IMC Companies Team Explored On-Site Company Walking Trail for 6th Annual “Walk-at-Work” Day

From Memphis Connect

On Wednesday, April 4, 2012, more than 100 IMC Companies team members participated in the company’s 6th Annual “Walk-at-Work Day,” in which the IMC team and their families took time to explore the company’s 1.5-mile walking trail on a beautiful day. Fruit and water were served at the start of the trail, and healthy box lunches from Subway were provided at the gazebo at the trail’s end. It was a “Jeans Day,” allowing employees to be comfortable during their walk. While this trail was perfect for the annual “Walk-at-Work”Day, IMC Companies chairman, Mark George, built the 1.5-mile trail at the company’s East Holmes Road location for himself and his team members to utilize year-round.

“Taking time to focus on fitness and enjoy the outdoors is something that is important to me, not only as a company leader, but as an individual,” George remarked.“We built the trail through our property alongside a lake and over hills into the back of our property. It gives our team members a chance to take an all-important break to connect with nature and increase circulation and health.”

Other team members also see the value in the event and the trail.

“We do this each year to encourage our people to enjoy the outdoors and be healthy,” said Katie George Hooser, who is in charge of business development at Intermodal Cartage, one of the IMC Companies family of brands. “We want to ensure that, in our industry, our team members work to prevent common health issues such as heart disease. In fact, we partner with the American Heart Association to raise awareness of potential risks for heart disease, acting as a key sponsor for the Heart Walk for several years. ‘Walk-at-Work’ Day is part of our effort to make sure we incorporate health, wellness and nature into our workplace.”

Hooser noted that she and others often have “walking meetings” along the trail, enjoying the scenery while collaborating on work-related projects.

Intermodal Cartage employee Brett Henley said he walked six laps during last year’s “Walk-at-Work Day” out of pure desire to be outside, in nature.

“I love doing this,” he said of the event. “I don’t have to think too hard about exercising, and I can make people smile as we pass each other on the trail. It’s a real joy.”

Also participating at the“Walk-at-Work” Day were team members of Inland Intermodal Logistics Services, LLC, a company that provides administrative services to IMC Companies, and team members of River City Capital Leasing, a company that leases trucks to IMC Companies.

IMC Companies is a national intermodal logistics specialist focused on international shipments. Its companies include Atlantic Intermodal Services; Intermodal Cartage; Gulf Intermodal Services; National Drayage Services; DNJ Intermodal Services; and Frederick Intermodal. For more information on the IMC Companies family of brands, visit

Maersk selling chassis equipment subsidiary

From the Memphis Business Journal –

<blockquote>Maersk Inc.  is selling subsidiary Direct ChassisLink Inc. (DCLI) to private investment firm Littlejohn & Co. LLC  , marking a leading steamship line further distancing itself from the chassis business.

For years, steamship lines provided chassis to trucking companies, but Maersk, a subsidiary of the A.P. Moller-Maersk Group, led the charge to pull out of that business. It continued to provide equipment under Direct ChassisLink, which it formed in 2010.

Trucking and intermodal companies, in Memphis and elsewhere, are still working to see how the changes in chassis ownership will affect them long-term. With ownership of chassis shifting, it could give companies more control over their equipment and consequently differentiate carriers which provide quality equipment.

The transaction is expected to close in March.

DCLI rents and leases chassis to drayage companies and steamship lines in the U.S. The company owns or leases 66,000 chassis through a network of 129 locations on or near ports and intermodal hubs in the U.S.

The move fits with A.P. Moller-Maersk Group’s strategy to build its presence in shipping, energy and related activities, according to J. Russell Bruner, chairman and CEO.

“We have been pleased with the business levels, the profitability and the quality of management at DCLI,” he said in a company statement. “It is, however, a provider of chassis, and it does not fit in our long-term strategic focus. The sale will allow the group to reallocate resources to the strategic focus areas within shipping, energy and related activities.

