Chris Huffman
Tell us more about your background – how did you get started in the transportation industry?
Growing up in a very competitive environment, competing in multiple sports, and learning strong disciplines early on really helped shape who I’ve become. After obtaining a Criminal Justice degree from West Liberty State College in 1994, I received two job offers upon graduation: Adult Probation Officer in my home county or a Management Trainee position with Roadway Express. My brother Rich, who is three years older and currently the Terminal Manager at our Columbus LTL facility, had been working at Roadway for a few years and told me that you get out of it what you put into it, as you’re measured on your abilities, not your length of service. I’ve always enjoyed competition, so I chose the path of transportation.
What about Pyle made you want to work for this company?
After spending almost 20 years working for a publicly traded company that, towards the end of my tenure, was making decisions based on the stock price, I wanted a change and the opportunity to work for a private, family-owned company that valued its employees more than its shareholders. I was looking for a company with a strong culture that values employees for their contributions, which is exactly what Pyle is.
Describe your role at Pyle.
Today, I lead our Dedicated business unit and have responsibility for operations. I work closely with our operations team and process improvement team to ensure we provide a high level of quality and service to each of our Dedicated customers.
What are the biggest operational challenges customers are trying to solve with dedicated fleets today, and how does Pyle address them?
What are the biggest operational challenges customers are trying to solve with dedicated fleets today, and how does Pyle address them?
Finding a provider that offers the best technology to deliver the highest level of service at the lowest engineered cost while maintaining flexibility and adaptability to business changes is a major challenge. Our Solutions Design team, Operations team, and Process Improvement team consistently rise to the challenges our customers present to find solutions that meet or exceed customer expectations.
When evaluating a dedicated opportunity, what does a successful, long-term solution look like from an operations standpoint?
A solution that is sustainable, adaptable to customers’ needs, and maintains profitability is critical. The opportunity to grow within their network is also a key component. Once we prove our ability to deliver at a high level, it opens doors for us to do more.
Any closing thoughts?
It is important to continue to develop our future leaders while building and maintaining strong relationships. We want all of our leaders to embrace our Core Values and lead out front.