As JoyRide Logistics celebrates a remarkable decade of growth and innovation, we take a moment to reflect on the journey that has shaped us into the industry leader we are today. In this special edition of our blog, commemorating our 10th anniversary, we sit down with Tom Robinson, affectionately known as the “Godfather of JoyRide.”
Tom has been a pivotal figure since the inception of JoyRide, playing a crucial role in steering the company through its formative years and beyond. His insights offer a unique glimpse into the origins, challenges, and triumphs of JoyRide Logistics.
In this interview, Tom shares his story and we’re finding out how he had a profound impact on our company and the broader logistics landscape.
- Being at JoyRide from the very start, what’s one decision you look back on and think, ‘That was a turning point for us’? How did it feel making it at the time?
The turning point that comes to mind as most significant at the time was the decision to hire Edmir Foci. His addition was the completion of the talent base that could help organizationally complete the management team which allowed us to grow. The three of us determined the direction we wanted to go and set the protocols to make it happen.
- Reflecting on the early days, can you share a moment or challenge that truly tested your resolve, and how did overcoming it shape the direction of JoyRide?
In the beginning we were organized where Adis was out knocking on doors looking for new business and Ed and I worked 12 hour shifts 7 days a week for about 2 years while growing the business and the fleet.
But I’m not sure we considered it a challenge at the time. It was just something that we did.
- Innovation has been key to JoyRide’s success. Can you discuss an innovation that was a hard sell internally but proved to be a game-changer for the company?
The hiring of Joyce Brezina as Safety Director was the largest “Innovation” at the time, Adis, Ed and I had been doing everything including Safety, Maintenance, Dispatch, Payroll, Billing, and recruiting.
We persuaded Joyce to come on board and she removed the safety “chores” from us allowing us to focus on other things.
4. Looking back, is there a ‘road not taken’ that you sometimes wonder about? How do you think it would have altered JoyRide’s journey?
We tried refrigerated freight for a while and couldn’t make it work. Coming from a refrigerated background I found that disappointing but the lack of experience and desire by drivers would have eventually exposed us to some possible freight claims. Though disappointed, it didn’t make sense operationally to proceed.
5. What’s the trickiest part of managing growing teams while maintaining that ‘family’ feel?
The trickiest part is finding responsible, qualified candidates to put behind the wheel of our equipment. There are cities in the United States that are heavily trafficked by transportation entities. Phoenix is one of the cities.
The competition for drivers is fierce and drivers tend to always be looking over the fence, looking for the next place to go. If we can get them in the door and have them stay, we can usually retain them.
Money will get them in the door, but it won’t make them stay. The way they are treated is what keeps them here. This has been the way we have managed from day one and is one of the things that sets us apart from the other guy.
6. How has being part of JoyRide’s journey from the start changed you personally?
It has allowed me to relax and help implement some of my ideas that have not been used elsewhere.
I have sat on both sides of the desk and can think both as a driver or a manager.
7. From your vantage point, what’s the most unexpected shift you’ve witnessed, and how has JoyRide adapted?
I have watched the expansion into Bosnia and admired the talent that has gone from little or no experience in ground transportation to competent managers.
8. As ‘the godfather of JoyRide,’ how do you want your contributions to be remembered within the company? Is there a particular philosophy or ethos you hope to leave as your legacy?
There are too many to focus on but. “IT CAN’T BE THIS HARD”, meaning there is always an easier, more competent way to do a task, we just have to figure it out.
“THE LIGHT IS ALWAYS RED”, meaning there is always an obstacle in the way. We need to figure a way around those obstacles.
9. What specific innovations or uncharted areas are you most excited about exploring in the future with JoyRide Logistics?
Eventually we will outgrow the current operating system and have to step up to one that will help propel us into the future offering a more complete “cradle to grave” system that will include the combination of all the systems we are currently using.
It will streamline every aspect of operation from load entry thru payroll and billing.
10. What advice would you give to someone just starting their career in the logistics and transportation industry?
Be patient. Listen and learn from others before attempting things on your own. Never be afraid to ask questions or seek the advice of others. Don’t let your ego entrap you in things that are wrong or unethical. Speak the truth always, even though it may not be to your advantage. Ask why, where, and when and use that information to form your opinions and actions. Remember you are never in such a hurry that you can’t do things the correct way. There are no shortcuts to doing things correctly.
11. If you could go back and give ‘Day 1 Tom’ one piece of advice or insight about the journey ahead with JoyRide, what would it be?
Stay on the farm.
As we wrap up this enlightening conversation with Tom Robinson, we gain not just a deeper understanding of JoyRide’s past but also a glimpse into its promising future. Tom’s reflections offer invaluable lessons on leadership, resilience, and innovation—elements that continue to drive JoyRide Logistics forward.
As JoyRide continues to navigate the roads of the logistics industry, Tom’s legacy and ethos remain at the heart of every decision and innovation.
Thank you, Tom, for sharing your journey and insights with us.
