Enjoy your success!
The Jeff Thompson Interview
Many people view their job as no more than a pay check. Not Jeff Thompson, the AO for CI Express, who describes his job as an opportunity to build up the community where he works and lives. Jeff has been the Director of Operations and Business Development for Columbia Industries in Kennewick, Washington, for some time. Columbia Industries started helping people in 1963 as the United Cerebral Palsy Association of Benton and Franklin Counties. As a non-profit agency, their mission was clear -promoting the general welfare of persons with cerebral palsy and other handicaps. The agency’s board realized early on that for their non-profit to survive, they needed profitable business operations to fuel their mission. Over the years, Columbia Industries has taken on a variety of business ventures to support their goals. Twenty years ago, they started a for-profit shredding company with the proceeds going back into the community. Then, in 2013 they acquired a records storage business and launched digital imaging and scanning services that enhanced the shredding business. “How do you help people if you have no money?” asks Jeff. The purposes of the business growth and acquisitions are to support facilitating their programs and mission services. With its continuing growth, the non-profit board hired anew Chief Executive Officer. The new CEO expanded the company’s mission by acquiring a bottled water company. And then further added to the overall revenues by buying four locations of a restaurant franchise called Round Table Pizza. Venturing Into The Transportation Industry The growing organization then acquired a business that owned a contract to do business with FedEx Ground (FXG).They identified a local seller, but the timing of the acquisition could not have been worse for the new owners. Jeff vividly remembers, “We had nine routes between Idaho and Washington. The operation had converted from IC to ISP fourteen days prior to the acquisition. And we stood up on November 17th, 2019, right on the verge of peak.” Thompson remarks, “We flat out got overrun by peak in 2019.We had no driver bench strength. The trucks were not in good condition. By January, we had lost drivers, our new drivers were untrained, we owned nine beat up trucks, and we were paying for five rental trucks. Plus, our team was dog tired." By mid-January 2020, Jeff became responsible for finding a better way. Seeking A Better Way “The terminal was two and a half hours away from home, so I stayed there multiple days every week trying to wrap my head around the situation. I received the names of nearby contractors at other terminals. I invited one of them for coffee at Starbucks. I needed advice. I knew that we could not fix this by ourselves. I’m a big believer in leverage - or to put it another way - using the skills of people with more knowledge than I have about a particular situation,” says Thompson. The Director of eTruckBiz Coaching, Dave Bowen, paid an onsite visit to CI Express the following month. Dave worked with their leadership teaching them the Five Pillars of Success program (Strategy, Safety, People, Operations, and Finances) for their transportation business. He also asked lots of questions, for instance: • How would the team rebuild the business? • What metrics should be used to measure success? • Who is going to recruit new team members? Thompson asserts, “I signed up not only for eTruckBiz coaching services, but recruiting, HR assistance and First Advantage processing, too. Outsourcing those tasks was humongous towards our turning the ship around.” “Together we created a strategy. In fact, I used the Five Pillars in our first Business Review meeting with FedEx Ground management. As contractors, we, too, need to determine acceptable standards. Then, when I attended the Unboxed event in Fort Lauderdale, all the other contractors were frustrated because they were doing more and getting paid less than in the past,” he reports. Thompson attributes his positive attitude with bringing a fresh set of eyes to the business. He views FXG as actually empowering contractors by allowing them to run their own businesses. “I’ve found that if we’re clear with what we’re trying to achieve, then we’re allowed to move forward and make those changes whether it’s cutting routes, changing vehicles, or right sizing our staff. It’s not complicated, but it's a complex business with a lot of moving parts," Thompson advises. He understands that the contracting business changed more in 2020 than in the previous five years. New scanner technology was implemented in 2020, VEDR equipment was required and installed, many terminals transitioned from five-day service to either six- or seven-day service. Dynamic Route Optimization (DRO) was launched in many regions in September. Plus, Smartpost kicked in. Contract Negotiations Contract negotiations for CI Express occurred in October 2020, and they were thankful that eTruckBiz was at their side for that, too. “We knew absolutely nothing about the negotiation process, and we would’ve had no tools to use without eTruckBiz,” Thompson reveals letting out a sigh of relief. “I can see us taking on other terminals in the future. This is one of the most scalable businesses I’ve been involved with so far. If we can grow the bottom line, we will ultimately help grow more mission services in the community. If we use the tools available to us, we can be successful. We can’t just cowboy up this business, but with the right people by our side, we can take it far,” he predicts. The CI Express team had a hugely successful peak in 2020 while exceeding both safety and service levels. They experienced a 60% increase in stops versus last year’s peak. The company employs over twenty people on staff and are running twenty trucks. Last year, they employed ten people, owned nine trucks and a used too many rentals. This years’ service level is at 99%. “I’m thankful to say we’ve had a lot of wins. We have not reached the end zone yet, but we continue moving forward and executing. We all need to step back occasionally to take a minute to breathe and celebrate the wins. I’m 51 and continue learning every day. We're executing more, and helping our community,” concludes Thompson.