Katie George Hooser heads business development with Memphis-based Intermodal Cartage Co  . and is this year’s president of the Memphis World Trade Club.

“Maersk set a standard by establishing Direct Chassis Link in 2010,” she said. “Since then, most major ocean carriers have also announced plans that they will no longer provide chassis to motor carriers. Disengaging from the chassis improves an ocean carrier’s bottom line by passing the cost, removing their liability to the Department of Transportation, and allowing them to focus on their core business.”
This change affects the trucking industry in Memphis as trucks need chassis to move product.

“I see this change as an opportunity to have better control over the equipment that we use,” Hooser says. “I hope that the change will also strengthen our relationships with cargo owners who will want to use companies they can depend on to provide the best equipment.”</blockquote>


Intermodal Cartage Sees 30 Years of Steady Growth

From the Memphis Daily News –

Founded by Mark George in Memphis with one truck driver in 1982, Intermodal Cartage Co. Inc. has grown steadily for nearly 30 years and now has locations in 26 cities nationwide.

With a gross annual income hovering around $150 million, IMCG now employs more than 1,100 workers.

IMCG presently owns seven operating companies. Five of those are trucking companies, and two are maintenance and repair companies that specifically repair ocean-carrier containers and chassis.

The company is a provider of intermodal transportation services, and its main focus is international shipments – servicing import and export cargo. When George launched his business, containerized shipments over the Memphis gateway were just beginning to evolve.

“Most trucking companies in town didn’t want to deal with going in and out of the railroads and picking up containerized shipments,” George said. “They didn’t like dealing with U.S. Customs (and Border Protection), and none of the ocean carriers had offices here in the U.S.”

By meeting a service need, George took advantage of what turned out to be an opportunity of enormous proportions. Being in Memphis – which embraced the slogan of “America’s Distribution Center” and later “America’s Aerotropolis” – certainly helped out, as well.

IMCG is still growing, and under the current business plan, George expects to double in size every five years. So far, that has happened.

“It’s my vision to see our company reach $1 billion in sales,” George said.

Beyond being in the right place at the right time, a number of factors played into his success, including his employees.

“(Success) had a lot to do with getting the right leadership on board in our company – the right employees,” George said. “I’ve also been blessed with some good clients that have been very supportive of building our company.”

Though the economy has struggled with little gross domestic product during the recession, the demand for trucking services is still relatively high, George said. As a result, IMCG grew by 25 percent in 2011.

The demand for trucking services remains strong with little or slow growth in the economy, but when the economy starts to heat up, a shortage of drivers could loom ahead.

“A shortage of truck drivers would affect everybody,” George said. “It would affect the cost of goods being transported – things like clothes and food. A truck transports those things at some point. So, I think we are in a good position for when the economy has any decent growth at all. The demand for our services will be really high.”

Though George is not the face of the company anymore, most of his time is spent in conference rooms with the presidents of each of his operating companies, defining vision and strategy.

“I’m their biggest cheerleader,” George said. “They’re on the front line, and I’m kind of in the back room coaching.”

IMCG takes stringent steps to maintain container security. Its 165-acre facility on East Holmes Road is equipped with security checkpoints, surrounded by an electric fence, and every load is locked.

“Security is very important to us,” said Katie Hooser, who handles the company’s business development. “We want to make it so difficult to compromise our security that anyone who was considering taking something would just go someplace else where it would be easier. There are all kinds of things in the containers, and they’re valuable to our wide range of clients. First and foremost, we want to look out for the best interests of our customers.”

In the spotlight – Katie George Hooser

From the Memphis Business Journal –


Age: 26

Hometown: Memphis

Education: Hutchison School, Emory University, and pursuing MBA at Christian Brothers University

First job: My first job was at Intermodal Cartage. I started during the summers when I was 13 years old filling lots of paperwork!

Family: I have been married for three years to my husband, Andrew Hooser

What do you do: I handle sales for IMCG’s Memphis region and manage IMC Cos.’ public relations and marketing efforts. I am also the upcoming 2012 president of the Memphis World Trade Club.


