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As entrepreneurs, we often talk about investors, risk, and conviction. We talk about business models, market opportunities, and returns. But the most meaningful “investor presentation” I ever gave wasn’t in a boardroom — it was within our home office.

When I set out to buy United Transportation, I wasn’t just making a financial decision. I was putting everything on the line — a good deal of our savings, our future, and a dream I believed in with every ounce of who I am. The numbers had to make sense, but so did the heart behind it. I was emotionally connected to the pending deal: therefore, to move forward, I needed my most trusted partner, my wife to challenge every aspect of what we were buying together. If it made sense, I hoped she would also believe in it too.

I built a deck just like I would for any investor. Slides, financials, growth plans, risk mitigation, upside potential — everything you’d expect. But behind each slide was something deeper: my passion for building something enduring, something that could outlast me, and something that reflected who I am at my core.

And as I presented, I realized that this wasn’t just a pitch about a company — it was about our life. It was about betting on ourselves. It was about believing that the late nights, the uncertainty, and the stress would someday transform into pride, purpose, and security for our family.

My wife asked the hard questions. She challenged the assumptions. She reminded me of what was at stake. And then, after the spreadsheets, projections, and soul-searching, she gave me something that no investor ever could — her trust.

That trust became the foundation of everything that followed. Because behind every business owner taking a leap, there’s often a partner silently taking it too — without the spotlight, without the title, but with just as much courage.

Today, United Transportation represents more than a company. It’s the result of a shared belief, a family decision, and a willingness to take a calculated leap into the unknown.

The lesson? Every great business story has an emotional investor behind it. And sometimes, that investor isn’t a venture fund or a bank — it’s the person who knows you best, believes in you most, and takes the leap right beside you.

Just coming into my six month at United Transportation and things could not be better. I continue to have the “pinch me” moment as I drive into our logistics center each morning and see the warehouse and trucks lined up at the doors.

Our team has been amazing through the short-term transition. We have a plan to move forward and continue to deliver superior customer service to our existing customers, while onboarding new clients in a seamless manner. We have a distinct focus on warehouse and driver safety, as well as the rollout of new services. Seeing the operation onsite on a daily basis, gaining more experience and a greater appreciation for the transportation sector, and receiving employee feedback has been incredible.

While driving home one evening, I was reflecting on how I got here. 30 years ago, I was getting my promotion from a Help Desk to an Oracle DBA and cutting my teeth on data warehousing, big data (before it was big data), and system/network administration responsibilities. The end goal was to be like my boss, a CIO who wore a suit and carried a laptop briefcase to work every day. Ideally, I would be working in downtown Philadelphia with a corner office managing hundreds of employees and having a ton of responsibility.

Eventually I became a CTO, managed teams of all sizes, and gained the experience to directly influence an organization through the buildout of new technology.  Once achieved, I can remember thinking to myself, “I am done and set for life….” It only took a few roles in different companies to quickly figure out, this is not for me. I loved being technical, but was drawn to the buildout of products, how to build go to market plans, and how these products were sold and supported. This didn’t happen overnight, and it took some time to pivot; however, I took on new roles and aligned myself for what I wanted to do in the future. This eventually gave me the experience to focus on the buildout of new ideas and eventually a company. (With a co-founder)

Growing up, my Dad had a full-time job with the local energy and gas company as a meter reader. He would be home around 3PM and then begin to dabble in what he loved – thinking of new companies to start. These weren’t companies you would ever hear about and came in the forms of a comedy club, a videotape rental store, a trucking company, and a bbq wing restaurant. None of these businesses were “game over” successful or enough for him to quit his full-time job. He just continued to invent and never let the failures hold him back from trying the next idea. I thoroughly enjoyed having a front row seat and watching his excitement and passion about “what it could be” for each new company that was launched. That risk taking is embedded deep within me.

I took some time off last year to evaluate what was next and reflect on my professional career. I spent countless hours documenting what I loved, what I disliked, where was I challenged, where was I bored, where I succeeded and where I failed. I also focused on those I worked with and lessons learned from those different team dynamics, My end goal in this exercise was to have an open, clear, un-biased mindset on what I want to do next. This next “venture” had to offer something very different. I made a list of what I wanted – the people I would work with, an in-person – energetic – work environment, and a product/service that could be differentiating over time. Finally, I wanted to remove all the distractions or extra-curricular noise that distracts leaders and the underlying team from building a great business.  I checked all those boxes through the due diligence process and acquiring United Transportation.

