TruCost comes from someone who has lived the heavy-haul industry for over 30 years — from the sands of Saudi Arabia to the back offices of some of the most respected rigging and transport companies in the country.
Before the trucking career, there was the Corps. The discipline and attention to detail it instilled became the foundation for everything after. Still on active duty, he wrote a compiled Clipper application for McAfee Trucking — an owner-operator settlement system the owner was still running three years later.
After leaving the USMC, a full-time role grew into the VP seat. The early software roots — building settlement tools that actually worked — set the tone for a career where technology and heavy haul always went hand in hand.
Managing the OTR division: specifying and purchasing major heavy-haul assets — including the Goldhofer THP/DL — and overseeing the build-out of the Aspen 500 from the ground up. Every permit for the division was ordered in-house, building deep expertise in super-load routing, state regulations, and the true cost of moving ultra-heavy freight.
The first modern build — a QuickBase system that gave the sales team fast, accurate estimates. Four years of historical load data was migrated in, so a salesperson could pull a matching transformer move in PA or NJ instantly, duplicate the record with all its children, and have a proposal ready in 5 minutes instead of 5 hours.
Asked how to price each piece of equipment, management's answer was simply: "Get as much as you can." No published rates. No cost structure. No overhead targets. Edwards and Supor had run on clear published rates — roughly 50% to direct costs, 25% to overhead, 25% to profit. Without that framework, pricing heavy haul by gut is a recipe for leaving money on the table — or running freight at a loss.
I love all of you. Thank you for the years of support.