Delivery Driver Quotes

Did I ever mention I used to be a delivery driver too? I was. I can read a map. What’s more, using a brilliant mixture of zen navigation, Aristotelian logic, and pure rage I can get you your package and/or delicious sandwich relatively close to on-time.

Sometimes we’re on a collision course, and we just don’t know it. Whether it’s by accident or by design, there’s not a thing we can do about it. A woman in Paris was on her way to go shopping, but she had forgotten her coat - went back to get it. When she had gotten her coat, the phone had rung, so she’d stopped to answer it; talked for a couple of minutes. While the woman was on the phone, Daisy was rehearsing for a performance at the Paris Opera House. And while she was rehearsing, the woman, off the phone now, had gone outside to get a taxi. Now a taxi driver had dropped off a fare earlier and had stopped to get a cup of coffee. And all the while, Daisy was rehearsing. And this cab driver, who dropped off the earlier fare; who’d stopped to get the cup of coffee, had picked up the lady who was going to shopping, and had missed getting an earlier cab. The taxi had to stop for a man crossing the street, who had left for work five minutes later than he normally did, because he forgot to set off his alarm. While that man, late for work, was crossing the street, Daisy had finished rehearsing, and was taking a shower. And while Daisy was showering, the taxi was waiting outside a boutique for the woman to pick up a package, which hadn’t been wrapped yet, because the girl who was supposed to wrap it had broken up with her boyfriend the night before, and forgot. When the package was wrapped, the woman, who was back in the cab, was blocked by a delivery truck, all the while Daisy was getting dressed. The delivery truck pulled away and the taxi was able to move, while Daisy, the last to be dressed, waited for one of her friends, who had broken a shoelace. While the taxi was stopped, waiting for a traffic light, Daisy and her friend came out the back of the theater. And if only one thing had happened differently: if that shoelace hadn’t broken; or that delivery truck had moved moments earlier; or that package had been wrapped and ready, because the girl hadn’t broken up with her boyfriend; or that man had set his alarm and got up five minutes earlier; or that taxi driver hadn’t stopped for a cup of coffee; or that woman had remembered her coat, and got into an earlier cab, Daisy and her friend would’ve crossed the street, and the taxi would’ve driven by. But life being what it is - a series of intersecting lives and incidents, out of anyone’s control - that taxi did not go by, and that driver was momentarily distracted, and that taxi hit Daisy, and her leg was crushed.

they saw the crocodile for what it was. Maybe their mortal brains made them think it was an escaped elephant from the zoo, or a crazed FedEx delivery driver with a death wish.

The sobering truth is that the heroes of the immediate COVID-19 crisis, those who (at personal risk) took care of the sick and kept the economy ticking, are among the worst paid professionals – the nurses, the cleaners, the delivery drivers, the workers in food factories, care homes and warehouses, among others.

The law-abiding black citizen who is passed up by a taxi, refused pizza delivery, or stopped by the police can rightfully feel a sense of injustice and resentment. But the bulk of those feelings should be directed at those who have made race synonymous with higher rates of criminal activity rather than the taxi driver or pizza deliverer who is trying to earn a living and avoid being a crime victim.

Only when I know I’m right. Beauty is in the eye of the beholder, is it not? The delivery driver said I was ugly and you told him I wasn’t, that to you I was a work of art. Your actions prove my point.

For example, I do a little bit of data analysis, like I was saying. For tech companies mostly. They’ll give me a lot of data – say user experience data, like how long users spend on each section of a website – and I’ll spend a few hours making graphs and whatnot. Say it takes me – I don’t know, four hours to make these graphs, and I’ll pretend it took me ten hours, to get extra money. He glances over at her again, and adds: You might think that’s immoral, I don’t know. But anyway, never mind that for a second. The four hours that I actually spend making the graphs, and the ten hours that I get paid for: what is that? Like, any of that: what is it? At least when I worked as a delivery driver, I knew what I was doing. Someone wanted a Big Mac, and I brought it to them, and the amount I got paid was like, what it was worth to that person not to have to collect their own burger. The amount they will pay, not to leave the house, is the amount I will accept, yes to leave the house. Minus whatever the app is taking. If you get me. I get you. You’re making perfect sense. Oh good, he says. Because in the data analysis example, my question is, what is the money that’s being paid to me? It’s the money that the company will pay, to have their own information explained back to them in a graph. And how much money should that be? Clearly no one knows, because at the end I’ll make up a number of hours and they’ll just pay me for that number. I guess the graph is supposed to make the company more profitable, in theory, but no one knows by how much, it’s all made up.

