A transportation company was facing a critical roadblock: they simply couldn’t find enough qualified TZ and DZ drivers. Without drivers, trucks sat idle—limiting both revenue and growth. The business knew recruitment was the issue, but they didn’t know how to fix it.

We stepped in to rebuild their hiring process from the ground up. The first step was clarity. We worked with the leadership team to define their ideal employee profile, helping them identify not just the necessary certifications, but the character and work ethic that aligned with their company values. This clear profile allowed them to focus on hiring the right people—not just filling seats.

Next, we introduced specialized roles and matching pay grids. By segmenting roles and aligning compensation to each, we gave the company a structured, professionalized approach to recruitment. Each role now had its own clear expectations, pay range, and progression path—making it easier to attract qualified drivers and provide them with reasons to stay.

With this new hiring framework in place, the company saw immediate results. More qualified drivers were recruited and retained, and the trucks stayed on the road where they belonged. Revenue stabilized and began to grow again.

Perhaps most importantly, the business didn’t just solve a short-term staffing problem. They built a stronger, scalable hiring system—one designed to support long-term growth and operational success.