Like best about job: The great relationships I have with so many of our customers. I have been very lucky in my career to have many people support and help me to be successful.

Like least about job: Capacity restrictions

Pet peeve: Arrogance

Most important lesson learned: Change is the only real constant. Particularly in the transportation industry, it is important to anticipate and proactively adapt to meet market needs.  

Person most interested in meeting: The late Malcolm McLean who was the “father of containerization.” He started as a trucker!

Most respected competitor: TCW

Career goals: To make IMC Cos. The most respected brand in our industry. I am so proud of IMC Cos. And everything we have accomplished since we were founded in 1982. I want everyone to see our company the way I do.

First choice for a new career: Artist


Favorite quote: “Stay the course.” – George Bush and often repeated by my dad, Mark George

Most influential book: The Bible

Favorite cause: Agape Child and Family Services

Favorite status symbol: An old Intermodal Cartage sweatshirt. It’s from the ‘90s!

Favorite movie: “True Grit”

Favorite restaurant: West Street Diner

Favorite vacation spot: Turks and Caicos

Favorite way to spend free time: I love spending time outside. Right now, Andrew and I are growing a pumpkin patch. That has been a lot of fun!

Favorite stress reducers: Running

Favorite musicians: Matt Maher, Chris Tomlin, Miranda Lambert

Automobile: Acura TL


How are local companies adjusting to the new CSA 2010 regulations?

Intermodal Cartage has always gone out of its way to hire the safest and most reliable fleet of drivers. I support any regulations that encourage other companies to do the same.

That being said, it is estimated that CSA will take out between 5 to 8 percent of drivers from our industry. Because the available driver pool is already small, this reduction in capacity could cause real problems. To be successful, trucking companies must find ways to help their drivers be compliant with the new regulations, as we are.

Our safety department and operations group meet with drivers individually to address any issues that affect their scores. We have found that something as simple as giving our drivers special folders to help organize their insurance paperwork can help them be better prepared for an inspection. It’s a learning process and we want our drivers to be ahead of the curve.

Logistics experts travel more than 6,000 miles to see how a distribution center works

From the Commercial Appeal –

Georgia was on George Doborjginidze’s mind Friday as a tour bus slowly cruised a southeast Memphis depot crammed with ocean shipping containers, truck chassis and tractors.

Not the Peach State, but the former Soviet republic of Georgia, where Doborjginidze is helping develop an intermodal freight yard similar to three that dot the Memphis landscape.

Chairman of the Georgian Logistics Association and managing director of TLC Property Management LLC, Doborjginidze was among 18 logistics professionals from the former Soviet Union visiting key Memphis links in the global supply chain.

The group, hosted by the University of Memphis Intermodal Freight Transportation Institute, spent three days in the city under the auspices of the U.S. Department of Commerce’s Special American Business and Internship Training program.

They toured the FedEx world hub, Burlington Northern Santa Fe Memphis Intermodal Facility, Canadian National Railway hump yard and Mallory Alexander International Logistics.

The group spent a couple of hours at the 160-acre southeast Memphis compound of Intermodal Cartage Group, which handles and transports shipping containers for international imports and exports.

Georgia, the country, sounded sort of like Memphis the way it was described by Doborjginidze and Gogita Gvenetadze, acting head of transport policy for the Ministry of Economy and Sustainable Development of Georgia.

Situated between Russia and Turkey, it occupies a central position on land shipping routes between Asia and Europe. Gvenetadze said the country’s railroads transport 3.3 million people and 22 million tons of cargo annually, with much of the cargo going somewhere else.

“After studying the intermodal infrastructure here, we want to establish centers in our country,” Gvenetadze said.

Doborjginidze’s company is developing an intermodal facility in Tbilisi, the capital. He said, “The purpose of our trip is to meet with the leading U.S. companies in transportation and logistics sectors, to get a feeling how they are organized and to see how the businesses are operated.”

