CLDA Members are encouraged to share news about their company. CLDA may share on social media, in newsletters or the Customized Logistics & Delivery Magazine.
Ready to share your news with CLDA or the industry media? Learn from these tips and tricks on how to get noticed.
CLDA Staff
On November 10, CLDA was back in Washington, D.C. raising concerns about a policy fight that could have consequences far beyond New York City.
CLDA Past President Mark Chiusano and Executive Director Mike Wright were joined by Rich Meade of Prime Policy Group and longtime Government Affairs Committee member and final mile industry advocate Troy Cahill for a meeting with U.S. Department of Labor Wage and Hour Administrator Andrew B. Rogers.
The immediate issue was New York City’s proposed Intro. 518, the Delivery Protection Act. But the discussion quickly became about something bigger: who gets to decide how the final-mile delivery industry is structured, and what happens if cities across the country begin answering that question differently.
Intro. 518 would require covered delivery and warehouse workers to be directly employed by the last-mile facility operator and would largely eliminate third-party contracting for those services.
Much of the public debate has focused on Amazon and its Delivery Service Partner model. The problem is that the bill reaches much further. It could affect independent carriers, courier companies, owner-operators, brokers, logistics intermediaries and independent contractors across the final-mile industry.
For CLDA, that is the real concern.
This is not simply a worker classification debate. It is a proposal that could dictate how an entire segment of the transportation industry must operate and who is allowed to participate in it.
Transportation has long offered a path from driver, to owner-operator, to small-business owner. Those businesses create jobs, competition and opportunity, often for people who may not have followed a traditional college or corporate career path. Research examining Intro. 518 shows that the workers most exposed to disruption are heavily concentrated in New York City’s outer boroughs and include large numbers of minority and non-college-educated workers trying to build a living in one of the country’s most expensive cities.
That makes the potential consequences difficult to ignore.
Studies of Intro. 518 have modeled the loss of thousands of New York City jobs, higher delivery costs and the possibility that operators could move facilities outside the city rather than completely restructure their delivery networks.
And moving a warehouse does not make the package disappear.
The delivery still has to reach the customer. It simply starts farther away, potentially adding miles, congestion, emissions and cost while moving jobs out of the communities the legislation is intended to help.
CLDA also raised a broader federal concern.
There is a strong case to be made that New York City is moving into an area where local labor policy begins to overlap with federal authority over interstate transportation. Federal courts have already considered similar conflicts involving state independent contractor laws and rules that effectively dictated how delivery companies could structure their operations.
That matters because New York is not alone.
Chicago has already considered similar Delivery Protection Act legislation, and debates over subcontracting, intermediary businesses, joint employment and independent contractor relationships are appearing in other markets.
If that approach spreads, an interstate delivery company could face one operating structure in New York, another in Chicago and another somewhere else.
For an industry built around interstate commerce, that kind of city-by-city patchwork is a serious problem.
CLDA has spent roughly 25 years working with administrations of both parties on independent contractor policy. The rules have changed many times, but the association’s position has remained consistent: workers who are truly misclassified should be protected, while legitimate independent businesses and the opportunity for people to work for themselves must also be preserved.
There are real issues worth addressing.
Worker safety matters. Wage violations matter. Misclassification matters. Bad actors should be held accountable.
But those concerns should be addressed directly. They should not become a justification for eliminating legitimate transportation businesses, independent contractors or intermediary companies that play an essential role in moving goods throughout the country.
CLDA asked the Department of Labor to get involved before local employment mandates begin developing into a national model.
That is exactly why CLDA maintains an active presence in Washington.
Decisions being made today in New York, Chicago and other cities have the potential to reshape the customized logistics industry nationwide.
CLDA intends to make sure our industry’s voice is part of that fight.
Relevant Further Reading:
New York Times: Amazon Regulation and Mamdani
Jacqueline Epifanie has built relationships across financial services, energy, aviation, and logistics technology. Along the way, she learned a lesson that still shapes how she approaches a room full of strangers: leave space for a real conversation.
On CLDA’s Final Mile Fridays, the Chief Marketing Officer at Dispatch Science shared an early-career experience when a carefully prepared introduction became too much of a pitch. Honest feedback prompted her to change her approach, and that awkward first meeting eventually developed into a valuable mentoring relationship.
Today, she brings that experience to helping others feel more comfortable, ask thoughtful questions, and build meaningful connections at business events.
