Crane Worldwide Logistics CEO Keith Winters enters his first month with the company, effective immediately following former CEO John Magee’s stepping down after 11 years with the global supply chain solutions provider. Mr. Magee served as the only CEO to-date for Crane Logistics prior to Mr. Winters’ appointment.
“I want to thank Jim Crane for the opportunity to build and lead Crane Worldwide. It has been an honor to work with so many exceptional people the past 11 years.” says predecessor John Magee.
“Keith is also one of our founders, who has played an integral role in launching the company. With him moving into the CEO position, I am confident our clients will experience no impact to their day to day service needs.”
Mr. Winters is the second CEO in the company’s history and boasts over 20 years of experience in strategic leadership as a Crane family member. Winters served eight years as the Chief Operating Officer for Crane Worldwide in addition to serving two years as the CEO for Crane Capital Group affiliate, Davaco.
“Crane Worldwide has built our success as a result of our talented people and our unwavering commitment to client service. I am excited that our CEO successor has come internally as Keith exemplifies all of the great values we have built this company on,” stated Chairman Jim Crane.
“I am grateful for everything John Magee has accomplished in the role and personally thank him for his commitment as one of our company founders. I am confident the transition will be smooth – our leadership team is solid, and we are looking forward to the future.”
Danielle Lambertz is the newest member of the Transplace family, serving the role as chief accounting officer at the company’s Frisco, Texas headquarters. Lambertz will oversee accounting responsibilities in addition to all reporting, internal controls and compliance. She brings over 20 years of experience to the company and boasts prior experience with three Fortune 100 companies and “Big 4” public accounting.
“As they have continued to prove themselves as one of North America’s leading providers of transportation and logistics services and technology, it is truly an exciting time to be joining Transplace,”
said Lambertz. “I look forward to helping Transplace along its current growth trajectory by improving processes and enhancing its financial and operational performance, enabling the company to pass along those benefits to its customers.”
Lambertz previously held the position as McKesson Corporation’s vice president and controller for the pharmaceutical solutions and services business, and a key leader in the company’s accounting and finance organization. She will report to Transplace’s CFO Chris Nester as she leverages her polished skill set for leading accounting operations at Transplace.
“Danielle is a people-focused, experienced leader with strategic vision and broad expertise in driving widespread organizational change,” said Nester. “Her proven leadership will enhance our organization and allow us to further integrate finance with human resources (HR) and information technology (IT) as we continue to grow and scale at a rapid pace.
“She will also drive internal controls and compliance to better position Transplace to deliver exceptional logistics management service to our growing customer base.”
The fact that people are wired to react so strongly to stories should motivate business leaders to develop their storytelling skills. But what business situations call for a story?
You might have guessed the answer—it depends. It depends on both the situation and what you’d like to accomplish in the situation. The situation might be a staff meeting where you’re introduced to the people on your new team, for example. As their new boss, your objective might be to get them to like and respect you and to start dismantling the barriers of mistrust and uncertainty. Another situation might be that members of your team have lost enthusiasm for their work, and your objective is to restore their engagement and give them purpose, so they understand the “why” of what they’re spending most of their waking hours doing. Or maybe valuable members of your team feel unappreciated or don’t get the credit they deserve. In that situation, your objective may be to reinforce or highlight certain norms and behaviors with your stories and to draw positive attention to them.
Below are three types of stories that every leader should master. My hope is that they inspire readers to dig deeper into this topic and to identify and cultivate potential stories that can help you accomplish important objectives.
1. Stories We Tell Ourselves
We constantly assemble bits and pieces of information of what we observe around us and automatically turn them into stories that tend to reinforce our long-developed beliefs. If those stories are positive ones—you admire a colleague and tend particularly to notice the admirable things she does, you pride yourself on your own punctuality and pat yourself on the back whenever you find yourself (again!) to be the first person to show up at a meeting—these perspectives are often uplifting and empowering.
