An Exclusive Sit-Down with TCI’s Operations Team
In the fast-paced world of trucking and logistics, success hinges on having operations leaders who can bring order to chaos through a rare blend of strategic vision and tactical execution. At TCI, that vital leadership falls to Jimmy Wren and Roy Sheraden – an inseparable “Dynamic Duo” whose pioneering partnership has helped propel the company’s rapid growth. Through their collaborative dynamic, this duo has fostered an environment of empowerment, trust, and open communication that permeates every level of the organization.
Jimmy and Roy have helped to cultivate a boundary-pushing culture – one that eliminates egos and bureaucracy in favor of progressive leadership strategies. Their symbiotic partnership allows them to be deeply embedded in day-to-day operations while also maintaining the altitude needed to steer TCI’s direction.
As we sit down with the Dynamic Duo, we gain an inside look at the philosophies and approaches that have allowed them to build high-performing teams and keep TCI’s operations firing on all cylinders, even amidst periods of breakneck growth. Their insights offer a roadmap for transforming company culture and pioneering more advanced operational strategies within the trucking and logistics industry.
An Introduction
Let’s start with a little background. How did you both get your start in the trucking and logistics industry?
Jimmy: Well, believe it or not, I actually started way back in 1994 during my senior year of college. I took a job as a dispatcher for a grocery company, thinking it would just be a short-term gig, but I ended up staying for 12 years! It’s funny how life works out sometimes. I never imagined I’d make a career in trucking and logistics, but here I am, almost three decades later, still loving what I do.
Roy: My story is a bit different. I got my start in 1997 when I went back to college to finish my degree. I needed a part-time job to help pay the bills, so I took a position doing manual calculations on driver logs and payroll for a trucking company. It wasn’t the most glamorous work, but it gave me a glimpse into the industry and I found myself fascinated by the challenges and opportunities it presented.
Jimmy: That’s the thing about this industry – it has a way of pulling you in and not letting go. There’s always something new to learn, some problem to solve, or some innovation to explore. It’s a dynamic field that keeps you on your toes.
Roy: And once you get a taste of the impact you can make and the relationships you can build, it’s hard to imagine doing anything else. I think that’s why Jimmy and I have both stayed in the industry for so long – it’s not just a job, it’s a passion.
What brought you both to TCI, and what do you love most about working here?
Roy: For me, the decision to join TCI was all about the opportunity to be part of a company that was truly focused on growth and doing things the right way. I had worked for some larger, publicly-traded companies in the past, and while there were certainly benefits to that experience, I found myself craving a more entrepreneurial environment where I could really make a direct impact. When I learned about TCI’s culture and vision, I knew it was the right fit. One of the things I love most about working at TCI is the people. We have an incredible team of talented, dedicated professionals who genuinely care about each other and our customers. There’s a real sense of camaraderie and shared purpose that permeates everything we do.
Jimmy: Same here. I love the culture of collaboration and continuous improvement at TCI. It’s a place where everyone is encouraged to bring their best ideas to the table and work together to make things better. Plus, the people here are just amazing to work with. It’s a culture of collaboration and teamwork that extends beyond just our immediate colleagues. One of the things that really sets TCI apart is the way we work with our customers and partners. We don’t just see them as transactions or numbers on a spreadsheet – we view them as true partners in our success. We take the time to understand their needs, their challenges, and their goals, and we work tirelessly to help them achieve them.
Roy: Ultimately, what I love most about working at TCI is the opportunity to be part of something bigger than myself. We’re not just moving freight or managing logistics – we’re helping to keep the economy moving and connecting people and businesses across the country and around the world. That’s a pretty incredible feeling, and it’s what drives me to come to work every day and give it my all.
Building a Strong Foundation
You two seem to have developed a strong partnership as TCI’s “Dynamic Duo.” Can you discuss the dynamics of your working relationship?
Jimmy: Roy and I have been fortunate to build a collaborative dynamic that brings out the best in each other. From my end, I tried to create an environment where Roy felt comfortable seeking guidance when he first arrived, without any ego or pretense. His willingness to be vulnerable and ask questions helped get him integrated quickly.
