Most consultants treat your CSA score like a paperwork problem. It isn't. A bad score is the symptom — the disease is safety, maintenance, and operations running out of sync. I rebuild all three as one machine. Built by a former 60-truck Inc. 500 operator who ran every department himself.
You clean it up, it creeps back. Because the violations are coming from somewhere upstream that nobody's looking at.
Roadside breakdowns, tows, emergency repairs, trucks sitting. Reactive instead of preventive, and it's eating your margin.
You hire, they go. Turnover costs you more than you think — in recruiting, in downtime, and in the violations green drivers rack up.
Premiums climbing, brokers and shippers asking about your scores. A bad rating doesn't just cost money — it costs contracts.
Every one of these traces back to the same root: safety, maintenance, and operations aren't talking to each other. Fix one in isolation and the others pull it back down.
A safety consultant fixes the paperwork. A maintenance guy fixes the trucks. A dispatcher runs the loads. Nobody connects them — so the score creeps back, the costs return, the drivers leave.
I ran all three departments myself, at scale, on a 60-truck fleet that hit the Inc. 500 twice. I know how a dispatch decision becomes a maintenance failure becomes a roadside violation becomes a CSA hit. That's the system I rebuild.
CSA scores, compliance, driver coaching, audit readiness.
Preventive programs, cost control, uptime, vendor discipline.
Dispatch, staffing, cash flow, the workflows that drive it all.
Most carriers start with The Fleet Audit → it reveals what's driving the problem → and leads into the Retainer or a Turnaround.
You're not paying for my hours. You're paying to avoid the things that actually sink carriers: insurance hikes, lost shipper contracts, out-of-service trucks, and the accident you didn't see coming.
Insurance increases and lost freight routinely run 10× the cost of the engagement. The fee is the cheap part.
"You're not selling theory — you've actually built and sold a successful trucking company. A lot of consultants teach things they've never done themselves. Your advice comes from firsthand experience."
"Some trucks, drivers, and equipment I thought were contributing to growth were actually dragging down overall profitability. That shift in perspective has been the biggest eye-opener."
I started driving in 2008. In 2014 I went independent with one truck. By 2018 I'd built a 60-truck fleet — ranked #277 on the Inc. 500, and #465 the year after. I acquired my own shop in 2019. And I kept my DOT safety scores compliant the entire way up.
I ran safety, maintenance, and operations myself — not from a textbook, from the driver's seat and the owner's chair. I know exactly how the three connect, because I lived what happens when they don't.
A free 30-minute call. We look at your situation across all three departments, and I'll tell you straight whether an audit makes sense for you — or not.
Book a free 30-min call→