The problem comes when we tell ourselves negative stories. For instance, if I feel that the people around me are lazy and incompetent, the stories I create will be based on morsels of data that “conform” that belief. Or if I feel that I don’t measure up to others’ expectations, the stories I create will reinforce this self-assessment, prominently featuring my mistakes, my failures, and others’ expressions of disappointment in me. And so a vicious loop is created where negative perceptions—including of the self—determine the stories we tell ourselves, which in turn play out in full color to reinforce these perceptions.
Clearly these aren’t productive narratives, nor do they serve the people and organizations we lead. And while I’m aware that years of cognitive behavioral therapy may sometimes be the most effective solution to modify such beliefs-and-values–powered narratives, I’d like to suggest that we have the option to intervene any time we recognize (self-awareness!) the unproductive nature of the stories we tell ourselves.
It’s clear that the stories we tell ourselves have an impact not just on our own behavior, but also on our engagement with others and in turn on their perceptions of us as leaders, colleagues, and partners. By carefully examining our dominant narratives and making sure they contribute positive value to our and others’ lives, we’re one step closer to wielding real influence with the power of storytelling.
2. Stories We Tell Others About Ourselves
Whether you are a leader joining a new team, or a job candidate in the first round of interviews, or someone meeting a potential new client for the first time, the stories you tell about yourself often set the tone for how the relationship will unfold, if it does, that is. Which are the right stories in such scenarios? It’s hard to go wrong with stories that illustrate your humility, good judgment, integrity, and expertise and experience. As for what to emphasize, putting yourself firmly into the shoes of your audience should provide clues. The needs and expectations of the people in your audience will, of course, vary, depending on the context of the meeting and their future goals as they involve you.
For instance, if you are the new boss meeting the members of your team for the first time, you know they’ll wonder about your leadership style and how you’ll treat them. Acknowledge this and share a personal story or two that show you empathize—maybe from when you met your boss for the first time. Mention the lessons you’ve learned in managing others and make sure to highlight any mistakes from which you’ve grown. Share examples of how you’ve navigated new cultures in the past—organizational or regional—and what you’re hoping to learn in this next stage with their help. This shows humility, humanizes you, and reduces the power distance that can hamper the open and honest dialogue that builds trust.
If your audience—whether a group or an individual—is looking to engage you for your expertise, share stories that illustrate how you’ve delivered results or solved similar problems for others. Mention the challenges you encountered along the way and how you met them successfully—even if it took a few attempts to get it right. This is also an elegant way to share your strengths without bragging about your accomplishments.
When others want to get to know us, they aren’t just looking for the content on our LinkedIn profile. They want to know the real us to determine whether we’re trustworthy and whether associating with us will be of positive or negative value to them. That’s why recruiters and hiring managers no longer have qualms about digging into our social media pro les and online musings to evaluate our reputation and our judgment.
And judgment is key whenever we share personal information. Faulty judgment can result in some awkward moments if not lasting reputational harm.
Faulty judgment in personal stories isn’t always this glaring. But if you are unsure of how your stories might land, run them first by people you trust. In the end, with personal stories less is more and humility is better.
3. Stories We Tell Our Teams or Organizations
The type of storytelling that is intrinsic to successful leadership is the ability to tell compelling stories of the future, to articulate a vision, to both internal and external audiences. Leaders need to master another kind of story too—this kind is about organizational values.
Whatever the management goal, there are storytelling strategies that can help further it. A former Facebook director of engineering, Bobby Johnson, once saw the need for a cultural shift in the company’s infrastructure team. Although many of his engineers were drawn to exciting new projects and innovations, Johnson knew that other Facebook engineers, the ones who worked behind the scenes to ensure that the existing systems ran faster and better than before, also did critical work. He wanted to highlight these “unsung heroes,” both to honor them and to get more engineers interested in their less glamorous but nonetheless essential work. To accomplish this, he would take every opportunity—in one-on-ones, in meetings, and in group e-mails—to share stories of important fixes that these day-to-day engineers made and to publicly praise them.