Schoolteacher pay is for the most part in the toilet. I gather this is common knowledge, but I had no idea, the day Miss Barks said, So long sucker, I’m chasing the big bucks now. Schoolteacher! I’ve had friends in places high and low since then, and some of the best were people that taught school. The ones that showed up for me. Outside of school hours they were delivery drivers

To review briefly, in the late 1960s, men got paid more than women (usually double) for doing the exact same job. Women could get credit cards in their husband's names but not their own, and many divorced, single and separated women could not get cards at all. Women could not get mortgages on their own and if a couple applied for a mortgage, only the husband's income was considered. Women faced widespread and consistent discrimination in education, scholarship awards, and on the job. In most states the collective property of a marriage was legally the husband's since the wife had allegedly not contributed to acquiring it. Women were largely kept out of a whole host of jobs--doctor, college professor, bus driver, business manager--that women today take for granted. They were knocked out in the delivery room... once women got pregnant they were either fired from their jobs or expected to quit. If they were women of color, it was worse on all fronts--work education, health care. (And talk about slim pickings. African American men were being sent to prison and cut out of jobs by the millions.) Most women today, having seen reruns of The Brady Bunch and Father Knows Best, and having heard of Betty Friedan's The Feminine Mystique, the bestseller that attacked women's confinement to the home, are all too familiar with the idealized yet suffocating media images of happy, devoted housewives. In fact, most of us have learned to laugh at them, vacuuming in their stockings and heels, clueless about balancing a checkbook, asking dogs directions to the neighbor's. But we should not permit our ability to distance ourselves from these images to erase the fact that all women--and we mean all women--were, in the 1950s and '60s supposed to internalize this ideal, to live it and believe it.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

The year Zach was born, I began acting inappropriately with my UPS delivery guy. I don’t mean that I tried to seduce him (it’s hard to be seductive with milk stains on your T-shirt). I mean that whenever he delivered a package—which was often, given the need for baby supplies—I would try to detain him with conversation simply because I craved adult company. I’d strain to make small talk about the weather, a news headline, even the weight of a package (“Wow, who knew diapers were so heavy! Do you have kids?”) while the UPS driver fake-smiled and nodded as he not-so-subtly backed away from me to the safety of his truck.

The receiving office was a plain wooden structure next in line after the weighbridge. It was purely utilitarian. It was what it was. It made no concession to style or appeal. It didn’t need to. It was the only game in town, and farmers either used it or starved. Inside, it had counters for form-filling, and a worn floor where drivers waited in line, and a stand-up desk where deliveries were recorded. Behind the desk was a white-haired guy in bib overalls, with a blunt pencil behind his ear. He was fussing around with stacks of paper. He was gearing up ahead of the harvest, presumably. He had the look of a guy entirely happy in his little fiefdom.

The proliferation of mass graphomania among politicians, cab drivers, women on the delivery table, mistresses, murderers, criminals, prostitutes, police chiefs, doctors, and patients proves to me that every individual without exception bears a potential writer within himself and that all mankind has every right to rush out into the streets with a cry of "We are all writers!" The reason is that everyone has trouble accepting the fact that he will disappear unheard of and unnoticed in an indifferent universe, and everyone wants to make himself into a universe of words before it's too late. Once the writer in every individual comes to life (and that time is not far off), we are in for an age of universal deafness and lack of understanding.

