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We would expand our efforts to raise funds and engage with the business community. Our message is that we are reasonable and won't destroy everything or take away their assets. It's a big job.

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You are bankrupting the postal service through reputation alone. You are responsible for the fall of the postal service and its lack of accountability. No, Congress is responsible for the fall of the postal service. With all the AI and computer systems, you are worse than someone hand-delivering the mail. This is the response that the postmaster gave Congress when he doesn't like what he hears. He literally covered his ears and gave himself a grade of A. With that, I rest.

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The President told me to be more aggressive, so we sent out an email to all employees asking what they do. We got a partial response, so we're sending another email. Our goal isn't to be unfair. Employees can simply respond that their work is too sensitive to describe. We want to keep essential employees who do their jobs well. If a job isn't essential or done well, those people shouldn't be on the payroll. Those million employees who haven't responded are on the bubble. Maybe they don't exist, or we're paying people who don't exist. A lot could have happened. The prior administration wasted money.

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I strongly oppose this plan and will fight to protect mail delivery in rural Missouri. If I have to, I’ll go down with the ship to ensure rural and urban areas receive timely mail, which is currently failing. Taxpayers have supported the postal service, and despite past legislation reducing liabilities, we still see poor delivery. I've expressed concerns about the Kansas City area and the Bering post office, which has been delayed for two years. My patience is exhausted, and I expect improvements in service and the reopening of the Bering post office as promised. I hope we can work together moving forward.

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The people want an active government that doesn't waste money. To deliver change, we're reorganizing the government to save taxpayer dollars. We're cutting the federal bureaucracy by 100,000 positions through attrition and reducing administrative costs by 12%. Unproductive advisory commissions will be eliminated, and agencies can't create new ones without approval. Government regulations and procurement rules hurt the system, so we will cut waste, streamline bureaucracy, and change these rules to make government work better. This includes downsizing the government, improving customer service, and overhauling federal procurement and personnel systems. The goal is to make government work for the people, eliminate unnecessary programs, and reduce the federal workforce. We're committed to cutting spending and reducing the deficit to ensure a stronger economy for the future.

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Milton Friedman once noted that government management often leads to shortages. This applies to the U.S. Postal Service, which was promised a $107 billion bailout in 2020 to achieve financial stability by 2031. However, losses have increased, with $6.5 billion lost in 2023 and projected losses of $9.5 billion in 2024. Instead of cutting costs like a private business would, the USPS has converted over 190,000 workers into higher-paid career roles, worsening its financial situation. Despite spending billions on electric vehicles and facility upgrades, service has declined. Congress has provided $120 billion in funding over four years, but with national debt exceeding $36 trillion, it's time for meaningful reform at the Postal Service.

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Thank you for being here. My district in the southeastern U.S. suffered from Hurricane Helene, impacting postal facilities. How many post offices in North Carolina are still closed, and how long will they remain so? Currently, about 10 post offices are closed, down from 30 after the hurricane, affecting 3 million delivery points. The Fleetwood post office is too small for its volume and relies on the Boone post office, causing delays. Can we expect Fleetwood to be moved or rebuilt? Despite efforts, USPS is projected to lose $9.5 billion this year. Is the Delivering for America plan effective? We just issued Delivery for America 2.0 to improve performance and revenue. We aim to cut costs by $5 billion and grow revenue by $3 billion. How do you determine the limits for postage rate increases? After years of not raising prices, we must adjust for inflation to sustain operations.

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- The DFA is a ten year strategic plan intended to transform the Postal Service into self sustaining and a high performing entity. - In fiscal year twenty twenty four, the OIG arrested 89 individuals involved in narcotics trafficking and helped secure 65 convictions. - The Postal Service's plan has not yet resulted in the financial gains it had originally projected. Initial financial projections are no longer relevant. - For fiscal year twenty twenty six, we originally asked for a budget of $306,700,000 all of which would be funded by the Postal Service and not tax revenues. - We have identified over $1,000,000,000 in potential labor cost savings through better management of employees. - We have identified more than 100,000 potentially actionable leads that we do not have the resources to address. - We have lost more than 10% of our staff.

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I'm addressing concerns about the Postal Service operating like a private business while facing declining first-class mail volume. Despite this, employee numbers have increased, which seems counterintuitive in a declining business. The issue isn't about changing the laws governing the Postal Service but trying to fix the current situation. There is also concern about shifting costs rather than true reform, especially regarding healthcare and pension expenses. Insourcing jobs increase these costs compared to using contractors. While the reform package aimed to alleviate these expenses, the decision to hire more government employees exacerbates the problem. It would make more sense to hire contractors to avoid these government labor-associated costs.

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The speakers discuss mules delivering mail to the bottom of the Grand Canyon and whether this system should be modernized. They then discuss the postal service, stating that many people don't realize there's a law requiring the post office to have a balanced budget. Since 2007, the postal service has reportedly lost money almost every year. According to the speakers, additional regulations put in place around that time crippled the postal service and put them on a bad path. They believe the postal service is stuck in the past and losing money. While they appreciate postal employees going to the hardest parts of the country, they think the postal service can be modernized and become profitable.