Joining her was CLDA President Lorena Camargo, who offered her perspective as a carrier, business owner, and recent exhibitor. Epifanie describes herself as an extrovert; Camargo identifies as an introvert. Their conversation showed how different personalities can find their own ways to connect.
Whether you’re preparing for CLDA’s Final Mile Forum or another business gathering, their advice offers a practical place to start.
You don’t need a memorable elevator pitch to begin a worthwhile conversation. Often, the event itself gives you something to talk about.
Epifanie recommends questions that invite people to share their experiences:
These questions can lead naturally into industry challenges, business decisions, or ideas someone wants to explore.
Camargo shared a lesson she learned through improv: “It’s better to be interested than interesting.”
Listen to the answer before deciding what to say next. Ask a follow-up question. Share something relevant from your own experience. That gives both people room to participate without putting pressure on either person to deliver a polished introduction.
Approaching a group that’s already talking can feel intimidating, even for someone who regularly attends conferences.
Epifanie looks for open body language and space in the circle. When the group appears receptive, she asks whether she can join. Once included, she listens before adding her perspective.
The people already in the group have a role, too. Camargo encouraged experienced attendees to leave room for newcomers, especially when catching up with longtime friends.
A small gesture can make a lasting difference. At her first CLDA event, Epifanie recalled how Mark Sanner took time to introduce her to people in his network. Those introductions helped her feel welcome and gave her a starting point for relationships she continued building afterward.
You can offer the same welcome by inviting someone to join your table, introducing them to another attendee, or briefly explaining the conversation they’ve just entered.
A business event brings people together professionally, but shared interests can make those connections more personal.
Camargo enjoys asking people what television shows they’re watching. She and Epifanie also recalled discovering a shared enthusiasm for soccer, which led to an extended conversation about the sport.
Travel, favorite shows, sports, and the city hosting the event can all provide common ground. Follow what interests both people rather than forcing every exchange back to business.
The same principle applies when explaining your company. Give someone enough information to understand what you do, then leave space for them to ask questions. You can always arrange another conversation if there’s more to explore.
For women attending events in male-dominated industries, walking into the room can bring an added sense of pressure.
Epifanie described learning to focus on curiosity, expertise, and useful insights rather than feeling she needed to establish all her credentials immediately. She also makes an effort to support other women and bring them into conversations.
Camargo recalled feeling intimidated at her early industry events before recognizing the value of her own knowledge and experience.
Their perspectives offer encouragement to anyone who feels out of place: you have something to contribute, even while you’re still getting comfortable. Ask a question, share an observation, or offer an experience that could help someone else.
Confidence can develop through those small interactions.
Some networking challenges are surprisingly simple: a plate in one hand, a drink in the other, and someone approaching to introduce themselves.
Camargo suggested keeping what you’re carrying manageable and leaving a hand available for introductions. Epifanie sometimes chooses to network first and eat afterward.
Both also emphasized pacing yourself. Conference days can start early and end late. Make your own choices about alcohol, stay within your limits, and preserve enough energy to participate the next day.
For introverts, that may also mean taking breaks. Camargo explained that stepping away briefly helps her return with the energy to enjoy conversations with people she may see only once a year.
You can be engaged without being available every minute.
Checking your phone, glancing at watch notifications, or looking over someone’s shoulder can leave them feeling overlooked.
Epifanie encouraged attendees to be present and listen for understanding. Give the person in front of you your attention, even if the conversation is brief.
When it’s time to move on, a warm ending is enough:
“I’ve really enjoyed our conversation. Let’s stay in touch.”
You might mention that you’re heading to a session or planning to greet a few other people. There’s no need to spend an entire reception together to show that you valued meeting someone.
Epifanie connected these habits to respect: for the person’s time, the setting, and the relationship you’re building.
Camargo’s recent experience exhibiting reinforced how valuable booth conversations can be.
Exhibitors can help attendees explore resources, discuss operational challenges, and learn from their experience working with other businesses. Those conversations don’t require an immediate purchase decision.
Be open about what you’re interested in and what you’re still figuring out. A useful exchange may help you understand a problem differently or identify an option to revisit later.
If you’re attending with coworkers, consider spending part of the event separately, too. Epifanie makes a point of sitting with people she doesn’t know at meals, creating opportunities she might otherwise miss.
A good conversation gives you a natural starting point for staying connected.