The Deliverator's car has enough potential energy packed into its batteries to fire a pound of bacon into the Asteroid Belt. Unlike a bimbo box or a Burb beater, the Deliverator's car unloads that power through gaping, gleaming, polished sphincters. When the Deliverator puts the hammer down, shit happens. You want to talk contact patches? Your car's tires have tiny contact patches, talk to the asphalt in four places the size of your tongue. The Deliverator's car has big sticky tires with contact patches the size of a fat lady's thighs. The Deliverator is in touch with the road, starts like a bad day, stops on a peseta. Why is the Deliverator so equipped? Because people rely on him. He is a role model. This is America. People do whatever the fuck they feel like doing, you got a problem with that? Because they have a right to. And because they have guns and no one can fucking stop them. As a result, this country has one of the worst economies in the world. When it gets down to it -- talking trade balances here -- once we've brain-drained all our technology into other countries, once things have evened out, they're making cars in Bolivia and microwave ovens in Tadzhikistan and selling them here -- once our edge in natural resources has been made irrelevant by giant Hong Kong ships and dirigibles that can ship North Dakota all the way to New Zealand for a nickel -- once the Invisible Hand has taken all those historical inequities and smeared them out into a broad global layer of what a Pakistani brickmaker would consider to be prosperity -- y'know what? There's only four things we do better than anyone else: * music * movies * microcode (software) * high-speed pizza delivery The Deliverator used to make software. Still does, sometimes. But if life were a mellow elementary school run by well-meaning education Ph.D.s, the Deliverator's report card would say: "Hiro is so bright and creative but needs to work harder on his cooperation skills." So now he has this other job. No brightness or creativity involved -- but no cooperation either. Just a single principle: The Deliverator stands tall, your pie in thirty minutes or you can have it free, shoot the driver, take his car, file a class-action suit. The Deliverator has been working this job for six months, a rich and lengthy tenure by his standards, and has never delivered a pizza in more than twenty-one minutes.

The panel delivery truck drew up before the front of the “Amsterdam Apartments” on 126th Street between Madison and Fifth Avenues. Words on its sides, barely discernible in the dim street light, read: LUNATIC LYNDON … I DELIVER AND INSTALL TELEVISION SETS ANY TIME OF DAY OR NIGHT ANY PLACE. Two uniformed delivery men alighted and stood on the sidewalk to examine an address book in the light of a torch. Dark faces were highlighted for a moment like masks on display and went out with the light. They looked up and down the street. No one was in sight. Houses were vague geometrical patterns of black against the lighter blackness of the sky. Crosstown streets were always dark. Above them, in the black squares of windows, crescent-shaped whites of eyes and quarter moons of yellow teeth bloomed like Halloween pumpkins. Suddenly voices bubbled in the night. “Lookin’ for somebody?” The driver looked up. “Amsterdam Apartments.” “These is they.” Without replying, the driver and his helper began unloading a wooden box. Stenciled on its side were the words: Acme Television “Satellite” A.406. “What that number?” someone asked. “Fo-o-six,” Sharp-eyes replied. “I’m gonna play it in the night house if I ain’t too late.” “What ya’ll got there, baby?” “Television set,” the driver replied shortly. “Who dat getting a television this time of night?” The delivery man didn’t reply. A man’s voice ventured, “Maybe it’s that bird liver on the third storey got all them mens.” A woman said scornfully, “Bird liver! If she bird liver I’se fish and eggs and I got a daughter old enough to has mens.” “… or not!” a male voice boomed. “What she got ’ill get television sets when you jealous old hags is fighting over mops and pails.” “Listen to the loverboy! When yo’ love come down last?” “Bet loverboy ain’t got none, bird liver or what.” “Ain’t gonna get none either. She don’t burn no coal.” “Not in dis life, next life maybe.” “You people make me sick,” a woman said from a group on the sidewalk that had just arrived. “We looking for the dead man and you talking ’bout tricks.” The two delivery men were silently struggling with the big television box but the new arrivals got in their way. “Will you ladies kindly move your asses and look for dead men sommers else,” the driver said. His voice sounded mean. “ ’Scuse me,” the lady said. “You ain’t got him, is you?” “Does I look like I’m carrying a dead man ’round in my pocket?” “Dead man! What dead man? What you folks playing?” a man called down interestedly. “Skin?” “Georgia skin? Where?” “Ain’t nobody playing no skin,” the lady said with disgust. “He’s one of us.” “Who?” “The dead man, that’s who.” “One of usses? Where he at?” “Where he at? He dead, that’s where he at.” “Let me get some green down on dead man’s row.” “Ain’t you the mother’s gonna play fo-o-six?” “Thass all you niggers thinks about,” the disgusted lady said. “Womens and hits!” “What else is they?” “Where yo’ pride? The white cops done killed one of usses and thass all you can think about.” “Killed ’im where?” “We don’t know where. Why you think we’s looking?” “You sho’ is a one-tracked woman. I help you look, just don’t call me nigger is all.