Memphis is worth studying because of its five major railroads, state-of-the-art intermodal yards and world-class distribution companies like FedEx. Also on the itinerary: New York, New Jersey, Greensboro, N.C., Washington, D.C., and Chicago.

“Our mission is to improve the education of our community about intermodal freight, and this is improving that education,” said Sean Ellis, associate director and business manager for the U of M center. “They spoke to our students yesterday about the challenges in their countries.”

Ellis added, “Really, it’s a good-will thing for us.”

Mark George has long-haul career in transportation with IMC

From the Memphis Business Journal

George was born and raised in Franklin, Tenn. In 1982, he and his wife, Melinda, moved to Memphis to start Intermodal Cartage Co. Since then, George has watched the transportation and logistics industry develop and worked to position his company ahead of the growth curve. George founded IMC Companies LLC in 2009 and currently serves as chairman of the group. What started with one truck and one driver has grown to more than 750 trucks, 125 maintenance and repair vehicles and more than 1,000 employees across the country. He and Melinda have been married for 29 years and have four children.

First job: The only job I’ve ever had is Intermodal Cartage Co.

Education: Attended undergraduate school at the University of Memphis

Residence: Memphis

Business philosophy: What gets measured gets managed

Best way to keep competitive edge: Continually reinvest in your business

Guiding principle: Stay focused

Yardstick of success: When I see people who work for me succeed and become owners of and leaders of their organizations

Goal yet to be achieved: To surpass $1 billion in annual sales

Best business decision: At age 21, deciding that international shipments would be my total career focus

Worst business decision: Worst business decision sounds catastrophic. I guess I’m lucky and I can’t think of any “worst business decision” that I’ve made.

Toughest business decision: Terminating an employee who was putting in effort, but simply didn’t have the skill set to succeed in this industry.

Biggest missed opportunity: Not taking the IMC brand national sooner. We have been a national player for some time, but remained under the radar until recently.

Mentor: My father

Word that best describes you: Opportunist

Like best about job: Making money

Like least about job: Losing money

Pet peeve: Sloppy work environment

Most important lesson learned: Relationships are key. Treat people the way you expect to be treated.

Person most interested in meeting: God

Most respected competitor: Container Port Group, Cleveland Ohio

Three greatest passions: Family, outdoors, business

First choice for a new career: Airplane pilot

Favorite quote: “The only thing that doesn’t change is changes itself.”

Most influential book: The Bible

Favorite cause: Agape Child & Family Services and the American Heart Association

Favoriate status symbol: My four children

Favorite move: “Shawshank Redemption”

Favoriate restaurant: Mel’s Kitchen

Favorite vacation spot: The Caribbean

What’s on your iPod: Eagles, Fleetwood Mac, Bread

Favorite way to spend free time: Hunting, vacationing in the Caribbean and spending time with my wife and children

Automobile: GMC Yukon Denali

Houston's oil price jitters

From the Houston Business Journal

Will Connell is feeling the pinch, but says its nothing compared to what his 130 drivers are going through.

In his container transport business, a few bucks extra on the price of a barrell of oil can mean more than a few headaches: It can mean the difference between sinking or swimming. The president of Houston based Gulf Intermodal Services says his drivers who pay fuel costs out of their own pockets, are paying about 15 percent more now that diesel fuel is more than $3.75 a gallon. One driver told Connell this week the high prices have forced him to sell his truck and take another job.

“You can’t react fast enough when the prices go up this fast to compensate a driver for what he’s having to spend,” Connell said. “We’ve raised our fuel scale (stipend) significantly, but it’s not enough. Drivers are really feeling it. As the price goes up it begins to affect whether these folks can make a living”.

Gasoline prices already were high before a wave of unrest swept across the Middle East and North Africa, creating a volatile market for crude oil. Now it looks like America could see a return of $4-a-gallon gas, a price that helped weaken the economy in 2008 and could stifle hopes for a strong recovery this year.