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There's a lot of inefficiency in government that needs addressing. When it comes to which agencies to shut down, I'll let Elon Musk share his thoughts, as he's eager to discuss this. Musk is not just known for his work in science and rockets; he's also an excellent businessman and cost cutter. He often shares innovations, like a new titanium screw he's developed, which showcases his focus on efficiency and improvement.

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Postmaster DeJoy, while I appreciate your efforts to improve the Postal Service, my concern remains the financial losses. The public wants government efficiency, and while privatization is often suggested, no private company is willing to handle universal mail delivery. However, there are opportunities for partnerships in mail sorting. Your reorganization plan aims to streamline operations, but we need to ensure it effectively reduces costs and improves performance. The Postal Service has significant unfunded mandates and obligations that impact finances. We need to explore legislative changes to help the Postal Service break even. Additionally, the Office of Inspector General is researching costly obligations, including retirement funds, and will provide insights on potential solutions. It's crucial to address postal rates and staffing to enhance efficiency moving forward.

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The American people want effective government without wasted money. To deliver this, we're overhauling how government operates, beginning with a 25% reduction in White House staff and $10 million in savings. These steps will save taxpayers $9 billion. We're reducing the federal bureaucracy by at least 100,000 positions through attrition and cutting administrative costs by 12%. We're also eliminating unproductive advisory commissions. We aim to cut inessential spending and tackle the growing deficit and debt. Government programs should be efficient, and overhead must be reduced. These changes are crucial because debt consumes tax dollars and hinders private sector growth. We're also working to cut waste, streamline processes, improve customer service, and reform procurement and personnel systems. We need a government that works better, costs less, and treats taxpayers like customers.

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The Committee on Oversight and Accountability hearing begins with an acknowledgment of Inspector General Tammy Hull. It has been over three years since Postmaster General DeJoy introduced the Delivering America plan and two and a half years since the Postal Service Reform Act was enacted. Despite challenges, including significant financial losses and past criticisms of the Postal Service's management, DeJoy has made efforts to modernize operations. However, ongoing issues such as delayed mail delivery and high personnel costs remain concerning. The committee emphasizes the need for efficiency and transparency, particularly regarding election mail, while urging DeJoy to provide answers and assurance for future improvements at the Postal Service. The session concludes with a call for bipartisan cooperation to address these challenges.

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This report outlines how to cut waste, streamline bureaucracy, change procurement and personnel rules, and create a more efficient and cost-effective government. Where the report recommends action, I will act. This includes eliminating 12% of the federal workforce, merging agencies like the FBI, DEA, and Bureau of Alcohol, Tobacco, and Firearms, and closing hundreds of government offices outside of Washington. From day one, I committed to rooting out wasteful spending. We must systematically eliminate waste, even if it means cutting worthy programs we can't currently afford. While much action requires congressional approval, we don't need to wait. We've launched our campaign to cut waste independently because Congress hasn't acted enough. We will continue finding ways to cut waste, regardless of congressional action.

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In just under a month, the Department of Government Efficiency has already saved over $55 billion, and this is only the beginning. We're on track to eliminate trillions of dollars in waste, which will lead to significantly lower inflation and interest rates. This will also result in reduced payments on mortgages, credit cards, and car loans, and a much stronger stock market. I anticipate the stock market performing exceptionally well. Our strategy involves rapidly expanding the economy by significantly reducing the size of the federal government, and this is a crucial step we must take.

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We're streamlining the federal bureaucracy, aiming to reduce the workforce. We found a surprising bottleneck: the retirement process. Currently, the maximum number of retirements per month is capped at 10,000 due to a completely manual, paper-based system. The paperwork is stored in a 1950s-era limestone mine, and the speed of the mine shaft elevator limits processing. This antiquated system employs thousands of people whose efforts could be far better utilized elsewhere. The situation is absurd; we need to modernize this process immediately. Imagine the increased efficiency and contribution to the country's goods and services if these employees were redeployed.

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The speakers discuss the government's outdated paper-based retirement process, which involves storing physical files in a mine. One speaker recounts visiting the mine filled with filing cabinets from the 1960s, emphasizing its security and climate control, but questioning the continued use of paper in 2025. The process requires compiling retirement papers by hand, moving them on carts, and can take over six months, with calculations also done manually. They are implementing a new online retirement process, with 25 retirees currently using it. They mention cases of single retirees having entire pallets or shopping carts of documents. They want to free up the thousands of people who are carrying paper into a mine. They compare the government's technology to the "Flintstones" era. The conversation shifts to the postal service, which is legally required to have a balanced budget but has been losing money since 2007 due to additional regulations. The postal service lost $9.5 billion last year. They believe they can modernize it and help them become profitable.