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To paraphrase the very quotable Silicon Valley venture capitalist Marc Andreessen, in the future there will be two types of jobs: people who tell computers what to do, and people who are told by computers what to do. Wall Street was merely the first inkling. The next place where this shift would be seen at whopping scale in terms of both money and technology (though I didn’t realize at the time) was in Internet advertising. And after that, it would hit transportation (Uber), hostelry (Airbnb), food delivery (Instacart), and so on. To take the theory further, computation would no longer fill some hard gap in a human workflow process, such as the calculators used by accountants. Humans would fill the hard gaps in a purely computer workflow process, like Uber’s drivers. But we’re getting ahead of ourselves. There’s an additional lesson here. This shift from humans to computers took place predominantly on the equity side of things. The debt side of the financial world, for various reasons, still traded in what amounted to open-outcry markets with humans talking to one another, whether through phones or instant messaging systems. It was capitalism at the speed a tongue can wag or hands can type. This was mostly because a company’s debt is complex and multifarious, and entities like General Motors have hundreds if not thousands of different types of debt floating around the world’s trading floors. Briefly, they are not what economists call “fungible,” meaning interchangeable the way quarter-inch screws or bottle caps are.

Companies that create tight links between their strategies, their plans, and, ultimately, their performance often experience a cultural multiplier effect. Over time, as they turn their strategies into great performance, leaders in these organizations become much more confident in their own capabilities and much more willing to make the stretch commitments that inspire and transform large companies. In turn, individual managers who keep their commitments are rewarded—with faster progression and fatter paychecks—reinforcing the behaviors needed to drive any company forward. Eventually, a culture of overperformance emerges. Investors start giving management the benefit of the doubt when it comes to bold moves and performance delivery. The result is a performance premium on the company’s stock—one that further rewards stretch commitments and performance delivery. Before long, the company’s reputation among potential recruits rises, and a virtuous circle is created in which talent begets performance, performance begets rewards, and rewards beget even more talent. In short, closing the strategy-to-performance gap is not only a source of immediate performance improvement but also an important driver of cultural change with a large and lasting impact on the organization’s capabilities, strategies, and competitiveness. Originally

Capone once famously said, “All I do is to supply a public demand…somebody had to throw some liquor on that thirst. Why not me?”  He brilliantly coordinated the importation of liquor from all across America while in charge of the operation of hundreds of distilleries. To do so, he had his own distribution system, which involved hiring delivery drivers, salespeople, and of course, armed bodyguards—his own “miniature army” riding beside his bullet-proof limousine—to protect his investments. Capone ingeniously bought immunity by paying off politicians, law enforcement agents, and even the Mayor of Chicago, William H. Thompson, whom he helped with thousands of dollars and votes enough to win the seat.

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The gig economy itself is an aestheticization of labor practices. Sure, what you’re doing may look a whole lot like what a pizza delivery guy did twenty years ago, but what you’re really doing is (according to ads looking to reel in new DoorDash drivers) being your own boss, exploring new parts of the city, paying for your wedding.

And this is how the Spangler family will go broke, one $3.99 delivery fee plus $5 driver tip at a time.

He never felt this way about any of his previous jobs: dishwasher at a suburban Chinese restaurant, delivery driver for Swiss Chalet, janitor at a bank. Those jobs did not carry the respect and nobility attached to being an entrepreneur.