Epifanie typically sends a LinkedIn connection request within 24 to 48 hours, including a personalized note referencing the exchange. She continues building the relationship by engaging with relevant posts or sharing information related to the person’s interests.
Camargo often combines a LinkedIn connection with a follow-up email.
The exact timing can vary. What matters is helping the other person remember the conversation and giving them an easy way to continue it.
Be patient with responses. Attendees return to travel, full inboxes, and businesses that need their attention. A delayed reply doesn’t necessarily mean someone wasn’t interested in staying connected.
For people preparing to attend the Final Mile Forum for the first time, smaller gatherings can provide a comfortable starting point.
During the conversation, Epifanie highlighted the first-time attendee reception, sponsored by Dispatch Science, and the women’s brunch as opportunities to meet people and begin recognizing familiar faces.
Camargo encouraged attendees to use the event app to learn who’s attending and identify people they would like to meet.
Returning attendees can help by making introductions, opening up their groups, and inviting someone new to sit with them.
You don’t need to meet everyone or have the loudest voice in the room. As Epifanie put it, networking is about being “curious enough to start a conversation and then confident enough to stay in it.”
Start with one introduction. Give the other person room to respond. See where the conversation takes you.
Put these tips into practice at CLDA’s Final Mile Forum. Meet fellow final mile professionals, exchange ideas, and build relationships you can continue long after the conference ends.
Coming for the first time? Start with one introduction. We look forward to meeting you.
Register Now for Final Mile Forum 2027
Watch Don’t Know Anyone? Let’s Break the Ice on CLDA Final Mile Fridays for more personal stories and practical conference networking advice from Lorena Camargo and Jacqueline Epifanie.
Want to have a say in how we run CLDA? Here’s your opportunity to help shape the future of the association and the industry we represent.
CLDA is now accepting nominations for its 2027 Board of Directors, and we’re looking for members who want to take an active role in moving our association forward.
Our Board helps set CLDA’s strategic direction, guides our advocacy efforts, and ensures we’re delivering value to members through education, networking, and opportunities to grow their businesses. Serving on the Board is also an opportunity to build relationships with fellow industry leaders and make a lasting impact on the profession.
Five Board seats are up for election in 2027, including one seat that may be filled by a Shipper or Affiliate Member. The remaining seats are reserved for Carrier Members. Each elected director serves a two-year term.
Being a CLDA Board member is a rewarding experience, but it’s also a serious volunteer commitment. We want prospective candidates to understand what’s expected before submitting a nomination.
Board members are expected to contribute both their time and financial resources to supporting the association. This includes:
This isn’t simply an honorary position. Our Board members are working leaders who help guide the association and are invested in its success.
We encourage anyone considering a nomination to review the CLDA Board Member Expectations before applying.
Members may nominate themselves or a colleague, provided they meet the eligibility requirements. All candidates must represent a CLDA member company in good standing and must renew their membership for 2027 before the election.
Nominations must be submitted by December 2, 2026.
The nomination process includes a brief biography, headshot, and short candidate video. Full eligibility requirements, submission instructions, and election details are available on the nomination form.
Voting will take place January 5–21, 2027. Newly elected Board members will be expected to attend the February 9, 2027 Board meeting in Orlando, immediately ahead of Final Mile Forum 2027.
Submit a Nomination for the 2027 CLDA Board of Directors
Interested in getting more involved but not quite ready for a Board position? Joining a CLDA committee is a great place to start.
Our committees do much of the hands-on work that keeps the association moving forward. Whether your interests are in membership, education, marketing, government affairs, or the Final Mile Forum, there’s an opportunity to contribute your experience and help shape CLDA’s programs.
Committee service is also a good way to learn how the association operates, build relationships with fellow members, and see whether Board service might be right for you down the road.
Committees are working groups, not honorary appointments, so members are expected to participate and follow through on their responsibilities. Most meet once a month for approximately 60–90 minutes, with some additional work between meetings. Plan on committing roughly 4–5 hours per month.
It’s a meaningful commitment, but one that is generally more manageable and doesn’t carry the same travel and financial responsibilities as Board service.
Not ready to run for the Board? Start with a committee. Complete our brief committee interest form to let us know where you’d like to contribute. We’ll help you find an opportunity that matches your interests and experience.
Volunteer for a CLDA Committee – Complete the Interest Form
Whether you’re ready to serve on the Board or want to start by joining a committee, we encourage you to get involved. CLDA’s strength comes from members who are willing to share their experience, contribute their time, and help move our industry forward.