Similarly, if you want people to speak up more in meetings and challenge each other, share a story of how a lone dissenting voice was able to change your mind about a decision you’d made, and how this wouldn’t have happened if the person hadn’t felt comfortable in challenging you. Or if you want to increase collaboration among teams, share a story about two teams who decided to join forces and whose combined creativity and brainpower led to important breakthroughs for the organization. And if it’s courage and risk taking you want to promote, highlight stories of risk-taking colleagues—and include their failures, to make the point that learning from mistakes is just another way forward.
As you can see in the three types of stories above, the formula for telling a story is simple. Decide which values you want to promote and which behaviors you want to encourage, and then make those traits the themes of your stories, and include characters who demonstrate the desired traits. Do these stories have to be true? It helps if they are, and it’s even better if your audience knows the protagonists. However, hypothetical scenarios can pack just as big a punch, as we’ve learned from neuroscience research and our own experiences from the myriad of stories that surround us.
Harrison Monarth is the CEO and Founder of Gurumaker and author of Executive Presence: The Art of Commanding Respect Like a CEO. An Executive Coach, he teaches C-suite leaders, senior executives, high potential managers and other top professionals effective leadership and positive behavior change for professional and organizational success. For more information, please visit, www.gurumaker.com and connect with Monarth on Twitter, @HarrisonMonarth and LinkedIn.
As you can imagine, stand-up comedy can make you a better presenter. After all, it’s one of the hardest forms of public speaking you’ll ever do (aside from effectively teaching second graders), which means if you can do okay in stand-up, all other types of business presentations will seem easier. But stand-up comedy can also make you a better leader.
The majority of my leadership training has come from two places: 1) the internal leadership development program at Procter & Gamble, and 2) stand-up comedy. The first is expected, after all, P&G is a promote-from-within company, so they have to have good leadership training. The second is surprising, but has been just as valuable in my career development.
Here are five important ideas leaders can learn from stand-up comedians:
1. Start strong.
The most important part of any stand-up set is the first 30 seconds. It is in that small timeframe that an audience decides if you are worth paying attention to.
Those first 30 seconds are just like the first 30 seconds of any recommendation or proposal you give at work. Some people know this concept as “headnodding”–get people in agreement early on (e.g. make them realize you’re funny), and they are much more likely to agree with you later.
In standup, a good introduction relates to something the entire audience can be a part of (such as a joke about the city, something a previous comic said, or the ridiculousness of your own voice…) In the business world, that may mean starting off a presentation by establishing that you are all on common ground. If you are proposing a solution to a problem or “opportunity,” confirm with the audience that you all agree that there is, in fact, a problem, and you agree on what it is. Then, once they’ve settled in and have already been nodding along (not nodding off), you can transition into the meat of the meeting.
2. Deliver with Confidence.
Comedy is a mixture of both content and delivery. Yes, the material itself has to be good, but so does the delivery. In fact, delivery can often make up for weaker material–just look at Dane Cook’s early career. The jokes weren’t mind-blowingly funny, but his delivery of it was.
The same is true for leading others. If you’re not confident in what you’re doing, it will be much harder for people to follow you. As Adlai Stevenson said, “It’s hard to lead a cavalry charge if you think you look funny on a horse.”
The key to improving your confidence as a leader is the same as developing it as a comedian: through practice and repetition. The more often you do something, the easier it tends to become and the more comfortable you get.
3. Seek feedback.
Comedy, in a way, is simple. How do you know something is funny? It makes people laugh. The only way for a comedian to know if people will laugh at the joke is to try it out and see. The immediate feedback they receive on stage is invaluable as a performer.
Similarly, feedback to a leader is crucial. Stopping to ask for ways to better connect with each of your direct reports, improve a presentation, or what went well in a particular meeting can guide you in finding what works and what doesn’t. Then you can start working on the right things–working smarter and not harder.
One key thing to note is that feedback doesn’t just have to come from other people. Comedians record their performances so they can go back to evaluate a performance. Checking in with yourself periodically or tracking your daily progress can help you find what is and isn’t working for you.
4. Give credit where credit is due.
The cardinal sin of stand-up comedy (just after murder) is stealing material. Taking someone else’s jokes and pretending they are your own is like buying a Coke, putting your own label on it, and selling it as Joe’s Soda. After all, jokes are the primary product that comedians “sell.”
