Special thanks to Ric Massman, Senior Implementation Manager, for taking some time out his extremely busy schedule to discuss our Implementation Team’s pivotal role in delivering great service for customers.
Video Discussion Transcription:
From the time the customer commits to us, we’re doing everything possible, focusing intently on sourcing the right drivers to meet customer requirements, and ensuring we develop the appropriate orientation materials so that our independent contractors fully understand those requirements. We’re also working with logistics to make sure we have a complete understanding of the customer’s routing and overall needs.
For example, with our script work, there’s a lot of HIPAA-related information and additional details that need to be shared with the field operations team. This ensures that on day one, we’re not fumbling through the start. In fact, we usually stay on-site for a week or two after the launch to ensure everything reaches what we call ‘steady state.’ Once we’ve achieved that, we transition and have a handoff call to make sure our local operations team has a full understanding of the situation, and the customer feels comfortable.
Earlier this year, in 2024, we received a call from one of our sales reps. They had a good relationship with a former customer who was in dire need of a carrier. We were only given a little over two weeks from the time they notified us to get things up and running. It was a really short timeframe—about 60 routes across 15 different markets. When you see data like that, it’s a bit overwhelming because you realize it’s going to take a massive effort from multiple departments.
We always want to be on the ground immediately when something like this happens. We deployed several of our implementation managers to some of the larger markets, and in about 14 to 15 days, they were able to solidify those independent contractors and manage everything that comes with the implementation process, including all the administrative work. There were a lot of moving parts, but ultimately, it resulted in servicing about 175 stops a day, seven days a week. It was a huge success—a true collaborative effort from all of our departments, including our field operations, which involved 15 different managers stationed in various locations. It was a challenge, but we pulled it off, thanks to the combined efforts of our sourcing and implementation departments.
Our department has nine managers, all with diverse backgrounds. For instance, we have managers from dispatch, and I myself used to work as an area manager, not in implementation. We also have individuals from the logistics department. Each manager brings unique experiences, which I think adds a huge amount of value to our team.
You’re right—most of us are on the road almost every week. Being in front of our customers and field operations managers is crucial. I’ve never worked with a courier company that invests in a department like this. And as I mentioned, it’s not just about new customers or growth with existing customers—we’re also implementing new processes, orientation materials, and training for our field teams. These things are very important, and I believe they set us apart.
We’re very present, and most of our customers are amazed at the number of people we have supporting them.
