A Conversation with Raj Dalton, TCI Transportation’s COO
Strong leadership and a customer-centric approach are essential for success in the fast-paced world of logistics and transportation. Raj Dalton, Chief Operating Officer at TCI Transportation, embodies these qualities, bringing a wealth of experience and a unique perspective to his role. With a career spanning over two decades and a background that includes working for both large, publicly-owned companies and smaller, privately-owned organizations, Raj has developed a deep understanding of the industry and the key factors that drive growth and success.
In this article, we sit down with Raj to explore his journey in the logistics and transportation industry, his leadership philosophy, and his vision for TCI Transportation’s future. From his early days as a temp worker offloading ocean containers to his current role as COO, Raj shares valuable insights into the challenges and opportunities facing the industry today, and how TCI is positioned to navigate these changes through a focus on innovation, sustainability, and customer satisfaction.
Introduction
Can you tell us about your background and how you got started in the logistics and transportation industry?
I started at the ground level while attending junior college back in 1995. I began working for a small transportation company in California as a temp worker, offloading ocean containers filled with monitors and keyboards. I specifically remember each container had 740 cartons, and we had to hand offload all of them. I was working part-time through a temp agency while putting myself through school. Eventually, I got hired by that company and worked my way up from a dock worker to learning their cross-dock functionality, understanding where products came from and where they were delivered to. I became a supervisor and then a manager there, spending about five years in total. That experience taught me a lot about logistical work and laid the foundation for my future career.
What led you to join TCI Transportation, and what attracted you to the company?
I found TCI while looking for my next adventure after spending time at companies like UPS and Hub Group. Through LinkedIn, I learned that TCI was a privately owned company that had been in business for 45 years. Their business style and culture really resonated with me and aligned well with my background. After reaching out to the company and going through a series of interviews, I became increasingly convinced that TCI was the right fit for me. The more I learned about their approach to business, their commitment to innovation, and their dedication to their employees, the more excited I became about the prospect of joining the team. Ultimately, it was the combination of TCI’s culture, values, and the opportunity for personal and professional growth that led me to accept the position and embark on this new chapter in my career.
How has your experience working with diverse teams and clients from different backgrounds influenced your leadership style and approach to problem-solving?
My upbringing in Fiji, where respect, discipline, and education are highly valued, has certainly shaped who I am today and influenced my leadership style. Throughout my career, I’ve had the opportunity to work with diverse teams and clients from various backgrounds, and this has taught me the importance of adaptability and tailoring my approach to each individual’s unique needs and abilities. I believe in fostering an inclusive environment where everyone feels heard and valued, regardless of their background. When it comes to problem-solving, I try to encourage open communication and collaboration, as I’ve found that the best solutions often come from bringing together different perspectives and experiences. By embracing diversity and creating a culture of mutual respect and understanding, we can build stronger, more resilient teams that are better equipped to tackle any challenge that comes our way.
Role and Responsibilities
What does your current role as Chief Operating Officer at TCI entail?
As the Chief Operating Officer, I oversee the operational aspects of TCI’s business, which includes both leasing and trucking operations. I’m responsible for around 1,300 employees out of our total workforce of nearly 1,500. In transportation, no two days are alike. Every day comes with different challenges and issues, such as weather, road conditions, accidents, injuries, customer-related issues, production delays, and the human element. It’s rare to have a week where everything goes according to plan. Managing people across different sectors of operations is tough, and not everyone comes to work every day. The human management side of things certainly gives you a lot to work with and figure out how to fill in the gaps in your transportation world. My primary focus is on ensuring customer satisfaction, driving operational excellence, and developing our team. I work closely with our department leaders to plan and execute our strategies, always keeping an eye on the future and how we can continue to grow and improve.
How do you approach the daily challenges and complexities of overseeing both leasing and trucking operations?
In the service industry, our management team’s daily goal is to get products from point A to point B while navigating various challenges such as accident injuries and weather conditions. Figuring out how to execute day-to-day business and achieve the desired end result is a constant puzzle we must solve. My approach is to focus on customer satisfaction by having service discussions, putting plans together for execution, and addressing the needs of both new and concerned customers. Additionally, I prioritize operational execution and the growth and development of our entire team. Looking ahead 90 to 120 days, we assess our current situation and prepare to be four months ahead of plan.
