Easing on down the road: interview with Melissa Williams
Melissa Williams discovered her passion in an unlikely place: the driver’s seat of her own truck. A big part of the appeal is freedom and independence, she says, but you have to know your limits and stand your ground.
Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
Melissa Williams found her calling the day her company suggested she apply for a commercial driver’s license. Since then, she has made the road her workplace as an independent owner-operator. The freedom she gained driving for herself means that she can choose the routes she wants and visit the places she wants to go. Senior Editor Victoria Kickham recently talked with Williams about life on the road on DC Velocity’s “Logistics Matters” podcast. What follows are some excerpts from their conversation.
Q: We write often about the need for truck drivers across the industry and the many efforts out there to recruit and retain people for the job. You are someone who has gone through that work transition to trucking. How long have you been a driver, and how did you get into the business?
A: I classify myself as a rookie driver. I only have about three and a half years on my license. I was working at FedEx Express at the Minneapolis airport, and a truck driver position opened up. They asked me if I wanted to drive. My immediate response was “You do know I drive a Mini Cooper?”—and they laughed at me. I told them, “Sure, why not? Let’s give it a try.”
How do you know what you love to do if you don’t try everything? Not only that, but if I don’t like it, it just adds to the list of skills that I can draw on in the future.
Q: That makes a lot of sense. Fast forward to today—you are an independent owner-operator and you work over the road, which means you travel long distances and are away from home for long stretches. Can you talk a bit about your job today—how you book loads, how you run your business, and, more broadly, about the advantages of being an independent driver?
A: Sure. I book my loads through the Vorto5F OTR platform. Basically, I set up what day I want to leave, what city and state [I want to start from], and then I determine how long I want to be out. Do I want to be out a week, two weeks, or whatever? Then I put in where I want to end and on what date.
Let’s say it’s a two-week trip. Basically, they start me out wherever I want to leave from and they bounce me to cities and states that match my preferences—places where I want to go. Then it is always the best-paying option from one place to the next and on to the next. That way it minimizes my amount of deadhead miles and the time I am sitting waiting between loads, so it maximizes my income.
Q: That sounds like a distinct advantage of being your own boss. What else does this allow you to do in terms of the freedom to decide how you do your job?
A: Well, I don’t have to go to any city or state that I don’t want to go to, that I am not comfortable going to. It allows me the opportunity to get out to North Carolina once or twice a month to see my grandfather, who’s 95, or my two younger sons—they’re 18 and 23—who live in Arizona. So I can go where I want to go when I want to go. If I want to stay there for a week and spend time, I can because: A) I am an owner-operator and B) they work with me so that I can have a life while enjoying what it is I do for a living.
Q: When you were working at FedEx a few years ago and decided to enroll in a commercial driver’s license course, did you expect to enjoy the industry as much as it sounds like you do? Has this new career surprised you in any way?
A: Yes. Initially, being a truck driver wasn’t on my radar even though my grandfather was a truck driver. At first, it was local work, and I quickly realized that local work wasn’t for me. I didn’t enjoy it. I figured if I’m going to work long hours in a truck, I want to go places. I want to see things. And that is the luxury of trucking: There are so many different types of work you can do in trucking that you can find what is best for you.
Q: On the flip side of that, what are the main challenges that truckers face today, and are there challenges specific to women drivers?
A: Over-the-road trucking is not for everybody. You have to be comfortable being alone. You have to be comfortable being away from home. It is a very specific lifestyle, and if it’s not for you, then maybe drive local. That is a challenge that a lot of people end up facing.
There are also concerns about safety for women for sure. You are in different cities and different states all the time. As women, we tend to be a little bit more cautious just because, well, we are women.
Q: I understand what you’re saying. Despite all of the challenges you mentioned, it sounds like you would recommend a career in trucking to women and, really, to anyone interested in the freedom that comes with over-the-road driving. What other advice would you give to people interested in pursuing a career in trucking?
A: I think trucking is great for anybody who has a passion or a desire to give it a try because there is so much diversity—flatbed, reefer, local, regional, over-the-road driving. There are a lot of options, but if you’re going to get into trucking, the number one thing that I tell people is know your limits, know your boundaries, and stand by them. Don’t let anyone push you around.
