Asset-heavy operations, thin per-load margins, and customer concentration that can swing a quarter.
Logistics businesses live on per-load economics — and most operators only see those economics aggregated to monthly P&L. Driver shortages, fuel volatility, customer concentration in a handful of shippers, and asset utilization that swings 10 points between quarters all conspire to make finance more reactive than predictive. The PE thesis here usually requires real-time lane-level visibility most companies don’t have.
Sub-Sectors We Work In
Lane profitability, customer-level margin, asset utilization, and the operational dashboards that show what each load actually contributes.
Fuel surcharge accounting, driver pay analytics, equipment cycle planning, and the scenario modeling that lets you re-price proactively.
ERP harmonization, multi-entity consolidation, post-merger integration, and the operational reporting that handles intercompany cleanly.
Monthly reporting, KPIs, terminal-level P&Ls, EBITDA bridges, and the lender packs your sponsor and lender expect.
13-week cash forecasts tied to AR aging and equipment cycles. Customer credit governance. Lender covenant compliance.
Sell-side readiness, normalized EBITDA, customer concentration analysis, and the operational story your bankers need.
Lane profitability, asset utilization, customer concentration, and the sponsor cadence a logistics platform needs.
Equipment lease accounting. Multi-entity consolidation across terminals and acquired carriers. Audit readiness.
Pulling data out of TMS, dispatch, and ERP systems into lane-level dashboards your operations team uses.
AI agents for load matching, dynamic pricing, and customer expediting. Document intelligence on BOLs and customer contracts.
Tell us where the friction lives in your logistics portfolio company and we’ll scope a solution that fits the way the business actually runs.
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