Great companies don’t become stronger during easy times. They reveal who they are during difficult ones.
Turning insights into action
Over the last three years, I’ve seen that firsthand at C.H. Robinson.
This month marks three years since I joined the company. It’s been a privilege to lead Robinson during that time. Looking back, I’m struck not only by how much has changed around us, but by how much we’ve changed from within.
When I first arrived, I started where I always do—by listening. By diagnosing. By understanding where we were, what was working and where we needed to raise the bar. One of the first questions I asked our people after becoming CEO was, “What’s impeding your speed?” and “What’s preventing you from accomplishing your work?”
I’ve always believed the best way to learn is by spending time with people.
Every conversation is an opportunity to learn—if you’re willing to listen.
What began as a conversation about process led to hundreds of conversations with employees, customers and carriers, shaped countless Gemba walks and reinforced a simple belief: the people closest to the work are usually closest to the solution.
As a leader, I care about creating clarity, removing barriers and helping great people do their best work. That’s where you uncover opportunities, challenge assumptions and find better ways to move forward. It’s also been one of the most rewarding parts of my time at Robinson.
Every visit reminds me how fortunate I am to work alongside people who continue to amaze me with their personal journeys and what they accomplish every day.
Over the last three years, we’ve made major changes. We stopped admiring problems and started solving them, every day. It’s how we’ve created a culture of builders—where the people closest to the work are empowered to solve problems, improve processes and take ownership.
Performing through complexity
In addition to transforming ourselves, we’ve navigated a freight recession, inflation, tariffs, geopolitical uncertainty, supply chain disruption and the rapid acceleration of AI. Markets shifted, customer needs evolved and new technologies emerged.
Through it all, we’ve remained focused on adapting by thinking differently, looking around corners and acting before change fully materializes. Today, Robinson is stronger because of it.
We’ve learned how to combine technology and expertise in new ways. We’ve built Lean AI. We’ve made mistakes and we’ve learned from them. We’ve become fitter, faster and more focused—positioning ourselves to better help customers navigate an increasingly complex world.
The companies that will lead in the years ahead won’t choose between people and technology—they’ll combine both to create even greater value.
I’ve learned that staying intellectually curious is essential. The moment we believe we’ve figured everything out is the moment we stop improving.
What we've learned
One lesson stands out above all others: you learn the most about an organization when conditions are hard. That’s when culture matters. That’s when resilience matters. That’s when great people make the difference.
One thing I’ve also realized over the last three years is that people still misunderstand our company. Some see Robinson as a transportation provider. Some see a broker. Some see a technology company. The reality is we’re all of those things—and more.
We anticipate the needs of our customers and carriers and continue leading the industry by disrupting from within.
Some people see the changes we’re making through our Lean operating model and assume the story is about efficiency, but that’s only part of the picture. Our story is about building new capabilities, improving service and becoming smarter, faster and better.
It’s about building a company where talented people thrive as they solve hard problems and create more value for customers and carriers than ever before. We’re building solutions for customers that move us up the value stack by helping solve bigger, more strategic challenges.
For me, Lean has never been just an operating model. It’s a mindset of listening, learning and continuously improving together.
Our greatest differentiator has never been technology alone. And it has never been scale alone. It’s the combination of great people, deep expertise and increasingly powerful technology working together.
The companies that will lead in the years ahead won’t choose between people and technology—they’ll combine both to create even greater value for customers while giving their people the opportunity to thrive. That’s the company we’re building.
The next chapter
As we look ahead, we’re rediscovering something that’s core to Robinson: a founder’s mindset. A mindset rooted in ownership, curiosity, urgency and optimism.
It’s the builder mentality we’re strengthening across Robinson because that’s the culture that will help write our next chapter. A belief that no process is too entrenched to improve, no challenge is too complex to solve and no success is a reason to stand still.
To me, that mindset also comes with responsibility. Leadership isn’t just about today’s results—it’s about leaving the company and its people stronger than we found them.
It also means taking accountability for the tough decisions. That’s my responsibility as CEO, and one that I take seriously because those decisions shape our future.
It’s the same mindset behind a simple question like, “What’s impeding your speed?” The same mindset that encourages leaders to get closer to the work, listen deeply and keep learning.
And it’s the mindset that will help us continue adapting and thriving in a world that refuses to stand still.
I’m optimistic about what’s ahead. Not because the future will be easy—it won’t be. Markets will continue to evolve. Technology will continue to accelerate. New challenges will emerge.
But Robinson has proven something important over the last three years. We adapt. We learn. We evolve. And we perform through complexity.
We’ve done all four, and we’ve become stronger because of it.
I’ve loved the last three years working alongside the best in the industry. Whether I’m visiting one of our offices, spending time with customers or out on a Gemba walk, I leave energized every time.
I’m continually amazed by what our people accomplish and the commitment they bring to serving our customers and one another.
If the next three years are anything like the last three, I'm more confident than ever that our best days are still ahead.
GO BLUE!
