Start with one question.
Most partners start by supporting our research with an introduction or a dataset. Operators and investors who want a direct, defensible read on their own network can also commission one.
We are looking for industry partners to support our current research on coordinated freight networks. All three asks are small, and none needs a budget line.
Anyone running 550–600 mile lanes who would talk about how they schedule them.
Whatever the TMS already exports, with no new instrumentation, and it can be anonymized.
Researchers, operators, and founders working the same problem from another side.
Early findings on your own lanes, and the result either way, including when the evidence says not to change anything.
You own the margin line. Empty miles and driver turnover are the two biggest leaks, and both are decided by how the network is designed rather than by how hard the team works.
Carriers, fleets, 3PLs, brokers, shippers, and the fulfillment and warehouse teams that move the same goods.
“Show me whether there is anything here worth chasing, before I commit budget.”
A short read on where your operation is likely leaking, what looks restructurable, and what a full assessment would go after. Enough to decide whether to go further.
“Find the margin I am losing to empty miles and turnover, and tell me exactly which lanes to restructure.”
Every lane ranked by empty-mile rate and fully loaded cost, the lanes with the bilateral density to support closed-loop corridors, relay points positioned against return-origin density, domiciles aligned, and a lane-level view of which routes are manufacturing driver exits. Delivered as a prioritized roadmap with the recovery modeled in dollars.
“Tell me why throughput caps out where it does, and what it costs me.”
Where the constraint actually sits across receiving, pick, pack, and ship, what each hour of it costs, how much of the gap is labor churn rather than process, and the sequence of changes that moves the number. Built from the data your WMS already records.
“Keep watching the numbers with me and tell me when something moves.”
Ongoing performance and retention monitoring, benchmarking against the operators we measure, and a standing line to the team that ran your assessment.
Standard diligence prices fleet age, customer concentration, and lane economics. It almost never prices workforce instability or structural empty miles, which is where the hidden liability and the unpriced upside both sit.
Private equity, independent sponsors, search funds, and corporate development teams.
“Do not let me overpay, and show me the margin I can recover after close.”
A retention- and deadhead-adjusted view of EBITDA: per-driver replacement cost as a share of revenue, turnover and empty miles decomposed by lane, the gap between hire-time promises and operational reality, and a modeled recovery path. Delivered as a diligence appendix your IC can lean on, built from public benchmarks so every number is auditable.
“We own it now. Tell us what to do first, and what it is worth.”
The diligence findings turned into a sequenced operating plan: which lanes to restructure in what order, what each move is worth, and how to instrument the result so the gain is attributable.
Segment benchmarks on retention and utilization.
What your systems already capture, and what is missing to answer the question.
Every engagement is scoped and quoted against your network. The easiest ways in cost nothing: become a research partner, or request a snapshot.
Request a snapshotBring us one question.
Tell us about your network or your target. We will tell you what we would look at first, and what it is likely worth.
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