The Dawn Nyen Interview “I was burnt out. I’d lost my drive. I didn’t have the help I needed to keep going in this business. My heart just wasn’t in it anymore,” admits Dawn Nyen, owner of Mylottis, Inc. during a recent interview. Dawn lives and works in Duluth, MN, which is over a hundred miles north of Minneapolis. In January 2020, Dawn reached out to eTruck to calculate a selling price for her FedEx Ground contracting business. Her increased workload combined with new compliance rules and regulations - not to mention the required technology - overwhelmed her. It just all came so fast. I felt like it was too much for me. That’s when I called eTruck asking how much my CSA was worth,” she recalls. The Early Years Dawn had been working as a school bus for a year and half in the Spring of 2005 when she read a newspaper ad announcing that FedEx Ground had scheduled a one-day meeting at a local hotel for people interested in owning their own business. The requirements were twofold - previous business ownership experience of any sort and a solid credit rating. Dawn had owned a cosmetology business for fourteen years. She also worked as a postal carrier from time-to-time but turned down a full-time position because she didn’t want to work six days a week - she now laughs. Dawn and her sister attended the hotel meeting. More than a hundred people packed the hotel conference room. The meeting opened with the message that health insurance would not be offered as part of the deal. According to Dawn, half of the attendees walked out. Next, the host announced that a drug screen would be required. More people hit the exits. She and her sister were two of the thirty people remaining at the meeting who completed the ownership application. Dawn returned to driving a school bus assuming she had not been selected. Her assumption was wrong. She was awarded a territory in late 2005. The Long Journey Dawn began her one-woman Home Delivery operation covering a rural section of northeast Minnesota. She typically completed thirty to forty stops a day. Months later, she paid $11,000 for a second route in nearby Wisconsin. Then in 2006, FedEx awarded her another territory in Minnesota. “We certainly didn’t grow as fast back then as people do now,” she explains. “Eventually, FedEx announced that owners were required to run at least three routes, or they had to exit the business. It turned into a feeding frenzy. I simply held onto my three routes,” adds Nyen. “But volume has increased a lot in the last five years. My two areas to the north have grown to eight routes while Wisconsin has doubled,” she declares emphatically. Those fourteen-years led Dawn to the point of exhaustion and she decided that it would be best to exit the business. She reveals, “I’d made up my mind to either retire altogether or find another job - depending on the business' value. I told myself that whatever eTruck determines my business is worth will make my decision.” The evaluation forecasted that her business would be more valuable by making simple adjustments. In fact, it would dramatically increase by implementing a few processes and systems of accountability. “I convinced myself to give it one more try. I could still sell it later if I changed my mind. So, I signed up to attend eTruck’s conference in Ft. Lauderdale in February 2020 to learn some new ideas,” she remembers. Dawn was the only female contractor in her terminal which initially intimidated her. It also prevented her from interacting with the other owners in the terminal. “I brought a driver with me to the Unboxed event in Florida, so I’d have someone to talk to while I was there. I’d never been in a situation where I was comfortable interacting with other Contractors and sharing my experiences. The friendliness of the other conference attendees was great!" "My eyes were opened by the information eTruck explained about future predictions. I was blown away, “says Nyen. “For the first time, I felt like I had some insight into what may happen going forward. As I listened to the speakers, I’d say to myself that I can do this. Then, I’d get scared and think I couldn’t do it. My head was flip flopping all day. I got back to my hotel room exhausted. Later that night, I said to myself – you can do this,” then she fell asleep. She hasn’t stopped growing her determination nor her business since returning from Florida. A New Dawn Rising “I hired eTruck to coach me,” she says. Dawn and her eTruck Business Coach met virtually every week in 2020 covering leadership, recruiting, training, and spending her time better. Needless to say, she still experienced ups and downs. “I promoted a driver to BC, but he preferred to just keep driving. So, I hired another guy and he’s been great,” she says happily. Her son and husband also help her with recruiting drivers and implementing the new technology requirements. Three months after returning from Florida, her operations were looking up, then COVID hit. “Packages started coming in like a hurricane, but I was listening to eTruck. I kept recruiting drivers and building up my list of potential drivers. I'm sure glad I did because there’s so much work for them now,” she says. “I bought eight trucks in the course of two months. Right in the middle of all of this, I bought a territory from a struggling contractor in my terminal. Since then, I’ve been non-stop recruiting and hiring,” she reports. Other Contractors are now asking Dawn for advice about growing their own businesses. Plus, FedEx Ground leadership is referencing her company, Mylottis, as a shining example to other CSP’s. “After everything I’ve gone through, I was teary-eyed after a phone call from the Terminal Manager. All the hard work I’ve put in was finally being recognized. To get a pat on the back from FedEx is amazing,” she expresses. “Guess what else,” she smiles. “I bought a building for my office. I went from wanting to sell this business to buying other contractors’ routes, buying more trucks, and buying a new building...all in 7 months. Who does that?! I’m so glad eTruck talked me into giving it one more chance. There's no stopping me now.” “It made me realize that if you’re not prepared for what’s coming, you’re going to fail. And I had no clue about what to expect, but my eTruck coaches did. There’s so much less stress being ready for peak and knowing what to expect. I am back to my old self. I can breathe again and can even think about bigger things like contingency work and expanding to more terminals,” she states as our conversation wraps up. “There’s one thing I tell everyone about this business, there’s nothing normal about it. I now just go with the flow. A lot of people ask me what I do. The public doesn’t understand what we do,” she admits. It's always inspiring to see a new Dawn.
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The Marena Markel Interview
“We want to be able to see the seasons change and explore the world, and you can’t do that when you work in a factory,” says Marena Markel who operates a highly profitable FedEx Ground contracting business with her husband, Ralph.
They’re “just country kids at heart” still spending time together outdoors after thirty-one years of marriage.
The Early Years
Married young and living in Sandusky, MI, the Markels chased their dreams early on in life. Ralph drove a floral delivery throughout the state spending his weeknights on the road.
Marena raised their young children and grew fruits and vegetables to sell at local farmers markets, but she and the kids missed having the man of the house at home.
While refueling his delivery truck, Ralph struck up a conversation with a FedEx Ground driver at an adjacent pump. A local route owner happened to be looking for more drivers. Ralph was hired and finally spending nights at home.
In 2005, with the help of a silent partner - the couple bought their own FedEx Ground route and trucks.
The Markels enjoyed their new lifestyle business. Ralph drove the truck and performed all required maintenance while Marena handled the paperwork. More ownership opportunities came their way and they experienced steady growth for nine years.
The Difficult Years
During Peak of 2014, the stress of handling a large operation finally began wearing on the couple’s health. Marena had gained 35 pounds and was so overwhelmed that she didn’t bother putting up the family’s Christmas Tree. In fact, she hadn’t put one up for the last two years because she was too busy.
Their income was being consumed by the business expenses, the fun of a lifestyle business was gone, and the couple recognized they were in over their heads.
Marena reveals, “Ralph bought two cases of wine before Peak. We would share a bottle every night after work just so we could
calm down enough to fall asleep.”
She continues, “I was responsible for Human Resources and Payroll, too. If I forgot to process the payroll, I had to wire money to employees. That’s expensive. From the day we bought this business, I knew we would eventually sell it, but I didn’t imagine it would be because we were too stressed to keep it going. We needed help and didn’t know where to turn,” conveys Marena.