What are your primary focus areas in terms of driving the company’s success?
Customer satisfaction, operational execution, and team development. I work closely with our department leaders to ensure that we’re meeting our customers’ needs, executing our plans effectively, and continuously growing and improving our team. It’s not just about managing the day-to-day operations, but also looking ahead 90 to 120 days and making sure we’re prepared for what’s to come. We’re always striving to stay ahead of the curve and anticipate our customers’ needs before they even realize them. That’s what sets us apart in this industry – our ability to be proactive and provide exceptional service.
Leadership Philosophy and Company Culture
How would you describe your leadership philosophy, and how do you apply it at TCI?
I believe that every voice on our team, not just the executive team, is very important. No idea or suggestion for doing something differently goes unheard. Everything is considered, and a good 90% is implemented and discussed. It’s a huge opportunity for employees to build on their ideas and grow. We’ve accepted ideas that didn’t work out, but if you don’t make mistakes, you don’t learn. We try not to make the same mistakes again. That’s our power – we’re going to try different things, consistently change for the better, and improve our business. I believe in fostering a supportive and collaborative environment where everyone’s voice is heard and valued. We encourage our team to bring their ideas to the table, and we’re always open to trying new things, even if they don’t always work out. That’s how we learn and grow as a company.
In what ways does TCI’s culture differ from that of larger, publicly-owned companies you’ve worked for in the past?
I’ve worked for large-scale public companies like UPS and Hub Group, as well as smaller-scale privately-owned companies. My preference in the industry is certainly privately-owned companies. I think it’s more impactful and personable. The employee factor, team factor, and collaboration factor create a very strong culture within private companies that you don’t see in public companies. At Hub Group, I was one of 97 vice presidents, which was ridiculous. At TCI, there were only three of us, and I got to pave the way and then grow and develop. From an innovation, contribution, and building mindset, you get a lot of empowerment within private organizations, as opposed to going through a lot of red tapes in large organizations. You might pitch an idea that has to climb about 60 steps and 60 desks before it even gets recognized.
Can you share an example of a challenging situation or decision you faced, and how you and your team collaborated to find a solution?
One example that comes to mind is when we had to improve our system utilization and data visibility for our customers from a trucking operations perspective. When I first joined TCI, improving our system utilization was the first task at hand. We had to develop a training program, collaborate with over 60 team members, build a process, explain the why and the how, and get everyone on board with utilizing our transportation management systems more effectively. It was a huge undertaking that took about nine months, but in the end, we were able to improve our system utilization from 40-45% to 90-95%. It required buy-in from everyone in our operations department, but by working together and communicating clearly, we were able to achieve our goal and provide better service to our customers.
Implementing Change and Improving Processes
What are some of the key initiatives or programs you’ve implemented to improve system utilization, data visibility, and onboarding processes?
One of the key initiatives we’ve implemented is the new customer onboarding process. We developed a project department within our operations group that handles a lot of projects, and these guys are all Microsoft Project certified. They go through a lot of detailed processes to ensure that new customers are onboarded smoothly and efficiently. Whether it’s a system implementation or a new business, we have a well-defined process in place to make sure everything goes according to plan. For system implementations, it could take six to nine months, while new business onboarding generally takes 30 to 45 days, depending on the size and complexity of the account. By having a dedicated team and a clear process in place, we’re able to provide a better experience for our customers and get them up and running quickly.
Can you walk us through a specific example and how your team successfully executed it?
Last year, we had a customer that gave us 10 locations, a total of 250 employees to onboard, and 600 pieces of equipment to implement. These 10 locations were spread out across the nation, particularly in the Southeast. They gave us just four weeks to hire 250 people, set up the locations, bring in all the equipment, and start running their transportation business. It was a very large piece of business, and there was a lot of discussion and planning that went into it for six months before we actually got started. It required all hands on deck, with everyone from our operations, recruiting, IT, and HR departments stepping up and clearing their calendars for two months. We spent a lot on startup costs over those two months, but in the end, we were able to pull off what the customer thought was impossible. They told us they had never seen anything like it before and probably wouldn’t see it again in their lifetime. It was a true team effort, with everyone collaborating and executing their tasks flawlessly to make it happen.
Industry Trends and Strategic Focus Areas
What are some of the key trends and challenges facing the logistics and transportation industry today?