In summary, life is about twists and turns. I’ve always been the one to choose the highest/scariest rollercoaster in the theme park vs the predictable safe ride. Some things have worked, while many things haven’t. I don’t regret a single decision, as it’s allowed me to get to this point to have fun, feel alive, motivated, and excited about the future.

There’s something timeless about a fire pit. It’s more than warmth — it’s a gathering place for thoughts, stories, and connection.

Around a fire, solitude feels different. The quiet crackle gives space for reflection… for thinking deeply, honestly, and without distraction. It’s where vulnerability meets clarity — where you sort through ideas that don’t surface in the noise of the day.

But the magic grows when others join in. Family. Neighbors. Friends. Teammates.. Suddenly, that same fire sparks brainstorming, laughter, creativity, and new energy. The glow becomes a circle of trust — where the best ideas, and the best versions of ourselves, come to life. I’m also confident in saying that some of the best business ideas came to light around this circle of fire vs the wooden table in a conference room. Finally, let’s not forget where many of the greatest music playlists have been generated. Judged .. and then deployed to the masses.

So whether it’s a night alone in thought or a late conversation that changes everything… never underestimate what a simple fire pit can ignite. 🔥

hashtag#Reflection hashtag#FirePitMoments

I received a call two days ago from my good friend, founder, pastor and mentor, Pastor Corey Brooks “Hey Kayne, want to join us in NYC on Friday and ring the opening bell?” I am not sure that I allowed him to finish the sentence and interrupted with “ABSOLUTELY!”

Ringing the bell has always been a dream of mine, a bucket list item, etc. Although it wasn’t my company, we weren’t doing an IPO, it exceeded all my expectations.

First, I will say that the NYSE team are true professionals. Before we walked into the building we were welcomed with massive signage. Upon getting thorough security, we were led to an incredible waiting area with breakfast, a ceremony for the Pastor, and picture taking event. We then moved to the floor for more pictures and opening the market with the customary ringing of the bell. Hats off to the NYSE team for a wonderful day.

Most importantly, I want to congratulate the entie Project H.O.O.D. team. Your passion, your effort, your dedication towards building this community center and reducing violence in Chicago is so inspiring. Seeing Hood’s logo on the building and all over the trading floor is a true testament of those that are listening, watching and offering to help.

Finally, I want to share something directly from the Pastor:

“From O-Block to Wall Street. Today, we rang the bell at the New York Stock Exchange not just for Project H.O.O.D., but for every block that’s been overlooked, every life that’s been written off, and every dream that refuses to die. Hope has an address. And now, it has a voice on the biggest stage in finance.”

#FromOblockToWallStreet #NYSE #ProjectHOOD #WeCanBeBetter #OpportunityBlock #UrbanRevival

Ah.. it feels good to be back ..

“If you want something you’ve never had, you must be willing to do something you’ve never done.”

It’s been 30+ years working, learning, succeeding, failing, and gaining experience to finally do something on my own. I feel fortunate to finally become the sole owner of a company. After six months of searching for an ideal company to acquire and another four months of due diligence/deal closing, I am excited to announce that I have acquired United Transportation through a newly formed entity called Graxon Logistics.

After my work at Uptake and being entrenched in logistics and transportation sector, I became captivated with this space. The possibilities for greater innovation, efficiency, transparency to the end customer, driver satisfaction, and safety were (and continue to be) endless. Over this three-year period, I had a unique opportunity to interface with OEM’s, dealers, operators, and drivers. Every level had me intrigued on the problems we were solving and solutions that could still be developed. During my evaluation process and search, I purposely narrowed it down to something niche within the industry. It needed to be service oriented with massive expansion opportunities worldwide. United Transportation became the obvious choice.

I am taking the torch from a visionary founder, Ricky Singh He has been a true professional, partner, and friend throughout the transaction. I’m deeply honored and humbled to build on the incredible foundation he has created over the past 15 years. His dedication and passion have shaped United Transportation into what it is today. With our amazing team, I’m excited to explore new opportunities, embrace challenges, and continue creating value for our customers, partners, and community.

I want to thank Tom Keenan for the introduction to Ricky and joining me on this journey. Tom has close to 30 years in warehousing, logistics, and trucking. He will be an unbelievable asset to help with nurturing our existing customer base and assisting me with rapid expansion. In addition, I want to thank Scopelitis and Byline Bank for assisting me with closing the transaction. Finally, thanks to my wife, family, friends and mentors in my network that I relied on for advice and critical feedback.