The Turnaround
The couple learned of eTruckBiz in 2015 when they attended a seminar explaining what needed to change and why.
“We needed a system that combined both the operations and financial sides of our business. We hadn’t thought of the benefits of keeping all our data in one system and we didn’t know eTruck existed."
"They showed us how we’d make more money if we sold our lighter trucks and replaced them with fewer, bigger and heavier trucks that better suited our workloads. Plus, we eventually implemented a process of switching our drivers from being paid by the day to being paid by the hour. That saved us a lot of money and wasn’t nearly as painful as we imagined it would be,” admits Marena.
“When we were making decisions before, it was from a position of fear. Now, because we understand what our data means - we’re making decisions based on what’s right for our business, our employees and our own well being,” she relates.
"After inputting our maintenance invoices into our new system, we realized we were due refunds from mechanics who had charged us for work that was covered under warranty. Now, we not only track maintenance records, we input upcoming scheduled maintenance so we keep our trucks on the road instead of in the shop.”
The Payoff
After using the Base system, they upgraded to a Pro Subscription and their business took off again. In 2018, the Markels hired a full-time Manager to run their daily operations allowing them to step-back and focus on the financial aspects of their business. They’re no longer fighting fires every day and making decisions from a position of fear.
The Markels recently bought a motor home and have started travelling for fun. “We love to drive when we’re not having to drop off packages and hurry, hurry, hurry,” adds Marena.
“I’ve lost 35 pounds since we started working with eTruck. Plus, we’re more relaxed and still playing the game.”
“We want to be able to see the seasons change and explore the world, and you can’t do that when you work in a factory,” says Marena Markel who operates a highly profitable FedEx Ground contracting business with her husband, Ralph.
They’re “just country kids at heart” still spending time together outdoors after thirty-one years of marriage.
The Early Years
Married young and living in Sandusky, MI, the Markels chased their dreams early on in life. Ralph drove a floral delivery throughout the state spending his weeknights on the road.
Marena raised their young children and grew fruits and vegetables to sell at local farmers markets, but she and the kids missed having the man of the house at home.
While refueling his delivery truck, Ralph struck up a conversation with a FedEx Ground driver at an adjacent pump. A local route owner happened to be looking for more drivers. Ralph was hired and finally spending nights at home.
In 2005, with the help of a silent partner - the couple bought their own FedEx Ground route and trucks.
The Markels enjoyed their new lifestyle business. Ralph drove the truck and performed all required maintenance while Marena handled the paperwork. More ownership opportunities came their way and they experienced steady growth for nine years.
The Difficult Years
During Peak of 2014, the stress of handling a large operation finally began wearing on the couple’s health. Marena had gained 35 pounds and was so overwhelmed that she didn’t bother putting up the family’s Christmas Tree. In fact, she hadn’t put one up for the last two years because she was too busy.
Their income was being consumed by the business expenses, the fun of a lifestyle business was gone, and the couple recognized they were in over their heads.
Marena reveals, “Ralph bought two cases of wine before Peak. We would share a bottle every night after work just so we could
calm down enough to fall asleep.”
She continues, “I was responsible for Human Resources and Payroll, too. If I forgot to process the payroll, I had to wire money to employees. That’s expensive. From the day we bought this business, I knew we would eventually sell it, but I didn’t imagine it would be because we were too stressed to keep it going. We needed help and didn’t know where to turn,” conveys Marena.
The Turnaround
The couple learned of eTruckBiz in 2015 when they attended a seminar explaining what needed to change and why.
“We needed a system that combined both the operations and financial sides of our business. We hadn’t thought of the benefits of keeping all our data in one system and we didn’t know eTruck existed."
"They showed us how we’d make more money if we sold our lighter trucks and replaced them with fewer, bigger and heavier trucks that better suited our workloads. Plus, we eventually implemented a process of switching our drivers from being paid by the day to being paid by the hour. That saved us a lot of money and wasn’t nearly as painful as we imagined it would be,” admits Marena.
“When we were making decisions before, it was from a position of fear. Now, because we understand what our data means - we’re making decisions based on what’s right for our business, our employees and our own well being,” she relates.
"After inputting our maintenance invoices into our new system, we realized we were due refunds from mechanics who had charged us for work that was covered under warranty. Now, we not only track maintenance records, we input upcoming scheduled maintenance so we keep our trucks on the road instead of in the shop.”
The Payoff
After using the Base system, they upgraded to a Pro Subscription and their business took off again. In 2018, the Markels hired a full-time Manager to run their daily operations allowing them to step-back and focus on the financial aspects of their business. They’re no longer fighting fires every day and making decisions from a position of fear.
The Markels recently bought a motor home and have started travelling for fun. “We love to drive when we’re not having to drop off packages and hurry, hurry, hurry,” adds Marena.
“I’ve lost 35 pounds since we started working with eTruck. Plus, we’re more relaxed and still playing the game.”
"My wife and I love to travel. Implementing
these tools has given us the freedom to
travel. We’ve now been to Europe for 10
days, taken cruises, and even visited
Hawaii this summer.”
these tools has given us the freedom to
travel. We’ve now been to Europe for 10
days, taken cruises, and even visited
Hawaii this summer.”
The Steve Ellis Interview
Steve Ellis is unique in many ways, but especially because he remains willing to seek advice after eighteen years of owning FedEx Ground routes.
Many business owners refuse to change their ways after a decade and a half, but Steve is a champion at adapting for success and making good decisions.
“I was hired at FedEx Ground early in 2000 to do pre-load. They recognized my potential, and I was promotable towards management. So, I had a choice. Either follow the corporate model of being transferred from one small town to another for the rest of my career, or I could control my own destiny by working for myself,” reminisces Steve.
Early Challenges
The Independent Contractor model appealed to Ellis, and an ownership opportunity in 2001 kept him and his family in Colorado Springs.
Steve enjoyed limited success, but churning drivers was zapping his profits and his energy.
He couldn’t offer drivers any benefits or compete with large company incentive packages. Constant turnover resulted in significant training expenses.
The Solution
Steve was introduced to eTruckBiz in 2017. Two simple changes helped him turn the corner to exponential success.