Our work deserves to be understood.
When a delivery goes well, most people see a package arriving where it needs to be, on time.
They don’t see the dispatcher adjusting the plan when a road closes. The driver following precise handling instructions. The calls, decisions, and coordination behind a delivery that simply cannot wait.
In my own business, I see how much work goes into making a delivery look simple. I know many of you see the same thing every day. That’s why I care about making sure the people shaping policy understand what this work actually takes.
We can’t assume that the people making decisions affecting our industry understand our businesses the way we do.
That is why advocacy is such an important part of CLDA’s work. We have a responsibility to help policymakers understand how final mile delivery operates, who depends on it, and how their decisions affect our ability to serve our customers.
That understanding starts with the experiences each of us can share.
Policymakers can better understand an issue when we explain how it affects our business, a driver, or a customer waiting for a critical delivery. Our daily experiences give us something valuable to contribute.
You don’t have to be a policy expert to take part. Share an issue you’re facing with CLDA. Respond when the association asks for member input. Be willing to explain how a proposed change would affect your operation. Your input helps CLDA speak for our industry with real examples from our daily work.
The work behind a successful delivery may happen out of sight. As an association, part of our job is to make sure its value is understood.
Help CLDA carry that message forward by contributing to the Advocacy Fund. Your support helps give our industry a stronger voice and brings the realities of running a final mile business into the conversations that affect our future.
Donors will be recognized at the upcoming Final Mile Forum in Orlando. I invite you to join me in supporting this work and investing in our industry’s future.
Contribute to the CLDA Advocacy Fund
Thank you for the expertise and perspective you bring to CLDA. Let’s continue making our experience count where decisions are being made. I look forward to seeing you in Orlando!
Lorena Camargo
President, CLDA
Learn more and get involved with CLDA today!
I’ve always felt that one of the best things about CLDA is the people. I’ve seen firsthand how a conversation at an event, a round of golf, or even a little friendly competition can turn into a lasting relationship or a new business opportunity. That’s a big part of what makes Final Mile Forum special, and it’s why I’m particularly excited about what we have planned for Orlando in February.
2027 marks CLDA’s 40th anniversary, and an opportunity to celebrate how far we’ve come as an organization while focusing on what matters most to our members today: building relationships, finding new opportunities, and growing their businesses.
Our committees and staff have been working hard to put together a program that delivers real value, from educational sessions designed to help members expand into new markets to networking experiences that bring people together in ways a traditional conference simply can’t.
And some of the experiences I’m most excited about will happen before the conference officially begins.
One of my favorite things about Final Mile Forum is the opportunity to get to know members outside the traditional meeting setting. Some of the strongest relationships that have been built in this industry started during conversations away from the conference rooms and our preconference events are designed to create exactly those opportunities.
Fastest Courier Challenge
Anyone who knows me knows I’m a big Formula 1 fan. Last year, I participated in the Fastest Courier Challenge at Circuit of the Americas (COTA), and it was honestly one of the coolest experiences I’ve ever been a part of. Beyond the thrill of racing, I made some fantastic connections with fellow members that have continued well beyond the event.
This year, we’re moving the competition to the Orlando Kart Center, and from what I’ve seen, this track could make things even more interesting. Orlando’s Silverstone layout is nearly two-tenths of a mile longer per lap, with faster, sweeping corners and a 170-meter straightaway where drivers will have a real opportunity to race side by side. It’s also a longer, more demanding track, with faster cars and more excitement. As a racing fan, that’s exactly the kind of competition I want to be part of… and you don’t have to be a race expert to have a great time, in fact crashing might be the best part. If you’ve got a sense of adventure and want to make some new connections, I’d highly recommend joining us on the track.
Golf Outing
I also love a good round of golf, and there’s a reason golf has always been such a big part of doing business. Whether you’re an experienced golfer or someone who only picks up the clubs a few times a year, spending a few hours on the course gives you a chance to really get to know people.
The conversations, friendly competition, and shared experiences often lead to lasting relationships. And at CLDA, those relationships can turn into real business opportunities.
Women in Logistics Brunch
Another event I’m especially excited for is our Women in Logistics Brunch which enters it’s second year at FMF27.
I’ve had the opportunity to be involved in the planning process, and it’s given me an even greater appreciation for the importance of this event.