It’s been a scary time in transportation logistics. You’ve seen a lot of companies close, including large companies that have been around for a long time. Transportation costs for customers are important right now. As we’re proposing to new customers and speaking to a lot of different customers, that’s one of the things we watch.
Within TCI, we have several divisions. We manage the brokerage side of the business, the leasing and rental side of the business, and we operate over 20 locations where we have an active shop. Not a lot of people are renting trucks right now, so the leasing and rental side of the business is another trend we’re part of.
We love working with our customers, and there are times when a customer goes through some hardship and needs a break in cost or some rate negotiations. We’re very willing to do that because we like to work with our customers when it comes to rates and understanding their business needs. The outlook on transportation and what the freight industry is doing is huge.
Can you share an example of how TCI’s commitment to innovation and technology has directly impacted a customer’s success or helped them overcome a specific challenge?
One recent example of our commitment to innovation and technology is the implementation of a tire pressure monitoring system (TPMS) for our trucks and trailers. While it may seem like a small thing, this technology has a significant impact on vehicle safety, maintenance costs, and overall efficiency. By constantly monitoring tire pressure, we can proactively address any issues before they lead to downtime or accidents. This directly benefits our customers by ensuring that their products are delivered on time and without incident. In one specific case, a customer had been experiencing frequent delays due to tire-related issues with their previous transportation provider. After switching to TCI and taking advantage of our TPMS technology, they saw a dramatic improvement in on-time deliveries and reduced product damage. This, in turn, helped them improve their own customer satisfaction rates and bottom line. It’s just one example of how our focus on innovation and technology can have a ripple effect that extends far beyond our own operations.
Can you discuss TCI’s approach to sustainability, and how you’re investing in electric vehicles and other green initiatives?
TCI wants to be at the cutting edge of sustainability. We want to lead in all the green initiatives, and we have customers, especially those based in California, that are embracing it and not balking at the cost. It’s about how you train, teach, and educate your customers in terms of adaptation now, so you don’t have to worry about it later. We currently have four electric vehicles in service as part of our road call fleet, and they’ve worked extremely well. We’re looking at setting up charging stations at various locations in California over the next 18 to 24 months. In fact, we’re talking to one of our largest customers, based on the East Coast, about deploying 20 electric vehicles over the next 18 months. These EVs are expected to run about a million miles, so it’s pretty exciting. We’re trying to stay ahead of the curve and be prepared for the future of transportation.
As you look ahead to the next 5-10 years, what do you believe will be the most significant disruptors in the logistics and transportation industry, and how is TCI positioned to navigate these changes?
I believe that technology and sustainability will continue to be the most significant disruptors in our industry. We’re already seeing a major shift towards electric and autonomous vehicles, and I think this trend will only accelerate in the coming years. At the same time, customers are increasingly demanding greater visibility, efficiency, and environmental responsibility from their transportation partners. To stay ahead of these changes, TCI is investing heavily in new technologies, such as our tire pressure monitoring system and electric vehicle fleet. We’re also working closely with our customers to understand their evolving needs and develop customized solutions that help them achieve their goals. By staying agile, innovative, and customer-focused, I believe we’ll be well-positioned to navigate whatever disruptions come our way. Of course, we can’t predict everything, but by building a strong foundation and a culture of continuous improvement, we’ll be ready to adapt and thrive in the face of any challenge.
Advice and Insights
What advice would you give to young professionals seeking to build a career in the supply chain and logistics field?
Find an organization that allows you to learn the different aspects of the supply chain business, such as procurement, business analytics, safety, maintenance, operations, and finance. This will help you become more well-rounded and prepared for what’s to come. As you step into the supply chain, logistics, and transportation industry, you can be an effective contributor to your organization and then kind of pave the way. We bring in new talent through our manager trainee program, where we source individuals fresh out of university with business or supply chain degrees. We give them training in all aspects of TCI’s business, so when they end up in their final role, they understand how to run their part of the business more effectively.
If you were speaking with industry peers, what insights or recommendations would you share about focusing on technology, data analytics, and customer solutions?
I would say that I’ve learned over my career that the demand for technology relating to visibility in the supply chain is really high. That’s what satisfies every customer. That’s the first thing that I’ve experienced. As long as they have the visibility and technology, they’re very satisfied, along with some data analytics on what exactly happened. If you can provide that information to all the customers you do business with, it’s going to be very successful. Build strong relationships and provide a customized solution. What you think is going to work for one customer doesn’t necessarily work for another. You have to build a customized solution and ask the right questions to understand what your customer expects of you if you want a long-term customer. Those are certainly the things I would say are my advice.