“The Flex Program and blended schedules addressed my turnover issues dramatically. The big difference was learning how to implement four-day work weeks with ten-hour days for most of my drivers. It’s been a game changer.
Secondly and honestly, I was afraid to switch how I paid my drivers. I thought I would receive a lot of push-back when we went from a fixed wage to hourly wages. Drivers look at the fixed wage as a benefit. My drivers were understandably resistant when we made the change, but not nearly as much as I anticipated. The few who couldn’t adapt left. The majority were unexpectedly surprised and soon saw the advantage of the hourly rate.
Those who stayed make more money than they did before. In fact, they’re now stuffing their trucks instead of leaving packages at pre-load so they get in their ten hours.
The company is dispatching less trucks per day than with the fixed wage program. They love the four-day work week. The schedule has produced so many results that I never anticipated...
- They volunteer to assist other drivers,
- they volunteer to pick up extra days,
- to double dispatch,
- or do sweeps.
Drivers at first thought of the hourly wage as a negative, but paying them for 10-hour days means they’re making more than they were on fixed wages. The company’s wage expenses went from 53% of revenues to 48%. I anticipate they’ll be around 45% by the end of this year," says Ellis.
“Ten hour days allowed me to balance delivery loads better, plus driver applications shot up when I started advertising four day schedules,’ he notes.
He’s not only eliminated routes and trucks, he rarely drives a truck these days.
“Plus, our goal is to have my BC’s out of the trucks. Their time is better spent watching our Stops Per On Road Hours and training new drivers,” Ellis remarks.
New Challenges
These strategic changes allowed Steve to be his own Chief Financial Officer and determine how to best manage his expenses.
Other eTruck tools have helped him become more efficient and cost effective, too.
“I’m now using the data to show me the difference between the time a driver clocks in and their first delivery stop. If we can cut my overall pre-load time in half, we can save roughly $175,000. That will enable the company to offer drivers raises and replace trucks sooner.
New Found Freedom
“What eTruckBiz did for us was make the business more profitable than we could have imagined. But even better than the financial benefits are the hours that were gained to do some things personally, to have time and peace of mind to escape from the daily grind and enjoy life without FedEx Ground.
“We acquired a contractor who hadn’t taken a week of vacation in over 12 years. He’d never been gone from his station more than 3-4 days at a time. My wife and I love to travel. Implementing these tools has given us the freedom to travel. We’ve now been to Europe for 10 days, taken cruises, and even visited Hawaii this summer,” adds Ellis.
“I walk my dog for 2 plus miles in the morning and eat breakfast at home because I don’t have to be at pre-load. Our managers have been helped, too. The BC’s are able to enjoy life outside of FedEx because they’re not delivering.
There are only 168 hours in a week, we do not want our people forced to work over 50 hours. Everyone needs a life outside of their work commitments, ” notes Steve.
He sums up his new success this way, “The training and tools that eTruckbiz are offering helped me thrive. I now believe that I can build this company to last beyond my tenure, or make the company a sell-able and profitable asset.”
Revenues have grown 355% since I bought my first routes. I know we
wouldn’t be anywhere near that f I hadn’t listened to advice from eTruckBiz.
They turned a young man with no experience into one of the state’s largest FXG Service Providers.”
wouldn’t be anywhere near that f I hadn’t listened to advice from eTruckBiz.
They turned a young man with no experience into one of the state’s largest FXG Service Providers.”
The Tracy Taylor Interview
Tracy Taylor's a young business owner who fears neither taking risks nor accepting sharp advice. But you wouldn’t know it just by looking at him. He frequently wears baseball caps, shorts and flip-flops, but his look is deceiving.
The casual exterior camouflages a man who routinely beats the odds. His ability to heed expert guidance is one of his biggest secret weapons.
The Early Years
In 2008 at nineteen years old, he was a Package Handler at FedEx Ground and a crop insurance adjuster working throughout Kansas. He purchased FXG routes 200 miles away in Topeka four years later. The contract covered 3 PSA’s. Plus, he bought 6 used trucks and supervised 4 drivers. Ownership would put him on a path to building wealth. Or so he thought.
Taylor admits to losing over $60,000 in his first six months. Was he concerned? Sure, but is he a quitter? No way. He had two huge challenges 1.) understanding the FXG data he received weekly and
2.) making his business profitable.
At 23, I thought I knew everything, but soon learned otherwise. So, I took a humble approach to this stuff,” he reflects.
His quest for advice led him to eTruckBiz. Both companies shared similar passions - turning a lifestyle business into a transportation company.
“I told Jeff (the owner of eTruckBiz) I needed help with my data. It was like having a great harvest, but not knowing how get it to market,” he recalls.
Together they determined Taylor was losing $700 every Saturday that he made deliveries. So, he cut three routes and now turns a profit on weekends. Then, he swapped PSA’s with another Contractor prior to Peak 2012. The overlap allowed his company, Desert Fox, to break even that year.
Overlap was not widely practiced then.
You Can’t Let Drivers Run Your Business
In February 2014, Tracy purchased another 6 PSA’s located in Hays, KS, 200 miles from Topeka. Plus, he added a Home Delivery route to his Topeka routes.
“I had 12 employees, 15 trucks and two operations hundreds of miles apart. Plus, recruiting, training, and managing people were new to me,” he adds. Even with a full plate, he decided to attend eTruck’s Management and Operations Class.
“I learned that watching my data isn't enough. My people needed me to make tough decisions instead of letting them manage themselves. I was afraid my employees would leave if I wasn’t friendly with them,” he admits.
Later that year, he realized even more opportunities awaited. So, he began thinking of services people like himself needed. “I told eTruck I needed advisors, but I couldn’t add payroll. It'd be great if experts who understood this business would spend some time with me instead of my hiring a bunch of Directors,” he recalls.
eTruck then created Pro Services - business coaching, recruiting, timekeeping and payroll management services.
Taylor was able to internally promote a few strong managerial candidates and gave them access to the same information he was receiving.
“Maurice Jackson, one of my BC's, has learned from eTruck, too. Maurice is great with their software and services," he affirms of his manager.
Continued Growth
By 2015, the company had grown to more than 20 trucks, plus 5 additional PSA’s in Manhattan, KS.