Roy: And Jimmy’s openness and expertise were invaluable as I ramped up. Just as important though, he gave me the freedom to apply my own experiences and push for new ideas where I thought we could evolve. Neither of us ever wanted to rest on our laurels.
Jimmy: We really tried to foster a culture of continuous improvement by constantly raising the bar for one another. If one of us implemented a successful new process, the other would strive to take it a step further on the next initiative.
Roy: It created this productive cycle of shared learning and one-upmanship, but it was always for the greater good of TCI, never out of personal competition. We knew that our success, and the success of our teams, was inextricably linked.
Jimmy: Roy nailed it – there was no territoriality or ego-driven bias. If an idea or solution showed merit, it was fully embraced across all our operations without hesitation. We functioned as a truly unified front.
Roy: That mindset of putting TCI’s needs first is what allowed us to remain so tightly aligned despite leading different geographic regions. Our roles and responsibilities became blurred for the sake of efficient collaboration.
Jimmy: At the end of the day, we knew that by working symbiotically and applying our combined experience, we could drive better results than either of us could alone. It was a force multiplier of sorts.
What would you say are the core principles that guide TCI’s approach to operations management?
Jimmy: I think it all starts with our people. We have an incredible team, and we work hard to empower them and give them the tools and resources they need to succeed. That’s really the foundation of everything we do.
Roy: And on top of that, we’re always looking for ways to streamline our processes, leverage technology, and use data to drive decision-making. But at the end of the day, it’s the people that make it all work. We also believe in eliminating ego, fear, and excuses. You leave that outside the door. That’s one of our core principles. You eliminate that, and then good things will naturally happen.
That’s an interesting principle about eliminating ego, fear and excuses. Can you expand more on what that means and how you operationalize it?
Roy: For us, it’s about creating an environment where people feel comfortable speaking up, taking risks, and learning from mistakes without judgment. We want everyone to leave their egos and fears at the door so they can be fully present and engaged.
As for excuses, we just don’t tolerate them. We empower our people to take ownership and find solutions, rather than making excuses. If something goes wrong, the focus is on “How do we fix this?” not “Whose fault is it?”
It’s really about fostering a culture of trust, accountability and continuous improvement. When people don’t have to worry about egos or fear failure, they’re freed up to be innovative, collaborative and to give their best every day.
Jimmy: This principle has been transformative for us in breaking down silos, encouraging open communication, and driving a problem-solving mindset throughout the organization. It’s cultivated an environment where everyone feels safe to take calculated risks and learn from inevitable setbacks.
Empowering Employees
TCI is known for giving employees a lot of autonomy to make decisions. Can you explain the thinking behind that approach?
Jimmy: We believe that the people closest to the work are often in the best position to make decisions about how to do it most effectively. Our job as leaders is to set the overall direction and provide support, but we trust our team to use their expertise and creativity to find the best solutions.
Roy: It’s about operating as an inverted pyramid of sorts. The drivers are at the top, being our true assets, and then the leadership supports them from the bottom. That empowered mindset is one of my biggest strengths – the ability to relate and adapt to all types of people.
How do you go about building and maintaining that level of trust in your teams to be able to empower them in that way?
Roy: It starts with leading by example and being transparent. We’re upfront about our expectations, but we also model the behaviors of owning our mistakes, asking for help when needed, and crediting others for their contributions. That vulnerability from leadership creates a safe space for others. It’s about building a relationship of mutual trust and respect over time. We show them we trust them to make difficult decisions, and in turn they show us that trust is well-placed through their commitment and results. It’s a continuous cycle.
I actually took a couple of psychology courses in college. While I hated the courses at the time, I’ve come to appreciate how eliminating ego, fear and excuses is so crucial for building trust and genuine connections with people.
Jimmy: Absolutely. We also strive to really know our people – their strengths, communication styles, motivations. That allows us to find the right balance of support and autonomy for each individual. Some thrive with more hands-on coaching, while others prefer to be given a problem to solve independently.
The key is maintaining an open dialogue and giving constructive feedback, both positive and negative. Our people know that we fully have their backs as long as they are acting with the best intentions for the company and our customers.
Can you give an example of how that approach has led to innovation or positive change within the company?
