A top-ten regional carrier was growing revenue and shrinking margin. We rebuilt the network around lane-level economics — and stayed through two quarters of execution to prove the new model in the P&L.
Two decades of customer-by-customer growth had produced a network nobody had designed: 40% of lanes were unprofitable on a fully-loaded basis, but the reporting stack — built around regional totals — couldn't see it. Volume incentives were pushing the sales organization toward exactly the freight the network handled worst.
A joint team of one Fresnaye partner, two principals, and the client's own pricing and operations leads built a lane-level economic model from raw movement data, then redesigned the terminal footprint, pricing floors, and sales incentives around it. No recommendation entered the deck until operations had confirmed it survived a Tuesday-morning dispatch meeting.
Margin was audited in the P&L across the two fiscal quarters after the redesign, not estimated at the end of the engagement. Lanes repriced or exited were counted against the lane model itself, and frontline dispatch leadership was tracked by name through the change.
“The lane model ended four years of argument in one meeting. Everyone was suddenly looking at the same number.”
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