Want to reduce your 3PL search time by hundreds of hours and find a great long-term fulfillment partner with pinpoint accuracy? Take it from a logistics & ecom founder who has fulfilled over $250M in e-commerce orders Bookmark this 📦📦📦 Thread // Thread //

I bought a 140,000 square foot warehouse for $1.4 million when I ran my 3PL. That's $10 per square foot. Central Pennsylvania, not that long ago. Industrial space traded at an average of $138 per square foot through the first four months of this year. Closed sales, not asking prices. And that's the national average. Port markets like LA run far higher. I keep thinking about that gap because of what I'm seeing on the other side of the table now. A meaningful share of the distressed 3PL acquisitions we help with at Fulfill.com traces back to the same decision. The operator committed to real estate at prices where the math never had a chance. Here's the trap in slow motion. You fill your warehouse. Growth feels inevitable. So you sign a 7 or 10 year lease on a bigger building at whatever the market demands, with 3.5 to 4 percent annual escalators baked in. Often with a personal guarantee. Then the market moves underneath you. Inland Empire rents are down nearly 40 percent from peak. The operators who signed at the top are now paying above-market rent, on an escalator, in a soft freight market, and they can't get out. Sublease space clears at a discount, when it clears at all. And your margin was never built to absorb any of this. GXO, the largest pure-play contract logistics company on earth, posted a 0.3 percent net margin in 2025. Most independent 3PLs live in the low single digits. Rent doesn't care about your margin. The brutal part is that the riskiest moment in growing a 3PL is the one that feels most like winning: the jump to a bigger building. One signature can convert years of future profit into someone else's mortgage payment. It's why more operators are expanding through acquisition instead of square footage. And why more founders with a full warehouse are selling at the top of their curve instead of re-rolling the dice on a lease. I don't have a clean answer for the owners already locked in. Some of these lease structures leave very few moves. If you've navigated this from either side, operator or landlord, I'd genuinely like to hear how.

There is over $2 trillion in inventory carrying costs in the US alone. That is product sitting somewhere that hasn't turned into revenue yet. Carl Wasinger of Smart Warehousing explains why inventory is a cash flow decision, not just a warehouse one. 1/2

Somewhere along the way we decided that going out, getting wasted, and posting about it is the cool thing to do. It’s not. The cool thing is discipline. Showing up when nobody’s watching. Building something real while everyone else is chasing a weekend they won’t remember. Nobody’s telling young guys this anymore. The role models got replaced by streamers arguing for clicks and influencers selling a highlight reel that isn’t even real. So if you’re young and grinding, hear this: the flex isn’t the party. It’s the work you do in silence. The version of yourself you become when there’s no audience and no applause. Build quietly. Get better every day. Let the results talk.

Mannnn I miss Mac miller

Down 12 lbs this month Still a lot of work to do but starting to feel like a junkyard dog again. Scrapppppboyyyyysssss

Any update on when we will be able to create/design emails templates on @beehiiv using the MCP? Really frustrated with the current capabilities 🙃 @denk_tweets

I ran a 3PL before I built Fulfill.com. 140,000 square feet, every kind of fire you can imagine. Here’s the thing I learned the hard way: telling a client what went wrong before they find out themselves is worth more than any discount or credit. When a shipment missed its cutoff, the instinct was always to go quiet and fix it before anyone noticed. That’s the wrong move. Brands don’t remember the credit you gave them. They remember that you hid the problem. The accounts I kept for years were the ones where I sent them a slack message or called first. Same day. “Here’s what broke, here’s what we’re doing about it.” Uncomfortable every time. Worth it every time. That should be the floor for our industry, not the exception. @FulfillDotCom

DTC or D2C?? there is only one correct option so plz choose wisely

*thin, derivative aggregators that add no first-party value

Most LA brands pick a 3PL on location and price. Then spend months dealing with the fallout. This list was built from real placement data, operator interviews, and brand feedback. 10 vetted providers. No guesswork. fulfill.com/best-3pls-in-los…

The best 3PL relationships I’ve seen are built on unkind truths. The worst ones die from kind lies. “Yeah, we can hit that SLA” when they can’t. “Volume’s about to spike” when it isn’t. “Your rates are competitive” when they’re 30% over market. Every kind lie compounds. The 3PL over-hires for volume that never shows up. The brand scrambles when SLAs they were promised get missed. Trust erodes quietly until peak season blows it up. Unkind truths sting for a day. Kind lies cost you the relationship.

The Fulfill.com threads from @speeze the past few weeks complement our brand work here. Canadian DTC founders are reading the operator-to-operator conversations in the replies and deciding from there.

Just published: 15 best 3PL providers in Canada, 2026 edition. Vetted Canadian operations. Proven ecommerce track records. No one paid to be included. Cross-border, omnichannel, CPG, fashion, Amazon, and more all covered. fulfill.com/best-3pls-in-can…

The Spisak family is growing! November due date. Super stoked sev gets a wrestling partner 🥰🤝🤼

Any recommendations on top google ads individuals or agencies to work with? Looking for some additional help at @FulfillDotCom

Turned 34 two weeks ago. This past year was the best year of my career. I hit every goal I set for Fulfill and then some. We’ve built something I’m genuinely proud of. The team we have right now is the best we’ve ever had. Customers are happy. We’re growing profitably. The AI boom forced us to retool half the company and we came out sharper on the other side. But I have to be honest about what I let slip. My health. I’ve gained weight. I’ve been working later nights than I should. I’ve been locked in trying to be a great dad to my son and a great CEO to my team, and somewhere in there I stopped showing up for myself. I haven’t had a sanctioned jiu jitsu match in over a year. My dad always said I competed with “controlled fury.” Burning passion and desire to win, harnessed by composure and discipline. That version of me has been quiet for a while. So here’s my goal for 34. Keep being a great dad. Keep growing Fulfill profitably with happy customers and a team that loves what we’re building. And get back down to 155 and compete again. I’ll be posting workout updates here along the way. Follow along if you want to watch me claw my way back ✊

We just published our updated Top United Kingdom 3PLs of 2026 breakdown! Rankings are based on service quality, technology, scalability, and customer satisfaction. No paid placements. Just real performance across our network. Congratulations to every company on this year's list. More rankings by specialty and geography are coming in the weeks ahead! Check out the full analysis here: fulfill.com/best-3pls-united…

is your daughter looking for seed investments?

Social media should only allow posts that are typed out directly from phones or browser and verify user before post. We need to get rid of the AI slop and dead internet theory