In management, to take credit for what other people have done is not only dishonest, it’s limiting for both you and your team. Your team doesn’t get the proper recognition they deserve, and you don’t showcase your ability to inspire your team to great results.
Taking credit and stealing material may help you get ahead in the short-term, but in today’s world, the frauds and the thieves tend to get found out and left behind.
5. Respect people’s time.
The second biggest sin in comedy is going over your allotted time (called “blowing the light”). Nearly every comedian imagines they could entertain the crowd for hours upon hours, but (thankfully) shows typically limit the amount of time each comic has, often based on their skill-level or connection to the show. To go over the amount of time given is to tell the show producer and all of the other comedians, “I think I’m more important than you” and “I don’t respect you.”
When you, as a leader, hold people longer than the scheduled time, or consistently show up late to meetings, you’re saying the same thing: “I think I’m more important than you” and “I don’t respect you.”
Respect people’s time and they’ll respect yours (and you) for it. If you need help keeping meetings on track, you can always do what comedians do: give people a notification when their time is almost up and then cut the mic if they go on for too long.
Becoming a stand-up leader isn’t easy, but following some of these principles from stand-up comedians can certainly help. Plus this is the perfect excuse to finally give stand-up comedy a try or at least watch some of your favorite comedians online. You won’t just be having a laugh, you’ll be on your way to becoming a better leader as well.
Andrew Tarvin is the world’s first humor engineer, teaching people how to get better results while having more fun. He is the author of Humor That Works: The Missing Skill for Success and Happiness at Work and CEO ofHumor That Works, a consultancy for human effectiveness. For more information, please visit,www.humorthatworks.com and connect with him on Twitter, @drewtarvin.
Building resilient organizations requires resilient leaders. Being resilient enables you to overcome setbacks, build effective teams, and stay focused on what really matters in your life and company.
Resilience is our ability to recover when we are faced with obstacles, difficulties, and setbacks. It allows you to tap into your strength and courage so you can persevere when things don’t go as you had planned.
Research finds that resilient people excel in problem solving, positive communication, emotional intelligence, and emotional regulation. They are also more hopeful and optimistic, and have higher levels of self-esteem. These are vital skills for leaders, both for their own health and happiness and to inspire their teams.
The people who work for you pay close attention to how you deal with challenges. Resilient leaders look at failures not as crushing defeats but as opportunities to grow and move forward. Resilience allows you to set a powerful, positive, effective example.
When I speak to groups, I sometimes begin by asking: “How many of you have survived the worst thing that has ever happened to you?” It’s a way of demonstrating that we are all, by our very nature, strong and resilient.
At the same time, resilience is not static. It is a set of habits, beliefs, and behaviors we can cultivate and practice proactively, so they are there when we need them. And whether we like it or not, life gives us plenty of opportunities to practice!
Fortunately, you don’t have to wait for a major setback or traumatic event to begin building your resilience. You can start today by focusing on three areas: your mindset, skillset, and your ability to reset:
Mindset includes your habits, emotional intelligence, and beliefs. Your mindset is the story you tell yourself about yourself, including how you think about stress. When we are under stress, the emotional center of our brain lights up, shooting the stress hormones cortisol and adrenaline through our brain and body. This was originally intended to help us freeze, run away, or fight an impending attacker; the same process happens when we face an emotional setback or threat. Your brain doesn’t know the difference between a real or perceived threat. When you identify how you respond to stress, you can begin to proactively manage it. The bottom line: Our beliefs drive behavior. And beliefs can be changed.
Skillset includes our ability to cultivate gratitude, optimism, and other positive emotions; to manage stress; to mitigate negative self-talk; and to engage in activities that are good for us like humor, social connection, mindfulness, and self-care. Some skills you can start practicing today include:
–Gratitude. Numerous scientific studies have shown that practicing being grateful on a regular basis lowers blood pressure, reduces inflammation, improves heart health and sleep, and lowers our levels of stress. People who practice gratitude have improved sleep, mood, decision-making, and relationships along with fewer aches, pains, and bouts of depression. The benefits are almost immediate. You don’t even have to find anything to be grateful for. The simple act of looking releases the feel-good neurochemicals serotonin and dopamine and lowers the stress hormone cortisol by 23%.