Gratitude isn’t just a fancy way to pat yourself on the back or feel smug about saying “thank you” to the barista who spelled your name wrong. Nope, it’s a full-on life upgrade that doesn’t require a subscription or Wi-Fi. It’s a mindset, a way to see life that makes even a cold cup of coffee feel like a small win. When we show gratitude, we’re not just hoarding all the good vibes; we’re actually tossing them back out into the world like confetti, starting a chain reaction of positive energy. But let’s be honest—when was the last time you truly asked yourself: What am I grateful for? And no, your Wi-Fi signal doesn’t count. Life’s a busy, chaotic mess. Between trying to remember your passwords, dodging traffic, and figuring out what’s for dinner (again), it’s no wonder we forget to appreciate the little things. That’s where gratitude comes in, giving us a chance to hit the brakes on our runaway thoughts and realize that, hey, maybe we do have it pretty good. That shift from “Ugh, my life is a series of unfortunate events” to “Wow, I have a roof over my head and socks without holes” can do wonders for your outlook. Gratitude is like the mental equivalent of putting on glasses—suddenly, everything comes into focus. It grounds you in the now, making you realize that even during your worst “can’t-even” moments, there are still little gems worth celebrating. Whether it’s your friend’s cheesy joke, your pet’s goofy antics, or the sheer joy of finding that one comfy spot on the couch, these snippets of life, when recognized, add up to a sense of well-being that no amount of scrolling through social media can match. The magic of practicing gratitude is that it turns “not enough” into “more than enough.” It’s like discovering you’ve been living in a treasure chest all along. And here’s the kicker: gratitude isn’t just about feeling warm and fuzzy; it’s also about spreading that warmth to others. Your good vibes become a beacon, making people wonder, “What’s their secret?” Spoiler: It’s not a miracle supplement. But let’s talk about giving back. What does it mean to share gratitude with the world? It’s not complicated. It’s about realizing that by being aware of what we’re thankful for, we create an atmosphere where appreciation becomes a thing. That sincere “thank you” you offer to the overworked delivery driver or the moment you pause to notice the sunset—those actions radiate positivity more than you know. Gratitude is the gift that keeps on giving, even when you’re not keeping tabs on it. If you want to research this more, Google is full of studies and numbers. But the real takeaway? Life experience shows us that gratitude is more than just a practice; it’s a game-changer. It shifts our focus to what we have, building mental resilience and helping us find peace and strength in the present. It’s a reminder that life’s value isn’t in towering achievements or shiny things but in the love, laughter, and moments that make us human.

Brennan’s contribution to The Wedding Night (March 8, 1935), starring Gary Cooper and Anna Sten—the Russian beauty Samuel Goldwyn was promoting as the next European import to rival Greta Garbo and Marlene Dietrich—was of a different order. The anxious producer, worried about Sten’s accent (even though she was playing a Polish American), began to take notice of Brennan in a seemingly forgettable role he nevertheless freshened with his rapid-fire delivery. Brennan is Bill Jenkins, a cackling Connecticut cab driver, spitting tobacco juice (actually licorice) and showing the tobacco fields to Tony Barrett (Gary Cooper), an alcoholic writer modeled on F. Scott Fitzgerald and trying to dry out in a country hideaway. Goldwyn had been much impressed with the velocity of dialogue in It Happened One Night (February 23, 1934) and wanted his actors to perform at the same screwball speed. Brennan manages this feat more deftly than the picture’s ostensible stars, although Cooper perks up when doing scenes with Brennan. Unfortunately Sten did not the have the same opportunity. “I never even met Anna Sten,” Brennan told biographer Carol Easton. When Jenkins drives up to deliver a telegram to Barrett, walking along the road, neither the writer nor Jenkins has a pencil to use to reply to Barrett’s wife, who wants him to return to the city. So Barrett simply gives a verbal response: “My work won’t let me. Love Tony.” Jenkins repeats the message twice to fix it in his mind, but as soon as he drives off the message gets garbled: “My love won’t work me.” He tries again: “My work won’t love me.” Not satisfied, he begins again: “My work won’t love me.” In frustration, he spits, and says, “Gosh, I’m losin’ my memory.” His role is inconsequential, and yet so necessary to the local color that director King Vidor works Brennan into a scene whenever he can. Brennan would have made his character even more authentic if Goldwyn had not complied with a request from the Breen Office, the enforcers of the Production Code, that Brennan’s use of “damn” and “hell” be cut from the film.