“FedEx management advised that I needed to add 11 trucks to my fleet for Peak. I thanked them for the advice, but my data indicated only 3 more trucks were necessary,” he boasts.
They required a Letter of Assurance because they thought I'd fail, but it was my smoothest Peak ever. We didn’t have a single service failure. I was so proud of my team. And eTruck was right alongside me as my coach,” he adds.
In 2017, his company began operating 24-hours a day after he bought five tractors to offset the volatility of P&D Operations.
“Line Haul was another big learning curve for me, but it provided solid cash flow and another 7,000 miles per week. Then, we added Line Haul Spot Work. That's picking up customers’ trailers when we weren’t pulling Ground trailers. eTruck taught me how to better use my underutilized assets,” he discloses.
Today, the Kansas native focuses on his metrics and his managers. He doesn't have to get involved in the daily operations and can spend a little time with his two daughters ages four and six while they’re young.
“My wife and I like taking the girls to the lake. I enjoy wake boarding and surfing behind our boat. My daughters will some day be better than I am at wake boarding,” supposes Taylor. He knows there’s a strong chance they share his ability to learn from the best.
He’s not finished growing and he’s not finished seeking advice either. A solid foundation of profitability sets him up well for his next acquisition. Someday he’s going to need the growth in order to fund college and weddings as the father of two brides.
"The extra set of eyes on my business performance and the numbers crunching
service, along with the weekly phone calls has made me stay on
top of the small things that I might let slip or get complacent.”
service, along with the weekly phone calls has made me stay on
top of the small things that I might let slip or get complacent.”
The Dustin Franz Interview
Dustin Franz was managing a Little Caesars Pizza restaurant in 1995. He considered it a steppingstone to someday operating his own business. Maybe his own restaurant? Maybe buying something other than a restaurant?
He had burned out on college after a year and half and it was expensive, too. His grandfather who had been a local “milk man” offered to loan him seed money to buy either a pizza restaurant, or a delivery route.
Coincidentally, Dustin’s Assistant Manager at Little Caesars loaded trucks part-time at RPS. He knew about Dustin’s dream. When the Assistant learned that an older RPS Contractor was interested in selling his business, he connected Dustin and the Contractor.
Dustin spent two hours every weekday for two years as a package handler just to prove his dependability, responsibility and commitment. His dedication paid off because in January 2000 Dustin bought the seller’s RPS route in Pasco, WA, covering 14 ZIP.
By 2002, he repaid his grandparents and hired his own younger brother to drive a Home Delivery truck. With the growth of HD, by 2008 Dustin’s single truck operation grew into four trucks and they were covering 17 ZIP codes.
“When I got into this business, I just wanted two trucks. One for me and one for my younger brother,” Dustin recalls.
“The volume we were carrying was such that one truck could hold up to sixteen ZIP codes worth of boxes. Over time, FedEx Ground has grown so much that now it takes forty-five trucks to cover the same territory. A full day used to be 50-65 stops plus picking up 10 boxes at most,” he reflects.
Despite his desire to remain a small operation, Dustin didn’t consider getting out of the delivery business. He decided to grow his own operation in order to remain a service provider to FedEx.
The increased revenues were great, but my bank accounts weren’t growing. Everyone was getting paid, but that was about all. Money would come in and go back out just as quick. By 2010, I knew I should be spending more time leading my
manager instead of always hopping in a truck,” says Franz.
Changing Times
But Dustin, like most people, resists change. His business rocked along from 2010 until 2014 when FedEx announced that the state of Washington would be converted to ISP in 2016. That announcement shook him up.
“Previously, we weren’t allowed any voice determining what we got paid. We were just told an amount that we had the option to accept or decline. There was no conversation. With the introduction of ISP, we had to not only understand how our revenues were being determined, we had to prepare to negotiate against professional negotiators. I couldn’t bring in my lawyer or my
accountant. What’d I know? I’d been trained to manage a restaurant and deliver packages on time. It just didn’t seem fair,” he adds.
Dustin reached out for negotiation assistance.
“eTruck helped me receive a much better contract than I could’ve gotten alone. Having them at my side gave me confidence. As Service Providers, we deserve more than simply getting by. These are desirable businesses and you can make good money at this if you have an open mind and are willing to make changes,” he states.
According to Franz, he sees not only a trend, but feels like the FXG relationship is coming full circle.
RPS was known for being the lowest-cost option in the delivery business. Then, the focus changed to service under the new ownership. Now, the focus is turning back to competing as the low-cost provider,” he surmises.
No More Worries
These days Dustin doesn’t worry like he used to because of two reasons.
First, he feels fortunate to be surrounded by strong people. He would not be where he is today without the caliber of employees on his team. They work through the operations challenges as a team vs acting as individuals.
Second, eTruck keeps him on his toes.
“The coaching services tell me what kinds of things I need to be watching out for before they actually happen,” states Dustin.
Using eTruck’s coaching services allows Dustin to spend more of his time doing the things he enjoys instead of pouring over spreadsheets and reports every day.
“My coach was a former Senior Manager and is awesome. I ask his perspective on how I should address situations in the terminal that I wouldn’t have known,” he says.
“Knowing that eTruck has my back means that I go to work for a few hours in the morning and I’m home by 11:00am to watch the grand kids. I love entertaining my grand kids and I don’t regret my choices at all. Having the opportunity to be with people I love and spend my afternoons with them, well I wouldn’t change a thing,” he says with a smile.
Dustin Franz was managing a Little Caesars Pizza restaurant in 1995. He considered it a steppingstone to someday operating his own business. Maybe his own restaurant? Maybe buying something other than a restaurant?
He had burned out on college after a year and half and it was expensive, too. His grandfather who had been a local “milk man” offered to loan him seed money to buy either a pizza restaurant, or a delivery route.
Coincidentally, Dustin’s Assistant Manager at Little Caesars loaded trucks part-time at RPS. He knew about Dustin’s dream. When the Assistant learned that an older RPS Contractor was interested in selling his business, he connected Dustin and the Contractor.
