What a finance function in this sector actually needs.
Cost per mile has been climbing while spot rates have not, so the fleet can haul at a loss for months without anyone seeing it. It surfaces as an inability to fund the next replacement cycle — and by then the equipment is older, maintenance is higher, and the hole is feeding itself.
We build a true cost per mile from the ground up and split it into fixed and variable, because utilization — miles per truck per week — is the lever that decides whether the fixed half is ever recovered. Then revenue per total mile against revenue per loaded mile, so deadhead is priced rather than absorbed.
Fuel is run as a program: surcharge mechanics that actually track the index, card controls, fuel tax apportionment, and miles per gallon reported by driver and by unit. Maintenance cost per mile is trended by unit age, which is what turns the replacement decision into arithmetic instead of a feeling.
Asset financing is structured deliberately — buy against lease against lease-purchase, trade cycles, residual risk, and what each does to your covenants. Freight revenue is recognized as the shipment is in transit rather than on delivery, with the period-end accrual that requires, and driver classification is reviewed on both sides of the border before somebody else reviews it.
What you can do afterwards that you cannot do now.
Price a lane against your own cost rather than the market’s.
Know which trucks and which drivers earn their place.
Fund the next replacement cycle from a plan instead of a scramble.
Matched to the sector, not the postcode.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Your sector is one conversation away from a written answer. Start with what is actually going on.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.