Then if you’re going to go and become an owner-operator, my recommendation is obviously to start as a company driver first to figure out the industry. Figure out what area is going to work best for you, and then learn everything you can about the industry, about the truck that you’re driving or the type of truck that you want to buy, and surround yourself with the kind of people who are doing and being what it is that you want to do and be.
Q: When you say “know your boundaries and don’t let anyone push you around,” do you mean in terms of doing the kind of work you want to do and going where you want to go?
A: Correct. With the ELD [electronic logging device] limitations, there are a lot of times where you may be sitting at a dock for 10 hours waiting to get unloaded. A lot of times as a company driver, your company may tell you “Well, you just had a 10-hour break and now you have to drive.” But just because you were sitting at the dock for 10 hours doesn’t mean that you were sleeping or are rested enough to drive. So, know your physical limitations when it comes to sleep and stress. But also, if you are petrified to go to a particular city, don’t go. Your safety and your mental wellbeing are the most important things.
Q: It’s important that we continue to raise awareness of the trucking profession. What do you think is the most important thing to mention in raising awareness about the importance of the job?
A: Almost everything that you have or use has been on a truck at some point. People are more and more aware of that, but they don’t realize what we go through on a daily basis, a weekly basis, or a monthly basis in order to provide that service to the population.
I also think it’s important that people be aware of the toll long-haul driving can take on a person. Sometimes we haven’t seen our family in a month or two months. A little bit of kindness in society overall goes a long way.
The supply chain risk management firm Overhaul has landed $55 million in backing, saying the financing will fuel its advancements in artificial intelligence and support its strategic acquisition roadmap.
The equity funding round comes from the private equity firm Springcoast Partners, with follow-on participation from existing investors Edison Partners and Americo. As part of the investment, Springcoast’s Chris Dederick and Holger Staude will join Overhaul’s board of directors.
According to Austin, Texas-based Overhaul, the money comes as macroeconomic and global trade dynamics are driving consequential transformations in supply chains. That makes cargo visibility and proactive risk management essential tools as shippers manage new routes and suppliers.
“The supply chain technology space will see significant consolidation over the next 12 to 24 months,” Barry Conlon, CEO of Overhaul, said in a release. “Overhaul is well-positioned to establish itself as the ultimate integrated solution, delivering a comprehensive suite of tools for supply chain risk management, efficiency, and visibility under a single trusted platform.”
Artificial intelligence (AI) and data science were hot business topics in 2024 and will remain on the front burner in 2025, according to recent research published in AI in Action, a series of technology-focused columns in the MIT Sloan Management Review.
In Five Trends in AI and Data Science for 2025, researchers Tom Davenport and Randy Bean outline ways in which AI and our data-driven culture will continue to shape the business landscape in the coming year. The information comes from a range of recent AI-focused research projects, including the 2025 AI & Data Leadership Executive Benchmark Survey, an annual survey of data, analytics, and AI executives conducted by Bean’s educational firm, Data & AI Leadership Exchange.
The five trends range from the promise of agentic AI to the struggle over which C-suite role should oversee data and AI responsibilities. At a glance, they reveal that:
Leaders will grapple with both the promise and hype around agentic AI. Agentic AI—which handles tasks independently—is on the rise, in the form of generative AI bots that can perform some content-creation tasks. But the authors say it will be a while before such tools can handle major tasks—like make a travel reservation or conduct a banking transaction.
The time has come to measure results from generative AI experiments. The authors say very few companies are carefully measuring productivity gains from AI projects—particularly when it comes to figuring out what their knowledge-based workers are doing with the freed-up time those projects provide. Doing so is vital to profiting from AI investments.
The reality about data-driven culture sets in. The authors found that 92% of survey respondents feel that cultural and change management challenges are the primary barriers to becoming data- and AI-driven—indicating that the shift to AI is about much more than just the technology.
Unstructured data is important again. The ability to apply Generative AI tools to manage unstructured data—such as text, images, and video—is putting a renewed focus on getting all that data into shape, which takes a whole lot of human effort. As the authors explain “organizations need to pick the best examples of each document type, tag or graph the content, and get it loaded into the system.” And many companies simply aren’t there yet.
Who should run data and AI? Expect continued struggle. Should these roles be concentrated on the business or tech side of the organization? Opinions differ, and as the roles themselves continue to evolve, the authors say companies should expect to continue to wrestle with responsibilities and reporting structures.
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
Editor's note: This story was revised on January 9 to include additional input from the ILA, USMX, and Freightos.
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.