Dustin spent two hours every weekday for two years as a package handler just to prove his dependability, responsibility and commitment. His dedication paid off because in January 2000 Dustin bought the seller’s RPS route in Pasco, WA, covering 14 ZIP.
By 2002, he repaid his grandparents and hired his own younger brother to drive a Home Delivery truck. With the growth of HD, by 2008 Dustin’s single truck operation grew into four trucks and they were covering 17 ZIP codes.
“When I got into this business, I just wanted two trucks. One for me and one for my younger brother,” Dustin recalls.
“The volume we were carrying was such that one truck could hold up to sixteen ZIP codes worth of boxes. Over time, FedEx Ground has grown so much that now it takes forty-five trucks to cover the same territory. A full day used to be 50-65 stops plus picking up 10 boxes at most,” he reflects.
Despite his desire to remain a small operation, Dustin didn’t consider getting out of the delivery business. He decided to grow his own operation in order to remain a service provider to FedEx.
The increased revenues were great, but my bank accounts weren’t growing. Everyone was getting paid, but that was about all. Money would come in and go back out just as quick. By 2010, I knew I should be spending more time leading my
manager instead of always hopping in a truck,” says Franz.
Changing Times
But Dustin, like most people, resists change. His business rocked along from 2010 until 2014 when FedEx announced that the state of Washington would be converted to ISP in 2016. That announcement shook him up.
“Previously, we weren’t allowed any voice determining what we got paid. We were just told an amount that we had the option to accept or decline. There was no conversation. With the introduction of ISP, we had to not only understand how our revenues were being determined, we had to prepare to negotiate against professional negotiators. I couldn’t bring in my lawyer or my
accountant. What’d I know? I’d been trained to manage a restaurant and deliver packages on time. It just didn’t seem fair,” he adds.
Dustin reached out for negotiation assistance.
“eTruck helped me receive a much better contract than I could’ve gotten alone. Having them at my side gave me confidence. As Service Providers, we deserve more than simply getting by. These are desirable businesses and you can make good money at this if you have an open mind and are willing to make changes,” he states.
According to Franz, he sees not only a trend, but feels like the FXG relationship is coming full circle.
RPS was known for being the lowest-cost option in the delivery business. Then, the focus changed to service under the new ownership. Now, the focus is turning back to competing as the low-cost provider,” he surmises.
No More Worries
These days Dustin doesn’t worry like he used to because of two reasons.
First, he feels fortunate to be surrounded by strong people. He would not be where he is today without the caliber of employees on his team. They work through the operations challenges as a team vs acting as individuals.
Second, eTruck keeps him on his toes.
“The coaching services tell me what kinds of things I need to be watching out for before they actually happen,” states Dustin.
Using eTruck’s coaching services allows Dustin to spend more of his time doing the things he enjoys instead of pouring over spreadsheets and reports every day.
“My coach was a former Senior Manager and is awesome. I ask his perspective on how I should address situations in the terminal that I wouldn’t have known,” he says.
“Knowing that eTruck has my back means that I go to work for a few hours in the morning and I’m home by 11:00am to watch the grand kids. I love entertaining my grand kids and I don’t regret my choices at all. Having the opportunity to be with people I love and spend my afternoons with them, well I wouldn’t change a thing,” he says with a smile.
|
“Attending the classes allowed me to walk in the first day
with some knowledge of what to look for in the operations. I wasn’t just some guy with no clue that productivity and systems are the keys to success.” |
The Preston Wengert Interview
Preston Wengert is a community college dropout who was selling insurance in Arizona not long ago. Recently, FedEx Ground management asked him to take over linehaul routes in Denver, Colorado. All before his thirty-first birthday. How’d that happen? He credits his success to putting the right systems in place and listening to solid advice.
Learning From Others
After dropping out of school, Preston found success as an insurance broker, but he remained unhappy with his work life. The constant phone calls, emails and texts kept him away from his young wife and their three children.
“I wanted to do something that would carry value at the end of my career. I didn’t want to walk away with nothing to show for my efforts,” he reflects.
One of his insurance clients bought a FedEx Ground business and moved away. The two men stayed in touch allowing Preston to learn a little while saving money to buy routes of his own.
“I’d always dreamt of being a business owner but didn’t have a clue about what type of business to start or buy. The guaranteed weekly check was a huge draw. Plus, there’s no selling, no advertising, no collecting money from past due accounts. I’m not saying it’s easy, but it beats a lot of other options out there,” says Wengert.
He contacted Alan Callaghan who brokers FXG CSP businesses and is affiliated with eTruckBiz. Working together, they found the right opportunity for Preston in Denver, Colorado. It was a mid-sized operation with an experienced manager located at a well-run terminal. It was just what he wanted.
The Wengert’s decided to pull up their Arizona roots and relocate to the Mile-High State. Despite a lack of logistics experience or a history of ownership, Preston exudes confidence and optimism that are necessary traits for success.
He’s not afraid of relying on the wisdom of others nor making decisions based on real data collected and analyzed by experts. Preston’s a big believer in following proven systems and processes to achieve outstanding results.
“Attending eTruck’s leadership and engineering classes before taking ownership were game-changers. The knowledge I picked up there prevented common missteps,” Wengert adds.
Three drivers left the week Preston arrived in Colorado, but he wasn’t concerned because he was prepared.
“There were 9 drivers, 1 manager, 12 trucks (including 4 unusable ones), and 3 rentals when I bought the business. Each driver was running a route and a half because there weren’t enough drivers. Fortunately, the previous owner allowed me to hire 2 new drivers before I even started,” he states.
“I was told my number one priority should be recruiting. Not only was eTruck right, recruiting remains my top priority. Denver’s low unemployment rate makes hiring challenging,” he laments.
“Retention and recruiting are crucial in this business if you’re going to be successful. I meet with every qualified applicant, plus I respond to inquiries immediately which helps my rating on the job board websites,” he reports.
In addition to learning in the classroom setting, Preston worked with an eTruck business coach for the first few months of ownership. They spoke weekly about priorities and what could be placed on a backburner. Understanding that his focus should be on driver productivity and his own profitability as opposed to concentrating mostly on service delivery was one contributor to his early success.
Most new contractors are concerned only about meeting service delivery levels so that their contract is not in jeopardy. However, if the
operation is not profitable, then the entire business will be in jeopardy.
