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TCA Next Gen Executives with Peter Jenkins of TransPro Freight Systems

On paper, Peter Jenkins is a relatively new employee with TransPro Freight Systems, which is part of the Kriska Transportation Group. While Jenkins signed on with TransPro in January 2022, he has a far longer history with one of Kriska’s other holdings, Champion Express. Champion Express was initially owned and operated by Jenkins’ parents — and like any child of an entrepreneur, he spent a lot of time learning the business from his family. At Champion, he was schooled in the finer points of the trucking business and developed operational values that he still puts to work today as TransPro’s general manager. For Jenkins, customer service is, first and foremost, his No. 1 priority. “My father was a salesperson, and that got him into managing trucking and brokerage. That’s how I was raised, sales first,” he shared. “And closely aligned with sales is customer service because it’s much easier to keep the customer than it is to onboard a new one. Prospecting is time-consuming and expensive.” “Our mantra has always been, ‘Take care of what you’ve got, value your customers,’” he continued. “I have customers, that still ship with us today and that I have good relationships with, that my dad (worked with) in 1991 or earlier when he started Champion Express. I’ve got customers from probably 12 years ago, when I was doing sales, that are still running and flourishing. It’s nice being able to see that freight on our TransPro trucks now. It’s kind of like coming full circle.” Jenkins’ brand of customer service casts a wide net and extends not only to external clients, but also to the internal stakeholders that keep the company going. “Champion was primarily brokerage, where TransPro is about 50/50 asset logistics, so we’ve got to take care of our drivers,” he said. “We want to be a driver-centric company,” he said. “Our objective is to have our drivers haul freight that they want to haul because they’re going to be happier, they’re going to do a better job and, in the end, we’re going to deliver a better service to our customers.” That often means drawing on good client relationships to benefit TransPro’s drivers, Jenkins said. “When our drivers run into a roadblock that prevents them from executing their five to 10 drops, such as excessive waiting time, we can pull on our excellent relationships with our customers to try to smooth that out and solve that problem,” he said. TransPro runs about 80 trucks, teamed with 165 dry van trailers and 65 refrigerated trailers, carrying less-than-truckload (LTL) freight from southern Ontario in Canada to anywhere in the U.S. The bulk of freight is northbound produce, Jenkins says, but it also includes a fair amount of temperature-controlled loads southbound as necessary. “The company has always done a good job of building our outbound loads. We achieved a very profitable RPM (results through performance management) on the outbound,” Jenkins said, describing the company’s strengths. “Of course, there’s always opportunity to maximize accumulation in an LTL environment. Tracking KPI (key performance indicators) is related to maximizing the footage that we get on our trailers outbound, trying to utilize more stop-off locations where we can stack our freight southbound so it’s all safe and secure,” he said. “We can stop at specified locations on our route where we have partnerships, get that onto the trailer for delivery because a lot of deliveries won’t take decked freight,” he continued. “It’s a matter of managing those customer requirements by a consigning basis and that really allows us to maximize our outbound RPM.” One area of opportunity lies with managing inbound freight, Jenkins says. That’s something he’s helping to maximize at TransPro through targeted, skilled salesmanship. It’s a strategy that plays to one of the 38-year-old’s particular passions. “(On) the inbound RPM, we’ve often been exposed to the spot market as everybody’s felt over a period of time in the industry. The spot market’s been suppressed,” he said. “We’ve got an excellent sales team, and we’re utilizing various sales strategies. We utilize our technology wherever we can in our sales process to automate any portion of our sales process. That allows us to bring in more opportunities and close more opportunities and do less with the greater spot market. “I always think of myself as a salesperson at heart,” he added. “That was one of my favorite periods in my career — when I was doing full-time sales for my parents’ company, before I stepped into more of a management role.” In addition to leveraging the tried-and-true methods of his mentors, Jenkins has asserted his own skills and personality into his leadership style. He believes this has helped him borrow the best of all possible worlds to move the organization forward, maintaining the high standards of a company that has been repeatedly recognized as a best place to work within the trucking industry. “To get people is still a challenge,” he said “We run a hybrid work environment, where work-from-home is an option. We offer flexibility to our people, which is very important in this current employment economy. “To get and retain the best people and be flexible while still holding people accounting to their KPI and their productivity is certainly different than three years ago, when everybody was in the office every day and you’re able to speak to everybody,” he continued. “It’s a different style of management now. It’s a different way of relating to people. People always change, and culture and society evolve, and management styles have to adapt with that.” This article originally appeared in the July/August 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

Alpha trucker: Driver Joel Morrow shares a sneak peek at some of the latest truck tech

The only things more fascinating than the technology coming into the trucking arena these days are the opinions about such technology within the transportation industry. Some people are eager to see new developments in vehicles, while others argue just as enthusiastically against such change, preferring to keep things “the way they’ve always been.” It would seem that about all these groups share — besides a willingness to share their opinions — is that most are starving for reliable information about new technology entering the industry, from trucks to singular components, and how to spec them correctly to perform best according to their needs. That’s where Joel Morrow comes in. In addition to being a professional truck driver with more than 5 million miles under his belt, he’s the CEO of Alpha Drivers Testing & Consulting Like everyone else, Morrow has opinions on the subject of new tech, but his commentary is different. As a longtime tester and consultant to manufacturers, he’s well-versed on the history of trucks, and he’s an expert about where truck technology is headed. Put quite simply, when Joel Morrow talks about the subject, people listen. “I’ve been around transportation my entire life,” he said. “I grew up in northern Ohio, right smack between Cleveland and Toledo, by Turnpike Route 20. My grandfather was a long-haul driver for Norwalk Truck Lines, which at one point was the biggest trucking company in the United States. So, I’ve been around trucks forever.” Morrow followed the usual path of many kids in trucking families, as his father’s recycling business gave him almost unfettered access to things with four wheels. “I started driving trucks around the lot at probably eight, nine years old,” he said. “I was hooking up trailers and backing stuff around 10, 11. When I got my driver’s license, I took a 1-ton Chevy truck and we put a homemade garbage dump on it. I made a little trailer, and I was working with some of the local businesses at 16 hauling garbage to the local landfill. From 16 to 18, until I graduated, I was running the wheels off that truck.” It wasn’t long after that Morrow started driving over the road as his father’s recycling company shifted into trucking and transportation. But he and one of his brothers chafed under the slow pace of change in the family business. “Me and my younger brother Jerry used technology, understood it and embraced it,” Morrow said. “We made a split from my dad and older brothers, and (Jerry) opened up what is now Ploger Transportation. They’re a very well-respected 100-truck fleet that’s out there on the cutting edge in terms of fuel efficiency.” Morrow speaks of his brother and their company with pride, but admits the more mundane parts of running a trucking company that size simply wasn’t for him. While involved with the company, however, he made some very good connections with Volvo, Dana Corp. and other equipment manufacturers — and that led to his forming Alpha Drivers Testing & Consulting a few years ago. There, Morrow has hit his stride as one of the most sought-after consultants of his kind. “I get pre-production items to test. Some of the stuff I talk about on social media, some of it I don’t — just depends what we’re working on and how soon it’s going to be available to the public,” he said. “I provide very high-level feedback to Volvo’s advanced engineering. I kind of speak ‘engineering language’ to a certain degree. They take my feedback and we’re comfortable with each other. “Same thing with Dana Corp. on their components,” he continued. “I’ve developed an excellent relationship with them over the years. They will do retrofits on my truck, if need be, to get product into the real world and provide feedback. I also work very closely with the people at BASF and their new supe- low-viscosity lubricants in axles and transmissions that significantly help improve fuel efficiency.” Morrow’s client list may include some of the largest and most well-known manufacturers in the business, but the focus of his work hasn’t wavered since Day 1: He says he always frames his assessment with the individual trucker or operator in mind. “You can bury yourself very quickly if you don’t get the spec of your truck right, especially nowadays,” he said. “Having the correct spec on a truck really impacts how well the system is going to perform, how trouble-free it’s going to be. If you get that wrong, it’s nothing but problems — and we all know a trip to a dealer for an emissions system issue can be $30,000 in the blink of an eye. Getting the spec of the truck right goes a long, long way toward improving that situation and reducing that risk and liability. “I have toyed with the idea of opening up a service to the individual small fleet owner-operator to help them spec trucks, especially down-spec powertrains because that seems very confusing to a lot of people,” he added. “My problem is, I’m so busy it’s very difficult.” One of the big things that’s occupied Morrow’s time of late has been Purple Haze, a Volvo VNL that has been equipped with Volvo’s I-Torque powertrain. He says it provides the perfect balance of power and efficiency. In February, he debuted the custom rig via a YouTube series, where he took the truck through its paces on the test track. He then hit the open road to meet other drivers and capture their reactions to the brawny-yet-nimble rig. “Purple Haze is the culmination of 30 years of spec’ing trucks,” he said. “It’s a 6×2 configured truck, which is somewhat unusual in that it got a bad name over the years because the OEMs did such a poor job when they decided to put 6x2s together. They just said, ‘Well, let’s just drop a driveshaft out of there and run it down the road.’ It doesn’t work that way, and that’s why it failed spectacularly here in North America.” Because of this, Purple Haze has been through a bit of tinkering. “So, I spent a lot of time with European suspensions — put together a very nice non-torque reactive suspension on the drive axle part of it and had some very advanced torque management going on,” Morrow said. “We have some axle capacity up front that’s pretty unique, that isn’t necessary on a 6×4. “As such, I have what I believe is one of the most efficient trucks on the road, without a whole lot of tire wear. (This) will be very hard for a lot of people to believe,” he continued. “I’ve also worked very hard with the guys at Volvo to solve some of the tail steer issues and helped them develop the weight biasing logic from the ground up.” As he talks, Morrow’s voice reflects the excitement he has for both the rig and the road. And even though Purple Haze was fresh from the factory less than six months ago, he’s already chomping at the bit, as they say, to see what the next chapter of truck technology holds. “I love all the new technologies coming into the market,” he said. “I love the fact that there’s going to be electric trucks, that there’s going to be hydrogen electric. It’s exciting to me. I am not one of these guys that says, ‘Oh, it’s a diesel engine or nothing.’ That’s not me. I see the potential for all of these technologies. They will get better and better and I’m all for it.”

‘Purr-fect’ match: Jade Transport drivers Ryan and Bernedette Hood love life on the road