–Optimism also lowers cortisol and increases dopamine and serotonin. People who practice optimism have fewer aches and pains, along with better physical and mental health. It has also been linked with higher income and more successful relationships.
–Mindfulness is simply being where you are when you’re there. Mindfulness trains your mind to focus on the moment instead of worrying about what occurred in the past or what might happen in the future. This makes you less likely to hit the panic button, and reverses stress-related changes in the brain.
–Laughter is good for your soul and your brain. Studies show a genuine smile (one that involves facial muscles around the eyes) sparks a change in brain activity related to a good mood.
–Social connection is the greatest predictor of longevity. Surround yourself with people that lift you up, celebrate, and laugh with you.
Reset is getting out of being busy, being deliberate about where you invest your energy, and making sure that your actions are in line with your intentions in terms of your priorities. Taking the time to reset is imperative for leaders to keep their focus on what matters most. For instance, it can help you identify your high-payoff activities.
A high-payoff activity is an activity that brings the greatest result for the time invested. Twenty percent of the tasks that we do on any given day generate 80 percent of our results. By identifying the tasks and responsibilities that bring the greatest return for time invested, you can focus on planning and prioritizing these activities.
What do you wish you had more time for? Where is it scheduled in your calendar? If you tracked your time would it be representative of what you say is most important to you? Take the time to make sure your actions match your intentions. It’s all about focusing on what’s important.
About the Author: Resilience expert Anne Grady is an internationally recognized speaker and author. Anne shares humor, humility, refreshing honesty, and practical strategies anyone can use to triumph over adversity and master change. She is the author of “Strong Enough: Choosing Courage, Resilience, and Triumph” and “52 Strategies for Life, Love, & Work.” For more information, please visit www.AnneGradyGroup.com.
When Tiger Woods thrilled the sports world by winning The Masters golf tournament, many golf experts and fans viewed his triumph as inspirational.
After all, the 43-year-old Woods demonstrated not just athletic skills, but also mental strength that allowed him to overcome declining physical prowess and years of adversity that included a sex scandal, divorce and numerous back and knee surgeries.
For high-performing athletes, that’s not so unusual because mental attitude is often critical to success in sports. But the same can be true in the workplace for those willing to learn from the practices of athletes and apply them in their own lives, says Grant Parr (www.gameperformance.com), a mental sports performance coach and the author of The Next One Up Mindset: How To Prepare For The Unknown.
The key, Parr says, is to be prepared when big opportunities arrive – sometimes unexpectedly, as it did for Woods.
“Many of the demands we face at work are not so different than those faced by high-caliber athletes,” Parr says.“The need for mental toughness in the face of chaos and adversity is similar.
“But what happens when a big moment is at hand, like a promotion, and people aren’t ready for it? What did they not do to be properly prepared? The world is filled with unexpected opportunities for greatness, and there are processes that athletes and people in all types of positions can execute to get prepared for that moment.”
Parr focuses on five areas where athletic examples can be applied toward readiness and success in the workplace:
Applying grit in the face of adversity. “Handling adversity starts with being flexible,” Parr says. “Take difficult people you have to deal with; you must be able to adapt and adjust, know when to let things roll off your back and when to stand your ground. Or when you’ve missed your sales quota, you lose key people, etc., the stress can be enormous. These are times you have to rely on your inner warrior and draw on your past examples of strong mental performance.”
Turning crisis into opportunity. Some athletes are summoned to a bigger role because the performer in front of them is ineffective or hurt. “Can you see opportunity when everyone else sees uncertainty?” Parr asks. “When others react with fright, you can choose mental might.”
Embracing your role. Every team requires people who fulfill their roles. Part of embracing your role is recognizing that the team’s needs are bigger than your own. “Rock your role, and people will notice,” Parr says. “But keep aspiring, studying the practices of those in higher roles, and you’ll be fully prepared for advancement when it comes.”