It is hard to say what will happen to the people that pass in and out of life.  A simple cab driver can be just a driver, or he can be the love of one’s life.  A woman on the street waiting for a ride could become a passenger, or something much deeper.  In the end, you never know who you will meet or where.

The doorbell broke into his thoughts, making him aware Kennedy still chatted away behind him. He hadn't heard a word she'd said. Actually, he'd completely forgotten she was in the kitchen. Kane turned away, not interested in trying to catch up with her conversation as the doorbell chimed again insistently. He tightened the sash at his waist, ran his fingers through his hair again, then headed for the front of the house. He opened the door just as the delivery driver turned away to retreat back down the steps. The young kid waved a good-bye and hopped back in his van. A bouquet of calla lilies sat at Kane's feet. A smile tugged at his lips. His favorite flower—and these were tipped in the lightest of pink. They were beautiful.

In Detroit in 2011 “a Detroit pizza delivery man turned the tables on three would be crooks.” The black men ambushed the driver. He killed one. Police caught the others. The delivery man had a permit to carry a concealed weapon. “The manager at the pizza shop told Action News … many of his other drivers” have permits too. Every year hundreds of delivery drivers are robbed. Over the last several years, hundreds have been killed. Most do not carry guns. That is why the Bureau of Labor Statistics calls it one of the most dangerous jobs in the country.11

The Deliverator does not know for sure what happens to the driver in such cases, but he has heard some rumors. Most pizza deliveries happen in the evening hours, which Uncle Enzo considers to be his private time. And how would you feel if you bad to interrupt dinner with your family in order to call some obstreperous dork in a Burbclave and grovel for a late fucking pizza? Uncle Enzo has not put in fifty years serving his family and his country so that, at the age when most are playing golf and bobbling their granddaughters, he can get out of the bathtub dripping wet and lie down and kiss the feet of some sixteenyear- old skate punk whose pepperoni was thirty-one minutes in coming. Oh, God. It makes the Deliverator breathe a little shallower just to think of the idea. But he wouldn't drive for CosaNostra Pizza any other way. You know why? Because there's something about having your life on the line. It's like being a kamikaze pilot. Your mind is clear. Other people -- store clerks, burger flippers, software engineers, the whole vocabulary of meaningless jobs that make up Life in America -- other people just rely on plain old competition. Better flip your burgers or debug your subroutines faster and better than your high school classmate two blocks down the strip is flipping or debugging, because we're in competition with those guys, and people notice these things. What a fucking rat race that is. CosaNostra Pizza doesn't have any competition. Competition goes against the Mafia ethic. You don't work harder because you're competing against some identical operation down the street. You work harder because everything is on the line. Your name, your honor, your family, your life. Those burger flippers might have a better life expectancy -- but what kind of life is it anyway, you have to ask yourself. That's why nobody, not even the Nipponese, can move pizzas faster than CosaNostra. The Deliverator is proud to wear the uniform, proud to drive the car, proud to march up the front walks of innumerable Burbclave homes, a grim vision in ninja black, a pizza on his shoulder, red LED digits blazing proud numbers into the night: 12:32 or 15:15 or the occasional 20:43.

The two left wheels of Tara and Abelard’s carriage lurched off the ground as the driver swung them into the narrow gap between a large driverless wagon and a mounted courier. Tara scrambled to the elevated side of the passenger cabin, eyes wide, and shot an angry look at Abelard when he chortled. The airborne wheels returned to the cobblestones with a bone-jarring thud. Tara’s teeth clapped together so hard her jaw ached. “Is our driver insane?” He brought one finger to his lips. “Don’t let him hear you. Cabbies in Alt Coulumb are touchy, with reason. The Guild has zero tolerance for accidents.” “They fire you if you have a wreck?” “It involves fire, yes. Trust me, there’s no safer place on the road in Alt Coulumb than in a cab.” “Especially when there are cabs on the road,” she noted as they cut off a one-horse hatchback, which careened out of control into a delivery wagon.