  Husband and wife team drivers Ryan and Bernedette Hood came to the truckling life by very different routes. Ryan, a legacy driver whose love for the open road runs generations deep, was destined to live life behind the wheel from an early age. Bernedette developed an interest in the industry later, in 2015, while seeking a change in professional direction. Once the two fell into each other’s orbit, however, the future was set for the Canadian born and raised drivers. “Ryan and I had met in high school back in 1991, but our paths went different ways,” Bernedette said. “We reconnected in 2015 or 2016, somewhere around there. When we got together, I decided, ‘Well he’s a trucker and I’m a trucker, why don’t we truck together?’” It was the beginning of a beautiful relationship. “We decided to drive together, and we lived together in the truck for two years solid,” she said. “After two years, we realized we actually liked each other enough that we wanted to get married. Once you live in a shoebox for that long you get to know somebody very intimately.” One of the biggest issues the couple had to navigate together had less to do with where they lived, what they hauled or where they went on their runs — and everything to do with what they brought along on the road. Trucker cats, to be specific. “Traveling with animals was something brand new,” Ryan admitted. “I had a dog that I had from a previous life, and I would take him now and then. He and I would go exploring together. Before I met Bernie, before we got together, I had a dog once in a blue moon.” The couple laughs over those pre-feline days now, and with good reason. The couple has a total of seven cats. While usually there are only a couple along for any given ride, there have been periods in their relationship where as many as five felines made themselves at home in the cab. “We’ve had five of them in the truck at one time because we didn’t know how long we were going to be on the road and we had a pretty big truck,” Ryan said. “At the time, it was our own truck, and it didn’t happen very often. We were just kinda stuck for a little while and we had nowhere to put the cats, so we said, ‘You know what? Let’s just take them with us on the road.’” Today, four of the couple’s cats take turns traveling the road in pairs. “Bullet and Nefer are the original two and then we took Cleo and Narmer,” Bernedette said. “We got all our cats as kittens, and Nefer and Bullet kind of are like a pride. Bullet is the alpha male and Nefer is the alpha female. Bullet would nurture the kittens as we brought them in and Nefer would keep them in line. “It is quite an interesting dynamic for cats when you start introducing kittens. And then when you put them in a truck together, it’s even more curious,” she continued. “Bullet really takes his job as head very seriously. He won’t even play with the laser pointer. He’s like, ‘These are my kids. I’m watching them.’” While Bernedette’s love of feline fluffballs brings one dimension to the road-worthy relationship, Ryan’s lifelong devotion to fitness brings another aspect to life in the rig. Weights and dumbbells travel wherever he goes, the better to help him stay toned and in shape. He says it’s a habit he developed early in life. “When I was in high school, I actually wanted to be a firefighter because I realized I had a lot of energy and I needed to put that energy to good use,” he said. “Plus, I also liked to work in the community and be involved with people. So, I was striving to be a firefighter coming out of high school. “I’m very conscious of my health. If you were to meet me, you probably wouldn’t think that I’ve driven 3 million miles over almost 30 years of driving a truck, because I don’t look like your stereotypical truck driver,” he continued. “One of the biggest things that I started right out of the gate was eating right and making sure whenever I’ve got down time — whether it’s a 30-minute break or my 10 hours, whatever it is — I will make the time to be active.” Not unlike Ryan adjusting to having cats in the cab, Bernedette had to get used to Ryan’s workout regimen. “One thing Bernie had to get used to was my up-and-down, always-on-the-go, always-moving, can’t-sit-still lifestyle,” Ryan said. “She had to get used to me being outside at four o’clock in the morning at a rest area, working out with my barbells and plate weights and dumbbells. Even when I’m driving a truck, I have to have music going. I’m constantly moving at something. It’s something I’ve always had. I’ve always been a very active person.” For her part, Bernedette says she’s paid more attention to her health and fitness since marrying Ryan, but she hasn’t quite reached his level of intensity. “I work out sporadically. I don’t like effort like that; I don’t like sweating,” she said. “You put a cheesecake or a barbell in front of me, I’m going for the cheesecake, hands down. But I’m more disciplined in my eating and looking after my physical health now. “I had a bit of a medical scare two years ago. At that time, I was quite chunky, so being with Ryan helped me to get that scare under control,” she explained. “I’m eating better, losing weight, getting healthy and getting my body back to what it should be. But I’m not going nuts for exercise. I walk more than I lift weights.” The duo, who haul tankers for Winnipeg, Manitoba-based Jade Transport, just switched from a Volvo tractor to a 2020 Peterbilt Model 567. During their driving career they’ve traveled all over the lower 48 U.S. states and every Canadian province except Newfoundland. These days, they’re on a dedicated run between Imperial Oil in Sarnia, Ontario, to a paper mill plant in Tennessee, enjoying the partnership they’ve forged in life and in work. “We know each other’s habits,” Ryan said. “We know each other’s likes and dislikes when we’re on the road. We know what to do and not do.” It’s the “purr-fect” match. “When we’re in the truck together, it’s our own little world,” Bernedette said. “Ryan and I get along famously. We bitch at each other like everybody else, but in our little world, everybody else is out of it. When we’re in the truck together we’re home.”

Listening is key: Estes terminal manager Tammy Mangham isn’t afraid to ask questions

Tammy Mangham has none of the traditional prerequisites generally seen in the leadership of trucking companies. She wasn’t raised in a trucking family, she didn’t work in a garage or warehouse, and she’s never been behind the wheel of a big rig. None of that has kept Mangham from moving up the ranks of Estes Express Line’s Texas operations, where she’s now manager for the Virginia-based company’s Dallas terminal. In fact, Mangham is a prime example of the new generation of trucking management, one that’s expertly applying data-informed leadership skills in the trucking marketplace. “I graduated from college and started my career with Estes a little over 13 years ago,” Mangham said. “The truth is, my first exposure to trucking was in college. At the time, my college — the University of North Texas — was one of the first schools in the state that had a logistics program. What I learned there really did open my eyes, because I really didn’t know how big the logistics world was at the time.” Graduating in 2002, the Texas native first worked for Central Transport and then for Central Freight Lines before landing at Estes as an office supervisor. “I did that for about a year, and then my terminal manager at the time offered me the opportunity to be an operations manager to run our pick-up and delivery local department,” she recalled. “It was a pretty big operation — it had 70 P&D (pickup and delivery) drivers. That was my big step into the operations side.” Promotions followed, bringing with them larger head counts and more responsibility. Mangham’s 70-driver outfit yielded to a 175-employee terminal and finally her current role, which employs nearly 400 people. At each stop, Mangham executed the same strategy of learning while leading. “I asked a lot of questions, and I spent a lot of time with different groups of people,” she said. “I was transparent with people and said, ‘Hey I’m just trying to learn what you do,’ or ‘Hey, would you mind letting me ride along with you just so I can see a day in the life of your job?’” she continued. “I have to rely on my employees a lot, and I’ve been able to learn by watching other people … who have more experience than me.” In short order, Mangham’s understanding of the various parts of the operations multiplied considerably. She also scored points with the rank-and-file because of her work ethic and desire to take all points of view into consideration. “Typically, I would work Monday through Friday — but let’s say there were people I wanted to talk to, and our schedules didn’t line up. What do I do? I showed up on a Saturday, I showed up on a Sunday, just to see something for myself,” she said. “I don’t like to address things when I don’t have the complete picture, because everyone has their own perspective,” she added. “I’d change my schedule and do all that I could to get a complete picture from all the shifts versus just listening to one person or one group’s point of view.” Mangham’s relatively uninitiated perspective was valuable in its own right, as it gave her the chance to view operations from an unbiased perspective. Being able to approach issues with a fresh set of eyes, she says, laid the groundwork for innovative solutions. “I don’t know that I re-created the wheel on some of these things, but I think I asked the right questions,” she said. “Whenever I suggested something, people were often like, ‘Why didn’t we think of that?’ Usually, it’s because they never thought to ask. Oftentimes people just do what the normal routine is and as the saying goes, ‘We’ve always done it this way.’” Mangham is quick to recognize the value and experience of each member of her team. “Individually all of my people are smart, and they know their pieces well,” she said. “My role is to get them to put all the pieces together.” This strategy has worked well, and each solved problem provides a baseline of knowledge to innovate in other areas. It’s also led to Mangham’s phone ringing with calls from other terminals throughout the company, with other Estes team members seeking to “pick her brain” on how to replicate similar successes. “I do believe that I have made an impact,” she said. “There are terminals that have called me, or they’ve called my boss and ask, ‘How are you able to do this?’ ‘What did you do differently?’ What I value about our company’s culture is that it’s a culture where we just want to talk to each other and figure things out. There are really no dumb questions,” she said, adding that questions lead to discussions. “I tell (other managers) all the ins and outs I’ve done, because that’s the culture my bosses before me built. That’s what we do,” she said. “For all the challenges that I have had, I think for the most part my reputation is that I try to do the right thing and try to help anybody that I can.” Being relatively new to her current role, Mangham says there’s plenty left to learn and solve. Nonetheless, she knows she’s in the right place with the right company. After all, she’s faced similar challenges before. “This is why I love Estes, hands down,” she said. “When I was in my first position as a terminal manager, I really didn’t know how to be one. I learned through that first experience. The first few weeks it wasn’t working out like I had envisioned. I remember feeling like, ‘This job is not me. I have my own show and I’m working long hours and giving it my all, but it’s not working.’” That changed at Estes, she noted. “One night, my district manager and my VP stopped by my terminal,” she said. “They weren’t there to beat me over the head. They were like, ‘Tammy, it’s time to go home. What can we do to help you get there?’ They were there to genuinely help me and show me they had my back. That was the day I knew, no matter what, I was gonna take care of the business.”

Those Who Deliver with Brown Dog Carriers and Logistics

At first glance, Brown Dog Carriers and Logistics seems like many other trucking companies. But peel back a layer or two, and you’ll quickly discover the many ways this Biddeford, Maine-based carrier is, in fact, a rare breed in the trucking industry. “We started the company with the mindset of creating something I would want to work for as a driver,” said Graig Morin, co-founder and president. “Some of the companies I worked for just didn’t care. I remember with one company, I was simply ‘Number 301’ for a couple years. I’d call in, and you wouldn’t give your name, you’d just say, ‘Truck 301,’” he recalled. “I took the good, bad, and indifferent from every company that I worked for, and I’ve kept that near and dear, starting with this: I don’t want any of my drivers to be a number.” After 20 years behind the wheel, discovering both what he wanted to emulate and what he wanted to avoid, Morin finally got the opportunity to transport his dream of a different kind of trucking company into reality in 2017. Five years later, the company is growing strong. In addition to its regional focus, Brown Dog delivers across all of the lower 48 states. “In 2017 we started off with three of us full time. Now we are at 30 drivers, and there’s seven of us full time in the office,” he said. “We specialize in it all. We do some tanker work. We have a bottling plant up here, Poland Spring Water, and we haul water for those guys. We do some refrigerated work for two of our customers. We do a lot of dry van work. We spread the eggs out a little bit.” What stands out about Brown Dog’s operations isn’t so much the “what” as the “how” and “why.” The company takes its name from Lily Rae Morin, a family pet that passed away recently but remains the model for the company values of loyalty and fidelity to clients and employees alike. Morin says modeling the company’s mentality after the example of a beloved pet isn’t common, but it caught on. “I had just sold my prior company and I was doing a little bit of consulting when Graig approached me,” said Darrell Pardy, co-owner in charge of finance and business development. “He was looking to buy a company, so I looked at the numbers. Having owned and run companies for 30-plus years, I said to him, ‘You’d be better off starting your own business than buying somebody else’s company.’ I just didn’t think the values and motivations that Graig had lined up matched the company he was talking about. “I was so intrigued with what he was doing that I said, ‘Hey, my expertise is in building companies and finance and some marketing. Would you like some help as a partner?’” Pardy shared. “What really attracted me to Graig were his values, especially around community and family. The really good news about it is, within two years we’d eclipsed that other company’s sales volume on our own.” Lately Brown Dog has been “rolling in clover,” as they say. In 2019, the company enjoyed 70% growth, $2.5 million in sales, and covered 1 million miles. Things haven’t slowed down since. As with any successful business, it takes a lot of behind-the-scenes work. That’s especially true in achieving big-time growth numbers in a way that preserves Brown Dog’s unique small-company mentality. “One of the things politicians like to do is give you the one-sentence answer to something. The world doesn’t work like that,” Pardy said. “I think one really great strength we have is we don’t get into one kind of channel on a solution. It’s, ‘Here’s the problem, here’s the financial solution to it, here’s the operational solution to it, here’s the safety aspect.’ “It’s never Graig in the room by himself or Darrell and Graig in the room by ourselves. Typically, we’ve got the whole team in here and we’re very open and transparent to our managers. We try to solve things in a multi-dimensional way,” he added. “It’s been a work in progress,” said Morin. “As we grow, we adjust, such as adjusting policies, which we do constantly. What worked for two or three drivers, does not work for 30. We’re always watching what we’re doing and how we can change things — different policies, different pay structures, you name it. We’ve gone through pretty much everything here in the past month. A lot of our growth came this past year; now we’re catching up to it all.” The company’s success has helped fuel the philanthropic and service side of the corporate mission. Brown Dog is a staunch supporter of Wreaths Across America, a nonprofit that works to ensure veterans’ graves from coast to coast are decorated during the holidays. “My grandparents, two of them were World War II veterans; one was Korean War, and my father-in-law was a Vietnam vet. They’ve all since passed away,” Morin said. “When my grandfather died on my dad’s side, I’d take a wreath to his headstone. Then it went from just his headstone to, ‘Well, we might as well raise some money and do the veterans’ section.’ Then, ‘We can’t just do the veterans’ section, it’s got to be the whole cemetery.’ Then, ‘We can’t just do one cemetery, it might as well be five.’ “Then we took the bull by the horns and started working with Wreaths Across America. This is our third year hauling for them,” Morin continued. “I think we did 15 different cemeteries, including Arlington, this year, through the main leg of the national convoy.” Other charitable work is supported through A Helping Paw, a program through which the company works to “create a world where we whine less and wag more.” A Helping Paw’s work focuses on local needs such as buying jerseys for a local youth hockey team and other initiatives that are the soul of a small town. “I’m a big believer that, for companies that are successful and for individuals that are successful, a big part of that success is because of where you live,” Pardy said. “During the COVID-19 pandemic, we were trying to do some good stuff around town, helping some of the restaurants that were shuttered and stuff like that. That’s how we created Helping Paw, which is very much aligned with our values of giving and giving back. Where we can help, we want to help.” It’s all about community — Biddeford, Maine, in particular. “I’ve lived here my whole life. It’s the town I grew up in, and it’s done a lot for me,” Morin said. “I want to be able to give back to the community, and we’re able to do all these little things that companies should do for their towns. I get enjoyment out of it and I’m glad to be able to help people in this town.” This article originally appeared in the May/June 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

