Keep your best people on the road
Turnover in some segments of trucking exceeds 70% annually, which makes retention one of the largest operational and financial problems a carrier faces. Keeping drivers is a mix of equipment, pay, schedule stability, growth opportunity, and support, and the fleets getting ahead treat those as one system rather than five separate levers.
The Sozas
For a husband-and-wife team running 5,000-mile round trips between Ayr, Ontario, and Montebello, California, the truck is both office and home. One drives while the other sleeps, keeping the truck moving nearly continuously. At that pace comfort and livability carry the same weight as fuel economy when they choose equipment.
When we drive this many miles, comfort in the sleeper as well as in the driver's seat is crucial.
— Lemmon Soza, Owner-Operator
They were drivers first
At MVM Logistics and Expedited Trans, the people making equipment decisions spent years making the miles. MVM's co-founders built the company after their own time on the road, and Expedited grew from a single truck into a USPS-focused carrier hauling more than 17,000 loads of mail a year. That history shapes how both operations spend money. Equipment gets chosen the way a driver would choose it, not the way a spreadsheet would.
MVM Logistics
"When I'm buying a truck, I'm buying it like it's for me. If I like it, I'm pretty sure the driver is going to like it."
— Dinu Mocan, Co-Founder, MVM Logistics
Expedited Trans
"At a very early stage, I realized buying new equipment was the way to go. Brand new, maintained meticulously, speak volumes. It shows we care and that we're investing in our company."
— Jerry Velasquez, Owner, Expedited Trans
We really do focus on our culture. We try to make our drivers feel like they're part of the organization, not separate from it.
— Terry Tesch, President, RB Stewart Petroleum Products
$ 9,748*
Annual savings from retaining a single driver
70%
Driver turnover annually in some segments of trucking