Visualizing success. So critical to success in sports, visualizing success is just as vital in business. “See the performance as you wish it to go,” Parr says. “See yourself performing with energy and confidence; pump yourself up with positive talk.”
Assuming leadership. “Doing your best, showing enthusiasm and trustworthiness help establish a culture that lifts everyone up,” Parr says. “Showing leadership when you don’t have a formal title allows you to develop the skills you’ll need when an opportunity arises and offers evidence you’re the one to fulfill that opportunity.”
“You may wait 10 or more years for a big opportunity, or it may come suddenly,” Parr says. “But if you’re not ready mentally, that opportunity will pass you by.”
About Grant Parr
Grant Parr (www.gameperformance.com) is a mental sports performance coach and the author of The Next One Up Mindset: How To Prepare For The Unknown. Parr owns and runs GAMEFACE PERFORMANCE, a consulting firm that enhances mental skills for athletes and coaches. A recruiter and sales leader in the corporate world for 17 years, he now works with a wide variety of athletes including Olympians, professionals, collegians and high school athletes. His podcast, 90% Mental, provides a window into a broad range of athletes’ and coaches’ mental games and shares their insights around mental performance.
Temperature-controlled packaging provider, Softbox, announces a new approach to leadership in an effort to support increased innovation within the company’s solutions portfolio.
“At Softbox, we focus on developing the best possible innovation for products and services for our clients. Clive’s 36-years’ cold chain logistics experience and extensive knowledge of our clients’ challenges and needs will ensure the appropriate products and services are introduced into the market based on what customers tell us they really need and prioritize.”
Clive Bryant was announced this week as the company’s Global Product and Marketing Director, overseeing global and regional-specific product and service solutions while ensuring products are aligned with a customer focus.
Filling the newly created role of Director of Connected Digital Technologies is Richard Wood, responsible for working with IoT innovaters and
cold chain digital technology partners to develop innovative products with a focus of “big-data” value creation for its customer base.
“Richard’s new role will focus on bringing true digital innovation to our industry. With emerging new connected digital technologies, we will create real end-to-end cold chain visibility to enable our customers to manage their quality and risk more scientifically and efficiently.”
When it comes to exemplary leadership, Old Dominion – a leading provider in LTL and transportation logistics, takes implementing its core values of integrity and greatness to the next level. Through its strong relationships both externally with its customers and internally with each individual working for the company, these values are what keep its employees working towards the Old Dominion vision. With her passion for mentoring and leadership, Kim Maready, Vice President of Accounting and Finance for the company, is a prime example of the way Old Dominion takes her position in leadership one step further by shaping employees through a fresh, unique approach. It was this very approach combined with the culture at Old Dominion that ultimately peaked her interest to join the team in 2014.
“I think the Old Dominion culture places a tremendous amount of value on its people. It is a family-oriented culture and once you join the family, you really feel that. I felt that as an outside service provider. They not only cared about their own success, but they cared about my success as a provider,” she said. “A lot of other large public companies haven’t found that magic really. It’s all about the business and I think that comes through the profitability, or lack thereof, of some companies because ODFL recognizes that it’s profitable because of its people and the amount that they give to our customers every single day.”
Kim has served Old Dominion for five years, bringing with her over 20 years of experience in the middle market Fortune 1,000 space. Prior to her onboarding with Old Dominion, she worked as a partner. It was through her time serving the company that convinced her the Old Dominion culture was different.
“They were a client of mine for six years, so I knew the company well, the leadership team well, their environment, and core values. I spent time serving a lot of different companies across a lot of different industries from banking to manufacturing, to retail, consumer products, technology, and other transportation companies,” she said. “What interested me in Old Dominion was the culture – the leadership team, the value they place on their people, and the integrity that’s here at the company.”
In her role as VP of Accounting and Finance, she does a lot more than oversee the financials. Mrs. Maready takes her passion for mentorship and aims to create a strong team that feels valued and respected by challenging them to take their ideas and concerns to the leadership team. Old Dominion prides itself in its “Open-Door” Policy that gives every person at the company a voice. This approach bolsters the company’s vision to create the next generation of employees that carry on the core values of integrity, honesty, and transparency while managing risks. This policy serves as another differentiator among competitors.