If crude oil reaches $115 a barrel in the second quarter, when Americans begin to take longer driving trips, the U.S. econonomy would take a significant hit, according to the economics group at Wells Fargo Securities.

Such a high price for oil would shave a full percentage point of gross domestic product growth in the second quarter, from a previously projected 3 percent growth rate to only 2 percent, according to this forecast. This week, the price of oil firmed up near $100 a barrel.

The last oil price spike also clipped the wings – and profits – of major airline carriers, including Continental Airlines, which was headquartered in Houston at the time, prior to its merger with United Airlines.

Houston Insulated?

In Houston, however, the overall impact is harder to gauge. THe conventional wisdom has always been that higher crude prices equal more profits for local energy companies, and thus a boost to the regional economy.

Still, Ken Medlock, an energy fellow at Rice University’s James A. Baker Institute of Public Policy, said that dynamic may not hold up in the case of short-term price spikes.

“These are short term profits, so it’s not going to make companies say ‘Let’s hire more people’ or ‘Let’s take on a new project,'” Medlock said. “It won’t have the spillover effects that a long-term rise in the price of energy would create”.

High gasoline prices hurt companies in two ways: They raise business costs, and they leave consumers with less money to buy other things.

“Higher oil prices act as a tax on disposable income,” said William Dudley, president and CEO of the Federal Reserve Bank of New York.

In addition, he said, many companies with large refining operations will find the higher crude price offset by decreased demand for refined products, such as gasoline.

Although the majority of U.S. oil imports come from Canada, a strong U.S. Ally, the latest oil crisis has led business groups to renew the siren calls for ending a reliance on foreign oil – a national security risk as well as an economic vulnerability, according to the Energy Security Leadership Council.

“The country has to mobilize and take some action to finally address this problem, which has been going on now for an awfully long period of time,” said Fred Smith, chairman and CEO of FedEx Corp. and the council’s cochair.

The council favors increased domestic production of oil and natural gas. It also proposes electrification of short-haul transportation fleets and wants the federal government to help build the infrastructure to make that possible.

President Barack Obama has called for putting 1 million electric cars on the road by 2015. Tax breaks and federal spending to support this goal, however, may not survive Congress’ plans to reduce budget deficits.

Foreign Oil Dependence

Meanwhile, T. Boone Pickens, chairman of Dallas-based BP Capital Inc., thinks the nation’s tucking industry should convert to vehicles that run on natural gas produced in the U.S.

“Despite advances in alternative energy, the trucking industry will continue to depend on traditional diesel fuel for the foreseeable future.” said Rick Moskowitz, vice president of the American Trucking Association.

That’s also why opening more areas of the U.S. to oil production is so important, according to ATA and other business groups.

The launch of the new initial well-containment response system makes deepwater drilling safer, contends the U.S. Chamber of Commerce, so the administration should allow drilling to resume in the Gulf of Mexico.

“Industry has stepped up to the plate, and now government should do teh same and end the facto moratorium to get the Gulf back to work for all Americans,” said Karen Harbert, president and CEO of the chamber’s Institute for 21st Century Energy.

Yet all of this political posturing doesn’t help Will Connell, or his drivers at Gulf Intermodal Services.

The latest price hikes mean Connell’s drivers are spending about 62 cents for every mile they drive, compared to about 55 cents in early January, calculated at six miles per gallon, a typical average for industrial trucks.

“That’s the challenge the whole industry faces,” Connell cautioned. “The biggest thing I worry about is the health of the owner operator and of the driver. If a company has a fleet, then it’s the company who bears the brunt. You saw a lot of companies go out of business in 2008 when the fuel prices went north.”

What opportunties exist in Asia for Memphis’ distribution and logistics firms?