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UNDERSTAND THE POTENTIAL DRIVERS OF CHANGE (and base your plan on them) PREPARE A PLAN TO IMPLEMENT YOUR STRATEGY THAT IS GOOD ENOUGH TO GET STARTED (and don’t make concessions for a quiet life) STRENGTHEN THE DELIVERY CHAIN (don’t think you can get away without doing so

Zego is a London based insurtech start-up that provides flexible motor, personal and commercial insurance. The company sells policies ranging in length from an hour to a year. Customers purchase these online, via phone and through Zego’s app. Zego was founded by former Deliveroo employees Sten Saar and Harry Franks, alongside Stuart Kelly, former Head of Engineering at Hubble. The company originally began operating in the motor insurance market, selling policies by the hour to part-time fast food delivery drivers. In 2020 Zego started to offer private hire insurance policies. Since 2016, the company has expanded into other areas of insurance, including public liability insurance for self-employed professionals and employers’ liability cover for businesses. In September 2018, Zego launched overseas, making flexible motor insurance products available to delivery drivers in Ireland. In December 2018, Zego began offering motor insurance policies in Spain.

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Delivery drivers, fueled by coffee and pep pills, worked twenty to twenty-two-hour shifts, then slept for seven hours, had a meal, and returned to duty. Carpenters and construction crews formed out of nowhere and rows of Nissen huts came together in a minor miracle at the edge of the airfields. Men and women slept on floors. DPs and German veterans and anyone else who had been lucky enough to be hired were constantly disturbed all night by others looking for a sliver of space to sleep. The average participant saw it as a challenge. The older recruits had been through far worse in

Delivery drivers, refuse collectors, supermarket workers all occupied some of the most crucial roles in society. They always had, but it took a global pandemic for them to get the recognition they deserved.

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nurses? And delivery drivers! What if the hospitals filled up or there weren’t enough supplies? What about the people all over the world, cogs in the supply chain? How many holes—absent workers—could the system take before it stopped running?

As corporations have amassed more market power, they’ve made every effort to keep wages low and productivity high. Increasingly, workers are providing far more value to their companies than their pay reflects, and employers are constantly finding new avenues to squeeze their labor force. Algorithms have proven to be more exacting bosses than people. Those algorithms powering just-in-time scheduling have allowed bosses to fine-tune staffing levels to demand, leading to unpredictable hours that cause paychecks to grow and shrink from week to week. Companies have deployed programs that record workers’ keystrokes and mouse clicks and capture screenshots at random intervals and have even made use of devices that sense heat and motion. Warehouse workers, cashiers, delivery drivers, fast food managers, copy editors, and millions of other kinds of workers—even therapists and hospice chaplains—are now monitored by software with names like Time Doctor and WorkSmart. Most large private firms track worker productivity, sometimes docking pay for “idle time,” including when employees use the bathroom or consult with clients. Such technological advances have increased workers’ efficiency and their precarity: You produce more profit but enjoy less of it, which is the textbook definition of exploitation.

The message for public officials and politicians is clear. If you don’t change the relationship between the citizen and the state to fit with the internet age soon, someone else will take over that relationship, and in ways which are not always predictable. In Los Angeles, around 30% of drivers use Waze, a smartphone app that allows road users to share real-time traffic and road information. It provides information on things like traffic accidents or police traps. Because it has become so popular, Waze has now effectively become part of the city’s transport infrastructure, with the city administration working directly with the company to alert drivers about potential delays. Perhaps that doesn’t sound especially radical – just a good example of public–private data sharing. But Waze is now much more than a transport app. Having become a part of many people’s daily lives, the app has unexpectedly morphed into a broader