“If you’re trying to innovate and get processes that aren’t working anymore to change, and you’re having roadblocks with those changes or don’t know where to take your ideas, you can come in to any of these 20 or so people and have a discussion and get action around that discussion while having someone that can champion it with their authority or help remove those roadblocks. I think that really mitigates a lot of our risk and it really is unique to this organization. I’ve seen a lot of companies and I haven’t heard of other companies embracing that quite like we do,” she adds.
Beyond the company’s robust customer base and successful operations, Old Dominion boasts a large organization of employees that value excellence day in and out. It’s through these valued employees that Old Dominion serves its customers while creating competitive advantage. The value Old Dominion places in its employees follows the wise saying from Richard Branson: “Whatever industry a company is in, its employees are its biggest competitive advantage.”
“In the short term it’s my responsibility and my team’s responsibility to really grow the next generation of leaders and to help them understand our culture, our core values of integrity, and ensure that we have the right leaders in place two decades down the road from now to maintain the culture and the unique environment that we have. It’s beyond just looking at the debits and the credits that some expect us to be talking about and thinking about every day,” she added.
Kimberly S. Maready currently serves as Principal Accounting Officer for Old Dominion Freight Line, Inc., a position she has held since May of 2017. Mrs. Maready joined ODFL in February of 2014 as the Vice President – Accounting and Finance and is responsible for directing ODFL’s accounting operations, financial reporting, payroll, tax and financial planning. Prior to joining ODFL, Mrs. Maready spent 21 years with Ernst & Young LLP, including 9 years as partner in the Assurance and Advisory Services practice. Her finance and accounting experience spans across multiple sectors including banking, retail, technology and transportation. Mrs. Maready holds an accounting degree from North Carolina State University and is a licensed CPA in the state of North Carolina. She has served as an active board member of Goodwill of Central North Carolina and the Winston-Salem Children’s Museum and the advisory boards of N.C. State’s Poole College of Management and Appalachian State University’s Walker School of Business.
From automation to careful planning, implementing a successful logistics strategy goes beyond simply choosing the next big name in technology platforms. When done the right way, robust logistics strategies have the ability to create a life-long customer network while extending company values and reputation, as seen with CN – a leader in North American Transportation and Logistics. The company boasts an impressive 20,000 route-miles rail network in Canada and the U.S. Led by a vision that goes beyond North American parameters, the team continuously works towards building an internationally recognized company that values commitment to customers while delivering the highest quality value to shareholders. Through CN’s multidimensional approach, the company prides itself on fully integrated services that connect ports on three coasts.
Senior Vice-President of Consumer Product Supply Chain Growth Keith Reardon explains what sets CN apart from the others, identifying key differentiators found within the company’s operations.
“Number one is for us as a key differentiator is our scope and scale, our network. We are blessed to have the network that we do,” Reardon said. “We are the only railroad that covers all three coasts of North America, all the way from Halifax to Prince Rupert, Vancouver down to the Gulf Coast.”
The company boasts an extensive century-long history of providing customers, shareholders, employees, and partners with the highest quality supply chain services, setting the bar higher with each successful initiative and expanding its network through proactive efforts, rather than last-minute reactive measures.
“Because we saw it very early on, we’ve been involved in having people and boots on the ground in Asia for years. One of the things that we pride ourselves on is listening to our customers, having boots on the ground whether there’s an issue or opportunity. We go first hand to find out what’s going on,” Reardon explains.
CN attributes much of its success to proactively learning about market potential at a granular level, vetting problems and areas of improvement while building valuable relationships with key executives in and around the industry, and finding value in diversification. Beyond understanding regional opportunities, CN creates an example of gauging market predictions on a short-term and long-term scale, developing a strong competitive advantage in the industry.