TCA Next Gen Executives with Luke Subler

Luke Subler chuckles aloud when asked how he and his father, Jim Subler, are alike. The elder Subler is the founder of the family trucking company, Versailles, Ohio-based Classic Carriers, where Luke spent his formative years learning the value of hard work. It’s the company Luke now leads as president — so the invitation for comparison is a constant one. “Anybody who reads this, who knows my dad as well as I, is going to laugh,” Luke said. “I always joke that we’re twins separated at birth … by 30 years. We walk, talk, and pretty much think alike. But we’re also our own people. “Working with family is difficult just because you never really split up work and family life. It’s hard to do when you’re constantly together,” he continued. “I’d be lying to you if I said there weren’t some interesting — and maybe heated — conversations at Thanksgiving and Christmas and things like that. But we’ve always found a way to come back together and move forward toward a common goal. That’s the biggest thing. My dad and I are very close. Anybody that knows us knows that.” Classic Carriers, founded in 1985, isn’t the only trucking company “ornament” that adorns the family tree. Luke’s grandfather and uncle launched Subler Transfer and ran the trucking company for decades before selling out. To this day, Luke smiles at the craftiness of the duo’s exit strategy. “They sold out in 1980,” he shared. “The day deregulation was signed, they signed the paperwork to sell the company. It was good timing on their part.” Unlike his older family members, Luke didn’t immediately jump full-on into the family business, save for the usual after-school and weekend work experiences that kids of small business owners know all too well. “As soon as I was old enough to hop in the truck with Dad and ride around and go deliver stuff, that’s what I did,” he said. “I’ve always been around the business. I started sweeping floors at about age 10. I finally got my first paycheck when I was 12 years old.” Subler sampled college but says he didn’t care for it. He returned to the company when he was 21 and Classic Carriers was 20. You could say from that point on, the two of them “grew up” together. “We had just purchased a company in 2003, and we were still kind of integrating that,” he said. “Then, in 2006 we purchased another company out of Pennsylvania, so we were definitely in growth mode. Those were exciting times. Along about 2007, I moved to the terminal we had in Pennsylvania and operated that for a number of years, until about 2012 when I moved back to Ohio. “It was good. I was still growing up in the business,” he continued. “There’s a lot of things I knew, but as far as managing people and doing things like that at a young age, it was a sharp learning curve. We’ll put it that way. I always kind of joke that I was the SOB — and that stands for “Son of the Boss” or whatever else you want to put with that acronym.” All kidding aside, Subler was committed to learning the business and improving his leadership skills. He earned his CDL in 2006. While driving was never a primary part of his job, he’s spent enough time behind the wheel to be able to relate to his crew, their issues, and the things they face on a daily basis. That, and a penchant for listening first and directing later, has built his reputation as a worthy successor for his father. That reputation was particularly handy when it came time to modernize or introduce other changes to operations. “Embracing technology, that was probably the (main) thing I brought to (the company),” he said. “When you’re trying to teach people who’ve never really used a computer how to change their habits, it’s hard. I’ll never forget: I had a guy who was probably in his mid-60s, one of the smartest dispatchers you’d ever meet, but he hated computers. “He literally did things off an old dispatch board, one of those old cardboards, and we couldn’t break him of it until he went on vacation,” he continued. “I removed the board and kind of forced his hand. He didn’t talk to me for a little while, but eventually he adapted. He even named his computer Lurch, and he and Lurch were best friends after that.” Today the company employs 125 drivers, 35 of them owner-operators, plus more than 50 additional mechanics and other support staff. In addition to hauling cargo throughout the lower 48 states, Classic Carries provides logistics services and warehousing. Subler says the key to having survived this long lies in the quality of the staff and the focus that ownership places on employee needs. It’s a corporate value that comes very naturally. “The first thing is, Classic Carriers was started by my father who started as a driver,” Luke said. “When you start out with that mentality, you treat drivers the way they want to be treated, and that goes for our entire company. We’ve got an open-door policy. I’ve got a driver in my office damn near every day, whether it’s an owner-operator coming to talk about rates or a company driver talking about the routes he’s on. “It can be a whole host of anything, where somebody just sits down and says, ‘Have you got a minute? I’ve got some things going on I want to talk to you about,’” he continued. “That goes for personal matters as well. We’re a very family-oriented company, and we firmly believe in that. We never plan to change that.” With his father spending more time in the warmer climes of semi-retirement and his own kids still too young to take their place at the company, Luke Subler has found himself positioned squarely at the controls to guide the family business through the opportunities and challenges that lie ahead. “We’re looking to grow all aspects of our business, whether it be organically which is becoming very, very difficult, or through M&A. We’re going to do it any way we can,” he said. “There’s a lot of challenges and headwinds I see in the future, but technology is going to drive this industry. It already is, but I think we’re going to get more technology-driven and you’re either going to have to embrace it or get out of the way. And if you get out of the way, you’re going to get passed up really quick.” This article originally appeared in the May/June 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

David & Dana Walden may drive separate routes, but they always share life’s journey

Between them, Georgia-based drivers David and Dana Walden have nearly 70 years of trucking experience, a stint that has taught them hundreds of life lessons and given them thousands of stories. Those stories mark important events in their lives — especially the one about the cellphone. In fact, without the cellphone story, many of the others would never have happened. “I had service with AT&T and I had an old Suncom phone,” David said. “I was having trouble with it. I called a friend of mine and I go, ‘Man, this phone of mine sucks. I’m fixin’ to throw it out the window, go get me a megaphone and yell out the window at people.’ He goes, ‘No, no, actually, I know this team couple, and she’s really good with electronics. And they’re close to where you are.’ “So I call them,” David continued. “This guy answers the phone and I go, ‘Hey, my name’s David and my friend told me your girlfriend is really good with electronics.’ He goes, ‘Oh man, she’s fantastic with electronics!’ I go, ‘You don’t know me from nobody, but could she look at my phone?’” That girlfriend turned out to be Dana, an Army veteran who loved trucking as much as David did. Over time, a friendship blossomed until one day Dana, who was now single, made David an offer he couldn’t refuse. “Dana calls me out of the blue one day and goes, ‘Hey, I’m here in Louisiana, fixin’ to go out to California with a load of ice cream. Where you at?’” he said. “I go, ‘Actually, I’m coming through Vicksburg, Mississippi.’ She said, ‘I’ll sit here and wait on you. We’ll go across there together.’ One thing leads to another … and here we are 20 years later.” The couple’s professional story mirrors their personal one in all the ways that are important — a lucky break here, a fortuitous bounce there, and the sheer dogged determination to see things through. David was introduced to trucking by his father, who drove for half a century. While his father is now deceased, his legacy lives on through his son’s love of the industry. “When I was growing up, Dad drove a company truck for one company for like, 30 years,” David said. Dana’s hands-on introduction to trucking didn’t come from a parent. It came from Uncle Sam, through her stint in the U.S. Army. During her hitch, the Iowa native served in Desert Storm and Desert Shield before starting her driving career in the civilian sector. For the past 15 years, she’s driven for Tarkett, based out of Dalton, Georgia, where she has a designated local run. “I got grandfathered in on CDL,” she said. “I never did have to go for that testing. I got home like a week before you had to start; I had one week to get my CDL without testing.” In 2001, David founded Walden Transport. Since then, he has built a successful business through the ups and down of the market and the many challenges that face all entrepreneurs. “When I got my truck in 2001, (Dad) said, ‘You realize you’re making a massive mistake. You always drive for somebody else. That way they’ve got to deal with the problems,’” David said. “I go, ‘Dad, I’ve been driving 14 years. I just want to try.’ “Six months later, he went and bought his own truck,” David continued. “I said, ‘Wait a minute old man. What happened to making a mistake?’ He goes, ‘Well, I’m 62. I might as well make my first mistake in life.’” As much as David enjoys being his own boss, he says that, looking back, he has to admit his father had a point. “That thing Dad put in the back of my head, ‘You’ve got to pay for the repairs,’” he said knowingly. “I had one truck for 10 years, and I put three motors in that truck. First one was $15,000. Next one was $18,000 and the third one was $21,000. “Dealing with repairs is your biggest fear in this business, that and now fuel,” he continued. “Last year, fuel just tore me up. Running to the West Coast or Northwest was costing me $6,000 to $7,000 to go there and back to Georgia. That’s a lot of money.” Dana, who first became captivated with driving as a child after seeing a garbage truck in her neighborhood, said experiencing the freedom of the road is the best thing about her long career. It’s also taught her a lot of life lessons, including one important one concerning team driving with her spouse. “We only drove together for a little bit,” she said with a big laugh. “I would choke him now if I had to ride with him.” David’s latest rig, a 2019 International LoneStar featuring an X15 Cummins engine and Fuller 10-speed transmission, is his pride and joy. “I always had Freightliners. My first was in 2001, my second one was in 2002; got another in 2012 and in 2015,” he said. “I was just ready for something different. I’m not a Peterbilt man at all and Dana goes, ‘Have you seen the [International] LoneStar?’ I go, ‘Yeah, I’ve seen them on the road.’ She goes, ‘It looks like a train.’ I go, ‘To me, it looks like a 1938 Ford in the front end.’” Driving a rig you like, as any driver will tell you, is the key to happiness in your work, especially given the amount of time David spends in his. He estimated he’s averaged 150,000 miles a year going back to his company days, and says he never ran harder than during the COVID-19 pandemic. “We hauled food boxes from Chattanooga all over the country,” he said. “We were running out West, picking up produce, coming right back to Georgia and the Carolinas and Florida. I’d say 2021 — I probably did almost 200,000 miles by myself that year. I was running my butt off.” David has grown older and wiser when it comes to his chosen profession. He’s an owner-operator in the strictest sense, serving as his company’s sole driver, not because the opportunity to expand isn’t there but because of the headaches that come with having to manage it. “I got friends that have four, five, six trucks and I see the crap they’ve got to go through,” he said. “I don’t want that two-in-the-morning, ‘Hey, I’ve run off the road. Hey, I’ve hit somebody. Hey, I need money for this. Hey, the truck’s tore up.’ To me, that would just be too much.” While the Waldens don’t travel as a team — they’re happiest following their own paths as drivers — as a couple, they always share the journey.

The Natural: Tank truck driver, trainer Ken Tolliver has racked up 3 million accident-free miles

Ken Tolliver had two career aspirations when growing up — becoming a professional athlete and being a truck driver. When that first pick didn’t pan out, he immediately switched gears to focus on his passion for driving. He’s been going strong ever since. “We had a family friend who drove a milk truck,” Tolliver said. “When I was a little boy — 10 or 11 years old — I used to ride with him and ask him various questions about how the truck operates: How do you change gears? What made it do this and do that? He was inspiring to me. “I started driving in 2000, and I now have 3 million miles accident-free,” he continued.” I’m truly blessed to be in this industry accident-free. It’s a great honor to say that.” Once his driving career was rolling, Tolliver decided to specialize in tankers. He’s now been pulling pneumatics for 17 years. “I started out from 2000 to 2005 pulling dry vans,” he said. “I had a dedicated run from Tennessee to Arizona, and I started seeing all these tankers on the road. I started talking to these older guys in the tank truck industry and I’m like, ‘Maybe that’s something I want to do.’” Most drivers would agree that hauling a tanker is an acquired skill, as much art as science, and something many drivers shy away from. Not Tolliver, who says the unique nature of pulling a tank is one of the things that appeals to him. It’s also been a source of job security to master a skill many other drivers are hesitant to take on. “I was in Ontario, California, at a restaurant, and when I walked outside I had an older guy tell me, ‘You need to be a specialized carrier. Tell me how many dry vans you see. And then count how many tanks,’” he said. “That stuck with me,” he continued. “After I did five years in the dry van industry, I started looking into being a specialized carrier. That’s when I started looking at these tanks and how they operate. I really fell in love with them, and I haven’t looked back since.” Tolliver says the attributes of a good tanker driver aren’t that different from those of any other driver. Professionalism, he said, “doesn’t know a dry van from a reefer from a tanker,” but is immediately recognizable to employers and peer drivers alike. “The way I see it as a professional driver in this industry for 22 years, you have to have good focus, have good training and be aware of your surroundings at all times — with as few distractions as possible,” he said. “Those are key things I use in this industry to make myself accident-free. “This industry changes all the time,” he continued. “As drivers, we have to change as the industry grows and changes. We have to adapt. We have to be trained and develop (our skills) all the time.” To that end, Tolliver has been giving back to the driving community as a trainer for several years, first with Bulkmatic and now with his current employer, G&D Trucking/Hoffman Transportation. In addition, he is on G&D/Hoffman’s driver advisory board. Not surprisingly, safety has been a central theme throughout Tolliver’s trucking career, and he strives to be a role model and mentor to newer drivers. “I take that challenge very personally,” he said. “When I first got into the industry, especially the pneumatic side, somebody had to teach me. I was that guy watching the older drivers. ‘How does the tank operate? What made it do this? What made the blower do that?’ “So now the knowledge that I have, I can give it back to the next generation,” he explained. “As these guys get older, we’re going to be looking at them. “I take pride in being a role model in this industry and being the person to help teach the young guys coming in, and sometimes even guys that’s older than me who are just getting into the tanker industry,” he continued. “I like helping to teach and develop all the new drivers into the tanker truck industry. It’s something I take pride in.” A lot has changed during Tolliver’s two-plus decades on the road. In particular, the technology is much more sophisticated. “When I started we didn’t have a GPS; we were getting the map out from California to Miami, Florida,” he said. “We’d be in Spokane, Washington, and we’ve got to go to Gainesville, Florida. We’d draw a string out on the map and just start going I-90, I-94, I-80, I-70, all the way down. That’s the way I was taught (to navigate) from the old-school truck drivers. You used to call the customer and get directions. Now you just can do Google Earth. Our job’s a lot easier now. “The thing that really hasn’t changed is you still have to be a professional in every aspect of this industry,” he added. “I’m still the same guy as I was 22 years ago: ‘Yes sir, no ma’am, good morning sir.’ Those are things that have never changed. And my focus on staying safe; that’s another thing that’s never changed in this 22-year career.” Tolliver’s long tenure and impeccable record have been recognized by the National Tank Truck Carriers. The association has named him as one of eight finalists for the 2022-2023 Driver of the Year; the winner will be announced in May. Just talking about being considered for the honor brings a smile to Tolliver’s face and note of disbelief to his voice. More important than any award, however, he says he’d like his career to represent a goal young people could aspire to and follow in his footsteps. “There is a high demand for truck drivers; we really need new guys coming in,” he said. “What inspires you to want to be a truck driver? For me personally, I really enjoy the freedom of it, getting to meet different people in this world, the equipment we have and the technology we have. “For me, everything is about passion. If I was talking to a group of young people about trucking, I would tell them that to get into this industry and be successful at it, you have to have a passion for it,” he concluded.