It’s About Your Priorities, Not Someone Else’
Putting the right systems in place combined with the discipline to keep them running has paid off since day one.
Wengert reveals, “I left for an entire week shortly after buying the business. I went back to Arizona to sell my house and help my wife pack up. Since I had the right systems in place, everything was fine when I returned. And it remains fairly smooth.”
“Today, I show up for dispatch because it’s a habit, but really my BC follows the systems and handles the daily issues. I could go home at 10am most days, but I usually interview candidates at the terminal, so I stick around a little later,” asserts Wengert.
Biggest Surprises
When asked about the biggest surprises of ownership, Wengert responds that being asked to take on more opportunities happened faster than he’d anticipated.
“They just approached me about taking over a line-haul operation in addition to the eleven routes we’re running daily. Plus, they’ve identified three or four more routes for me to assume in 2020. FedEx is constantly looking to give more business to reliable contractors. There’s less risk for them and more opportunities for the people using the right systems and processes,” he notes.
At eTruckBiz, we enjoy helping new owners achieve success quickly by sharing proven processes and systems that work.
Preston Wengert is a community college dropout who was selling insurance in Arizona not long ago. Recently, FedEx Ground management asked him to take over linehaul routes in Denver, Colorado. All before his thirty-first birthday. How’d that happen? He credits his success to putting the right systems in place and listening to solid advice.
Learning From Others
After dropping out of school, Preston found success as an insurance broker, but he remained unhappy with his work life. The constant phone calls, emails and texts kept him away from his young wife and their three children.
“I wanted to do something that would carry value at the end of my career. I didn’t want to walk away with nothing to show for my efforts,” he reflects.
One of his insurance clients bought a FedEx Ground business and moved away. The two men stayed in touch allowing Preston to learn a little while saving money to buy routes of his own.
“I’d always dreamt of being a business owner but didn’t have a clue about what type of business to start or buy. The guaranteed weekly check was a huge draw. Plus, there’s no selling, no advertising, no collecting money from past due accounts. I’m not saying it’s easy, but it beats a lot of other options out there,” says Wengert.
He contacted Alan Callaghan who brokers FXG CSP businesses and is affiliated with eTruckBiz. Working together, they found the right opportunity for Preston in Denver, Colorado. It was a mid-sized operation with an experienced manager located at a well-run terminal. It was just what he wanted.
The Wengert’s decided to pull up their Arizona roots and relocate to the Mile-High State. Despite a lack of logistics experience or a history of ownership, Preston exudes confidence and optimism that are necessary traits for success.
He’s not afraid of relying on the wisdom of others nor making decisions based on real data collected and analyzed by experts. Preston’s a big believer in following proven systems and processes to achieve outstanding results.
“Attending eTruck’s leadership and engineering classes before taking ownership were game-changers. The knowledge I picked up there prevented common missteps,” Wengert adds.
Three drivers left the week Preston arrived in Colorado, but he wasn’t concerned because he was prepared.
“There were 9 drivers, 1 manager, 12 trucks (including 4 unusable ones), and 3 rentals when I bought the business. Each driver was running a route and a half because there weren’t enough drivers. Fortunately, the previous owner allowed me to hire 2 new drivers before I even started,” he states.
“I was told my number one priority should be recruiting. Not only was eTruck right, recruiting remains my top priority. Denver’s low unemployment rate makes hiring challenging,” he laments.
“Retention and recruiting are crucial in this business if you’re going to be successful. I meet with every qualified applicant, plus I respond to inquiries immediately which helps my rating on the job board websites,” he reports.
In addition to learning in the classroom setting, Preston worked with an eTruck business coach for the first few months of ownership. They spoke weekly about priorities and what could be placed on a backburner. Understanding that his focus should be on driver productivity and his own profitability as opposed to concentrating mostly on service delivery was one contributor to his early success.
Most new contractors are concerned only about meeting service delivery levels so that their contract is not in jeopardy. However, if the
operation is not profitable, then the entire business will be in jeopardy.
It’s About Your Priorities, Not Someone Else’
Putting the right systems in place combined with the discipline to keep them running has paid off since day one.
Wengert reveals, “I left for an entire week shortly after buying the business. I went back to Arizona to sell my house and help my wife pack up. Since I had the right systems in place, everything was fine when I returned. And it remains fairly smooth.”
“Today, I show up for dispatch because it’s a habit, but really my BC follows the systems and handles the daily issues. I could go home at 10am most days, but I usually interview candidates at the terminal, so I stick around a little later,” asserts Wengert.
Biggest Surprises
When asked about the biggest surprises of ownership, Wengert responds that being asked to take on more opportunities happened faster than he’d anticipated.
“They just approached me about taking over a line-haul operation in addition to the eleven routes we’re running daily. Plus, they’ve identified three or four more routes for me to assume in 2020. FedEx is constantly looking to give more business to reliable contractors. There’s less risk for them and more opportunities for the people using the right systems and processes,” he notes.
At eTruckBiz, we enjoy helping new owners achieve success quickly by sharing proven processes and systems that work.
|
“Drivers are my most important assets. They deserve a trained leader. Plus, I didn't have a guidebook.
Everything was happening so fast. We were just making it up as we went along.” |
The Ray Remeikis Interview
“Living the dream,” is a response sometimes heard when someone is asked how they’re doing. Usually, it's meant as an ironic observation about the challenges of chasing the American Dream.
If you ask Ray Remeikis about the American Dream, there's no irony and it’s no joke. America offers success unlike anywhere else in the world.
Journey to America
Ray moved to the United States in 1999 from Lithuania. His country was suffering tough economic times after post-Soviet independence.
Lithuania is one of three small Baltic countries. Latvia and Estonia had fared better because of their robust sea trade and tourism. But few of Lithuania’s factory workers and farmers reaped freedom’s rewards. So, Ray chose to become a first-generation American.
He made his way to the state of Colorado, and in 2001 applied for work as a driver’s helper. Eventually, through grit and perseverance he qualified to become a Contractor’s driver. Although not glamorous, it was solid work.