Roy: Oh, there are so many examples. But one that comes to mind is when we were first implementing our new transportation management system. Rather than just dictating how it would be used, we involved our whole team in the process and got their input on how to make it work best for their needs.
Jimmy: That’s right. And as a result, we not only got a system that was really well-suited to our operations, but we also had a team that was brought in and excited to use it because they had helped shape it. It was a great example of how empowering our people to be part of the solution can lead to better outcomes for everyone.
How do you balance the need for efficiency with the importance of maintaining flexibility and customer service?
Roy: It’s a balancing act, for sure. But I think the key is to always start with the customer in mind. We look for ways to streamline and automate processes in a way that benefits them, whether that’s through faster turnaround times, more accurate billing, or real-time visibility into their shipments.
Jimmy: And we’re always willing to adapt and make exceptions when needed to meet a customer’s specific needs. That’s where that flexibility and problem-solving mindset comes in. Our customers know they can count on us to go the extra mile to get the job done right.
Overcoming Challenges and Managing Growth
Let’s talk about challenges. Can you share an example of a significant challenge TCI has faced in recent years and how you overcame it?
Jimmy: One of the biggest challenges we’ve faced was managing a period of rapid growth. In my area alone, we increased our driver count by 230 and added 15 non-driver staff members in just six weeks. Roy: That was a crazy time. But we had a plan in place, and we just focused on executing it one step at a time. We broke it down into manageable pieces, communicated constantly with our team and our customers, and just kept putting one foot in front of the other.
That was an immense undertaking to onboard so many new drivers and staff so quickly. Can you give some more insight into your methodologies for executing large-scale initiatives like that?
Jimmy: Having a strong process was critical, but that process had to be coupled with flexibility. For this particular initiative, we mapped out every major milestone and workstream – everything from recruiting and vetting, to training, to getting the right equipment in place.
Roy: But then we also had a “spike team” that could jump in and troubleshoot any unexpected roadblocks that came up along the way. We knew things wouldn’t go 100% according to plan, so having that versatile rapid response team was key.
Jimmy: Constant communication and transparency was another major factor. We had daily stand-ups to synchronize all the workstreams and align on priorities. We also did a lot of roadshows and digital communication to keep our existing teams and the new hires informed on what to expect.
Roy: I’d say the biggest key though was treating it as an all-hands-on-deck situation. While we had designated leaders for each workstream, everyone from the executive team to the front-line staff chipped in where they could. That unified effort and sense of shared ownership is what allowed us to successfully execute at that scale on an aggressive timeline.
Jimmy: You’re absolutely right. At the end of the day, it took our entire TCI family working together seamlessly to pull off an initiative like that. It’s a great example of the power of our culture of collaboration and empowerment.
Prioritizing Safety and Compliance
Safety is obviously a huge priority in this industry. How does TCI approach building a strong safety culture?
Roy: It starts with making safety a core value of the company, not just a box to be checked. We talk about it constantly, and we make sure everyone understands that it’s a non-negotiable part of how we do business.
Jimmy: We also invest a ton in training and education. Every driver goes through a rigorous onboarding program, and we provide ongoing training on everything from defensive driving to proper cargo securement. We want to make sure our drivers have the skills and knowledge they need to stay safe on the road.
How do you balance the need for safety with the pressures of efficiency and on-time delivery?
Jimmy: We don’t see it as a trade-off. We believe that a safe operation is an efficient operation. When you prioritize safety, you reduce accidents, injuries, and downtime, all of which can be huge drags on productivity.
Roy: Plus, our customers understand and appreciate our commitment to safety. They know that when they work with TCI, they’re getting a partner who will do things the right way, even if it takes a little more time or effort. It’s just part of who we are as a company.
Putting Drivers First
TCI is known for its driver-centric culture. Why is that such a priority for the company?
Roy: Our drivers are the backbone of everything we do. Without them, we don’t have a business. So we believe in treating them as our most valuable asset and doing everything we can to support and retain them.
Jimmy: That means competitive pay and benefits, but it also means creating a culture of respect and appreciation. We want our drivers to know that they’re valued members of the TCI family, not just numbers on a spreadsheet. The drivers are really the true assets here.