Living the dream: The road to happiness led to hauling tankers for pro driver Pam Randol

Pam Randol knew exactly where she wanted her life to lead at a very early age. “I was 8 years old when I saw a convoy of trucks on Interstate 40 in Oklahoma. I was sitting in the back seat of the car,” she said. “I decided right then I wanted to drive a truck in the Army.” Randol, who is now a professional tank hauler for Knoxville, Tennessee-based Highway Transport, got her wish. As a young adult, she enlisted in the Army and stubbornly held out for an assignment as a truck driver for Uncle Sam. “You remember the old computer-generated paper that had the dots and the little holes in the edge, and it had that pixelated printing?” she said. “When I went to enlist, I had a list probably 10 feet long of jobs that I could have chosen from, from spy, interrogator, linguist, helicopter mechanic. (It was) just a huge range because I scored high in communications, technical and mechanical. “I said, ‘I want to drive a truck,’ and they looked at me like I’d lost my mind. They said, ‘Well, we really need…’” she continued. “I’m like, ‘I don’t care what you need. I want to drive a truck.’ I didn’t get to drive the truck that I wanted to — but I did get to drive a truck. I got to play in the dirt.” Randol says a great by-product of her military service are the mentors she got to learn under and the fellow women she drove alongside. “I was fortunate enough to go through basic training and advanced individual training, and then on to permanent duty station, with several other women,” she said. “It was nice, because we were all new to the same area at the same time and all going through the same experiences. Our chain of command — our squad leaders, our platoon leaders, our patrons, our peers — they all were there to be helpful and guide you as well.” That experience gave Randol the first taste of what she was capable of, and it prepared her for a long and rewarding civilian career behind the wheel. She notes that the job was very different “back in the day.” Like many drivers from the era, Randol shakes her head at the creature comforts of today compared to yesteryear. “When I started, we didn’t have cellphones and GPS and those types of things,” she said. “You had to get a map, and learn how to read a map and manage your fuel. You had a book for fuel, you had a map, you had to stop and call a customer to get an address and directions, all those kinds of things. “Then, you either had a calling card or a 1-800 number, and you would stand in line waiting your turn to get to the phone so you could make your call,” she added. “That might be outside in the wind or the rain, or it might be inside at the truck stop when they had the phones at the tables.” Randol would eventually be introduced to tankers, starting with a stint as a tack truck driver for a road construction company. The experience was brief, but it stuck — and as she racked up experience hauling hazardous materials, the idea of transporting it by the tankload became more and more appealing. “I had to have my tanker endorsement with my job before this company. I drove a dry van, but I hauled the big bulk containers of chemicals,” she said. “Those totes were anywhere from 2,500 to 5,000 pounds, depending on what size tote you had and the weight of the liquid. I could feel those loads whenever I hauled them, and I thought, ‘Driving a tanker probably wouldn’t be that bad. If I can do this, then surely I can drive a tanker.’” At the request of her family, Randol temporarily left the road and went to work in the medical field. But after a decade, she was itching to get back behind the wheel. She made a beeline for the tanker industry. Once more, she’d have to dig in her heels and bide her time to get an opportunity. “I went to one of those Great American Truck Shows, and I remember talking to a tanker company,” she said. “In the early 2000s the companies could be more selective of drivers, because it wasn’t a drivers’ market at the time. They said, ‘Go get two years of experience and call us later.’ “My opportunity finally came a few years ago, when the guy I’m married to now came to work at Highway Transport and I followed him over,” she continued. “I just can’t see myself ever working for another company or ever driving any other type of trailer. I wish I’d have started here when I was young and spry.” Over the past nearly four years of driving a tanker full time, Randol has hauled latex and poly products ranging from paint to cosmetics, vitamins, insecticide and foam seat products — just to name a few. She delivers for a dedicated account that takes her cross-country and back from California and Oregon, passing through the Great Lakes and mid-America down to the Carolinas. In total, she’s covered about 2.5 million miles, touching 47 of the lower 48 states, missing only North Dakota during her 25-year driving career. She says driving a tanker, a job she still holds in common with her husband, Joe McMullin, is the pinnacle of her driving career. “I like the challenge of this (cargo) being volatile, and ‘this is what you have to do’ to make sure you get it to where you’re going safely,” she said. “For me, this is easier to learn than putting my head down in a book. Yeah, obviously you’ve got to read instructions to operate and everything, but I like the challenge. “And then, they’re just so happy to see you when you get there,” she said with a smile. “Even if you’re late, a lot of them are like, ‘We’re just glad you’re here.’” In February, Randol was informed that, because of her consistent dedication, attention to detail and safety, she was a finalist in the National Tank Truck Carriers’ (NTTC) Driver of the Year competition. It’s an award for which she is humbled just to be considered. “I can’t lie and say that I’m not thrilled and flattered, because there’s a lot of times (I’ve thought), ‘Nobody notices me. Nobody knows what I go through. Nobody appreciates what I do,’” she said. “For this award to come up, I’m honored, I’m excited. If I win, I hope I can live up to the expectations and put forth the message that NTTC would want,” she concluded. “I would represent them honestly and professionally. For me, tankers are the way to go.”

Canadian trucking industry members welcome ELD enforcement north of the border

Members of the Canadian trucking industry are applauding the enforcement of electronic logging device (ELD) guidelines, effective January 1, 2023, calling it a major step toward reducing fraud and leveling the playing field across the industry. “(It’s) absolutely positive. The No. 1 thing about it would be safety and more transparency to what those days look like in an audit situation,” said Doug Sutherland, president of British Columbia-based Sutherland Group. “Then, when you look at the competitive atmosphere — when someone quotes a run and says they can do that overnight when they legally can’t do that — it really changes the rates in the industry,” he added. “We want fair, competitive rates, but if someone’s cheating and they’re running over the legal hours and then they’re cheating on a logbook, electronic logs help eliminate that.” The Canadian government passed new regulations concerning ELDs last summer, but provinces reported they were not prepared to begin enforcement. By waiting until 2023 to enforce ELD regulations, provinces were given time to formulate their regulations. Meanwhile, the country’s roadside inspectors embarked on a period of education and awareness. “Technically, the new rules went into effect in June of 2022, but they weren’t enforced,” said Geoff Wood, senior vice president of policy for the Canadian Trucking Alliance. “At that point there was no enforcement happening, depending on the jurisdiction. Some of them may have issued a warning but there were no monetary fines or penalties issued prior to January 1.” January 1 wasn’t an entirely clean break with the previous regulations, however, as some provinces reached the new year without finalizing plans for enforcement, penalties, and other province-specific elements allowed under the law. However, as TruckNews.com reported the first week of January, only the province of Quebec remains in limbo, with final action there delayed until June 1. That development, along with various differences in provincial guidelines, is an irritant to those eager to operate nationwide under consistent rules. For instance, British Columbia’s provincial regulations state that vehicles operating solely within the province are not required to have ELDs until provincial regulations are changed to mandate them (this according to the British Columbia Ministry of Transportation and infrastructure as reported by TruckNews.com). The Truckload Carriers Association (TCA), while praising the developments in general, stated its desire to see consistent, nationwide regulations sooner rather than later. “TCA supports consistent enforcement of the ELD mandate in Canada as an important tool to ensure compliance with the hours-of-service regulations,” said Caitlin Smith, TCA’s manager of government affairs. “It’s important that enforcement time lines are properly managed and communicated to the relevant stakeholders.” Sutherland says that enforcement initiatives are in progress. “It’ll get there,” he said. “It’s a little frustrating because we’ve waited years for this to come into play and it’s been delayed. But we also understand it’s government and it takes time to pass things. Some provinces are slower than others. Some provinces have different things that they’re dealing with at the time that may be a higher priority.” The new federal rules, now being enforced, require trucking companies to switch from paper logs to ELDs. They also require devices in use to be government-approved third-party-certified models rather than self-certified equipment. “This is something that our members have been asking for for more than a decade, and we’re really happy that we’re taking those last few steps to get where ELDs are running and enforced consistently,” said Dave Earle, president and CEO of the British Columbia Trucking Association. “While nothing is perfect, these are going to make it a lot easier for those who comply and make it a lot more difficult for those that cheat to continue to cheat. “When we talk about ELDs, it doesn’t change the law in terms of hours of service. It’s just the methodology that has to be used to comply,” he continued. “What we look at, and what our members look at, is before this came into play about 60% of our membership were already running (ELDs), were already running right and trying to do the right things.” In one respect, the law brings Canada closer in step with the U.S. where the Federal Motor Carrier Safety Administration (FMCSA) first published ELD rules in 2015 and full compliance was required in 2019. However, cross-border shippers based in the U.S. are advised that the ELDs that meet U.S. regulations may fall short under Canadian law. That’s because of differences in the manner ELDs are certified to meet the respective government standards. “In the U.S. it’s self-certified; the vendors self-certify to meet the ELD standard,” Wood said. “In the Canadian context, it’s third-party certified; the vendors don’t certify themselves. There’s a very rigorous process the devices go through by which the devices themselves are checked in every step against a technical standard. If they pass, they pass; and if they don’t, they don’t get certified. And if they’re not on the certified list, you can’t use it.” Earle says that, for this reason, U.S. shippers may find themselves having to retrofit existing ELD equipment to be compliant with Canadian law. “All the Canadian stuff with be compliant south of the line; it will meet the FMCSA standards. That’s not an issue for Canadian carriers going south,” he said. “But U.S. carriers coming north — there’s going to be some crossover of models, but it would be really, really smart for U.S. carriers to double check that. It would be a good idea to start looking at their ELD equipment before one of their drivers gets pinched on the 401 outside Toronto and they say, ‘Hey, you’re not compliant.’” These hiccups aside, proponents of the new rules say there’s no excuse for a shipper of any size or nationality to not meet the Canadian standard. “If you want me to sort of rip the Band-Aid off, the only trucking companies, their drivers, or those in the supply chain that are concerned about this are the people that are trying to cheat. Full stop,” Wood said. “That’s what it boils down to. Everybody sort of likes to dance around that and they don’t like to say it, but we’re on record. If people have an issue with this, there’s only one reason why.” This article originally appeared in the March/April 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