Logistics has historically been a male-dominated industry, and creating a space where women can speak openly about their experiences, challenges, and opportunities is incredibly valuable. It’s an opportunity to share perspectives, build meaningful connections, and support one another’s professional growth. I’m excited to see this event continue to grow.
Of course, these events are just the beginning.
Throughout FMF27, we’re putting a strong emphasis on helping members find new opportunities to grow their businesses. Our educational programming and networking experiences will focus on expanding into new markets, developing new relationships, navigating industry challenges, and identifying opportunities across the logistics supply chain.
We’re also creating more opportunities for meaningful interaction between carriers, shippers, industry partners, and the people who can help take your business to the next level.
There’s much more to share, and I’m looking forward to highlighting some of the exciting programming and experiences we have planned as February approaches.
If you haven’t renewed your CLDA membership for 2027, now is a great time to do so. Members who renew and register for FMF27 by November 30 can take advantage of our special $995 registration rate, saving $700 compared to the non-member price.
Forty years is quite a milestone, and I can’t think of a better way to celebrate than bringing our industry together to build relationships, create opportunities, and look toward the next 40 years.
Renew your membership, register for FMF27, and join us in Orlando for what promises to be a memorable celebration!
Renew or Join CLDA | Register for FMF27
Michael Wright
CLDA Executive Director
Your next major customer could expose every weakness in your operation.
The processes your team has managed informally become harder to follow. Your most experienced employees spend more time troubleshooting. You find yourself pulled back into dispatch just when you need to focus on the bigger picture.
Before pursuing the next opportunity, it helps to ask: Can the business support the growth we want?
For courier companies, that answer depends on more than available drivers or delivery capacity. It also depends on how knowledge is shared, how opportunities are evaluated, and how much of the operation still depends on the owner.
Eddie Pillow, CEO of Indianapolis-based Pillow Logistics Group, has worked through those decisions. In a recent CLDA Final Mile Fridays conversation with host and CLDA President Lorena Camargo, he shared experiences that offer a useful starting point for owners assessing their own readiness to grow.
Before changing how your business operates, identify what customers value most about working with you.
It might be access to someone who understands their account. It might be your response when something goes wrong. Those strengths can be easy to overlook when evaluating efficiency because they do not always appear as a separate line on a financial statement.
At Pillow, reaching a live person has remained a priority as the company has evolved. Eddie initially questioned that approach, but personal service was deeply connected to the company’s customer relationships.
At the same time, the company has adopted technology elsewhere, including an AI recruitment platform to help screen driver candidates.
Together, those choices illustrate how a business can modernize while preserving a service commitment.
When evaluating a change, consider both its operational benefit and its effect on the customer. Will it reduce repetitive work? Help the team respond faster? Make it easier to get an answer when a delivery needs attention?
Understanding those effects gives you a better basis for deciding what to change and what to protect.
Think about a responsibility your business handles well today. Now imagine the person who usually handles it is unavailable for a week.
Could someone else step in? Would they know the customer’s requirements, the system steps, and what to do when something goes wrong?
If the answer depends on calling that person, you have found a vulnerability worth addressing before adding more work.
Eddie experienced the cost of knowledge leaving with employees. Documenting processes became an important part of making responsibilities transferable, including instructions and screenshots for internal and customer systems.
Start with tasks where a knowledge gap would cause the most disruption. Capture enough detail for someone else to perform the work, then have another team member use the instructions. Their questions will help reveal what is missing.
Keep that information current as customer requirements and systems change.
The ability to teach a process gives your business more capacity than simply having one person who knows it well.
It supports training, coverage, delegation, and a more consistent customer experience as the company grows.
A promising account can look very different once it reaches operations.
Additional warehouse space, temporary labor, management attention, and service issues can absorb the margin you expected. The impact can also extend beyond that customer if your team starts diverting resources from established accounts.
Pillow encountered that situation with a large statewide opportunity. The work appeared to offer geographic reach and opportunities to combine freight, but it placed significant demands on the operation during a period of internal transition.
Within roughly 60 days, Eddie approached the customer about ending the relationship. Walking away came with a financial loss, but it helped the company refocus on work that better fit its strengths. Its stronger financial position afterward reinforced that decision.
Before accepting a major account, look beyond the proposed revenue:
Set a plan for reviewing performance after launch, too. Compare actual costs and service demands with your expectations while there is still time to address a problem.
