The skills fleet leaders need to rise in trucking today

Is this the year you want to take your logistics career to the next level? Moving up the ladder to vice president or c-suite requires more than just understanding the operational side of the business.  

J.D. Morrissette, now on the board of directors of Interstate Moving, Relocation, Logistics, has served in nearly every role at his family's trucking company—from driver and dispatcher to VP of operations. We turned to him for advice on advancing your trucking career and his predictions on what 2026 has in store for the industry. 

— Interview by Shefali Kapadia, edited by Bianca Prieto

With trucking being part of your family’s legacy, did you always want to go into the industry? 

I started working in the family business at 14, and this year marks my 50th consecutive year in the industry. Early on, it wasn’t a conscious career decision—it was simply part of life as it was for my father and grandfather. Over time, I came to understand how essential trucking is to the economy and how relationship-driven the business really is. This industry has been very good to our family, not just financially, but in teaching responsibility, resilience and the value of long-term relationships. As I progressed, I came to appreciate how dynamic and essential trucking is to the broader economy, which reinforced my commitment to stay and grow within it. 

 You’ve held many roles in logistics. Which was the most rewarding and why?

I grew up on the operational side of the business and later transitioned into strategic business development. The most rewarding moments come when those two worlds intersect—when operational problem-solving translates into durable, long-term financial growth. The personal wins aren’t just landing a deal or solving a crisis; they’re building systems, teams and partnerships that continue to perform well after the initial challenge is solved. 

What’s your No. 1 advice for fleet managers aiming for VP or C-suite roles?

Know your business inside and out, especially the financials. Operational expertise alone isn’t enough. Leaders must understand cash flow, margins and capital. Equally important is building a network of smart, trusted people. Over time, those relationships are often your greatest asset.

What do you see as the most challenging part of operating a trucking business today?

The industry is facing pressure from multiple directions at once: rising equipment and insurance costs, persistent labor shortages, increasingly complex regulatory requirements and a growing share of non-compensatory or under-compensated services. At the same time, customers expect higher service levels, more transparency and faster response times. Success in navigating this environment requires discipline, scale and a willingness to rethink legacy operating models.   

What's one prediction you have for trucking in 2026?

2026 may look more like stabilization than a rebound, forcing companies to adapt rather than wait for a cycle change. Decision-makers will need to carefully consider whether their systems are capable of meeting the market’s demands and how emerging technologies can improve fulfillment alongside safety concerns. 

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The Inside Lane is curated and written by Shefali Kapadia and edited by Bianca Prieto.