“That’s why we have people positioned in Asia to understand the market, to understand the players, and gain some credibility as well. I think that if you’re doing business with people face-to-face, you’re going to get more out of it, you’re going to have a better relationship when things might not be going so well. There’s going to be that relationship to hang on to, to weather the storm so to speak, and we’ve been able to do that,” added Reardon. “I think that’s another reason our global trade is doing so well, because we’ve been able to weather the storm. It also gives us a very diverse portfolio of business.”
In addition to its extensive market reach and developing robust industry relationships, CN takes efforts one step further by partnering with companies that provide added value and resources that align with their vision and future business goals. In October 2018, CN announcedit had agreed to acquire of one of the largest and oldest transportation companies in Canada, The TransX Group of Companies.
“This strategic acquisition allows CN to deepen its supply chain focus, strengthening our exceptional franchise, including our intermodal business, notably in the specialized, fast-growing refrigerated segment,” commented president and chief executive officer of CN, JJ Ruest. “This alignment creates a solid framework to serve a growing consumer economy with transportation options that bring more supply chain flexibility to our customers.”
This acquisition, which is pending regulatory approval, provides a multidimensional benefit to the company and its customers, supporting one of the key differentiators found within the CN business model of valuing customers just as much as the company’s success. CN executives recognized the added value and talent TransX offered and carefully considered how much impact these elements would bring to each business initiative. The acquisition idea comes from an extensive business relationship CN and TransX created spanning more than two decades.
“We are acquiring talent. They are a very talented company and well run with a lot of people that have exceptional capabilities from an operating standpoint and also sales and marketing. They will give us more tools in our toolkit, so to speak. We are adding, again to that optionality for the customer,” Reardon explains. “The other thing is, they have been customers of ours for 25 years, so they understand us, and we understand them. It should be a very easy integration. We will keep them as a stand-alone entity, but there is always the second commercial integration. We get along so well that we thought it was a perfect fit.”
Going back to the theme of valuable relationships, CN works hard to navigate the best strategies that benefit all participants, all while continuing the expansion of services and company reach. Leaders at CN take a holistic approach while evaluating what areas have potential for additional growth and what areas need improvement from a marketing and sales perspective.
“TransX has over-the-road trucking and they have LTL – they’re a big player in the LTL business. We don’t offer LTL service (but) we are now hoping (to)to be able to offer (LTL) to (customers who need it), Reardon said. “They also have customs brokerage service, which we do too, but their customs brokerage service is geared towards a different clientele and different products, so again, we are adding more capabilities in what we can do.”
Whether your company goals are to increase sales and marketing, improve operations, or build on longstanding, valuable industry relationships, following the model and strategies CN continues to implement are exemplary and imperative to substantial growth. The company serves as an industry example of how to navigate an evergreen market while strengthening reach beyond North America. CN will undoubtedly continue to extend operations well into 2019, proving that to create a successful business empire, companies must go deeper than technology integration.
Keith Reardon was appointed Senior Vice-President, Consumer Product Supply Chain Growth, in August 2018, based in Toronto. He is responsible for the execution and expansion of CN’s intermodal and automotive businesses, leading the commercial teams and non-rail operations in his supply chains, and adapting all last-mile services for customers. Mr. Reardon oversees all aspects of the company’s domestic and international intermodal and automotive activities, as well as freight forwarding services in North America and Asia, and CN’s regional sales groups.
Prior to his appointment, he had been Vice-President of Intermodal and Automotive since January of 2017. In 2012, Mr. Reardon was named Vice-President of Intermodal Services. In 2009, Mr. Reardon was appointed Vice-President of Supply Chain Solutions, where he was responsible for the Automotive and Iron Ore business units and CN’s non-rail transportation services including transloading, freight forwarding and warehousing, just to name a few. He also directed many supply chain and business development initiatives for CN – working closely with CN customers and partners. Previously, he was Assistant Vice-President of CN Transloading Operations, where he managed more than 80 CN-owned warehousing and distribution facilities.
Passionate about logistics, Mr. Reardon has more than 25 years of experience in the field; he also held senior positions with outside firms in the world of logistics for a number of years. Mr. Reardon holds a Bachelor of Arts degree in Marketing and an MBA from the University of North Florida.