A competitor’s presence in a market tells you little about its profitability. Your own capabilities, costs, and customer commitments provide a more useful basis for deciding where to grow.
A customer’s needs may extend beyond your current service area. Strategic carrier relationships can help you pursue that opportunity without immediately opening another location.
But the relationship needs to support the service you are promising.
Before relying on another carrier, understand its capabilities, communication practices, and approach to resolving problems. Establish clear expectations for the work and how information will move between your teams.
Eddie identified carrier partnerships as an important part of Pillow’s growth strategy. Those relationships create opportunities to combine capabilities and serve customers across a broader footprint.
This is also where industry involvement can have a practical return. Meeting other operators through CLDA, Final Mile Forum, and Connect events gives owners time to learn about each other’s businesses before an urgent coverage request or joint opportunity arises.
The conversation you start today may help you assess an opportunity months later.
Being involved in everything can feel useful. It also makes it harder to see which responsibilities the owner still needs to carry.
If you have capable people overseeing daily operations, repeatedly stepping into their work can consume the time you need for developing relationships, evaluating opportunities, and planning the company’s future.
Eddie described learning to step back as his leadership team grew stronger.
“When you bring on great people, that’s not where they need me.”
That adjustment requires more than removing yourself from an email group. Your team needs clear responsibilities, access to information, and an understanding of when an issue needs your involvement.
Look at how you spent the past week. Which tasks required your judgment or relationships? Which could someone else handle with better training, documentation, or authority?
Then consider the work you did not get to. Perhaps it was reviewing account profitability, developing a future leader, or building a carrier relationship.
Your calendar can reveal whether you are giving the next stage of growth the attention it requires.
You do not need to overhaul the company at once.
Choose one area that would become harder to manage if volume increased tomorrow. Document a critical process. Review the full cost of a demanding account. Clarify a team member’s responsibilities. Make time for a relationship that could expand your capabilities.
Those steps help build a business that can take on opportunity with greater confidence.
For established courier companies, preparing for growth includes being willing to examine familiar habits. Some will remain valuable. Others will need to evolve as customers, employees, and the operation require more from the business.
Watch Eddie Pillow’s full Final Mile Fridays conversation with Lorena Camargo for more on evaluating opportunities, building a capable team, and evolving as a courier business leader.
Watch the full episode on YouTube.
CLDA’s Final Mile Fridays brings together industry leaders for practical conversations that help final mile companies build stronger, more successful businesses.
On October 22, CLDA President-Elect Ralph Perrothers joined the Air Forwarders Association’s (AFA) Fourth Annual Congressional Staff Visit to BWI Marshall Airport at the invitation of Brandon Fried and Steve Smith. Hosted by AFA, the Maryland Aviation Administration, Southwest Airlines Cargo and Amazon Air, the event gave congressional staff a firsthand look at the scale, value and complexity of commerce moving through our nation’s airports.
Visits to Southwest Cargo and Amazon Air highlighted different operating models and how each supports the flow of commerce. The experience gave staff members a clearer picture of the shipments, customers, security requirements and daily challenges behind the policy issues our industry brings to Washington.
Special thanks go to Wally Devereaux and his expert Southwest Cargo team for an outstanding presentation and tour. Their detailed explanation illustrated the many layers of an airport cargo operation and the different types of commerce that airlines, freight forwarders, and courier and delivery companies serve together. Hats off to the entire BWI Southwest team for representing our industry so well.
CLDA also thanks Brandon Fried and Steve Smith for their continued partnership on forwarder modernization, including support for CLDA’s contributions to the proposed legislation addressing Security Threat Assessment (STA) identification and the creation of a Regulated Agent structure. These proposals seek practical improvements that recognize our members’ essential role in the air cargo supply chain while supporting effective security.
The visit reflects CLDA’s broader, year-round advocacy effort. This year, we have participated in as many as 34 congressional and committee calls, alongside continued engagement with TSA and industry partners. These conversations and operational visits help connect our proposals to real-world needs, build support and keep our members’ concerns moving forward.
CLDA Government Affairs Update
CLDA President-Elect Ralph Perrothers met with senior officials from the Transportation Security Administration (TSA) Air Cargo Division to continue the association’s longstanding dialogue with the agency on air cargo security, industry collaboration, and opportunities for modernization.