Closing Thoughts
How do you think your leadership has impacted TCI’s culture and positioned the company for future growth?
I truly believe that people should be who they are, and I certainly am who I am. I’m a real people person. I’m firm on policies and procedures, but I don’t treat every person I meet the exact same way. I customize my thought process and deal with everybody according to their unique ability to understand, and then I figure out how to get through to them. I have a way of connecting with my team, and I think that’s helped me quite a bit. I think everybody could tell me that I haven’t said one thing, made a promise, or a commitment to them that I haven’t held up in my four years here. I’m not very good at talking about myself, but I think I’ve learned a lot of trust within my team just by being me.
In your opinion, what sets TCI apart from its competitors, and how do you ensure that the company maintains this competitive edge as it grows and evolves?
I think what really sets TCI apart is our commitment to customized solutions and our willingness to go the extra mile for our customers. We don’t just try to fit them into a pre-existing mold – we take the time to understand their unique needs and challenges, and then we work collaboratively to develop a solution that’s tailored specifically for them. This approach requires a lot of flexibility, creativity, and hard work from our team, but it’s what allows us to build such strong, long-lasting relationships with our clients.
To maintain this competitive edge, we’re always looking for ways to innovate and improve. Whether it’s investing in new technologies, exploring new markets, or simply finding ways to optimize our existing processes, we never rest on our laurels. We also invest heavily in our people, because we know that they’re the key to our success. By attracting top talent, providing them with opportunities to grow and develop, and fostering a culture of collaboration and continuous learning, we ensure that we have the skills and expertise needed to stay ahead of the curve.
Ultimately, I think it comes down to never being satisfied with the status quo. We’re always pushing ourselves to be better, to do more for our customers, and to find new ways to add value. It’s not always easy, but it’s what sets us apart and positions us for long-term success.
Is there anything else you’d like to share about your experience at TCI or your vision for the company’s future?
I always encourage our teams to make our people and our customers the most important part of everyday business, go the extra mile, and let’s figure out solutions. Become an integral part of your customers’ business and make sure you understand your customers’ logistics needs better than your customer. That’s what will set us apart and position us for continued growth and success in the future. We have an incredible team at TCI, from our executive leadership to our frontline workers, and I’m honored to be a part of it. Together, we’ll continue to innovate, adapt, and provide the best possible service to our customers, no matter what challenges come our way.
Looking ahead, I’m incredibly excited about the future of TCI and the logistics industry as a whole. While there will undoubtedly be challenges and disruptions along the way, I believe that we have the right team, the right strategy, and the right culture to thrive in the face of change. By staying true to our values, prioritizing our customers and our people, and always pushing ourselves to be better, I’m confident that we’ll continue to grow, evolve, and make a positive impact on the industry for many years to come. It’s an exciting time to be a part of TCI, and I can’t wait to see what the future holds.
Raj Dalton’s leadership at TCI Transportation showcases how a customer-centric approach, combined with a focus on innovation, collaboration, and adaptability, can drive success in the rapidly evolving logistics and transportation industry. By prioritizing customer satisfaction, investing in advanced technologies, and embracing sustainable practices, TCI has positioned itself for long-term growth and success.
As the industry continues to transform, driven by advancements in technology, sustainability initiatives, and changing customer demands, companies that foster a culture of continuous improvement and innovation will be well-equipped to navigate challenges and seize opportunities. Raj Dalton’s journey and TCI Transportation’s success serve as an inspiration for those seeking to make their mark in the industry, demonstrating that by staying true to one’s values and prioritizing customers, organizations can emerge as leaders and shape the future of logistics and transportation.
About Raj
Raj Dalton is a transformative leader in logistics with a knack for reinventing clients’ businesses. At TCI Transportation, he deploys large-scale supply chain projects swiftly and effectively. Raj excels in building high-performing, diverse teams, a value rooted in his Fiji upbringing. He secures millions in new business for Fortune 500 and 100 companies, focusing on fuel efficiency and driver productivity. Known for his clear communication and innovative problem-solving, Raj continually pushes his teams to achieve outstanding results.
