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We Fixed It, You're Welcome: Daily Summaries Delivered
by Gamut Podcast Network
Armchair quarterbacking isn’t just for sports anymore. We’re taking the same approach to companies: what would you do in their shoes? Each episode, our lively panel will debate a new issue ripped from the headlines involving a different well-known company. Between our instincts, experiences, and unsolicited opinions, we may just come up with gold. At the end, we’ll critique ourselves and see how we did. If we fixed it, you’re welcome!
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- 5 days ago43 min
Can UPS Still Deliver?
UPS has spent 119 years building one of the world's most disciplined operating systems. But now the company is changing that machine from the inside: consolidating responsibility, restructuring operations, reducing costs, closing facilities and moving away from Amazon volume that no longer fits the economics of the business. Noel Massie knows what that machine looks like from the inside. He spent 42 years at UPS, beginning as a college student loading trucks in 1977 and eventually becoming a president of five business units and Vice President of U.S. Delivery Operations. He describes a company where managers were given real ownership, frontline employees were trusted to make decisions, and culture was treated as an operating system rather than a poster on the wall. Aaron Wolpoff, Chino Nnadi and Melissa Eaton use Noel's experience to examine a much bigger business question: Can a company become more standardized and efficient without becoming too rigid to respond when reality gets messy? The conversation goes deep into UPS's long-running transformation, its volatile relationship with Amazon, the economics of unpredictable volume, the difference between standardizing guardrails and localizing judgment, and why Noel believes the company's biggest competitive advantage is ultimately its culture of ownership. About the guest Noel Massie is a former UPS executive with more than four decades of experience in operations, logistics and leadership. He began working for UPS in 1977 while attending San Jose State University, initially taking a night-loading job to pay for college. He expected to leave UPS after graduation for a position at Hewlett-Packard, but the company convinced him to stay and promoted him into management. Over the course of his UPS career, Massie became a manager, mid-level leader, president of multiple business units and ultimately Vice President of U.S. Delivery Operations. In his final role, he supported the company's domestic presidents and provided perspective on last-mile delivery, P&L, service levels and succession planning. Today, he works as an author, executive coach and leadership consultant. His LinkedIn profile identifies his specialties as executive leadership, operations management, and supply chain & logistics. What you will learn Why UPS's latest restructuring is not actually as sudden as it looks from the outside, and how its current transformation has been developing for years. How UPS went from 76 domestic business-unit presidents to 17, and what that consolidation says about the company's changing operating model. Why Noel believes ownership—not just stock ownership, but decision-making authority—is central to UPS's culture. The hidden cost of having one enormous customer: how Amazon's explosive growth created capacity, staffing and aircraft-planning problems for UPS. Why Amazon's growth eventually forced UPS to rethink the relationship—and why more volume does not automatically mean better business. The operational reality behind Amazon's unpredictable volume, including one period when Noel says UPS needed seven additional aircraft in a single day. Why "UPS doesn't need no supply chain company freight or otherwise [give] free shipping" became an important part of the Amazon conversation. Why the best operating model may be to standardize the guardrails while localizing the judgment. Why Noel describes UPS's culture as a "Yoda culture"—where experienced leaders invest in younger people before expecting results from them. Why companies going through massive change need to make employees feel that they matter more, not less. The leadership blueprint the panel believes other companies can take from UPS: invest in people, expect change, protect autonomy and build ownership. Connect with Noel Massie: LinkedIn - https://noelmassie.com/?utm_source=chatgpt.com Website - https://noelmassie.com/?utm_source=chatgpt.com Connect With the Show: We Fixed It, You're Welcome Instagram - https://www.instagram.com/wefixeditpod?utm_source=chatgpt.com LinkedIn - linkedin.com/company/wefixeditpod?utm_source=chatgpt.com If you enjoyed this episode, don't forget to Like, Subscribe, and leave a review. Share it with someone who loves business strategy, operations, leadership, branding, or marketing. Disclaimer A quick disclaimer. We are going into this somewhat cold, and nothing we say should be construed as legal advice, financial advice, or anything that would get us in trouble. These are simply our views and opinions. We're here to ask the kinds of questions everyone is thinking, have engaging conversations, and explore ideas worth discussing. If, by the end, we fixed it... you're welcome. All trademarks, intellectual property, and brand elements discussed remain the property of their respective owners.
- 1 weeks agoconversational39 min5-min read
Can Companies Predict the Future?
The episode explores how companies can balance short-term profitability with long-term innovation, examining why most R&D efforts fail to generate revenue and how organizations can structure innovation to avoid costly missteps. With guest Allen Nejah of Sunman Engineering, hosts Aaron Wolpoff and Melissa Eaton dissect the risks, timing, and market realities behind breakthrough technologies.
- 2 weeks agoconversational1h 1m6-min read
Apple's Core Dilemma: Should a New CEO Preserve or Evolve?
Apple's leadership transition from Tim Cook to John Ternus marks a pivotal moment for the company, raising questions about how a new CEO can honor Apple’s legacy of innovation while steering it forward. With Ternus promoted from within and deeply embedded in Apple’s culture, the focus is on continuity, collaboration, and strategic patience rather than radical change.