The meeting included Chris Chipps, newly appointed Acting Director of TSA’s Air Cargo Division; Marc Rossi, TSA Industry Engagement Director; Manny Melendez, former Acting Director of the Air Cargo Division; and Ingrid Robicheau, TSA International Industry Representative.
The discussion provided an opportunity to reflect on the longstanding working relationship between CLDA and TSA and to exchange perspectives on the evolving needs of the air cargo transportation industry.
Topics included the potential modernization of existing regulatory frameworks, improvements in identity verification and credentialing, and opportunities to use technology to support effective security and operational efficiency.
The meeting was productive and constructive, with participants expressing a willingness to continue the dialogue and explore opportunities for further industry engagement.
“CLDA has enjoyed a longstanding and productive relationship with TSA leadership, and we appreciate the opportunity to continue that collaboration,” said Perrothers. “Our goal is to help advance practical solutions that strengthen security while recognizing the operational realities of the transportation providers who support the air cargo supply chain.”
CLDA remains committed to constructive engagement with TSA and other federal agencies to represent its members and support a secure, efficient, and modern air cargo transportation system.
By Christina Rosell Quiroz, Final Mile Solutions & Marketing Manager, Hackbarth Delivery Service
Customers can open an app and rate a delivery in seconds. Transportation providers are quickly realizing that the only acceptable rating is five stars. Everything else fails. The end consumer at the door, phone in hand, has more influence over service-level performance than ever.
Technology has made this the norm. Shippers use near real-time consumer feedback and photo proof of delivery to their advantage. Over a quarter of American households with established internet service use cameras for home surveillance (Parks Associates, 2025), so doorbell cameras are capturing the final steps of final mile transport.
The voice of the customer is the shipper’s measuring stick. Through direct feedback, photo-documented proof of work, and a sharper focus on the end consumer, reliability is being redefined as more than an on-time scan. It now means delivering an experience the customer deems worthy of five stars.
So, what is five-star service? It depends on who you ask.
One thing is certain: you’d better be asking. Scott Louy, Operations Support Manager at Hackbarth Delivery Service, knows this well. He supports a long-standing Hackbarth customer and major appliance retailer whose products require hands-on, high-touch home delivery and installation.
This shipper leverages customer feedback to better gauge performance. Carrier evaluations now include customer surveys as a KPI, and the weight of the customer experience keeps growing.
“A delivery can be on time and completed correctly on paper, but if the customer’s experience falls short, the job cannot be considered a true success,” Scott says.
Proper documentation is now part of the service. Teams must capture photos of the home, product, and services performed on every delivery. Those details help carriers spot issues a delivery status alone may hide. Photos and scans validate the work. Customer feedback determines success.
Scott’s team understands that each survey reflects the customer’s experience with the delivery team on that specific day. “That direct feedback provides an immediate comparison point against the rest of our operational data,” he says. This helps leaders tell whether a low score is a blip or a pattern.
You have to review all the data together. “When a terminal or installer begins trending in the wrong direction, we are not evaluating a single metric,” Scott says. That approach allows for “meaningful conversations focused on root causes rather than simply reacting to a declining score.”
It also streamlines how teams respond, allowing them to take proactive measures. “Missing photos, incomplete documentation, or indicators that installation standards were not met can be identified quickly, allowing us to coach the team and correct behaviors before they become larger operational issues,” he adds.
Data sharing between shippers and carriers benefits both sides. “Operational metrics can tell us what happened, but customer feedback tells us how well we delivered on our promise,” Scott says. The result: more data, more perspectives, and more end consumers tapping five stars on their screens.
For shippers vetting final mile partners, that’s the real test. Technology may track every delivery, but the customer still has the final say.
SOURCE: Parks Associates. (2025, October 28). Parks Associates: 19% of internet households have professionally monitored systems, while 7% pay for non-professional services like alerts and video storage [Press release]. PR Newswire. https://www.prnewswire.com/news-releases/parks-associates-19-of-internet-households-have-professionally-monitored-systems-while-7-pay-for-non-professional-services-like-alerts-and-video-storage-302596302.html
Learn more at www.hackbarthdelivery.com
CLDA Final Mile Fridays with Todd Oliver, Director of Government Affairs at SCI
“We’ve always done it this way, and we’ve never had a problem.”
It’s a familiar sentiment among business owners. When processes have worked for years, it’s easy to assume they’ll continue to hold up. But what happens when those practices come under scrutiny?
