I started in 1984 as a linehaul driver and logged a million safe miles. I finished running a $600M operating region for one of the largest LTL carriers in the country, managing a $1.2B global account portfolio at FedEx, and building the sales organizations that priced your freight. Now I bring that to your side of the table.
Atlanta, Georgia — serving clients nationwide
Transportation, supply chain, and operations leadership
Full P&L accountability across six states and Puerto Rico
Employees led; five direct reports promoted to Director or VP
In new annual revenue across FedEx, XPO, and XGS
They're related more closely than they look, but you don't have to read about one to get to the other.
For shippers spending $500K–$20M on freight
Most mid-market shippers pay more than they should — not because they negotiated badly, but because carrier pricing is deliberately difficult to read. Accessorial creep, class and density misalignment, dimensional weight rules, minimum charge structures. The complexity is not accidental.
I read those agreements the way the people who wrote them do.
How this works →For companies between $5M and $50M
You promoted your best people and nobody taught them how to lead. Your strongest operator becomes a manager and quietly struggles. Your best salesperson becomes a sales leader and the number goes down. That's not a hiring mistake — it's a development gap, and it's fixable.
I've built leadership benches inside organizations with thousands of employees.
How this works →There are plenty of freight consultants and plenty of executive coaches. Very few people do both, and there's a reason I do.
A carrier agreement that's costing you money usually has a matching gap in who's managing it and how. A leadership bench that isn't developing shows up first as service failures and cost creep. I've sat in the operating chair with full P&L accountability and in the enterprise sales chair carrying a $1.2B portfolio, so I can see both at once.
You get a practitioner, not a framework. I'm not going to hand you a deck and a maturity model. I'm going to tell you what I'd do if it were my region.
“Keith was amazing with helping us sort out our Transportation spend. We were overspending and found misclassified commodities costing us extra due to non-compliance.”
“Our Claims and Damage were unacceptable in 2025. Keith came in and performed full audit of our shipped commodities for packaging improvement recommendations. We’ve reduced LTL damage by 48% YTD 2026!”
“Keith assisted our organization in finding the ‘Black holes’ in our Executive communication. We developed processes to ensure we built clear communication throughout the organization.”
The first conversation is free and it isn't a sales call. Tell me what's going on and I'll tell you honestly whether it's something I can fix, something you can fix yourself, or something you need someone else for.
Keith Street · 706-424-4311 · keith@keithstreetadvisory.com