TCA Next Gen Executives with Mike Durst

Had Mike Durst started out driving for Arctic Express, his family’s transport business, he’d have been hard-pressed to cover as many miles as he has in his career outside of the trucking industry. Durst, now 40, says he grew up working in the company, but he didn’t join the Ohio-based refrigerated hauler full-time until 2016. By that time, he’d already carved out a career that took him all over the Western Hemisphere. “Obviously, we were all involved in the business as kids, filing documents in elementary school on Christmas break, then graduating to washing trucks and trailers and detailing,” he said. “Then I took a detour to South America as an exchange student. I learned Spanish, came back, and got a degree in pastoral ministry. “I was a pastor in a church for almost 15 years, where I worked with both English speakers and Spanish speakers,” he continued. “Almost seven years ago, I had the awesome opportunity to come back (to the family business) as an adult, with a lot of different life experiences.” If ministry seems an odd training ground for someone entering the trucking business, Durst said it was just the opposite — especially in his initial role working directly with Arctic Express’s drivers. “Arctic had been through some really, really tough years and the bottom line is, the staff had shrunk by necessity of financial survivorship. Everybody was overworked,” he said. “Having been disconnected from a day-to-day view of what was going on and then coming back in with a pastoral care and counseling mindset allowed me to ask a bunch of new questions that we wouldn’t have asked before. “In pastoral ministry you spend a lot of time talking and listening to people, meeting them wherever they are in life and seeing what you can do to support them mentally, emotionally, and spiritually, and then helping them go a couple more steps down the road of life,” he explained. “I came in, basically begging for something to do and super-energized — and fortunately my father was open to things and excited to have a new perspective come in.” With his father’s blessing, Durst set out to create a driver-centric environment that turned the company’s status quo upside down. He sought drivers’ input on how to improve things at the company, carrying their feedback to the rest of management for implementation. “We’ve made a lot of changes as a company, most of which were originally derived from conversations with drivers,” he said. “I probably spent half my week, when I came back to the company, sitting and talking with drivers. I told them, ‘If I don’t hear from you guys, I don’t know what to do. I don’t know where shortcomings exist to fix unless I get your suggestions.’” Those improvements included more than just creature comforts and tweaking working conditions. They also sought to create an overall environment of respect for every employee. “I came into this position recognizing the way America overlooks the life of the driver,” Durst said. “On the roadway, a driver is an inconvenience because that truck is big, and it’s slow at the traffic light. “Other than a little kid asking the truck driver to toot his horn, most of the hand gestures they see are just a single finger raised to the heavens,” he continued. “I wanted to find a way, at least in our business, for our drivers to feel valued and respected and like a crucial part of the economy.” For this, Durst rolled out a number of recognition programs and maintained a strict open-door policy to hear what was on any driver’s mind. But the most impactful thing of all was the way the company reacted when drivers had negative experiences on the road. “COVID was a great opportunity for drivers everywhere to be celebrated and recognized. But at the same time, the first thing the governor of Pennsylvania did was shut down all the rest areas,” Durst said. “Literally, within half a day, we were on the phone with anybody we could find in the State of Pennsylvania to say, ‘What are you doing? You guys want us to bring products to your state to feed your people, but you don’t want to let our guys use a toilet? This is not right!’ “We’re trying to be the advocate for the driver population that doesn’t have the platform to be listened to,” he added. “One of our drivers had a racial slur against them. Another brand-new driver was called a ‘fat effer’ by a security guard. We were all over that immediately. We’ve walked away from customers, and we’ve walked away from lanes that were disrespecting our drivers.” It didn’t take long to forge a solid bond of trust between Arctic Express’s employee and management. Before Durst knew it, drivers were proactively seeking him out for issues tangentially connected to the road. “I had experience in marriage counseling, and I began to talk to drivers about their relationships with their spouses and what we can do from the road to improve that,” he said. “I had one driver who, because he’s on the road, didn’t have what he called a home church, and he asked me to be his pastor. He’d stop by the office and we’d talk about scripture and see where he’s at, how he’s doing spiritually.” The changes were more than mere feel-good moves. They’ve helped Arctic Express regain its traction in the marketplace. Driver turnover at the 64-truck, 119-trailer food hauler is just 37%, and average driver tenure exceeds 10 years. On top of that, Arctic Express’s robust driver recruitment program is paving the way to a total of 80 trucks in the near term, to capitalize on market area growth from Dallas/Fort Worth to Ohio, Indiana, and points East and Southeast. In 2019, Durst took over as the company’s chief operating officer. “It’s incredible, very emotional. My dad has worked so hard, Mom’s been very supportive, and my brothers work here — in fact, one of my brothers has been with the business for 23 years,” he shared. “Our people stuck with us in very challenging times. It’s really wonderful to see the fruit of disciplined effort and treating people the right way.” That applies to every employee, from the bottom all the way to the top. “I tell drivers all the time, ‘If you’re winning, we’re winning. If you’re making good money with us, you’re not looking around. By you staying, I get to keep a safe driver, a productive driver who knows what our customers need. You know how to handle your business and that’s great,’” Durst said. “So, we love the opportunity to employ people and to help people succeed. And we know that our company’s success will be a by-product of that.” This article originally appeared in the March/April 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

Those who deliver with Fraley & Schilling

You don’t reach the 70-year mark in business of any kind — especially in the hyper-competitive and ever-changing trucking industry — without doing something right. Indiana-based Fraley & Schilling is definitely doing something right. The company, founded in 1955 by Earl Schilling and Jack Fraley, has thrived over its nearly seven-decade history thanks to unwavering customer service, dedicated employees, and making the most of opportunities — even as the company has grown, expanded and continues to reach for more. Chris Seals, company president, says these fundamentals never go out of style. “We work on deepening our relationships with our customers,” he said. “We are constantly onboarding new customers, and we’re very intentional about developing and deepening the relationships with those customers.” Fraley & Schilling’s 650 drivers touch all the lower 48 states, but 70% of the company’s freight moves within a triangle from Chicago to Atlanta to Philadelphia. Growth, both inside those core market areas and beyond, is the marching order of the day, be it leveraging existing customers, establishing new clients, or through mergers and acquisitions. The company now has operations in five states. “Organic growth, as well as acquisition, is how we will be growing going forward,” Seals said. “We are actively seeking acquisitions right now. We completed our first trucking acquisition two years ago — a dry-bulk tank company which we have integrated into our larger operations — and it was very successful.” Seals is quick to point out how the company’s culture helped guide the acquisition process, noting that writing the check for a company is the easy part. The hard part is integrating the people and property in a way that’s as seamless as possible. “When you’re buying a company, as much as the business, you’re buying the people,” he said. “So you want to make sure the cultural fit is there; otherwise, the integration is going to be significantly more difficult. “One thing we knew going into our recent acquisition was that even though we were, at the time, just shy of being a 600-truck company and they were a 30-truck company, we knew they knew how to operate their business better than we did,” he explained. “So we took a very humble approach as we walked in the door, looking for what we could learn. As a result, they have taught us things that have made us better operators at our level, for sure.” From an operational perspective, the company not only weathered the pandemic era but thrived thanks to stepped-up sales efforts pushing a broadened menu of services. Fraley & Schilling hauls ultralight truckloads via flatbed, Conestoga, dry van, and bulk tanker. “Part of what has led to our expansion is the diversity we bring to the table,” said Bob Grimes, vice president of sales. “In addition to hauling, we also run warehousing, spotting dredge. We do port work for a large customer out of South Carolina. Our diversity is not just with modes of service, but also different commodities. We do steel and aluminum; in the aluminum sector, we touch can sheath, industrial automotive. We haul food and beverage. “That very diverse portfolio, I think, is something that’s helped lead our ability to continue to expand,” he continued. “I will tell you that we grew our largest customer by roughly 15% to 17% year over year, but reduced our overall footprint in our portfolio by about 4%. We saw a lot of growth underneath which enabled us to do that.” To properly service the increased business, Fraley & Schilling has stepped up its focus on the company’s drivers. Seals says, with all of the new technology flooding the industry, the difference between a good customer experience and substandard customer experience still boils down to the human element. “You know the old saying, ‘If you’ve got it, a truck brought it?’” Seals queried. “In today’s world, pre-pandemic especially, I don’t think the general public really gives the kind of respect to truck drivers that they deserve. They’re showering in truck stops. They see their families once or twice a week, if they’re lucky. They’re living in a truck. “For us, the primary word is ‘respect,’” he continued. “We have a tremendous amount of respect for what the drivers do, and we work very hard to get our drivers home as regularly as possible. It’s pretty rare that we have drivers who don’t make it home every week. If they don’t make it home every week, a lot of times it’s by choice.” When it comes to drivers, few carriers can match the success Fraley & Schilling has achieved in creating an environment in which drivers want to work. The numbers tell the tale, Seals said. “We hired 80 drivers in the month of January this year, which was the best month we’ve ever had,” he said. “The company is also more efficient with the recruitment of drivers, and we’ve seen a great reduction in our cost per hire as a result. “We don’t hire drivers (right) out of driving school,” he noted. “We require drivers to have experience before they come here, and that has given us a really talented group of people who understand what they are getting into, and who operate with integrity.” Each successful hire reinforces the company’s culture of success that, when combined with quality support staff, makes Fraley & Schilling a competitive contender in every market it serves. Seals says the camaraderie and all-for-one attitude that exists at Fraley & Schilling is as contagious and it is effective. “I’ve been in trucking for almost 30 years,” he said. “What I’ve found over the years is, in a lot of places you have three distinct cultures. You have those who are office staff and support personnel, you have the drivers, and then you have the maintenance technicians. Typically, you will see three different pockets of culture. “Over the last seven years that I’ve been with Fraley and Schilling, we’ve done a very good job of engaging all three groups to create one culture,” he shared. “From a sales perspective, for example, we work very closely with operations and driver recruiting to understand how, when we go sell a piece of business, it impacts not just our net worth, but how this will work for the driver. And when we do that, we’re successful all the way around.” This article originally appeared in the March/April 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

Lean on me: Trucker Joan Raby launches social media site to help other drivers

Over the course of 14 years and more than a million miles, life on the road has taught Joan Raby a few things — like the importance of building relationships and providing support for others. After years of driving for various carriers, from Iowa to Wyoming to Texas, the Cincinnati native recently signed on with San Antonio-based Guenther and Sons. “Guenther and Sons are milk haulers,” she said. “Prior to that, I’ve done pneumatic, hazardous, reefer, tanker. My first tanker was Jack B. Kelley out of Amarillo (Texas) and that was cryogenics, helium, compressed helium, liquid helium, nitrogen and ethylene — all hazardous.” Raby grew up in a family of construction workers, which eventually led her to a desk job with a Ohio paving company. Then, she says, her husband died unexpectedly, forcing her to take a hard look at her career. “I knew at that point, in my early 40s, that I needed to make more money,” she said. “My check had always been the second check in the house as a construction secretary. When he passed away, the crew started letting me go out on the weekends for asphalt construction and started teaching me the equipment. I even passed the pre-trip for accommodation vehicles.” After relocating to Florida, Raby enrolled with Roadmaster Trucking School in Orlando. She was the only female in the class, but she says her classmates were a friendly lot, and she fit right in. “The school was filled with your bricklayers and electricians and the types of trades I’m used to being around,” she said. “I had an edge from practicing driving a big truck for the paving company. I remember passing a bunch of tests and hearing the instructor saying, ‘Do you all know you just got beat by a girl?’ “It was pretty funny,” she recalled with a laugh. Unfortunately, the next stage of her driving career wasn’t nearly as positive. Raby’s first carrier required 60,000 miles with a trainer, a process that took four months. To add to the frustration, she said, personality conflicts with her trainer caused a low level of teacher-student interaction. “It was the kind of thing you suffered through,” she said. “I really didn’t learn anything.” Never one to shy away from engaging people, however, Raby augmented her on-the-job experience by reaching out to experienced drivers for help. This a strategy she has continued throughout her career. In turn, she went out of her way to help newbies, remembering the frustration she felt at not having her questions answered when starting out. “Your first year is your hardest. I think it has an 80% dropout rate in our industry,” she said. “I noticed that when new drivers would ask for help, it was treated like a joke. They were bullied, and they weren’t learning anything. With what I went through in training, I didn’t want anybody else to feel alone.” Raby quickly discovered there was only so much one person could do. Noticing that many drivers were putting down the CB and turning to social media for communication, she decided to set up online. She founded Ask A Veteran Driver, a Facebook forum and website (askaveterandriver.com) that gives drivers access to experienced truckers who are willing to lend their knowledge. “It’s a private group. We only allow drivers, retired drivers, about-to-be drivers, or you must be a direct family member of a driver,” she said. “The reason is, questions are sensitive, and only another driver is going to get it. “When I built the site, I asked veteran drivers to be on the panel because I only had six years’ experience at that point,” she continued. “The biggest rule is, you’ve got to be polite, like you’re standing there talking to somebody in person that’s asking for your help.” The forum attracted numerous participants, with a wide range of questions. “It was one of those things: If you build it and ask, they show up. It took on a life of its own,” Raby said. Launched in 2014, the group now numbers about 5,000 and is a wellspring of truck-driving knowledge curated from every corner of the industry. “I have a pretty high percentage (of members) who are active,” Raby said. “We cover mountain driving, bridge laws, routing, paperwork, teaming, health and exercise, repairs, tires, safety gear, even our families and relationships. Anything you want to talk about. “We also encourage drivers to step out of their comfort zone after a certain time, because there’s so much our industry has to offer,” she continued. “Look into car hauling, flatbed, pneumatic, oversized. I have mentors for each one of these specialized areas — doubles, triple, tanker — and (participants) can even ask for a personal mentor. I have a livestock hauler who’s got 3 million miles just hauling livestock that will train the right person, and that’s rare because they’re a very closed bunch.” Ask A Veteran Driver has also inspired others to launch their own efforts to address certain aspects of the trade in more detail. “It spun off a bunch of other stuff like Truckers with Tools for people who are not sure how to use tools,” Raby said. “A tow truck operator spun off Ask a Veteran Tow Truck Operator. I spun off CBs for Newbies — usually drivers will have a couple of CBs and we connect them with a way to send off their old one to somebody who can’t afford one right now.” Raby has also engaged the members of the group to support worthwhile causes. She organized a fundraiser that raised $12,000 for the family of a trucker who was murdered on the job. She also spearheaded Truckers Against Bullying, an initiative through which she pairs members with youth to provide mentoring and moral support. “It’s just about knowing that there’s a group of people that care about you,” she said of the effort. “We let these kids know, ‘You’re our family.’” Ask a Veteran Driver has added yet another level of satisfaction that Raby has taken from her career. When speaking about her life behind the wheel, there’s a pronounced note of wonder in her voice for her chosen profession. “Seeing our beautiful country — Mount Shasta, Mount Rainier,” she said. “Arizona down on the I-8; it’s called the Imperial Sand Dunes, and you think you’re in Saudi Arabia. Not to mention the produce farms in the San Joaquin Valley and the San Bernadino Valley with the miles and miles of strawberries and the nut trees that Blue Diamond owns. “And then out East, the mountains of Virginia. I was on this enormous bridge at night climbing over this gorge and the trees were so tall. I was climbing towards these trees and the moon was so bright, it was like daytime at night. I went up through the fog and for a couple seconds there I couldn’t see. It was a spiritual feeling. Just gorgeous.” Wherever her travels take her one thing’s for sure: Raby will always go out of her way to help others.