I couldn’t be more excited to be in our O’Hare warehouse and get my hands dirty. If ever around the area and want to see the operation in person, let me know….

It’s GO time!

There’s a vision emerging on the near Southside—one that can be best seen from 19 feet in the air.  

There, atop a stack of shipping containers, Pastor Corey Brooks is living in a tent until February 28, 2022, braving the cold Chicago winter to promote his radically ambitious plan for the Englewood-Woodlawn neighborhoods. And he deserves our help. 

Pastor Brooks, Senior Pastor of New Beginnings Church, is also the founder of Project H.O.O.D. (Helping Others Obtain Destiny), an organization committed to providing mentoring, job training and community services for one of Chicago’s poorest and most crime-ridden neighborhoods. Ten years ago, he camped for 94 long, freezing days and nights on the roof of a long-closed hotel near the corner of East 66th St. and South Martin Luther King Jr. Drive. That decrepit structure, abandoned and used only for drugs and prostitution, was eventually torn down with the funds Pastor Brooks raised during his campout. 

The Pastor’s ultimate goal for that property, however, has yet to be realized. He undertsands that without skills, without encouragement, without self-esteem and a firm belief that one can succeed, there is no hope for individuals, families, or entire communities. That’s why he has set his sights on a major plan to build and operate a community center dedicated to improving, even transforming the lives of thousands of local residents. 

It is an enticing vision indeed. The center will bring 400 new jobs to the neighborhood—but that’s only the beginning. It will provide trade school training in construction, plumbing, electrical and other sorely needed occupations. It will support the arts with theater and dance studios. A swimming pool and golf simulator will allow urban youth to learn sports they would otherwise never have a chance to try. It will include three restaurants where food service skills can be taught. 

Eyes, Hearts Opened 

Big ideas, however, require big gestures and big support—which is why Pastor Brooks has once again pitched a tent above his beloved streets. This time, he’s asking for others to join him.  

His infectious dream has attracted scores of celebrities,  CEOs, political and religious leaders and many others, all of whom are spending at least one night with him in his little outpost. I had the privilege of joining Pastor Brooks on November 20, the first night of his 100-day commitment. 

As I huddled around his stove, listening to the Pastor talk, my eyes were opened to more than the night air. I discovered how much is happening, both bad and good, just a few miles from where most of us in Chicago live and work every day. I realized that the problems we face as a society are only solved when we, as individuals, step up and care. 

While some social challenges don’t affect each of us directly, we still have a responsibility to find answers. What impacts our neighbors impacts us as well. And when people like Pastor Brooks and his team not only develop a practical solution, but also put their personal blood, sweat and tears behind it, we have an obligation to assist. 

This 85,000-square-foot initiative, called the Leadership and Economic Opportunity Center, will be a stake in the ground for the Woodlawn and Englewood neighborhoods. It will be a safe place for kids to gather after school. It will give recently incarcerated adults a way to transition to gainful employment and eventually become financially independent. It will offer programming for teens on nights and weekends, encouraging kids who otherwise might not have a place to go to spend their time learning and contributing positively to their community. 

Moreover, this kind of center has huge potential for replication. If it succeeds—and I have no doubt it will—it will be a model for other Chicago neighborhoods and ultimately other cities across the U.S. to follow. Pastor Brooks’ idea is a powerful engine for change. 

Make It Happen 

Grand undertakings are rarely inexpensive. The Leadership and Economic Opportunity Center, already designed and planned through the voluntary contributions of leading Chicago architects and construction professionals, has a price tag of $35 million. Seven million dollars have already been raised—but there is much more left to do. 

Tens of thousands of people have already supported the project, either directly or indirectly, through their time, effort and contributions. Corporate financial support, along with additional individual and organizational giving, is still sorely needed to drive the movement forward. To donate, please visit the Project H.O.O.D. website.  

If you can’t donate money—or even if you can and you’re looking to take an extra step—donate a morning or afternoon to the cause. Come and see firsthand what is happening at Project H.O.O.D., from the computer coding programs for girls, to the classes on stocks and investing, as well as the summer boot camps for boys. There are many, many opportunities for professionals of all specialties and backgrounds to share their knowledge. 

Finally, I’m challenging at least a few dozen Chicagoland CEOs to sign up for a night with Pastor Brooks during his Tent-a-Thon. Spend an evening with him as he shares his insights and ideas for how we can better our community. Look out over a portion of our city that is starved for attention. Bed down for the night with a new sense of participation and purpose.  

