AGX Freight sets $100 million gross revenue target for 2021, creates new leadership positions

AGX Freight sets $100 million gross revenue target for 2021, creates new leadership positions


AGX Freight, LLC., a North Florida-based provider of non-asset transportation and logistics services, predicts a strong freight market for 2021. “As the economy and pandemic conditions continue to improve, we expect to see an increasing demand for transportation services in the coming year. We have set $100 million as our target gross revenues in 2021,” said Mike Williams, President and Chief Operating Officer, AGX Freight. “To help us get there, we have added leadership talent to achieve our business goals in the coming year.”

Chris Reeves has joined the company as Chief Commercial Officer. In his new role, Reeves will lead the expansion of AGX Freight’s service offerings through a nationwide network of sales and operations professionals. He has more than 20 years of experience in the transportation and logistics industry, holding management positions with Blue-Grace Logistics, US Xpress and, most recently, as Senior Director of Revenue Management at Forward Air. Reeves has helped build third-party logistics organizations, like AGX, in the areas of sales, pricing, and operations.

John Phipps has also joined the company as Vice President, Intermodal Operations. Phipps’ responsibilities include managing intermodal operations, capitalizing on relationships with railroads, shippers, and intermodal marketing companies (IMCs). He brings more than 30 years of experience in the intermodal truck segment, most recently serving as head of sales and marketing for intermodal operations at Sunteck/TTS. Before that, Phipps held senior management positions with Blue Dolphin Express, All Points Transportation and Savannah Intermodal. Phipps is a retired United States Marine, and we thank him for his service.

“We’re excited to have both Chris and John join our organization as their collective experience and talents will help put AGX in a prime position to capitalize on growing freight demand as we scale the size and scope of our network,” added Williams. We’re now well-poised for the opportunities that will lie ahead in 2021.”

Both Reeves and Phipps will be based out of AGX Freight’s corporate office in Jacksonville, Fla.

We Love Our Chamber, We Love Jacksonville, We Love Logistics!

We Love Our Chamber, We Love Jacksonville, We Love Logistics!


We love our Chamber, we love our city, and we love logistics at AGX. The politicians in Washington, now that’s a different kind of love story. In June of this year I had the opportunity to participate in a “fly-in” to DC with the Transportation Intermediaries Association. We chased our elusive Florida representatives around the capitol all day advocating for commonsense legislation for a national carrier selection standard for brokers. DC is an amazing place to visit if you can’t make it down to the Florida Everglades.

Every step we take has a purpose and an effect. Success and happiness, good health, meaningful relationships at work and at home.

Some of us will sacrifice too much for our mission, and others not enough. Finding a productive, satisfying balance between your unbridled aspirations and relaxing on the beach or hiking the Grandfather Trail in NC or whatever your heart desires is a personal decision for each of us.

Jack Welch, former legendary CEO at GE, and one of my favorites, said “there is no such thing as work-life balance. There are work life choices, and you make them, and they have consequences.” Forget about all the others, study Jack Welch’s principles of business organization leadership and Jack will set you straight.

That being said, the freight logistics business takes no prisoners. Freight Life is 24/7/365. Its global. Its multi-modal. The speed at which data moves surpasses human pace. Big Data, Predictive analytics…the automation revolution is threatening entire segments of the supply chain. But freight is freight. A container of lawn furniture from Asia will always take about 38 days to reach JaxPort through the Panama Canal. The speed limit for big trucks will remain 65, even if R2D2 is driving.

Nevertheless, freight logistics remains a marketplace of opportunity for people who like to work collaboratively with others, innovate solutions for their customers, and determine the size of their own slice of the pie. Its intensely capitalistic, and highly attractive to entrepreneurs.

AGX is both a motor carrier and a broker, that makes us a logistics company. Through our network of relationships, we help freight professionals on their mission to achieve their greatest success. We are a safe zone, a sanctuary of sorts, for people of any persuasion, who want to chase the biggest paycheck they’ve ever seen or not. Work 7 days a week, or 4 days a week, it is a choice. Remember what Jack said, life choices have consequences.

AGX offers an operating platform, including Finance, Technology, Risk and Insurance, and outsourced business administration services, from which freight professionals and their teams can launch their own business, chart their own course, and achieve their own missions. We offer scale in critical back office services while our network remains focused on sales and freight logistics execution.

We measure our success exclusively by the quality of our engagement with customer service excellence, which includes continuous communication with the freight professionals who trust us with their business, and of course cash flow. All of the spin, marketing and buzz words don’t mean much without cash flow.

Our corporate team in Jacksonville is one of the all-time greats: it includes a winning combination of capable, collaborative, and frankly, very likable people. I predict that they will all earn gold watches and have their pictures on the AGX Wall of Fame before all is said and done. In a nutshell, they are individually and collectively energized to create and sustain great value in our network relationships.

Together with our network, we provide truckload, including vans and flatbeds, specialized and heavy haul, dedicated shuttle and yard management, highway logistics, railroad intermodal logistics, and with a shout out of gratitude to our friends at Jax Global Cargo, Robert Fox and Chris Sloope, we offer warehousing, foreign trade zone capabilities, and international logistics and freight forwarding.

The future is bright at AGX and we look forward to doing our part to make Jacksonville “America’s Logistics Center.”

Interview with John Edwards, Agency Principal in our Savannah, GA office.

Interview with John Edwards, Agency Principal in our Savannah, GA office.


John Edwards is a long-time partner with AGX. We recently spoke to him about his experience.

How long have you been in the transportation business? And in those years, how long have you been in the chassis stack business?

I started in the business in 1989, as a salaried employee for my uncle’s business in Savannah, GA. We were moving project cargo for the new Toyota and Nissan plants in America. 

