Fleet management, logistics optimization, regulatory compliance, and transportation technology including autonomous vehicles.
Trucking is simultaneously one of the most operationally demanding and economically cyclical industries in the economy. Fuel cost volatility, driver shortages, regulatory complexity, freight rate cycles, and the long-horizon threat of automation all create strategic pressures that require more than operational discipline to navigate. Our trucking practice combines transportation industry expertise with the analytical frameworks required to make good decisions in a complex environment.
Fleet economics are the foundation of trucking strategy. Revenue per truck, deadhead percentage, driver cost as a percentage of revenue, maintenance cost trajectories, and asset age distribution all determine whether a carrier is building or eroding value. We conduct fleet performance assessments that identify the underperforming assets, routes, and customer relationships—and build strategies to address them before they become balance sheet problems.
Driver retention has become one of the most critical and expensive challenges in the industry. The fully-loaded cost of driver turnover—recruitment, training, equipment idle time, and customer service disruption—typically exceeds $8,000 per driver. We help carriers build driver retention programs that address the root causes of turnover rather than the symptoms, because the carriers who solve driver retention have a durable competitive advantage that compounds over time.
Trajectory Analysis is particularly valuable for trucking businesses because the leading indicators of performance—driver retention, load acceptance rates, equipment age trends, and customer concentration—diverge from current financials before the divergence becomes visible in earnings. The assessment captures momentum, not just position.
Conducted a fleet economics analysis for a 140-truck regional carrier, identifying 22 underperforming lanes and 31 trailers with cost-to-revenue ratios above the fleet average—asset disposition and lane restructuring improved EBITDA margin by 310 basis points.
Built a driver retention program for a Midwest dry van carrier experiencing 94% annual turnover, addressing home time, pay structure, and communication gaps—reducing turnover to 61% within 18 months.
Supported a PE fund's diligence on a regional LTL acquisition, identifying deferred maintenance liabilities and driver contract exposure that informed a $3.2M purchase price adjustment.
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