Make the climb. You will come down unbelievably inspired. 

To sign up for a night at the Tent-a-Thon, visit www.projecthood.org/tent-a-thon.  

Since I joined Uptake as President two months ago, I’ve been listening. This comes in the form of stand-ups, weekly staff meetings, happy hour Zoom sessions, and my weekly talks with our Founder and CEO, Brad Keywell. Through my various conversations with our employees and senior leaders, I have gotten the advice to focus more on the culture and what drives our high-performance work environment. With more than 20 years managing teams, I have learned many different ways to dissect the strengths and opportunities within an organization. In the end, the most effective tool is to simply dig in and meet with employees directly, having unfiltered and honest conversations. Yes, this will take time and you have to balance the meetings with your other dozens of tasks as the new leader, however there is no better validation than what you hear in these one-on-one sessions. With 100 employee conversations completed thus far at Uptake, I am consistently hearing one word: culture. All things culture. 

What is culture? Maybe it’s best if we first define what culture is not. I’ve seen companies spend hundreds of thousands of dollars on lavish offices and amenities. These are award winning office spaces, with visitors having office envy. One can appreciate the artwork, modern furniture, beer/coffee taps, cafeterias, and pickleball courts. These are amazing employee perks; however, does this define your culture?

For me, this is not culture. These objects are simply artifacts of culture. While they may contribute to a healthy and fun work environment, they shouldn’t be considered the motivators behind your culture. Nothing is wrong with creating the fun work environment, however is this truly retaining your highest performing employees? With many of us working from home today, I would like to assume everyone’s workplace is being validated in a real-time manner. How is it working out?

For me, a positive and high performing culture is the shared understanding of company values, transparency to business and professional goals, effective communication, and consistent recognition.

Celebration happens bidirectionally, from the top down and bottom up. Because culture can mean a lot of different things to different people, I’ve been diving into this topic very specifically and very attentively with our staff. My conversations have been unbelievably informative, transparent, and productive. Each Uptaker is helping me personally to think about the core internal strengths of Uptake and where we can concentrate on opportunities for growth.

What’s been inspiring from my conversations is the incredible amount of diversity, talent, and breadth of expertise within Uptake. Backgrounds, experiences, and projects that our employees have done pre-Uptake or while at the company are impressive, and they also point to our collective potential. An important part of that promise is that Uptakers aren’t strictly technologists. One of our teammates has a background in meteorology, and they bring that to bear when building products and factoring in contextual data. Another spent time in the Los Angeles entertainment/film industry, working with clients on really hard deliverables and projects, and they now ensure that our customers are satisfied and derive value from our products. Our immersion in heavy industries is the foundation for our expertise, yet the unique perspective our people bring of life far-flung from the worlds of chemical processing and discrete manufacturing are equipping our team with the agility and creativity to tackle some of the most difficult industrial challenges.

One of our greatest strengths is innovation, driven by our diverse and deep employee experience. It’s an organic strength because longtime Uptakers dream big and build amazing products and services. As a new employee, you see and feel this within a couple of days of arrival. There’s still a month-one start-up hunger that drives us in our sixth year, and creativity in data science, products, and technology, is an expression of that collective pursuit and ambition. The insatiable desire from our team for better, more, stronger, faster is absolutely part of the culture I see consistently at Uptake.

Another core strength of Uptake’s culture is asynchronous clarity. Brad Keywell has spoken about the term as being an important part of remote work. It’s the ability to know how to navigate the digital world and have access to the information you need to do your job without being able to stop by someone’s desk and ask about who has responsibility or expertise over a certain area. Uptake teams deploy software for customers all around the world from their own living rooms. With the crystallized clarity around roles, responsibilities, and who is doing what, we can move swiftly towards achieving our company goals. There is pride and a sense of mastery over one’s area of responsibility as well as a mutual understanding and respect for our colleagues with full alignment towards the greater good of our organization. These are critical building blocks for a harmonious and an effective remote work environment. I consider that ability to effectively work remote and related to talent, ambition, and expertise. From day one, it’s a part of the organic start-up culture Uptake has built as an Industrial AI company.

So, what is culture? It’s a question that merits re-asking frequently because culture is something we do, not something we have.

I’ve learned that each Uptaker will give you a slightly different answer, but the openness to give an answer at all and to question is why I’m encouraged. As I listen to each and every team member, I’m gaining a fuller picture of our everyday culture and our collective commitment to the direction of our company.