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Are there any habits, routines, or principles that you rely on to stay focused and effective as a leader?

“Absolutely. My biggest habit is reading. I do a lot of it. I am a big books guy, both audiobooks and old school paper books. Reading gives me new ideas, keeps me motivated, puts things into perspective, and reminds me that I should always be growing and learning. 

From a leadership standpoint, the principles that matter most to me are consistency and cadence. Being someone, your team can rely on is everything. That means following through on what you say and being dependable, especially when it comes to accountability. 

Accountability is a big part of our team’s culture. We have quarterly reviews, monthly pipeline and results meetings, performance reviews, and weekly check-ins, where we set the intention and focus for the week. 

On a daily level, we do what we call ‘trooping the lines,’ where we walk around and check in with people, both personally and professionally. I also make a point to spend time on the sales floor every day, listening to calls and staying connected to what the team is experiencing. 

Another leadership belief I strongly stand by is putting people in positions that take advantage of their strengths, then getting out of their way. I’m not a micromanager; I provide support, set clear expectations and targets, then trust people to deliver.” 

What is one piece of advice that you would give to someone early in their career who wants to grow into a leadership role?

“Three things come to mind. 

First, get really good at the job. Nobody wants to follow a leader who is not strong in the fundamentals. If you are a Trainee, you should be the best Trainee. If you are an Account Manager, be the best Account Manager. Work hard, set the example early, and produce results. 

Second, take the “small” tasks seriously. A lot of people overlook the menial or less exciting responsibilities that leaders ask them to do. But those are the things that build momentum and prove that you can be counted on. 

I always say my leadership journey at Scotlynn started during COVID when my old boss, Adam, asked me to take employee temperatures in the mornings. It sounded simple, but it was the beginning of becoming someone he could rely on. It led to more responsibilities and more trust. I also turned it into something I enjoyed because I was building relationships along the way.  

Most people either say no to those tasks, or they say yes and do the bare minimum. However, the people who become great leaders take those opportunities seriously. If you are going to do something, be the best at it. I call it “pulling the weeds.” When I played baseball as a freshman, you had to pull weeds on the field before you ever earned the right to lead others. That is part of paying your dues and building credibility. 

Third, make time for people. No matter how busy you are, if someone comes to you for help, take the moment and give them your full attention. I always say, “spin your chair.” Turn away from your computer, listen, and help. People remember that. Leadership is about developing others, and sometimes that starts with small conversations.” 

From your perspective, what sets Scotlynn apart in the logistics industry, today?

Externally, Scotlynn stands out because we have so much in-house. Our after-hours team, claims department, operations, marketing, and more are all right here in the building, ensuring efficiency and consistency.  

What makes that powerful is that we funnel all of those resources through one point of contact for the customer. That creates a strong customer experience that is difficult for other companies to compete with. 

Internally, it is our culture. I know that sounds cliché because every company says it, but it is genuinely real here. Scotlynn is very protective of its culture, and we work hard to foster it daily.  

Leadership here also does an incredible job of making employees feel valued, respected, and appreciated. We regularly bring wellness and paramedical services directly into the office to further support our team. Events like our Holiday party and Scotlympics are something people look forward to all year.

What traits tend to drive success at Scotlynn, and why?

We look for people who demonstrate qualities such as hard work, discipline, and a willingness to learn, all traits that matter in every career. 

Specifically, at Scotlynn, we have a unique hybrid of sales and service. The best people here have the confidence, competitiveness, and ambition of a strong salesperson, while also having the warmth, kindness and relationship building skills of someone who excels in customer service. 

That balance is what helps people thrive here, and it is something that can be developed through experience, mentorship and a strong work ethic. On top of grit and determination, that combination is one of the most important traits for long term success at Scotlynn. 

What is a challenge in the logistics industry right now that you think leaders should be talking about more?

“One of the biggest challenges is talent. 

Generally, people aren’t shown what a career in logistics looks like from a young age. You do not see movies or TV shows about Logistics Account Managers. It is not a career path that people actively think about when they are planning their future, but it can be an incredible opportunity, and it is much more rewarding than many people realize. 

Our industry collectively needs to do a better job communicating that logistics is a real, high-opportunity career path. People often chase traditional careers because they are familiar, but being a Logistics Account Manager offers major potential and can compete with those ‘familiar’ paths in terms of growth, earnings, and opportunity. The challenge is simply getting people to see it that way.”