Get ready to have more free time, experience less frustration, achieve margins you didn't think were possible, while being proud of your safe operation.
After years of running the same way, small inefficiencies stop looking like problems and start looking like "normal". None of them is big enough to notice on its own. Together, they’re the difference between a business that pays you and one that just keeps you busy just trying to survive.
What actually reaches you after the leaks
Swipe the diagram to see the full funnel.
Every day’s staffing and dispatch decisions either earn or erode. Without daily yield visibility, erosion wins quietly.
Pay that’s crept above — or turnover from pay that’s crept below — what your local market actually requires.
Aging trucks, reactive maintenance, and route miles nobody has re-engineered in years.
Your time spent on payroll, paperwork, and putting out fires — the most expensive unpaid labor in the company.
Working more hours hasn't moved the needle — you've already proven that. Our standard budget model simulates the same cost assumptions FedEx uses, reverse-engineered from years of contract negotiations we've handled for clients. Add 20 years inside FedEx, 8 at Bank of America, and a team that's run its own work areas, and the BGSS shows you exactly where your operation differs from the businesses that keep more of what they earn.
BudgetIQ benchmarks your actuals against a standard budget and expense plan — and tracks your dispatch yield every single day, not at tax time.
PerformanceIQ applies a standardized engineering and training framework to a mature operation — finding the failing components you’ve learned to work around.
AdminIQ moves payroll, HR, recruiting, and compliance to specialists — converting your most expensive unpaid labor back into leadership time.
Three steps, run around your current operation. Nothing about your daily service has to stop while the numbers improve.
Schedule My Working SessionBring your operation as it runs today. You’ll leave with a standard budget, an expense plan, and a preliminary ezNumber — plus a clear picture of how the IQ programs would work in your operation.
We put your actuals against the standard, find the leaks worth fixing first, and put the right IQ programs to work on them — without disrupting your daily service.
With daily yield visibility and a back office off your plate, the same work area and the same effort start producing a noticeably different bottom line.
A mature operation rarely fails all at once. It gets a little harder to run, a little less profitable, and a little more dependent on you — until the options you thought you had are gone.
Costs creep up every year. Without a benchmark, you absorb them instead of catching them.
Payroll, paperwork, and every fire still route through you, so the moment you step back, things slip.
When service & safety deteriorate, nothing good happens. You walk into your next contract conversation without leverage.
Buyers and lenders pay for systems and clean numbers. An operation that only runs with you in it sells at a discount.
An owner steps back and leaves an untrained Business Contact in charge. The contract isn’t renewed, and the value of the business is cut in ... or worse.
It doesn’t have to go that way. The owners FedEx turns to first for expansion are the ones building a business worth owning.
Schedule My Working SessionThe path from survivor to builder to expander isn’t theory. It’s been proven by Service Providers who decided they were done just getting by — and we can help you walk it.
Running to keep up. You’re in the middle of everything, the real numbers show up at tax time, and a good week feels like luck.
Running on a standard. The back office runs without you, you see yield every day, and FedEx sees an engaged owner who has the operation under control.
Growing on purpose. When FedEx looks for someone to take on more operations, builders are the ones they turn to first — and you have the systems to absorb it.
One six-truck P&D operation grew into a $12.5 million P&D and linehaul enterprise in five years.
Many have. Many more will.
Schedule My Working Session“Fine” usually means service is holding and nothing is on fire — it doesn’t tell you what your operation should be earning. Benchmarking your actuals against a standard budget shows the gap in dollars, and you decide what’s worth closing.
Probably nothing about running routes. What we bring is comparison: what a standard budget says your costs should be, what your dispatch yield looks like measured daily, and how your numbers sit next to hundreds of other operations.
Integration is exactly when cost assumptions shift. Knowing your standard budget and your real yield going into the change is what keeps a temporary disruption from quietly becoming your new normal.
No. Bookkeeping records what happened; BudgetIQ benchmarks it against what should have happened. Safety compliance is a task list; our programs also cover recruiting, HR, payroll, and the training framework behind them. Most owners consolidate rather than add.
Then the standard budget and the daily yield numbers matter more, not less. Scorecard performance traces back to the same operational components we engineer — staffing, routing, training, and the daily decisions nobody is measuring.
Another dashboard gives you more data to interpret at night. The IQ programs pair software with people who benchmark it, tell you what it means, and take work off your plate.
Onboarding is staged around your service, not the other way around. Nothing that touches daily dispatch changes until the numbers behind it are in place and your team is trained on it.
Costs have risen for everyone, but the spread between contractors in the same market is wide. The question isn’t whether the business got harder — it’s where your operation sits against the standard, and what the gap is worth.
Documented, transferable profitability — not revenue and not truck count. A buyer pays for an operation that runs without you, with clean numbers behind it. Every leak you close now shows up in the multiple later.
When your first area produces standard-budget margin without your daily attention, and you have a management layer and a back office that can absorb the second one. We’ll model both before you commit.
It will, if you duplicate the current structure. That’s why the sequence matters: standardize the operation you have, move the administrative load off yourself, and then expand into a repeatable system.
Managers execute. What most operations lack is the standard they’re executing against — the budget, the yield targets, and the training framework that makes performance measurable instead of personality-driven.
Yes. We build a standard budget and expense plan for the target area, compare it against the seller’s actuals, and tell you what the operation should produce under your cost structure before you make an offer.
Three years is close to ideal. Buyers look at trailing performance, so improvements made now are the ones that show up in the numbers you’ll be selling on.
No. eTruckBiz is an independent company that works for contracted Service Providers. We’re not an agent of FedEx and we don’t speak for FedEx.
No. There are cheaper bookkeepers and cheaper software. We’re priced as a program that benchmarks your operation and takes work off your plate, and we’d rather show you the math than argue about the fee.
For most operations, yes — one qualified administrative hire with benefits typically costs more than the programs that replace that workload, and the hire doesn’t come with benchmarking data behind it.
Our structured Software Systems minimize mistakes and maximize profit margins, so established contractors run on real numbers, not guesses.
Thirty minutes, your numbers, an honest comparison. No charge, no pitch, no obligation.
Thirty minutes, your numbers, an honest comparison. No charge, no pitch, no obligation.
Every month without a benchmark is another month of margin leaking quietly.