Side by side: Husband-wife trucking team enjoy winning combo of life on the road with canine companions

Every winning team takes the best traits of each member and combines them in a way that rounds out the whole picture. In the case of Whitby Monterroso and Mary Mei Samaniego, this is especially true. Drivers for Boyle Transportation since 2019, the husband-and-wife team share many of the same characteristics and interests, yet retain their own unique individuality while working and traveling together. “I’m pretty sure it is hard for anybody as a couple, having this personal relationship — and now you’re co-workers,” Samaniego said. “It’s definitely very hard in the beginning but we got used to it. We communicate with each other, and now we love being together.” The two aren’t alone on the road; they travel with a pair of canine companions. “The best thing is that I’m with her 24/7, and we have our little puppies with us,” Monterroso said. “That’s the hardest part about being away from home — being away from your family — so with them with me, it’s perfect. “Now, the hardest part? I would have to say it is the over-the-road living, doing your basic laundry, grocery shopping and missing all the comforts of living at your house,” he continued. “That’s the hard part.” The two come from very different backgrounds — he’s of Hispanic descent and she was born in the Philippines — but points in common began to present themselves early, putting the pair on a collision course, so to speak. Both spent part of their youth in California before enlisting in the U.S. Army. “We were in the same unit when we were at Fort Hood, here in Texas,” Monterroso said. “I was an NCO (non-commissioned officer), and she was the supply sergeant. We were in the same company, same unit. We just kind of saw each other and we started hanging out. We did some work-related stuff, and we got to know each other better. One thing led to another.” By that time, Monterroso had already cut his teeth as a driver, having spent nine years of his military hitch behind the wheel of heavy vehicles both at home and abroad. “We transport our own equipment in the Army, and in my career field, driving a truck is pretty much mandatory,” he said. “Once I started doing that and I got licensed on a specific vehicle, one thing led to another; my units kept having me get licensed on multiple different types of vehicles. I started becoming a subject-matter expert not only driving vehicles, but the large vehicles in general. I found I was pretty good at it.” Monterroso transitioned into the trucking industry upon his discharge five years ago. When Samaniego decided to get behind the wheel, he also oversaw some of her initial training on the civilian side. “I already had experience with driving big vehicles, so all I needed to do what take the written exam and then I was able to get my CDL license,” she said. “I was like, ‘Why not just get it?’ I was a passenger with him for two months and then I was like, ‘This is pretty good; we can definitely do this.’ We’ve been team drivers ever since.” Driving for Boyle Transportation, the team drive reefer for the vast majority of the time. The pair is also hazmat-certified for handling specialized loads. Both say their military experience provided skills that continue to shape the way they drive. “In my case, I learned how to drive in a multitude of environments in deployment, learning to drive fast, drive evasively and drive cautiously and be aware with my head on a swivel, always looking for stuff,” Monterroso said. “Then stateside, driving hazardous materials, I always had to have my documents and paperwork on point. When I went through haz training, I was already familiar with that. “On top of that, being in the military, transporting my equipment, I had to learn how to tie that stuff down and load it on a flatbed,” he continued. “Going to the civilian side, I already knew all of the basics, it was just like military one day, walk through a door and I’m in the civilian world. There was really no difference.” Samaniego says another factor is discipline. “I think a big part of truck driving is, you’ve always got to be a defensive driver. If somebody cuts you off, what do you do? You pretty much have to press the brake and then keep the following distance,” she said. “That takes a lot of discipline sometimes, because emotions are really hard to control. When people do stupid things around you and you start getting mad, you have to be disciplined. That’s your career on the line.” The self-discipline doesn’t stop there. Avid fitness buffs, the couple have had to learn how to adapt to working out on the road. “We find quite a bit of time to work out,” Monterroso said. “There’s been times I’ll stop on my 30-minute break, and I work out. You just have to prioritize it.” “As time goes on, you start figuring things out,” Samaniego added. “We started learning more about diet and nutrition and now we pretty much make sure we go grocery shopping every week to make sure we don’t eat out every day. “ The couple also discovered the value of bringing their four-legged family members along. They have two panda Pomeranians, named Plusle and Minun, that lend a sense of normalcy to life on the road. “Having the girls with us definitely is a mood lifter,” Monterroso said. “If we’re having a stressed-out day, these girls are so damn cute! They’re like living stuffed animals. They just love attention, and they love people.” “Just having them along helps when I’m driving,” Samaniego said. “He’s sleeping while I’m driving, and the girls sit in the passenger seat. I’m looking at them and talking to them while I’m driving, and that makes me feel better.” The couple average about 3,000 miles a week, with runs predominantly in the northeast U.S. Samaniego says she makes good use of road time when not driving, scouring blogs and informative sites online to expand the couple’s horizons. “We’re living in such an information age that everything you want to know is literally one click away,” she said. “Ever since I became a truck driver, I’ve learned so many different businesses. I learned how to do Airbnb. I’m a super host now because of just listening to podcasts and YouTube. I learned how to do real estate investing, and I’m learning now about trying positive mindset. And I actually found stock trading, and I’m starting to do that now. “Without trucking, I would not have learned all this stuff because in other jobs, you just focus on the job and only the job during the day,” she continued. “In trucking you have time to listen to other things and learn other things at the same time, all the time.”

Army vet Ashley Leiva claims Transition Trucking’s rookie driver honors

Ashley Leiva knew early on that she would one day serve her country. While growing up, the Texas native saw examples of military service all around her. At 18, fresh out of high school, she enlisted in the U.S. Army. “My uncle was also an Army veteran, (and) a retired merchant Marine,” Leiva said. “My mom, she also advocated for it. I was from a small town, and she said, ‘Go. Get out of here and do something. If you like it, stay. If you don’t, at least you got to see something other than our small town.’ And I did.” Coincidentally, both Leiva’s mother and uncle would inspire her to later enter the trucking business. Her uncle was a driver for 30 years, and her mother launched and ran her own trucking company, providing Leiva with a natural landing spot when she left the service in 2021 after nearly 16 years. She’s made the most of her short time in trucking, and was recently named winner of the Transition Trucking: Driving for Excellence award during a ceremony at the U.S. Chamber of Commerce in Washington, D.C. Leiva topped a field of 11 finalists from across the country to earn the honor. “When they said my name, I’m just like, wow,” she said. “I honestly didn’t even think that was possible that I could win.” Each year, Kenworth teams with FASTPORT and the U.S. Chamber of Commerce Foundation’s Hiring Our Heroes to find America’s top rookie military veteran who made the successful transition from active duty to driving for a commercial fleet. To qualify for Transition Trucking: Driving for Excellence, the veterans had to meet certain requirements, including having been hired into a trucking position between Jan. 1, 2021, and July 31, 2022. Driver nominations come from for-hire carrier and private fleet employers, training organizations, the general public, and other interested parties. Leiva was the first driver to be nominated by an educational facility within the National Association of Publicly Funded Truck Driving Schools organization. But before earning her CDL, becoming a truck driver and all that … there was the Army. Throughout her military career, which included major deployments to Germany and Iraq, as well as several duty stations in the continental U.S. and Hawaii, Leiva held roles that served her fellow soldiers, such as working in food service and as a drill sergeant. During one of her deployments to Iraq, she was also on the female engagement team, which provided her powerful encounters with local women who were trying to survive with their families in the midst of conflict. “I would actually go out on patrols with the infantrymen. I would talk to the women of the village or the women of the house, because the men weren’t allowed to talk to them,” she said. “I would try to get intel or just have conversations with them, let them know that we’re not there to hurt them. “That was an experience for me,” she continued. “I wore a turban on my head; I respected their culture. It doesn’t matter who you are or where you’re from, women tend to see in each other the pain that we all go through. I was a lot younger at the time, probably 25 or 26, but you could just see the struggle in their eyes. It was pretty intense.” If Leiva’s original plan had played out, she wouldn’t have begun her trucking career for a few more years, as she originally intended to serve a few more years and retire from the military with 20 years in. However, when her mother, Noemi, got sick in late 2020, Leiva left the service to tend to her and take over the family trucking company. “She just worked so hard,” Leiva said of her mother. “She worked up until Dec. 24, 2020. When she got home, everybody saw how small and skinny she looked, and we made her go to the doctor right after Christmas. We found out she had stage IV stomach cancer. “I got out to take care of her and I told her I’d get my CDL,” she continued. “My brother and I would take everything on, and she wouldn’t have to work anymore. She was making great money. There was no reason for us to try to change it up. We had her truck, (and it) was paid off.” When Noemi died, Leiva and her brother, Johnny, a fellow veteran, took stock of the situation and decided to carry on their mother’s legacy. They changed the company name from Leiva Trucking to Noemi Trucking in her honor, and picked up where their matriarch had left off. “We’re like, ‘You know what? We have everything here right in front of us. There’s no reason for us to change it up right now,’” Leiva said. “Not to mention, once I started doing it, I could see why my mom liked it so much. She loved her job. She had such a passion for it. She had a passion for her truck, and she took care of it so well.” The brother and sister team had motivation and a good clientele, hauling crude oil for Draco Energy in south Texas. But Leiva admits to learning the finer points of running a business was a “baptism by fire.” “It was everything, honestly,” she said. “I knew how to drive. That wasn’t an issue. It was learning the insurance, how high that would be because I’m a brand-new driver. Getting my own authority. Having an LLC. The heavy highway tax. There are so many things that go with it. “I got kind of frustrated because I never had the mentorship when it comes to having my own truck, being in that type of business,” she continued. “I knew my mom did, and it would have been so easy for me to call her and be like, ‘Hey, Mom, what’s this? Hey, Mom, what’s that?’ But I couldn’t do that, obviously.” Slowly, Leiva gained the experience and knowledge she needed on the business side of trucking — enough to start thinking about the future of the company. Those dreams took a big step forward with her rookie veteran driver award, which carries with it a brand-new Kenworth T680 Next Generation tractor. Now, she says, she’s looking to build the kind of company that provides opportunity to others. “I want to grow. I want to have more trucks. I’ll continue to run these two trucks — my brother in one and me in the other. My sister-in-law just got her CDL, too,” she said. “I want to have a fleet eventually. I want to be able to give other people opportunities like what I was given — not only with the truck I just won, but the truck that my mother gave me. “That was something life-changing and through that, I was blessed to build myself a career and my brother a career. If I continue to do that for other people, I’ll know I have done something to help change people’s lives,” she concluded.

