re going to have to be patient.

Logistics sales is about overcoming objections and quelling fears. But not all of shippers’ fears are different. You can focus on becoming a master and overcoming a few common objections, then watch your logistics sales soar.

Logistics sales: overcoming a shipper’s fear of change.

Your shippers have a seemingly simple job: ship freight out of the facility, on time. But the need for simple execution of this task, over and over, means shippers can be very fearful of disrupting the status quo. The shipper who you are trying to win business from probably has a slew of carriers just waiting for one of the incumbents to slip up and fall off. So, what are you, the new guy on the shippers radar, going to do to earn enough respect to capture your first load?

Overcoming logistics sales objection: fear

What you need to do in this logistics sales situation is demonstrate how you are similar to the prospect’s current needs. Have you already managed aligning 10 trucks into a 2 hour pickup window on a Sunday? Do you already have great carrier relationships in the Paducah Kentucky region and know you could cover any load even on two-hours notice? Bring these similarities to your prospects attention, either on the phone or in a series of successive follow-up emails.

With email open tracking being a common feature of marketing software tools today, you can even wait to place your follow up calls until you know your prospect has clicked to view your website. Once your prospect has become more familiar with how similar your service capabilities are, you can move towards strategically asking for the order, or, asking to ship a small amount of freight for them, to start.

Logistics sales: Overcoming perceived lack of “size of benefit”

You may have had a great, charming opening convo. Maybe you made a connection with them about how you are both Cubs fans. They’ve actually answered three of your follow up calls, and you feel like you could be on your way to becoming friends, maybe even making a sale because of it. But for some reason, the prospect has yet to place an order, and they seem evasive when it comes to any freight-related questions. The problem? They just don’t see enough of a benefit to need to make a change!

Overcoming logistics sales objection: size of benefit

The best course of action in this situation is to shift the conversation towards understanding the metrics behind the shipper’s business. But, do so by leveraging a case study that speaks to a large size of benefit. Were you able to help another customer cut 2 hours per day off of their loading time because of more efficient truck arrivals?

Did you save them thousands in overtime costs through this efficiency? Don’t think of size of benefit as, “size of cost savings”, because you don’t want to cut your own margins to try and pump up the “benefit” of being able to save them $50/load. Focus on building up the size of benefit through other things that don’t involve cutting your own price. A great way to quantify the size of your delivered benefit? Pull statistics from your freight broker software so that you can use real data in your pitch to get a new shipper to see the benefit in working with you.

A great way to communicate the size of benefit enacted is through case studies put together my your marketing team. Don’t have a marketing team? Consider paying a freelancer to come up with a great one-sheet or short pdf doc outlining the size of the benefit you created. Some good looking sales collateral can make a big difference when attempting to stand out from a crowd of other freight brokers.


Logistics sales: Overcoming the “ive been burned before” fear of failure

So, what happens when a load doesn’t get picked up or a load doesn’t get delivered? No, it’s just stressful phone calls for you and your team. Over on the shipper side, your client is having to answer questions. Tough questions from their boss. They may even be naming their new grey hairs after you. Shippers have been burned by brokers before. They may have already asked you, fairly early on in your relationship, “are you an asset-based carrier?”. You’ve probably even seen a few call notes in your logistics CRM system of past prospects who have indicated over the phone that they want: “NO BROKERS!!!!!!”. The fear of failure or fear of getting burned again is very real.

Overcoming logistics sales objection: fear of failure

Again, it comes down to you the freight broker being able to display a level of expertise and professionalism that leaves no room for a shipper to wonder wether you can handle their business or not. There’s a saying, “the proof is in the pudding”. While, that doesn’t mean you should starting sending pudding to your shippers (well, maybe not right away). Leverage the outcomes you’ve experienced with other clients. These are the reasons you have for a shipper to believe you won’t fail them. Unlike other brokers have in the past.

Be specific in your examples you provide of how you’ve succeeded for other shippers in the past. Does your prospect need refrigerated trucks early and often? Then you don’t want to drone on and on about how you can get low-boys and straight trucks all day every day. That’s not helping them. Which is not helping you.

