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.
“The lane model ended four years of argument in one meeting. Everyone was suddenly looking at the same number.”
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