For final-mile carriers, an audit can raise questions about everything from independent contractor agreements to everyday dispatch practices. And sometimes, the things that seem routine can create unexpected compliance challenges.
During a recent episode of CLDA Final Mile Fridays, CLDA President Lorena Camargo welcomed Todd Oliver, Director of Government Affairs at SCI, for a practical conversation about what triggers audits, what examiners look for, and how carriers can prepare before an issue arises.
The biggest takeaway? Audit readiness isn’t just about having the right paperwork. It’s about how your business actually operates and whether you can demonstrate it.
One common misconception is that audits only happen when a company has done something wrong.
As Oliver explained, that’s not necessarily the case.
Government examinations may come from the IRS, Department of Labor, state unemployment insurance agencies, or workers’ compensation authorities. Businesses may also face scrutiny from insurers, lenders, or legal proceedings.
Some audits are random, but many begin with circumstances such as:
The important question isn’t simply what might trigger an audit, but whether your business is prepared when questions arise.
Having a written independent contractor agreement is important, but auditors don’t stop there.
They examine the actual working relationship, including how delivery opportunities are offered, whether contractors can negotiate pricing, and how much control the carrier exercises over the work.
Oliver emphasized that everyday business records can help demonstrate the independence of those relationships.
That includes delivery contracts, emails, text messages, dispatch records, and documentation showing that contractors operate their own businesses.
What’s written in an agreement should reflect what actually happens in daily operations.
One of the most practical points from the conversation centered on dispatchers and operations managers.
While leadership may understand the distinction between employees and independent contractors, those lines can become blurred in everyday interactions.
Oliver encouraged carriers to train their teams on appropriate terminology and practices. A simple one-page guide can be a useful starting point.
But it’s not just about the words people use. It’s about respecting the independence of the contractor relationship and avoiding unnecessary direction and control over how deliveries are performed.
For companies wondering where to begin, Oliver encouraged a practical approach. Rather than waiting for an audit notice, carriers can start by reviewing their current practices.
Here are five areas worth examining:
The goal isn’t to make compliance unnecessarily complicated. It’s to build processes that support your business and allow you to demonstrate how contractor relationships function.
Oliver’s first piece of advice was simple: Don’t panic.
An audit notice doesn’t automatically mean a company has done something wrong. However, how a carrier responds can make a difference.
He emphasized the importance of working with experienced advisors who understand worker classification and the logistics industry.
Having organized documentation, understanding what information is being requested, and obtaining qualified guidance can help businesses navigate the process.
As Oliver explained, a well-prepared company can demonstrate its business practices rather than scrambling to reconstruct records after an audit begins.
Audit readiness becomes even more important as carriers expand into new markets.
Worker classification requirements and enforcement approaches vary by state, creating additional complexity for businesses operating across multiple jurisdictions.
That’s also why industry advocacy plays such an important role.
During the conversation, Oliver emphasized the importance of having a voice when regulations and enforcement policies affecting final-mile logistics are being developed.
Through its Government Affairs Committee, CLDA works to keep members informed and engaged on issues affecting the industry.
One resource available to CLDA members is the Legislative Tracker, sponsored by SCI, which helps carriers stay informed about proposed legislation and regulatory developments at both the state and federal levels.
For business owners managing daily operations, staying ahead of these changes can make a real difference.
Explore CLDA’s Legislative Tracker →
Staying informed isn’t just about keeping up with legislation. It’s about understanding how potential changes could affect your operations and preparing your business for what’s ahead.
The conversation ended on an encouraging note: strong compliance practices can also support business growth.
Working with established independent businesses, maintaining organized records, and developing consistent operational practices can help strengthen relationships with customers, insurers, and other business partners.
Ultimately, compliance isn’t just about preparing for the possibility of an audit. It’s about building a stronger, more resilient business.
And as Oliver’s insights reinforced, the best time to identify a potential problem isn’t when an auditor is already at your door.
Want to dive deeper? Catch the conversation with Todd Oliver of SCI on CLDA Final Mile Fridays for more insights on audit preparedness, contractor compliance, and protecting your business.
Watch the full episode on YouTube →
To learn more about CLDA and its advocacy resources, visit www.clda.org.
To learn more about SCI, visit www.sciadmin.com.
This article summarizes an educational industry discussion and is not intended as legal advice. Worker classification requirements and audit procedures vary by jurisdiction and circumstances. Carriers should consult qualified advisors regarding their specific obligations.