Money talks: FOX’s Charles Payne says he’s a solution-oriented, ‘rose-colored-glasses’ kind of guy

As a journalist, author and financial advisor, Charles Payne has developed a refined set of skills for taking the complicated and making it relatable to the average person. Unbiased research and skilled analysis delivered in a plainspoken manner has elevated him from a FOX News contributor to the host of his own program, FOX Business Network’s “Making Money with Charles Payne.” When asked about the state of the trucking industry, this longtime financial expert customarily gets right to the point. “The trucking industry is the circulatory system of our economy, essential to its survival,” he stated. “I think there are long-standing issues with labor and too much rule-making that have hurt the industry. As for the market, I’m a fan of the Dow Theory, in which transportation plays a pivotal role.” In March, Payne will bring his straight-talking style to Orlando during the Truckload Carriers Association (TCA) 2023 national convention as a featured speaker. The emphasis of his message to TCA members — not unlike his television program, he says — will lean toward practical, common-sense strategies, inspiring the audience to affect change in their organizations and families. “I usually point to things happening in society that are part of a longer tug-of-war, going back more than 100 years over control and power. This drives policy and crafts messaging,” he explained. “Then I look at current circumstances and zero in on specific industries. “I’m solutions-oriented — and mostly a rose-colored glasses kind of guy — but I’m worried,” he continued. “(I) think we have little time to continue to maximize our economic size and innovative dominance. Moreover, the DNA of self-reliance is being chipped away.” Payne began his career on Wall Street in the 1980s, working as an analyst at E.F. Hutton. By 1991, he’d founded Wall Street Strategies, an independent stock market research firm for which he still serves as CEO and principal analyst. Published in 2007, his first book, “Be Smart, Act Fast, Get Rich,” and the 2019 follow up, “Unstoppable Prosperity: Learn the Strategy I’ve Used for Years to Beat the Market,” deliver time-proven strategies for building personal wealth. Payne’s broadcast career also began in 2007. He first served as a Fox Media contributor, providing financial analysis across FOX Business Network and FOX News Channel programming. He soon became a regular guest on FOX News’ “FOX & Friends and America’s Newsroom,” providing financial insights and breaking market news analysis. He’s also a popular guest host for Fox News’ “Your World with Neil Cavuto.” His own show, “Making Money with Charles Payne” debuted in 2014. The show has served as a platform for other projects, such as a series of town halls hosted over the past year to help educate viewers about the investor revolution and rise of cryptocurrencies. Another project, “Making Money with Charles Payne: Black History and Achieving the Dream,” coincided with Black History Month and welcomed guests to share inspiring stories of personal and financial success. Discussing his upcoming address to TCA members, Payne said he believes the trucking industry is at a critical crossroads, hit with challenges from nearly every angle by regulation, labor issues, and mandated adoption of expensive new technologies before their time. “I worry the industry isn’t embracing new technology as much as it is being forced to comply with awful adoption mandates,” he shared. “I suspect major upheaval and a period of lost economic opportunity (will be) associated with complying with and being penalized by such timetables.” Payne suggests that a better strategy is to allow the market to dictate the adoption of new technology at a point in development that makes business sense. He mentioned autonomous technology as an example of a tool that could potentially hold great promise — but only if leveraged in the right way and at the right time. “As for autonomous vehicles, we know it’s going to happen but there still has to be a role for humans,” he said. “Done correctly, (the technology) could be a great early supplement, allowing drivers more rest periods while also providing the ability to maximize the clock.” Payne is a veteran of the U.S. Air Force, having enlisted at 17 and serving as a security policeman at Minot Air Force Base in Minot, North Dakota. During his time in the service, he attended Minot State University in Minot and Central Texas College in Killeen. This article originally appeared in the January/February 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

Diesel dominoes: More states pushing drastic emissions regs, but at what cost?

Not since Benjamin Franklin’s fabled kite-and-key experiment has the concept of electrification jolted the nation as strongly as the push to advance all-electric electric vehicles. The debate over efforts to electrify the freight industry and mothball diesel trucks continues to rage in many parts of the country. Increasingly, this drama is being played out in the statehouse. According to Electric Trucks Now, 16 states, along with the District of Columbia, are in various stages of developing clean air plans in which electric vehicles are central. With about a third of states in this legislative pathway, the likelihood of Washington, D.C., adopting similar federal standards continues to grow. If enacted, these regulations would have far-reaching consequences for the trucking industry — much like the tipping of the first domino in creating a chain reaction. “Different regulations, whether they be environmental or labor-based or whatever the case may be, each have their challenges,” said Dave Williams, senior vice president of equipment and government relations for Knight-Swift Transportation. “This one, from a magnitude standpoint, feels like it could have a greater impact than any of them.” Of the 16 states, six have adopted the Advanced Clean Trucks (ACT) rule, which is now law in California, New York, Massachusetts, New Jersey, Oregon and Washington state. The rule represents the most aggressive measures yet to replace diesel engines with electric ones. Three more states — Connecticut, Maryland, and Maine — are actively working toward ACT legislation. The remaining states (Colorado, Hawaii, North Carolina, Pennsylvania, Rhode Island, Vermont, Virginia, and the District of Columbia) have signed a memorandum of understanding (MOU) for zero-emission trucks but have yet to advance any legislation. The MOU signals a state’s intent to achieve a goal that 100% of all new medium- and heavy-duty vehicle sales be zero emission by 2050, with an interim target of 30% zero-emission vehicle sales by 2030. Williams, who has spent 30 years in the trucking business, says while regulation is nothing unfamiliar in the trucking business, the impact of ACT rules is nothing short of transformative for the industry. “With all regulations, there are things we have to change and there are costs we have to bear,” he said. “But in this case, we’re talking about moving from a piece of equipment that is very flexible, is highly efficient, that has a tremendous amount of range and capability to equipment that doesn’t do near as much work, that costs a lot more, and that doesn’t go as far and isn’t as flexible. So, from an impact standpoint, this (regulation) has the potential to rank very high.” California, the bell cow in this lineup, has adopted myriad emissions regulations over just the past two years, going after everything from commercial trucks to passenger cars to leaf blowers. In June 2020, the state’s 16-member California Air Resources Board (CARB), a non-elected body appointed by the governor and legislature, made headlines for adopting ACT, the world’s first zero-emission commercial truck requirement. Per CARB, the regulation “is part of a holistic approach to accelerate a large-scale transition of zero-emission medium- and heavy-duty vehicles from Class 2b to Class 8.” In addition to addressing new vehicle sales, steadily increasing the percentage of electric models by 2035, the new rules impose a schedule for replacement of diesel trucks with electric ones in existing fleets. Williams says that on the face of such legislation are serious questions about infrastructure and services — such as the power grid limitations and lack of charging stations — to support its implementation. But the bigger issue, he notes, is the piecemeal way in which these laws are coming into being. “Our supply chain — through the (COVID-19) pandemic, we’ve already seen that it’s fairly fragile,” he said. “Now, instead of having the Environmental Protection Agency lead in this area and really set a standard that allows us to have freight in this country move seamlessly, we’ve now got a patchwork started by California and then adopted by various states throughout our country. “California has basically created a de facto national standard and they’re the ones leading the way followed by patchwork regulation that creates confusion and is really inefficient,” he continued. “What we’re ending up with is that you could be on an interstate, going coast-to-coast, and about every 400 to 500 miles, the rules change. So, how do you do that?” Williams says the other problem with the fast-tracking of still-evolving electric vehicles is that it ignores other technologies that are ready now, such as renewable natural gas engines and hybrids. “This is very technology-forcing,” he said. “We’re trying to go somewhere really, really fast. With any new technology, there’s a development cycle. There are things that need to be accomplished in order to mature that technology appropriately. In this case, it feels like we’re trying to skip the middle — that entire development phase that allows us to learn and grow and modify and adapt — and go right to the final phase.” That is problematic in a number of ways, he pointed out. “There are a lot of technologies, that I would call bridge technologies, that help achieve a lot of environmental gains,” he said. “But we’re not spending any time or any money developing those technologies, because of the way the rule is written, there’s no incentive to do that.” The regulations have had assistance from Washington, D.C., with moves that have allowed this patchwork to come into being. Last April, the National Highway Traffic Safety Administration rolled back restrictions that limited states’ ability to pass stricter guidelines on emissions standards and zero-emissions vehicle mandates, mirroring the waiver California has enjoyed since the 1970s. Under former President Donald Trump, such loopholes were closed, including revoking California’s waiver, establishing the framework for uniform regulations and rolling back emissions regs from the Obama administration. Each of these was quickly rescinded by President Joe Biden, which suggests that national guidelines similar to what’s being passed in the states would have a willing ally in the White House. “Make no mistake; clean air, clean water, good environment — these are all things that we all want,” Williams said. “From a sustainability standpoint, we think that’s a great thing. But there’s another form of sustainability that I think is being overlooked, and that’s economic sustainability. It’s not a matter of whether this is a good place to go; it’s how you get there and how fast you get there.” This article originally appeared in the January/February 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

Sweet emotion: Keynote speaker Cassandra Worthy turns the tide of ‘conventional’ business practices

It’s hard to imagine coming away from an interaction with Cassandra Worthy and not feeling invigorated. The vivacious founder and CEO of Atlanta-based Change Enthusiasm Global is a tsunami of energy, extolling the virtues of embracing opportunity even in times of upheaval. And she’s bringing her disruptive-but-productive brand of leadership training as keynote speaker for the Truckload Carriers Association (TCA) annual convention, Truckload 2023: Orlando. “Change, regardless of what it is, is always presenting us with an opportunity,” Worthy explained. “We’re in that seat of choice to figure out how we use that particular change, or the aspects of the change, to work for us as opposed to against us. “It’s a matter of perspective. The tool I like to employ when going through change is emotion,” she continued. “Emotions are a resource that’s in infinite supply, but it’s up to us to understand how we use that resource as a tool to signal us when there are opportunities and to guide us when we’re moving forward and to fuel us into growth.” Worthy acknowledges that bringing emotion into the workplace is a hard concept for many to hear, especially after the professional world has undergone so many years of conditioning with such long-accepted mantras as, “It’s not personal; it’s business.” However, she says, to check one’s emotions at the workplace door is to leave an important tool — and a powerful one, at that — behind. Following one’s emotions can be particularly insightful and effective, especially during times of uncertainty or transition. “Change enthusiasm is really focused on the individual, and there is such fruit from consistently practicing this mindset,” she said. “It’s all about emotional self-awareness and stepping into your moment of opportunity, granting that grace and trusting that difficult emotions are there to serve you, to invite you into an opportunity.” If all that sounds like a mere catchphrase, Worthy cites research to back up the power of emotion in navigating changing business currents. “Our company partnered with a leading research institution, CGK, and the idea was to understand change and emotion in the workplace,” she said. “We found some staggering information. Seventy-eight percent of working Americans are more ready and more motivated to engage in a change initiative when they feel comfortable expressing their truest emotions. “That tells me emotion should not be checked at the door — it should be our carry-on,” she exhorted. “We should carry it with us, and when we allow our workforce to share those more difficult emotions, then we can help them get about the business of transforming that energy into growth.” Worthy says her keynote talk during TCA’s March convention will not only explain the concept of harnessing emotions for embracing change, but it will also provide several key suggestions for implementing these strategies into any corporate environment. The process begins with company leadership creating a level of trust with employees that allows emotions to be expressed and then harnessing those emotions into positive action. “You really want to have that empathetic type of leadership where employees feel comfortable emoting, expressing that energy and then getting about the business of transforming,” she said. “To do that, you have to have a nurtured trust throughout that organization, or at least from individual to individual. “One thing I think is practical is what I call listening sessions, where the company cherry-picks some of the senior executive leaders to sit on a Zoom call and invite a handful of employees to join the Zoom and share,” she continued. “What’s working? What’s not working? What are you struggling with? What are you challenged by?” Another effective leadership strategy for harnessing emotion to create a constructive environment and embrace change is simply to lead by example, she noted. “It’s what I call ‘confident vulnerability’ when you, as a leader, can show a level of vulnerability in feeling some of those more difficult emotions but that you trust in the vision and the mission of where the business is going,” she said. “You’re opening this door and granting permission to the rest of the organization that it’s OK, we’re in the same boat together. Vulnerability is huge.” Worthy’s message about looking on the bright side of change and running toward one’s feelings isn’t mere sunny-side up pap. She lends depth to her talks by sharing her struggles as a former victim of the rat race, corporate burnout, and, in her words, “a gratefully recovering alcoholic.” “What I have learned about me is I often suppress or ignore really difficult, challenging emotions,” she shared. “Before I was practicing change enthusiasm, I numbed out those difficult emotions. I drowned them in booze. And even though I had a lot of success in my corporate career, my trajectory, my success was stalled because of not embracing the more difficult emotions of going through whatever was happening at work. “When I said ‘yes’ to my alcoholism, stepped fully into sobriety, and started practicing this mindset on a daily basis, I granted myself that permission to acknowledge my more difficult emotions, to understand that they are natural and it’s OK. And then, I moved into the second step which is recognizing these emotions are presenting me with an opportunity to learn and to grow.” A veteran of the boardroom as well as the motivational speaker stage, Worthy graduated from Georgia Institute of Technology in 2004 with a degree in chemical engineering. After 11 years with Proctor & Gamble and three more with Duracell, Inc., she launched a career, leading C-suite workshops and appearing as a keynote speaker at conferences and conventions around the nation. In 2017, she founded We Are Change Enthusiasts, and Change Enthusiasm Global was born in 2020, the same year Worthy published her first book, “Change Enthusiasm.” “What I want audience members to take away is that the emotions of change are real, that they cannot be denied, and they must be acknowledged in ourselves as well as those around us,” she said. “I think that we are doing ourselves a disservice by putting our emotions in a binary, moving from negative to positive. “Emotion just ‘is,’ and I think (it’s a) gift. It’s up to us to determine how we allow those emotions and how we then leverage them to work for us instead of against us,” she concluded. This article originally appeared in the January/February 2023 edition of Truckload Authority, the official publication of the Truckload Carriers Association.