From the Memphis Business Journal –

Jim Covington
Vice president of logistics
and aerotropolis development
Greater Memphis Chamber

FedEx has generated a three-hub strategy which is very enticing from the Asian standpoint because they’ve chosen Guangzhou as the hub for Asia. We’re working with Guangzhou to jointly look for leads for our businesses. If there is a business in Guangzhou which uses FedEx and doesn’t have an operation in Memphis, we’re trying to find out who they are and put them together with potential opportunities here. The same happens in reverse. If we have someone who’s interested in going to Asia, we would want to put them together with the Guangzhou people. It’s something we’ve been working on for some time. We did a similar formal agreement with Paris and we want to work out one with Guangzhou as well.

Katie George Hooser
Business development
IMC Cos.

Memphis’ infrastructure allows our city to have interconnectivity to Asia that provides important opportunities for our distribution and logistics firms. That interconnectivity is made possible by our unique ability to efficiently handle air freight shipments and our five Class 1 railroads. OOCL, a Hong Kong-based container shipping company, is Intermodal Cartage’s largest customer in the Memphis area. We transport hundreds of containers for OOCL a week. The majority of that freight is imports from Asia delivering to warehouses all over the Mid-South.

Richard McDuffie
Dunavant Enterprises Inc.

There continues to be an opportunity to expand in logistics due to overall economic global growth. In the U.S., according to recent reports, the third- and fourth-party logistics (3PL and 4PL) markets continue to grow ahead of the overall global economy; however, the growth opportunities for international 3PL and 4PL companies are more robust. Wage pressures and fuel costs are beginning to have an impact, but with many products, there are still chances to source product and import into Europe and the U.S. At the same time, exports will continue to feed the growth in capitalism that is occurring in Asian markets. We feel some keys to delivering results in these areas include having the right business personnel to execute strategies; ensuring your customer contracts have limited liability exposure; and understanding all credit or currency risks involved.

Tina Newman
Mallory Alexander International Logistics

Free Trade Agreement, a dollar favorable to exports, Japan’s devastation and the robust economic growth of many Asian countries contribute positively to the strength of the Memphis transportation community. As most are aware, U.S. cotton had a record year, and moving forward, we anticipate sustained growth in agricultural products, as well as plastics, chemicals, automotive and consumer goods. Key initiatives of near-product warehousing at both origin and destination, together with supply chain technology, will continue to provide the Asian continent increased visibility to the value of Memphis as a global logistics partner.

Memphis cartage company springs for big inventory of triaxle chassis

From the Commercial Appeal –

Intermodal Cartage is jockeying for advantage in its niche of the Memphis transportation market by adding capacity to move heavier shipping containers.

The unit of Memphis-based IMC Companies recently bought 50 triaxle chassis for $1.25 million to augment service at area intermodal rail yards.

The purchase gives the company about 65 triaxles, which provide more efficient transportation options for customers by carrying heavier containers legally, said Katie George Hooser, business development manager.

The upgrade comes at a time when a push is on to increase U.S. exports. Agricultural commodities grown in Tennessee, Arkansas and Mississippi are a big export item and prime candidate for the new triaxles.

Triaxle chassis can improve efficiency and reduce emissions for transportation companies, though heavier loads have been criticized for putting more stress on roads.

“I would say that anything we can do that can increase the productivity of drayage or inter- or intra-city truck travel would be a good thing, provided it doesn’t come with an added cost to maintain the road system,” said Marty Lipinski, director of the Intermodal Freight Transportation Institute at the University of Memphis.

Intermodal Cartage, founded by Hooser’s father, Mark George, has 325 drivers at terminals in Memphis, Nashville, Dallas and Kansas City. It specializes in drayage, or movement of shipments in and out of railroad yards and ports.

“It’s a big investment for us,” Hooser said. “It’s exciting because we’ve been needing them for a long time,” she added.

“We just found out there was a need for that, and customers were looking for triaxles to handle overweight freight. We handle a lot of agricultural products, especially in Arkansas, and I think the number of those we’re handling has increased. Those sometimes are heavier shipments and may need a specialized chassis.”