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The post office operates differently from other government sectors, functioning like a private business. Despite a significant decline in first-class mail volume, employment has not decreased; in fact, there are 20,000 fewer employees than before. The focus has been on reducing costs, yet the number of government employees has increased, leading to higher labor costs, which account for 80% of expenses. Efforts to reform have not effectively addressed these costs, and the debt has risen significantly. While some cost savings have been achieved, the overall financial situation remains dire, highlighting the challenges of operating within government constraints. The need for a more efficient approach is evident, as the current model is not sustainable.

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You keep asking about the post office's business model, but I didn't create the laws governing it; I'm just trying to fix the issues I inherited. You're exaggerating the hiring increases. No one in the private sector would advise increasing employee numbers with a declining business. Instead, we insourced 190,000 jobs by hiring contractors at lower wages and benefits, which is inexplicable. The reform of shifting costs isn't real reform; it's just moving debt to another account within the government. The main goal was to escape healthcare and pension costs. But government employees have dramatically higher healthcare and pension costs compared to contractors. By hiring more government employees instead of contractors, we're compounding the problem we were trying to solve three years ago.

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In under a month, the Department of Government Efficiency has already saved over $55 billion, and this is only the beginning. We're targeting trillions of dollars in waste, which will lead to significantly lower inflation and interest rates. This will also bring down payments on mortgages, credit cards, and car loans, while boosting the stock market. I believe the stock market is going to perform exceptionally well. Our strategy involves rapidly growing the economy by dramatically reducing the size of the federal government, a necessary step for our nation's prosperity.

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In private equity, when taking over a bankrupt company, you need to cut deeper than initially planned. Agencies like the FAA are inefficient, not due to the people, but outdated technology. These agencies are like fat chickens dripping with waste. We need to act fast, cutting more aggressively. There is a 24-month window before the midterms to slash and hack away at the fat. Cut everything that doesn't add value. If they can't prove their worth, cut them. More cutting is needed. It's going to work out great if we cut deep and hard.

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We're exploring ways to improve the Postal Service, which has been losing significant amounts of money. One idea involves a merger, possibly with the Commerce Department, to enhance its efficiency. While it would remain the Postal Service, the aim is to make it function much better than it has in the past. Alternatively, we might leverage talented individuals from other departments to help reduce the financial losses. The goal is to find a solution that preserves the Postal Service's core functions while significantly improving its financial performance, whether through a merger or by utilizing existing expertise.

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The federal government isn't a company to dismantle like on Shark Tank; it must be run constitutionally, and the current administration is restoring services and jobs that have been disrupted. The government is fat and hasn't been scrutinized for a century. Finally, someone is willing to address the waste. However, cuts aren't deep enough. In private equity, when fixing a bankrupt company, you must cut severely and quickly, even 20% more than initially planned, then rehire to minimize trauma. There's so much waste in the federal government that needs addressing. You can't be surgically precise when auditing the government. You have to cut more because you don't know where all the waste is. We've never audited the government before.

The Koerner Office

Why Hasn’t Anyone Copied This Business Idea Yet?

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{ "summaryParagraphs": [ "The Koerner Office episode explores how entrepreneurs can piggyback on large, overlooked channels to launch new ventures. It centers on government systems, like the postal service, offering underutilized marketing and distribution opportunities that reward persistence and clever framing. The hosts argue that the harder route—finding efficient, counterintuitive channels—can create lasting advantages over slick, disposable marketing.", "They propose two‑part ideas that merge mega‑trends or underexploited sectors. One thread is Never Touch Plastic, starting with an ultra‑premium sourdough starter and branching into a marketplace for plastic‑free products. They discuss building a platform—potentially via marketplace software or programmatic SEO with affiliate links—curating, testing, and aggregating microplastic and plastic‑free certifications for purity‑minded consumers.", "Another thread looks at postal service leverage, comparing USPS to private carriers and sketching an outsourced “Chunky Mailers” model that merges direct mail with value offerings to boost engagement. They also speculate about piggybacking on postal routes for data collection and broader revenue ideas for a tongue‑in‑cheek Department of Government Revenue, monetizing distribution networks through surveys, affiliates, or other government channels, while noting regulatory and ethical caveats.", "Throughout, AI and automation are cited as tools to streamline research, outreach, and pricing, with ambitions for provocative revenue models. The overarching theme is spotting underutilized systems, testing demand, and building scalable, revenue‑generating concepts on top of them rather than chasing flashy growth hacks." ], "topics": [ "piggybacking on large systems", "postal and logistics as marketing", "Never Touch Plastic marketplace", "ultra-premium niche products", "AI in business strategy", "direct mail vs. digital marketing", "regulation and ethics in monetizing government channels" ], "otherTopics": [ "sourdough starter and microplastics discussion", "domain-name and branding ideas", "privacy and data considerations in surveys" ], "booksMentioned": [] }