The Godfather of JoyRide
An Interview with Tom Robinson
The Interview
A conversation about transformation, challenges, and the path forward
The Early Days & Laying the Foundation
In the beginning, you worked closely with Adis to build the operations team from scratch and train our very first dispatchers. What were those early training sessions like, and what was the core mindset you wanted to instill in the team?
We decided JoyRide would be driver-centric—based around the driver. In transportation, there are money makers and money spenders. Drivers are money makers; everyone else is a money spender. Without a good driver base, there would be no opportunity for this growth. We trained dispatchers in a manner that focused on that difference. Drivers, as money makers, would be treated with the respect demanded by the position.
Building an operational structure from the ground up is no easy task. What was the biggest challenge you and Adis faced during those early days, and how did you overcome it?
We resigned ourselves to the idea that advanced computer technologies were the way to establish an expandable, efficient system of operation.
Mentorship, Dispatch & Operational Excellence
Dispatch is often called the "engine room" of a logistics company. Having trained so many of our dispatchers, what do you think separates a good dispatcher from an exceptional one?
The recognition of the stress that is part of the normal transportation industry. Although you don’t realize it, self-inflicted stress by drivers is a significant contributor to driver fatigue. Dispatchers need to be patient and accommodating, balancing the needs of the driver with the demands of the customer while still focusing on the everyday demands of the industry. Drivers have bad days, and dispatchers have bad days. The difference is that a dispatcher must disguise their bad days to help lower that stress level. We taught our dispatchers to never show emotion and always be patient. If you find yourself getting mad, tell the driver, "I’ll call you back," and give yourself a chance to cool off before continuing the conversation. Always call back without exception, even if you go to voicemail.
Advisory Role & The Future of JoyRide
Today, you serve as Advisor to the Owner. How has your perspective shifted from managing day-to-day operations to helping guide the strategic vision of the company?
I have been in this industry since 1972. I have seen a lot, learned a lot, and am able to rely on that knowledge to help solve problems. My advice gives people the opportunity to look at a solution from all sides of the problem based on my 50+ years in the transportation industry. I have worked every aspect of truck transportation, from driver to terminal manager and everything in between.
JoyRide has grown significantly over the years. What excites you the most about the company's current direction and future growth?
I’m not sure I’m as excited as I am nervous. In order for a company to grow, it must always reach for the next rung on the ladder.
If you had to describe the "JoyRide Culture" that you helped build in just three words, what would they be?
Steady, focused, reaching.
Rapid-Fire / Personal Touch
What’s the most rewarding part of seeing a dispatcher you trained succeed and grow into a leader?
It is what I am most proud of. With few exceptions, I trained the majority of what is now the management core of JoyRide.
Best piece of professional advice you’ve ever received that you still pass on today?
You’re never in such a hurry that you can’t do the job correctly.
