Executive Transportation Sales & Operations Leader
Resume:
Todd Steelman
***********@*****.***
Leader…Mentor…Manager…Executive
20+ years experience across the Transportation industry including managing several sales and operation teams, human resources, safety, training, IT and pricing. Proven success in delivering breakthrough leadership solutions that transform individuals into top performers and teams into the best within the organization.
Career Summary:
Insightful and resourceful leader who applies a holistic business perspective to build resilient sales and operations teams that exceed customer expectations, drive sustainable growth and strengthen competitive advantage. Particular finesse in navigating cross-organization changes necessary to achieve strategic alignment between sales, operations and pricing. Strong experience in leveraging, utilizing and implementing Management Systems to optimize process flow, improve capacity, exceed growth (revenue) goals and minimize risk. Advanced level of understanding of P&L, enabling ongoing profitability and operational cost effectiveness. Bridge executive who can sell a promise and know how to operationally deliver it. Steady leader who can handle a crisis. Pivotal Strengths:
P&L Management - $750M
Data-Driven Decision Making
Transportation Risk Management
Key Stakeholder Relationships
Demand Management Planning
Consultative Selling Approach
Agile Logistics Solutions Customer Experience Fulfillment Operational Best Practices Multiple KPI Systems Continuous Improvement Negotiation Influencing Transportation Optimization Team Leadership Empowerment Cross-Organization Collaboration Professional Experience and Performance
Navajo Express; Denver, CO 2026
Medium Size FTL carrier that specializes in hauling refrigerated/frozen food. VP of Sales, Operations & Shop - 12 Direct Reports I was brought to build structure, change the culture and set a foundation that will last through the next generation of ownership. Some of my top KPI improvements in the first 6 months:
● Line Haul revenue increase 24.03%
● Loaded miles per truck improved by 39.95%
● Total revenue per mile increased by 6.64%
● Driver retention went from 73% seated trucks to 100% in 3 months
● Cut weekly shop spend by 50%
W2 Logistics; Cerritos, CA 2025
Small FTL carrier that specializes in temperature controlled Haz-Mat. VP of Sales - 2 Direct Reports
Recruited to build the brokerage side of the company as a player/coach. I started with a business plan then created a commission structure for all new hires, implemented hiring guidelines, organically built a CRM from the ground up as well as KPI reports to help measure newly created sales team progress. Took the monthly revenue from ZERO to $100k per month within a couple months prior to the freight recession ending. R+L Carriers; Wilmington, OH 2008 - 2025
Top 5 LTL Trucking companies in the Nation (Interstate Transportation of General Commodities). VP of Sales, Western US (2021-2025) – 14 Direct Reports, 82 Account Executives. Proven Sales and Operations leader with extensive LTL experience executing strategic sales and operations initiatives aimed at maximizing organizational effectiveness and profitability. Oversee omnichannel sales functions for all day to day revenue growth for LTL, FTL and Supply Chain with combined revenue of $1B per year. Produced continuous LTL revenue growth, trending above $3m a day. Double digit sales growth throughout my time in the position and led the company for the last 18 months in growth percentage. Successfully negotiated above company average yearly increases on all contract accounts. Supporting roles in pricing committee, CRM/MicroStrategy Steer Committee and oversight of the AE/Director training programs. Director of Sales, Southern California (2015-2021) - 17 Direct Reports Increased LTL revenue by $266k per day (330.3% growth) over 6 years, Increased FTL revenue by $606k per month (360.5% growth) over 6 years and Increased Supply Chain revenue by $439k per month (936.6% growth) over 6 years. Presidents Club award winner 5 out of 6 years while in the role. Service Center Manager, Fontana, California (2008-2015) - 16 Direct Reports, 100+ Employees. Responsible for all day to day aspects of a transportation facility including employee morale, safety, quality, service performance attainment, recruiting/training, customer service and sales involvement. Quadrupled Service Center size over 7 years by providing consistent leadership to all levels of the operation while fostering revenue and client growth.
Earlier Career Summary
Sr. Operations Manager; Santa Fe Springs, CA - Weber Distribution During my brief assignment at Weber I was able to make a large impact within the organization. I restructured the leased vehicle fleet and wrote/implemented 27 SOP’s involving equipment and day to day operations. I was the conduit between the LTL operation, warehouse, senior management and IT to restructure several programs used daily to better keep track of anything from inventory, trackability of shipments, pickups, line haul, KPI’s, etc.
Service Center Manager; Rialto, CA, San Diego, CA and Oxnard, CA - UPS Freight During my tenure at UPS Freight (Motor Cargo) I started in a small Service Center in Oxnard, then was promoted to SCM overseeing San Diego and Calexico and my final promotion was into the Hub in Rialto as the SCM overseeing all activities of the Service Center with 13 on my management team, 7 on my sales team and 250 employees. I had full P&L responsibility with revenue at $800k a month (typically ran at a sub 80 OR). While in control of the Service Center I was able to inspire the team enough to be the largest Service Center to win a Terminal of the Quarter and the best score in company history for an internal audit. Service Center Manager; Everett, WA - Viking Freight I started on the dock, then became a CDL route driver and worked my way up into a Service Center Manager position during my time at Viking. I was able to triple the bill count (revenue) of the Service Center in 3 years while being a member of the Management Steering Committee that worked on cutting corporate redundancies and waste. The team was able to achieve Terminal of the Year 2 consecutive years during my time as Service Center Manager.
Training
Carnegie Leadership for Managers Labor Negotiations Power Negotiations Map for Actions (Sales)
Mentor Training Leader Effectiveness
Presentation Skills Getting Results with People
Motivating People to Care CDL Driver
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