If you can’t close a sale because you gave great examples of past success, don’t worry. You may have made the sale, but the shipper is just waiting for the right opportunity to test you out.


Manage your freight remotely. Complete visibility to your transportation supply chain is as close as your phone, tablet or computer. Freightflow freight broker software is the most easy-to-use freight broker software available today. The best part? It’s completely free to try. Don’t wait. Get started today with your no obligation, 100% free trial.

Freight Brokerage Business 101: How to Build Rock Solid Carrier Relationships

Carrier relationships can feel forced and unnatural at times, when just starting out. But if you take the right steps to cultivate a meaningful relationship, your carrier relationships can literally carry your freight brokerage business to new places. Remember, you can have the best customer sales team in the world, but if you cant cover the load, none of that matters!

As you build your freight brokerage business, it can be easy to get lost in the art of logistics sales and trying to find more freight to move. But slow down there, freight cowboy. Before you start moving 80 loads a day from that dream customer, you’re going to have to know you can get those trucks. Getting trucks requires you have rock solid relationships with your carrier.

Treat carriers as partners, not vendors.

Your carrier database grows and grows. There seems to be an unlimited number of options of carriers who can cover your load. Except, you just missed pickup for an easy-to-cover lane. The pickup was in an industrial park just outside of Indianapolis, of all places! How frustrated are you right now? Maybe not as frustrated as your carrier, who isn’t feeling the love.

Do you talk down to your carriers? Don’t do that. Yes, you may be paying them, but to build truly beneficial carrier relationships that will grow your freight brokerage business long term, you need to treat carriers as partners. Talk to your carriers as equals! You are in it together. They need you to get paid before you can pay them, so, of course they want to come through for you!

As a new carrier starts to demonstrate success for you, make sure you sell them on a long term vision for your relationship. Be sure to let them know that you appreciate them coming through for you on these first few loads, and that you see potential to get more from this customer. Tell them that you would love it if you could continue to bring them more freight! Single transactions don’t build freight brokerage businesses, relationships do.

Providing value is a two-way street.

Your carriers are working to make your job easy for you and you can do the same in return. The best way from the start? Great, detailed load information. In this day in age, you need to be utilizing a freight broker software that gives you access to all load detail with a single tap of the screen. It sounds simple, but you would be surprised. Be sure to emphasize the importance of this with your whole team. It’s the little things that seem obvious that, if not done correctly can really trip up the growth of your freight brokerage business.

Success for both sides in the relationship between the people, not just the freight brokerage business.

You may be working to build a freight brokerage business, but don’t forget, you’re doing it with people. When you call to talk to your carriers, don’t get right down to business. Ask them how things are going. Find some common interests. Is it football season? Find out who their favorite team is. If you play fantasy sports or are even a little interested in football yourself, it shouldn’t be too hard to know what’s going on with their favorite team or player. Does your contact at your carrier have kids? Do you both have kids? Get to know the details of their life.

Here’s a great relationship-building tip to try. Sometimes, it’s as simple as asking, “What can I do for you?

Prompt payment can make freight brokers and carriers best friends.

Did we just become best friends?

Margins in the freight brokerage business can be tight; there’s no doubt about that. But everyone appreciates on-time payment. It’s why we do what we do, after all. To make money so we can provide for our families. But as you grow, you may want to make this a priority over other positions in your hiring plan. Nothing will keep a carrier loyal to you more than a good track record of making on time payments. This doesn’t mean you have to pay carriers the moment the last pallet comes off the truck. But, do be clear about payment terms in the documentation you keep for each load, and abide by the expectations you set forth. It’s not so much about the speed that you pay, but more about how reliable your payment delivery is. So, if carriers will take loads with 60 day payment terms, this could be something that works to your advantage with the right accounting team.



Manage your freight remotely. Complete visibility to your transportation supply chain is as close as your phone, tablet or computer. Freightflow freight broker software is the most easy-to-use freight broker software available today. The best part? It’s completely free to try. Don’t wait. Get started today with your no obligation, 100% free trial.