Most advisors have seen one side of the 3PL market. I've been on all of them.
Founded and exited an ecommerce 3PL. Launched FedEx Fulfillment. Built Kenco's fulfillment business unit from zero. Twenty years building and scaling fulfillment revenue teams.
3PLs I've worked with
500+ accounts closed across two decades 98% client retention Hundreds of 3PL professionals trained across North America
Two decades across FedEx Supply Chain, GENCO, Kenco, and Fulfillment IQ.
If you sell to 3PLs
Your reps were trained to sell to brands and retailers. 3PLs buy nothing like that: single-digit margins, capex justified against client contracts that could churn, four stakeholders who have to agree. I know why your deals stall.
For vendors
If you run or own a 3PL
The founder was the top salesperson, and the commercial function hasn't scaled past them. Pipeline depends on relationships that don't transfer. I've built that function three times.
For 3PLs and investors
Every side of the table
As a buyer.
I've purchased warehouse technology, automation, and robotics as a 3PL founder, at FedEx Supply Chain, and at Kenco, where I ran the ROI analysis myself and installed against payback targets.
As a seller.
I've built the commercial organization from zero three times: my own 3PL, FedEx Fulfillment, and Kenco's fulfillment business unit.
As a partner.
I've owned strategic partnerships with Prologis, Manhattan Associates, Deposco, Logiwa, and many other solution providers, and at FedEx with Walmart, Google, eBay, Alibaba, Shopify, ChannelAdvisor, and SPS Commerce.
As an advisor.
I've advised mid-market and enterprise 3PLs across North America and trained hundreds of 3PL professionals on commercial strategy and growth.
Let's talk.
Whether you're trying to sell into 3PLs or trying to grow one, the first conversation is free and specific. Tell me where you're stuck and I'll tell you whether I can help.