Think of it like a fast-food franchise, the informant said, like a pizza delivery service. Each heroin cell or franchise has an owner in Xalisco, Nayarit, who supplies the cell with heroin. The owner doesn’t often come to the United States. He communicates only with the cell manager, who lives in Denver and runs the business for him. Beneath the cell manager is a telephone operator, the informant said. The operator stays in an apartment all day and takes calls. The calls come from addicts, ordering their dope. Under the operator are several drivers, paid a weekly wage and given housing and food. Their job is to drive the city with their mouths full of little uninflated balloons of black tar heroin, twenty-five or thirty at a time in one mouth. They look like chipmunks. They have a bottle of water at the ready so if police pull them over, they swig the water and swallow the balloons. The balloons remain intact in the body and are eliminated in the driver’s waste. Apart from the balloons in their mouths, drivers keep another hundred hidden somewhere in the car. The operator’s phone number is circulated among heroin addicts, who call with their orders. The operator’s job, the informant said, is to tell them where to meet the driver: some suburban shopping center parking lot—a McDonald’s, a Wendy’s, a CVS pharmacy. The operators relay the message to the driver, the informant said. The driver swings by the parking lot and the addict pulls out to follow him, usually down side streets. Then the driver stops. The addict jumps into the driver’s car. There, in broken English and broken Spanish, a cross-cultural heroin deal is accomplished, with the driver spitting out the balloons the addict needs and taking his cash. Drivers do this all day, the guy said. Business hours—eight A.M. to eight P.M. usually. A cell of drivers at first can quickly gross five thousand dollars a day; within a year, that cell can be clearing fifteen thousand dollars daily. The system operates on certain principles, the informant said, and the Nayarit traffickers don’t violate them. The cells compete with each other, but competing drivers know each other from back home, so they’re never violent. They never carry guns. They work hard at blending in. They don’t party where they live. They drive sedans that are several years old. None of the workers use the drug. Drivers spend a few months in a city and then the bosses send them home or to a cell in another town. The cells switch cars about as often as they switch drivers. New drivers are coming up all the time, usually farm boys from Xalisco County. The cell owners like young drivers because they’re less likely to steal from them; the more experienced a driver becomes, the more likely he knows how to steal from the boss. The informant assumed there were thousands of these kids back in Nayarit aching to come north and drive some U.S. city with their mouths packed with heroin balloons.

A unique retail delivery chore that UPS drivers from the 1950s and 1960s remember was the “Fur Call,” known as the “F/C.” Major up-scale department stores, such as Saks Fifth Avenue and I. Magnin in California, kept their customers’ furs under refrigeration each summer. So each spring, drivers in affluent residential neighborhoods would pick up furs that they would later redeliver in the fall. Each Fur Call required a large box the size of a suitcase made of heavy steamer-trunk material secured by buckles. Drivers were trained in handling “m’lady’s fur.” We carefully folded the garment fur side in, attached the stub to the buttonhole (never the button), and wrapped the item in the tissue paper supplied in each box, provided a receipt, tipped our hat, and left leaving the customer the feeling that her valuable fur was in good hands.

It was tradition, albeit a bad one, in mechanized units, to steal and hoard spare parts. It was certainly tempting. Possessing extra parts gave a driver or unit the ability to repair a vehicle rapidly, without going through the Army Repair Parts system with its paperwork and time lag for delivery. For a commander, fixing a vehicle rapidly meant better vehicle readiness reporting - a positive metric of performance. For a solider, fixing a vehicle rapidly meant finishing work earlier and having more time off. In countless movies over the years, Hollywood glamorized the "scrounger" who could come up with scarce parts quickly. But Graney knew it killed the system we ultimately depended on, and he taught us why. Besides the obvious theft involved, stealing or hoarding parts meant vehicles were fixed without forcing the repair system to work. The more we went around it, the less responsible it was. It was basic, but getting the basics right was Graney's brilliance.

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One of the key contrasts between Alan Wurtzel at Circuit City and Sidney Cooper at Silo is that Wurtzel spent the bulk of his time in the early years focused on getting the right people on the bus, whereas Cooper spent 80 percent of his time focusing on the right stores to buy.44 Wurtzel’s first goal was to build the best, most professional management team in the industry; Cooper’s first goal was simply to grow as fast as possible. Circuit City put tremendous emphasis on getting the right people all up and down the line, from delivery drivers to vice presidents; Silo developed a reputation for not being able to do the basics, like making home deliveries without damaging the products.

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