- 3 weeks agoroundtable51 min5-min read
Getting Twinkies Out of a Jam | Saving Smucker's Hostess Acquisition
Smucker's $5.6 billion acquisition of Hostess, home of Twinkies and other iconic snacks, has turned into a financial disaster, with six straight quarters of sales decline and nearly $3 billion in impairment charges. The core issue lies in a fundamental operational mismatch: Smucker's grocery-centric model clashes with Hostess’s convenience store-driven, short-shelf-life distribution. The brand has also failed to modernize its marketing or product offerings to align with today’s health-conscious consumers, while losing cultural relevance despite strong nostalgic equity. Despite these challenges, the hosts and guest agree that Hostess remains a powerful legacy brand with deep emotional resonance, and with targeted innovation, strategic repositioning, and consumer-led testing, it can be revitalized—not by becoming something it’s not, but by reawakening what made it iconic in the first place.
- Aug 18, 2026conversational59 min6-min read
Replay: The Automation Irony: Why Are We Still Working So Hard?
Despite the proliferation of AI and automation tools promising to return time and reduce workloads, most workers feel no less busy. The episode explores why automation hasn't delivered on its promise, arguing that poor governance, lack of strategy, cultural resistance, and misaligned incentives are to blame. The real issue isn’t the technology—it’s how organizations deploy it.
- Aug 11, 2026conversational45 min5-min read
Replay: Canada vs. USA: Brand Battles
In this episode of We Fixed It, You're Welcome, the hosts — Aaron, Melissa, and Chino, their resident Canadian — explore the cultural and business differences between U.S. and Canadian consumer markets, focusing on how brands adapt (or fail to adapt) across borders. They examine why certain products like Subway’s subsauce, Tim Hortons, and A&W Canada thrive in one country but not the other, and unpack how regional pride, government regulations, and quality standards shape brand success.
- Aug 4, 2026interview53 min6-min read
Replay: Are There Too Many Managers?
The U.S. labor market faces a structural imbalance: too many aspiring and existing managers competing for limited leadership roles, while critical execution work goes unfilled. Ron Hetrick argues that companies have over-rewarded management titles as the sole path to advancement, creating bloated middle layers vulnerable to layoffs when economic conditions shift.
- Jul 28, 20261h 12m
Replay: The Reese’s Controversy with Brad Reese
For generations, a bite of a Reese’s Peanut Butter Cup meant one thing: Milk chocolate. Real peanut butter. That unmistakable taste. Now, many loyal fans say something is different. In this episode, we sit down with Brad Reese, grandson of H. B. Reese and self-appointed “Protector of Reese’s Brand Integrity,” to unpack a controversy that has caught the world’s attention. Brad and others are upset about the current quality of Reese’s products under Hershey’s control, pointing to a shift in taste and either proven or alleged ingredient swaps. Emotions are high - people love Reese’s. They want real answers. This isn’t just about candy. It’s about trust, heritage, and a beloved company at a cultural tension point with its best customers. What Sparked the Controversy? Brad published an open letter to Hershey’s on LinkedIn calling out what he and many consumers observed: Certain varieties no longer list milk chocolate Some now use “chocolate candy,” “chocolatey coating,” or compound coating Peanut butter replaced in some products with “peanut butter creme” Ingredient changes implemented quietly, without announcement While The Hershey Company has publicly stated that core ingredients have not changed, consumers began comparing labels and conducting side-by-side taste tests online. The consumer pushback and Hershey’s response quickly went viral, drawing attention from major media outlets and even commentary from MrBeast while promoting his own line of Feastibles. A Powerful Quote from Brad “They’re stooping for pennies and passing up dollars.” Subscribe for more deep dives where we fix big business problems with fresh perspectives. Brad Reese https://www.linkedin.com/in/bradreesecom/ • Website – www.wefixeditpod.com • Follow us on: Instagram – https://www.instagram.com/wefixeditpod LinkedIn – https://www.linkedin.com/company/wefixeditpod YouTube – https://www.youtube.com/@WeFixedItPod If you liked this episode, don’t forget to subscribe, leave a review, and share it with your friends! Keep listening to find out how we fix companies and put them back better than we found them. Disclaimer A quick disclaimer. We are going into this somewhat cold and nothing we say should be construed as legal advice, financial advice or anything that would get us in trouble. These are our views and opinions. We're here to ask the kinds of questions everyone's thinking. Have an engaging conversation and maybe come to some conclusions that we feel are worth exploring. By the end, if we fixed it, you're welcome. All trademarks, IP and brand elements discussed are property of their respective owners. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info. Learn more about your ad choices. Visit megaphone.fm/adchoices
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About We Fixed It, You're Welcome
Armchair quarterbacking isn’t just for sports anymore. We’re taking the same approach to companies: what would you do in their shoes? Each episode, our lively panel will debate a new issue ripped from the headlines involving a different well-known company. Between our instincts, experiences, and unsolicited opinions, we may just come up with gold. At the end, we’ll critique ourselves and see how we did. If we fixed it, you’re welcome!
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