Ride along with the Hardy Brothers’ Ed and Deb Kingdon as they deliver the 2022 Capitol Christmas Tree

Most days, as Deb and Ed Kingdon Jr. go about their business as drivers for North Carolina-based Hardy Brothers Trucking, they do so without so much as a passing glance from fellow motorists. But on a 1,000-mile run back in November, the husband-and-wife team enjoyed the star treatment as they hauled the 2022 Capitol Christmas Tree from The Tar Heel State to Washington, D.C. Whether at scheduled stops or just cruising down the highway, they were in the spotlight wherever they went. It was a once-in-a-lifetime experience. After all, it’s not every day you see a colorful Kenworth towing an 80-foot flatbed trailer, loaded with a gigantic evergreen — cradled in a special frame and protected from the elements — and decked out in banners and other adornments. “When people saw it, it was pretty exciting to watch their reactions,” Ed said. “Sometimes, as we were going by, you actually could see their jaw drop.” It’s not every day that a state, let alone a trucking company or individual drivers, is charged with such precious cargo. Each year, a different national forest is chosen to contribute the Capitol Christmas Tree, which is popularly known as “The People’s Christmas Tree.” In 2022 that honor fell to North Carolina’s Pisgah National Forest for only the third time in history — and for the first time, Hardy Brothers Trucking was picked as the designated hauler. Ed and Deb, who normally haul dry goods out to the West Coast and return with a load of produce, were chosen for the honor from among the company’s 100 drivers. Their selection was part of a months-long process to bring the tree from the mid-Atlantic to the West Lawn of the U.S. Capitol. “We’ve been involved in the process from the selection in July. We’ve been in it from the very beginning,” Ed said. Once the tree was harvested in early November and loaded onto a trailer, transporting the 78-foot red spruce — nicknamed Ruby — was hardly a covert affair. Under the theme, “From the Mountains to the Sea,” the couple’s route included nearly 20 events in various communities in North Carolina, Virginia and Washington, D.C. Accompanied by a crew of U.S. Forest Service personnel, Ed and Deb drew a crowd wherever they went. “It was a circuitous route that we took, because we had particular communities that invited us to stop and exhibit the tree,” Ed said. “There was a huge banner on the side (of the trailer), and at each stop people could sign the banner. On the back of the trailer, the banner told where we were going. Kenworth did a beautiful job with the wrap on the cab of the truck. It was very identifiable.” The colorful Kenworth tractor and trailer generated almost as much interest from passersby on the highway transit as it did during scheduled stops, tricked out as it was with banners announcing the celebrity cargo. “It was very identifiable,” Deb said. “At night, the top of Ruby, which was at the very end of the trailer, was decorated with Christmas lights and ornaments. People were so excited when they saw that and realized what it was. “A lot of people we’d see went around us and parked on the side of the road and quickly got out with their cameras as we went by,” he continued. “We loved to honk the horn as they did that. Gotta hit the air horn.” The driving duo said the Kenworth T680 Next Gen rig, which features a 76-inch mid-roof sleeper, a PACCAR Powertrain and advanced driver assistance systems, performed without problems in pulling the 80-foot trailer. Nevertheless, handling the truck in close quarters to get to the in-town events made for some interesting moments. “The truck handled beautifully; the only difference is that it’s very long. You constantly needed to keep looking at the mirrors to make sure your back tandems were between the yellow and white lines,” Deb said. “It took some negotiating in some of the local towns, definitely,” Ed said. “It’s certainly honed my backing-up skills.” Dale Norman, director of sales and marketing for Hardy Brothers Trucking, a hauler of freight and refrigerated goods, said the process of selecting the drivers to transport the precious cargo was a challenge, but that he believes the Kingdons were precisely the right people. “Selection of the driving team was difficult,” Norman said. “First off, we had to find a team that was willing to go out and be on the road for nearly a month. That was somewhat of an eliminator, because even though this is a great honor, many drivers have families at home, and they have to keep up with everything there.” In addition to Ed and Deb’s driving records, Norman said Ed’s military service, which included a duty assignment at Joint Base Andrews, was also a big factor in the decision. Both drivers have been active in the annual Wreaths Across America program, in which motor carriers and drivers from around the nation band together to deliver thousands of evergreen wreaths to veterans’ cemeteries across the U.S. For their part, the Kingdons, who have been driving together for four-and-a-half years, said the Christmas tree run was every bit as meaningful as any experience they’ve had behind the wheel. “To see the joy and gratitude … we’ve had so many people who came up and said, ‘Thank you for coming to our community,’” Ed said. “But more than that, this was an opportunity to take advantage of educating the public about the red spruce and what is going to happen from here. Ruby’s seeds are going to be harvested, and they’re going to germinate the seeds and grow hundreds — maybe thousands — more red spruce because they need more in the forests. “The trunk of the tree is going back to North Carolina to a musical instrument company, because the red spruce makes beautiful mandolins, guitars, banjos and violins,” he continued. “So, this was more than a pretty tree, and it’s not just harvesting the tree and taking it away. It’s a restoration project; it’s an instrument project.” As the journey ended Nov. 18 with the delivery and setting up of Ruby at the Capitol, Deb was philosophical about the once-in-a-lifetime experience. “It was pretty personal for me, because I thought of Ruby in her cradle back there as my own personal tree that I got safely get to the Capitol,” she said. “So, when they hoisted her on that crane and put her down that hole, I had goose bumps. I might have had a few tears as well when I said good-bye to her. But knowing she’s coming back in a much greater way to North Carolina, with the musical instruments and the trees that will be generated, that’s very touching for me.” The 2022 Capitol Christmas Tree marks the 57th year of the haul. This year’s primary sponsor was Truckstop.

More states are pushing drastic emissions regs — but at what cost?

Not since Benjamin Franklin’s fabled kite-and-key experiment has the concept of electrification jolted the nation as strongly as the push to advance all-electric electric vehicles. The debate over efforts to electrify the freight industry and mothball diesel trucks continues to rage in many parts of the country. Increasingly, this drama is being played out in the statehouse. According to Electric Trucks Now, 16 states, along with the District of Columbia, are in various stages of developing clean air plans in which electric vehicles are central. With about a third of states in this legislative pathway, the likelihood of Washington, D.C., adopting similar federal standards continues to grow. If enacted, these regulations would have far-reaching consequences for the trucking industry — much like the tipping of the first domino in creating a chain reaction. “Different regulations, whether they be environmental or labor-based or whatever the case may be, each have their challenges,” said Dave Williams, senior vice president of equipment and government relations for Knight-Swift Transportation. “This one, from a magnitude standpoint, feels like it could have a greater impact than any of them.” Of the 16 states, six have adopted the Advanced Clean Trucks (ACT) rule, which is now law in California, New York, Massachusetts, New Jersey, Oregon and Washington state. The rule represents the most aggressive measures yet to replace diesel engines with electric ones. Three more states — Connecticut, Maryland and Maine — are actively working toward ACT legislation. The remaining states (Colorado, Hawaii, North Carolina, Pennsylvania, Rhode Island, Vermont, Virginia and the District of Columbia) have signed a memorandum of understanding (MOU) for zero-emission trucks but have yet to advance any legislation. The MOU signals a state’s intent to achieve a goal that 100% of all new medium- and heavy-duty vehicle sales be zero emission by 2050, with an interim target of 30% zero-emission vehicle sales by 2030. Williams, who has spent 30 years in the trucking business, says while regulation is nothing unfamiliar in the trucking business, the impact of ACT rules is nothing short of transformative for the industry. “With all regulations, there are things we have to change and there are costs we have to bear,” he said. “But in this case, we’re talking about moving from a piece of equipment that is very flexible, is highly efficient, that has a tremendous amount of range and capability to equipment that doesn’t do near as much work, that costs a lot more and that doesn’t go as far and isn’t as flexible. So, from an impact standpoint, this (regulation) has the potential to rank very high.” California, the bell cow in this lineup, has adopted myriad emissions regulations over just the past two years, going after everything from commercial trucks to passenger cars to leaf blowers. In June 2020, the state’s 16-member California Air Resources Board (CARB), a non-elected body appointed by the governor and legislature, made headlines for adopting ACT, the world’s first zero-emission commercial truck requirement. Per CARB, the regulation “is part of a holistic approach to accelerate a large-scale transition of zero-emission medium- and heavy-duty vehicles from Class 2b to Class 8.” In addition to addressing new vehicle sales, steadily increasing the percentage of electric models by 2035, the new rules impose a schedule for replacement of diesel trucks with electric ones in existing fleets. Williams says that on the face of such legislation are serious questions about infrastructure and services — such as the power grid limitations and lack of charging stations — to support its implementation. But the bigger issue, he notes, is the piecemeal way in which these laws are coming into being. “Our supply chain — through the (COVID-19) pandemic, we’ve already seen that it’s fairly fragile,” he said. “Now, instead of having the Environmental Protection Agency lead in this area and really set a standard that allows us to have freight in this country move seamlessly, we’ve now got a patchwork started by California and then adopted by various states throughout our country. “California has basically created a de facto national standard and they’re the ones leading the way followed by patchwork regulation that creates confusion and is really inefficient,” he continued. “What we’re ending up with is that you could be on an interstate, going coast-to-coast, and about every 400 to 500 miles, the rules change. So, how do you do that?” Williams says the other problem with the fast-tracking of still-evolving electric vehicles is that it ignores other technologies that are ready now, such as renewable natural gas engines and hybrids. “This is very technology-forcing,” he said. “We’re trying to go somewhere really, really fast. With any new technology, there’s a development cycle. There are things that need to be accomplished in order to mature that technology appropriately. In this case, it feels like we’re trying to skip the middle — that entire development phase that allows us to learn and grow and modify and adapt — and go right to the final phase.” That is problematic in a number of ways, he pointed out. “There are a lot of technologies, that I would call bridge technologies, that help achieve a lot of environmental gains,” he said. “But we’re not spending any time or any money developing those technologies, because of the way the rule is written, there’s no incentive to do that.” The regulations have had assistance from Washington, D.C., with moves that have allowed this patchwork to come into being. Last April, the National Highway Traffic Safety Administration rolled back restrictions that limited states’ ability to pass stricter guidelines on emissions standards and zero-emissions vehicle mandates, mirroring the waiver California has enjoyed since the 1970s. Under former President Donald Trump, such loopholes were closed, including revoking California’s waiver, establishing the framework for uniform regulations and rolling back emissions regs from the Obama administration. Each of these was quickly rescinded by President Joe Biden, which suggests that national guidelines similar to what’s being passed in the states would have a willing ally in the White House. “Make no mistake; clean air, clean water, good environment — these are all things that we all want,” Williams said. “From a sustainability standpoint, we think that’s a great thing. But there’s another form of sustainability that I think is being overlooked, and that’s economic sustainability. It’s not a matter of whether this is a good place to go; it’s how you get there and how fast you get there.”