I worked hard at Hongda Supply Chain for five years and built logistics channels throughout the city. However, my boss's nephew Zhao Peng tampered with performance reports and kicked me out of the company.
I unexpectedly awakened the "channel traceability database" of the five-year-old handwritten customer notes I packed away at my desk, and all customer capacity gaps, warehousing hazards, and payment collection pain points were automatically analyzed in my mind. Zhao Mingyuan is sure that the channel relies on the company's brand name, but he doesn't know that customers always recognize me as someone who understands their difficulties.
The day after I resigned, the chairman of a competing product came to invite me, and I received big cold chain and warehousing orders worth RMB 7 million and RMB 12 million in succession. Hongda's customers canceled their contracts in batches and employees switched jobs en masse. The desperate boss begged me to turn back with a lot of money. I only came up with 67 early warning plans that he rejected back then. Channels have never been a company asset, but the hearts and minds of people who have left five years ago.
