I started as a "LIFER' twice in my Life. Once in the military and again with CCX. In the military, I have seen failed programs/ideas and successful programs/ideas. I have seen abuse for political gain. I have experienced victories for humanity, both American and Worldly. I have experienced similar situations with CCX/Conway, but on a more local level. The one common denominator at the foundation of both, IMHO, is the veterans. No matter what, they can improvise, overcome, and/or adapt because of their experience. They know how to work as a team, even though they didn't much like the person working next to them. They got the job done. They welcomed and promoted competence, integrity and pride. We worked as a team. We put more freight in a trailer, in less time, than they we do now. And, I might add, with less damage and without the brow-beating of management. IMHO, if we get hit with an influx of tonnage by this merger, it's the veterans that will get the job done. The "new guys" simply don't have the experience, desire or wherewithal. They will be lost with the occasional pat on the ass by a veteran to keep them moving. In any environment, one should always honor and respect the veterans. In the crash of 2008, Conway took the smallest hit among LTL carriers, Since then, after a stupid and costly move of trying to put YRC out of business, we regrouped and got back to business. But, unfortunately, new management decided to go with bean counters, LEAN, "space is waste", numbers. Have our TMs thinned out our freight load so they make their "numbers"? IMHO, I feel that meeting the "numbers" have hurt our company and made it ready for a buy out. The new management has sold out the drivers. Shifting under 1500rpm may have some fuel savings. But, it has slowed the company down on a National scale. When one slows down, one cannot accomplish one's daily tasks. Therefore, one must put off what one cannot do today until tomorrow. Studies show that reducing the speed limit to 55 didn't conserve energy. It simply slowed our nation down. In the military, I was taught, "There are no bad crews, only bad leaders". In the civilian world, I have found that; there are no bad leaders: only bad crews. I honestly feel that the "numbers folks" had honorable intentions. I honestly believe that the "software folks" had honorable intentions. Hey, Stoltar is worth about 14 million just on the stock he owns. IMHO middle management bastardized these initiatives as a CYA to promote their own, personal, professional progression within the company. Our "middle management leaders", ::
:: on the drivers of this company. IMHO middle management has always been the weakest link of this company. This merger will trim the fat off the top. It's my hope that it will also trims the fat of "middle management" the simply occupies a chair and desk but does nothing for the company. History has shown that the foundation of any formidable force is it;s veterans. And, the strength of that force is it's leaders. Conway is at a stand still. It is a 5.5 billion dollar a year company. But, it cannot evolve. XPO is a 2.5 billion dollar a year 3PL company. Buying Conway is a natural evolution for them. So, right now, we are a 8 billion dollar company. They are projecting that we will become a 12 - 15 billion dollar company, #1 3PL AND #2 LTL. I'm good with that. One thing they should keep in mind though, it's the "veterans" that play a very big part in getting us there.
his drivers.