A regular chassis with two axles can handle about 39,000 pounds. A triaxle, which has a third axle, can handle a container weighing about 47,000 pounds, or 20 percent heavier. The chassis, purchased from Pratt Industries, include 35 for 20-foot containers and 15 that handle either 20- or 40-foot containers.

“They’re red because we’ve changed all of our logos, we’ve changed our identity, and we want that to be reflected in everything we do,” Hooser said.

The company plans to use the new chassis primarily in the Memphis market, hauling containers to and from the five Class 1 railroads with intermodal facilities here: Burlington Northern Santa Fe, Canadian National, CSX, Norfolk Southern and Union Pacific.

Growing Freight Success in DFW; Harrison Hoof, Vice President of Intermodal Cartage, has evolved with the freight industry

From the Dallas Business Journal

Mowing lawns at a young age, Harrison Hoof learned his first lessons in business and work ethic from his father. Originally from Memphis, Tenn., Hoof graduated from the University of Memphis with the goal of becoming a stockbroker, but saw an opportunity in the transportation industry and hopped on board. Hoof, 52, took a big step to move to Texas and now works with Intermodal Cartage as vice president. Hoof has been in the industry for almost 30 years and maintains a unique passion for his work and his coworkers. Outside of work, Hoof is a family man. He takes pride in his daughters Pamela and Kimberly and has been married to his wife Alycia for 25 years.

WHAT IS INTERMODAL CARTAGE? Intermodal Cartage (IMCG) is an affiliate of IMC, and we have offices in Nashville, Memphis, Dallas, Haslett and Kansas City. What we do is handle international containers. We handle imports and exports from the United States and other countries such as Asia.

WHAT WAS YOUR FIRST JOB? I had my first job at age 10. My father and I would cut this yard every week and he would give me all the money. He was building a work ethic in me, and every time I look back at that I smile. That was a good thing, and he would do it with me. That was one of the most important lessons I’ve learned in my life. Only problem is I don’t have a boy, so I can’t do my daughters like that.

DESCRIBE A LEARNING EXPERIENCE FROM EARLY IN YOUR CAREER? I was a manager at Pacific Intermountain Express and at my first work group that I managed, the average tenure was 15 years. I was a new supervisor and thought I knew everything. After I struggled and failed to meet my production goals for my work group, it was at that point I realized how important it is to get employee feedback. When I started to listen to them and implement their suggestions, I started making those production goals. This happened in my first job right out of college.

WHAT IS THE BEST ADVICE YOU’VE RECEIVED? My father told me to be the best at whatever I did and to learn from my mistake. That’s some of the best advice I’ve ever been given.

WHAT DO YOU DO TO RELAX? I like golf, going on power walks with my wife and hanging out in my media room, which I call my “man cave” at home. I like sports and watching movies.

WHAT IS YOUR PROUDEST ACCOMPLISHMENT? It’s getting married to my wife and having two beautiful daughters that are good people. On the professional side, it’s allowing myself to evolve within the transportation industry. I started in domestic (freight), then I went on to work in international consolidation, and now I’m involved in imports and exports. Throughout this process, I’ve met challenges at all levels and enjoyed success.

WHAT’S BEEN YOUR BEST BUSINESS DECISION? That’s an easy one. Best business decision was moving to D-FW from Memphis. The reason was it was a new frontier for me. It was a risk for me, because I had no friends or family here. It caused me to step outside my comfort zone, and I was eventually able to gain some new skills.

WHAT KEEPS YOU AWAKE AT NIGHT? I wish there was more time in the day. I work my process throughout the day. I learn how to relax and work toward a solution.

ANY REGRETS? I enjoy the challenges this involves, I wish I had started at Intermodal Cartage earlier.

WHO ARE YOUR BIGGEST ROLE MODELS? My first role model was my father because he worked two jobs most of my childhood and he supported anything I wanted to do. Now, it is a combination of people. Mark George, chairman of IMC companies, taught me balance and attention to detail and Randal Wright, executive vice president of IMCG, took the time to teach me the intermodal business.