I actually reported directly to Ryan Flynn, one of the owners, when I started in 2019. From day one, I was kind of given the keys and empowered to make decisions for my accounts. That set the tone for this driver-first culture.
Drivers are my kind of people – they’ve always got great stories and that blue-collar spirit I really vibe with. At the end of the day, there are only two things that really matter for us to focus on: safety and outstanding customer service.
What are some of the specific things you do to engage and support your drivers?
Jimmy: We have regular check-ins and feedback sessions to make sure we’re hearing their concerns and ideas. We also offer ongoing training and development opportunities to help them build their skills and advance their careers.
Roy: And we try to create a sense of community and camaraderie among our drivers. We host regular events and gatherings to bring everyone together and celebrate successes. It’s all about making TCI a place where people feel valued and supported.
Adapting to Change and Looking to the Future
How does TCI differentiate itself from competitors in the industry, and what do you believe sets the company apart?
Roy: There are a lot of things that set TCI apart, but I think it really comes down to our people and our culture. We have an incredible team of dedicated, talented professionals who are truly passionate about what they do. And we’ve worked hard to create a culture that values collaboration, innovation, and continuous improvement.
Jimmy: I think our approach to technology is also a big differentiator. We’re not just using tech for the sake of it – we’re being very strategic about how we leverage tools and data to drive real business value. And of course, our commitment to safety and customer service is second to none. We’re always going to do things the right way, even if it’s not the easy way.
Looking ahead, what are you most excited about for TCI’s future?
Jimmy: I’m excited about the opportunities we have to continue growing and making a positive impact. Growth – both for TCI and personally/professionally – is really my core purpose. We’ve got an incredible team in place, and I think we’re just scratching the surface of what we can achieve together. Whether it’s expanding into new markets, developing new service offerings, or finding ways to be even more efficient and effective, I think the future is bright for TCI. In fact, I fully intend for this to be my forever home until retirement.
Roy: I’m excited about the chance to be a leader in shaping the future of our industry. There’s so much change happening right now, from new technologies to evolving customer expectations, and I think TCI has a real opportunity to be at the forefront of that change. We have the talent, the resources, and the vision to really make a difference, and I can’t wait to see what the next few years bring.
Final Thoughts
Any final thoughts or advice you’d like to share with our readers?
Jimmy: I would just say, never stop learning and never stop pushing yourself to be better. This is an industry that’s always changing, and the most successful people are the ones who are always looking for ways to grow and adapt. Don’t be afraid to take risks, to try new things, and to learn from your failures. That’s how you get better.
Roy: And always remember that relationships matter. Whether it’s your team, your customers, or your partners, investing in those relationships and building trust is so important. This is a people business, and the companies that really thrive are the ones that never lose sight of that. So always be looking for ways to support and empower the people around you, and amazing things will happen.
The Road Ahead: Driving Continuous Improvement
In many ways, Jimmy and Roy’s leadership approach can be distilled down to a simple mandate: Never stop moving forward, but bring everyone along for the ride.
It’s that mindset, combined with their complementary strengths and shared vision, that has allowed TCI’s operations to fire on all cylinders. As the industry continues to evolve, there’s little doubt that this Dynamic Duo will keep steering the course, fueling TCI’s ascent as an undisputed leader in trucking and logistics for years to come.
The road ahead for the trucking and logistics industry is one filled with twists, turns, and opportunities for continued transformation. As Jimmy and Roy looked toward the future, it is clear that TCI is well-prepared to meet those changes head-on.
About Roy
Roy Sheraden is an accomplished leader with a robust 28-year career in the Logistics and Supply Chain Industry, where he has honed a specialty in Dedicated Logistics. Throughout his career, Roy has excelled in various roles encompassing business development, project implementation, continuous improvement, sales, and employee development. His professional journey is marked by a passionate commitment to enhancing operational efficiency and fostering strong team dynamics.
About Jimmy
Jimmy Wren has worked in Transportation, Logistics and Supply Chain since 1994. Jimmy has had the privilege to work with and learn from many amazing people. These people mentored him to focus on the core principles of Safety, People, Service and Cost that have guided him in a career that he loves. Jimmy enjoys working with Customers and Co-workers to tailor solutions that focus on efficiency gains while providing the highest level of customer service.
