JoyRide Logistics’ new COO believes success is measured beyond numbers. It’s about trust, growth, and building a culture where people thrive.

CHANDLER, AZ – At JoyRide Logistics, leadership isn’t defined by numbers alone — it’s about people. It’s about how well they’re supported, challenged, and inspired to grow. For Chief Operating Officer Greg Jackson, that belief has guided his 30-year career in logistics and continues to shape JoyRide’s future.

Now Jackson is focused on more than moving freight. He’s uniting teams across California, Arizona, and Nevada under one shared mission, shaping a culture where distance strengthens connection and adaptability fuels growth. In this interview, he shares his perspective on the challenges logistics companies face today, the innovations reshaping the industry, and the leadership lessons that continue to guide his journey.

Interview with Greg Jackson, COO of JoyRide Logistics

Q: Tell us about the path that led you to become COO at JoyRide Logistics. What inspired you to step into this role?
My journey started more than 30 years ago in the logistics industry, where I worked my way up through operational roles at companies like FedEx, ABX Air, and JAX Logistics. Along the way, I learned that the heart of this business is about people and performance — moving freight efficiently while supporting the teams who make it happen.

What inspired me to step into this role at JoyRide was not only the opportunity to help shape a growing company’s future, but also the vision of its leadership. I was impressed with how they were building something that connected people across California, Arizona, and Nevada while keeping everyone aligned under one mission. That was something I wanted to be part of.

I’ve always believed in the power of leadership. That belief drove me academically as well — earning a bachelor’s in Organizational Leadership and a master’s in Leadership — and it continues to guide me daily. I’ve been very fortunate to have great mentors along the way, and I still consider myself a student of leadership, learning something new every day.

Q: What trends or challenges do you think logistics companies must adapt to in order to stay competitive?
The biggest challenge right now is balancing efficiency with compliance and technology. Driver shortages, regulatory changes, and customer expectations for faster delivery are constant pressures. At the same time, companies must adapt to digital tools, automation, and data-driven decision-making. Those who succeed will be the ones who can stay nimble while keeping their workforce engaged and supported.

Q: Looking ahead, what’s one thing you’re most excited about?
I’m excited about positioning JoyRide as not just a carrier, but a solutions partner. That means using technology and relationships to anticipate customer needs, not just react to them. Personally, I’m energized by the challenge of scaling operations in a way that maintains quality and builds a long-term foundation for growth.

Q: Are there any new service areas or innovations you’d like to explore under your leadership?
Absolutely. We’re looking closely at expanding into more regionally dedicated lanes, as well as integrating technology that improves visibility for both customers and drivers. Telematics, AI-driven dispatching, and better predictive analytics are all areas I see making a real difference for efficiency and service.

Q: What does “success” look like to you for JoyRide — not just in numbers, but in impact?
For me, success is measured in two ways: customer trust and employee growth. If our customers see us as a reliable, forward-thinking partner, and our employees feel proud to be part of this team because they’re supported and growing in their careers, then the numbers will follow.

Q: What’s something special about JoyRide’s culture that you don’t see at other logistics companies?
It’s the sense of family and accountability, but also the regional perspective. At JoyRide, people genuinely care about one another and about doing the job right, whether they’re in California, Arizona, or Nevada. Leadership has set that tone — creating a culture where distance doesn’t divide us, it strengthens us. That combination of heart and multi-state connection is rare in logistics.

Q: What’s something your team might be surprised to learn about you?
They might be surprised to know I’m a big believer in fitness and personal growth. I’ve always been disciplined about routines, whether that’s in the gym or in leadership. Outside of work, I also enjoy mentoring others — helping people see potential in themselves that they may not yet recognize.

Q: What’s something about the logistics industry you wish more people understood?
I wish more people would appreciate just how much logistics touches their daily lives. Everything from groceries to technology to medicine is impacted by logistics. When it works, no one notices. But the amount of planning, coordination, and execution behind the scenes is incredible, and it deserves recognition.

Q: How does JoyRide support drivers beyond just employment? What makes this a great place to build a career?
We view drivers as partners, not just employees. That means providing competitive pay, but also investing in safety, training, and consistent communication. We also recognize the sacrifices drivers make and try to give them schedules that respect their home time. The goal is not just to offer a job, but a sustainable career where they feel valued.

Q: In five years, what do you hope employees will say about what it’s like to work at JoyRide?
I hope they say JoyRide is a place where they felt challenged, respected, and supported. A place where leadership listened and invested in their growth, and where they were part of building something bigger than themselves.

Q: If you could give one piece of advice to someone starting their career in logistics, what would it be?
Stay curious and never stop learning. Logistics is constantly changing — whether it’s technology, regulations, or customer demands. The people who thrive are the ones who stay adaptable, ask questions, and are willing to put in the work to learn every aspect of the business.

Q: You manage people you may rarely see in person, like drivers across California, Arizona, and Nevada. How do you build genuine relationships and trust when most of your leadership happens from a distance?
Trust comes from consistency and communication. I make it a point to be available, transparent, and to listen. Even small gestures — a phone call to check in, riding along with a driver, or acknowledging milestones — go a long way. What makes this even more powerful at JoyRide is that we already operate with a regional mindset. We see distance not as a barrier, but as an opportunity to create a stronger, more connected network.

Q: What’s a leadership principle you strongly believed in that forced you to reconsider or evolve?
Early in my career, I thought leadership was about having all the answers. Over time, I learned it’s really about asking the right questions and empowering others to solve problems. What truly changed my perspective were the people around me — mentors who challenged me, peers who offered different viewpoints, and employees who taught me the value of listening. Those experiences showed me that leadership isn’t about being the smartest in the room, it’s about creating an environment where others can thrive. That shift from directive to servant leadership has been one of the most valuable lessons of my career.