Ray received an unexpected opportunity in 2002. The Contractor who’d hired him announced his retirement. Despite Ray’s lack of experience as a business owner, he bought one of the Contractor’s trucks. Ray became a business owner himself.
Mountains of Challenges
Over the course of the next fifteen years, Ray’s business grew. He added more than twenty trucks covering FXG routes south and west of Denver. If you’re not familiar with the area, its mountainous terrain. Drivers must be self-confident, able to make quick decisions, and unafraid to traverse snowy mountain passes. Only the strong thrive in those conditions.
Ray is sharp, but obviously lacks a formal business education. He figures it out as he goes but recognizes when guidance is better than going alone. Remeikis realized he wasn't comfortable negotiating a contract by himself. That’s when he turned to the experts at eTruckBiz.
“I first started with eTruck for negotiation consulting, plus I liked the maintenance part of the software program. My maintenance records were scattered on papers all over the place,” says Ray. “I liked that my receipts could be organized into one system,” he comments. “Then, I started using eTruck's Safety Program, too. It's great.”
For the next four years, he was satisfied with using Truck software only for Safety and Maintenance programs. He managed to get by relying on his drivers for advice. One driver was especially helpful.
Identifying Success
Amy McDonald was my “Go-To” person when anything went wrong,” says Remeikis. Ray had hired Amy in 2008. In 2018, Ray promoted Amy to Manager when the fleet was too large to manage by himself.
According to Remeikis, Amy was hesitant about the promotion. She lacked experience as a leader, plus she had no management training. But because Remeikis recognized his own lack of training, he again searched for expert assistance.
“Everything in the operation started happening faster and faster. I was just making it up as I went. I was managing eighteen people, and we weren’t slowing down. The changes kept coming,” says Ray. He planned to enroll Amy in eTruck’s 2020 leadership classes, but then COVID-19 struck.
Adapting to Changes
Obviously, business travel came to a halt. That’s when Ken Kibler at eTruck introduced Ray and Amy to Dave Bowen. Dave leads eTruck’s Coaching Team.
Ray engaged eTruck's Coaching team to work remotely with Amy over five online sessions. Each session includes a specific agenda and goals. The sessions cover everything managers need to know about leading drivers.
When asked if it’s worth the investment, Remeikis responds, “Drivers are my most important assets. They deserve a trained leader. An example happened yesterday. A driver was pulled over for speeding through a school zone. He's a good guy but being good isn't enough. You need documentation. Amy reached out to Dave who helped her pull together the safety documentation and put it in order,” Ray continues, “Fortunately, the driver was 100% on his safety lessons. Dave and Amy had developed a system where all the drivers' lessons were current.”
Says Remeikis, “You guys work for us, not for FedEx. I like having your team on my side.”
“Living the dream,” is a response sometimes heard when someone is asked how they’re doing. Usually, it's meant as an ironic observation about the challenges of chasing the American Dream.
If you ask Ray Remeikis about the American Dream, there's no irony and it’s no joke. America offers success unlike anywhere else in the world.
Journey to America
Ray moved to the United States in 1999 from Lithuania. His country was suffering tough economic times after post-Soviet independence.
Lithuania is one of three small Baltic countries. Latvia and Estonia had fared better because of their robust sea trade and tourism. But few of Lithuania’s factory workers and farmers reaped freedom’s rewards. So, Ray chose to become a first-generation American.
He made his way to the state of Colorado, and in 2001 applied for work as a driver’s helper. Eventually, through grit and perseverance he qualified to become a Contractor’s driver. Although not glamorous, it was solid work.
Ray received an unexpected opportunity in 2002. The Contractor who’d hired him announced his retirement. Despite Ray’s lack of experience as a business owner, he bought one of the Contractor’s trucks. Ray became a business owner himself.
Mountains of Challenges
Over the course of the next fifteen years, Ray’s business grew. He added more than twenty trucks covering FXG routes south and west of Denver. If you’re not familiar with the area, its mountainous terrain. Drivers must be self-confident, able to make quick decisions, and unafraid to traverse snowy mountain passes. Only the strong thrive in those conditions.
Ray is sharp, but obviously lacks a formal business education. He figures it out as he goes but recognizes when guidance is better than going alone. Remeikis realized he wasn't comfortable negotiating a contract by himself. That’s when he turned to the experts at eTruckBiz.
“I first started with eTruck for negotiation consulting, plus I liked the maintenance part of the software program. My maintenance records were scattered on papers all over the place,” says Ray. “I liked that my receipts could be organized into one system,” he comments. “Then, I started using eTruck's Safety Program, too. It's great.”
For the next four years, he was satisfied with using Truck software only for Safety and Maintenance programs. He managed to get by relying on his drivers for advice. One driver was especially helpful.
Identifying Success
Amy McDonald was my “Go-To” person when anything went wrong,” says Remeikis. Ray had hired Amy in 2008. In 2018, Ray promoted Amy to Manager when the fleet was too large to manage by himself.
According to Remeikis, Amy was hesitant about the promotion. She lacked experience as a leader, plus she had no management training. But because Remeikis recognized his own lack of training, he again searched for expert assistance.
“Everything in the operation started happening faster and faster. I was just making it up as I went. I was managing eighteen people, and we weren’t slowing down. The changes kept coming,” says Ray. He planned to enroll Amy in eTruck’s 2020 leadership classes, but then COVID-19 struck.
Adapting to Changes
Obviously, business travel came to a halt. That’s when Ken Kibler at eTruck introduced Ray and Amy to Dave Bowen. Dave leads eTruck’s Coaching Team.
Ray engaged eTruck's Coaching team to work remotely with Amy over five online sessions. Each session includes a specific agenda and goals. The sessions cover everything managers need to know about leading drivers.
When asked if it’s worth the investment, Remeikis responds, “Drivers are my most important assets. They deserve a trained leader. An example happened yesterday. A driver was pulled over for speeding through a school zone. He's a good guy but being good isn't enough. You need documentation. Amy reached out to Dave who helped her pull together the safety documentation and put it in order,” Ray continues, “Fortunately, the driver was 100% on his safety lessons. Dave and Amy had developed a system where all the drivers' lessons were current.”
Says Remeikis, “You guys work for us, not for FedEx. I like having your team on my side.”