My uncle went out of business and my brother Scott and I were out of a job. I went to work as an agent in Savannah for Ace Transportation out of Lafayette, LA. At that time, the agency model was a new concept. We wound up working as an independent agent for GT Worldwide Transport in 1999.

We stayed there around 5 years and started moving chassis in 2001. I love this business and this specific niche. I’ve built solid relationships with carriers, suppliers and the depots where units are generally picked up from. 

I’ve built a strong rapport. Because of it, I get calls for many special needs loads because my team and I get the job done!

What’s your favorite part of the transportation industry? 

I like the current trend. ELD’s, safer trucks, stronger rates, and high-demand. Finally, we’re earning what we’re worth.

There were many years where the shippers were beating us up, and we had to work twice as hard to get half as far.

What’s the craziest story you have since becoming a transportation professional?

Bringing my brother back into the business with me in 2009, after being out of the industry for 5 years. I knew he was unhappy where he was. I talked with him and brought him back into the fold.

Scott is my right-hand man. I couldn’t do what I’m doing without him, his support, and his knowledge.

Where do you see your agency in the next 5 years? 

I see our agency generating $15 million, being in a larger office space with upwards of 15 employees and having an expanded presence in the South Atlantic market!

I’d like to add, there are now so many companies that offer an agent program. I worked with several over the years. What sets AGX apart from the others I’ve worked with is their team and the day in and day out respect they demonstrate for my agency. From business support to customer billing and AP, to carrier onboarding, to new driver recruiting and onboarding, to technology systems and support, AGX is built the right way.  Mike Williams has put together an incredible team and system, giving us exactly what AGX promised, the tools and support to continue our growth. Thank you to the entire AGX team for their support!


Takeaways From the Transportation & Logistics Council Conference

CHARLESTON / TLC EVENT I’d like to give a shout out to the Transportation & Logistics Council. Their Annual Conference in Charleston, South Carolina, March 18-21 was great.

The 44th edition held up its reputation as a compelling learning forum. It covered a broad range of both practical and technical aspects of freight safety and risk management.

I really enjoyed reconnecting with Bob Voltman, President and CEO at Transportation Intermediaries Association. Bob is a tireless advocate and educator for freight intermediaries in the D.C. swamp.

Overall, the conference attracts attendees that include skilled transportation attorneys, insurance executives, underwriters, adjusters, freight security specialists, including law enforcement officials, freight brokers, and motor carriers.

Sound boring? Mix in the procurement teams from dozens of diverse buyers and sellers of freight, and it will keep you going all day. Along with myself, AGX was represented by James Bagwell, our senior vice-president sales.

Of course, it didn’t hurt that it was in the beautiful city of Charleston. Here are a couple of highlights from the conference:

Overreaching (contract) terms can sink your ship.”

  • It is clear that the experts, mostly attorneys and insurance adjusters, place significant importance on what the transportation and/or insurance contracts actually say regarding a loss event.
    • My take is contract matter and reasonable contract terms allocating appropriate risks should be the goal. Overreaching terms can sink your ship.
  • SensiGuard’s Supply Chain Intelligence Center reports that recorded cargo thefts in the U.S. dropped 15% in 2017 versus 2016.
    • I think the statistic makes sense. Freight distribution has become more regionalized, meaning the carrier is in possession of the freight for shorter periods of time and distance.
  • The Sanitary Food Transportation Act of 2005 and the FDA Food Modernization Act of 2011 are well intended, but carry potentially onerous compliance burdens for brokers.
    • I believe carriers need to step up their game and increase training for their drivers and quality of equipment. Or we’re all in trouble.

CHOPPER / BRAMLETT – How many of you saw my motorcycle picture last week?

We re-posted the 2016 pic in honor of our own Jon Bramlett, vice-president of operations. The chopper actually belongs to him, an avid rider.

My picture represents the only safe way I know how to ride. A couple of weeks ago, Jon laid the chopper down on A1A headed to bike week in Daytona.

Thank God Jon’s injuries were not life-threatening. Big Jon has vowed to get back on and ride again – after his broken leg and ribs heal. In case you missed it, here it is again:


RESULTS MATTER – We started AGX in mid-2016 with ambitious goals.

As some of you know from your own experiences, starting a new business is a tough climb. It’s even tougher doing it in the highly competitive U.S. freight transportation and logistics markets.

We finished 2017 up 167% over our start-up year. For 2018, our preliminary first-quarter results are up 102% versus last year.  

AGX is definitely headed in the right direction as we move forward in our second full year.

Here’s how we’re doing it:

  • We transitioned to a new cloud-based TMS application and development partner.
  • AGX refinanced our capital structure, adding financial depth to ensure access to future needs.
  • We added strong sales and operations specialists to our network, representing truckload, less than truckload, expedited, dedicated, and managed yard services.

We expect 2018 to be a solid growth story at AGX and hope you see the same for your business, whatever segment it may be. If you’d like to learn more about our company, please contact us with your questions and comments. 

NETWORKING – I don’t know about you, but networking is a tough forum. I’m just not very good at it. Its fight or flight for me.

On March 29, I fought the good fight. I attended the TCJax Membership Drive event at TopGolf in Jacksonville. Pretty good turn out.

It’s always good to see a few familiar faces, like Linda Carrion from Jax Global Cargo, Bill Dorazio from Grimes Companies and Lisa Diaz from JaxPort, while meeting new people. As for the golf itself, I finished dead last in the one game I played, oh well, there’s always next time.


Mike Williams, President


3PLs Keep Investing in Tech as Shipper’s Expectations Grow

Transportation Intermediaries Association (TIA) releases its 2018 Visibility Report, which draws from more than 20 sources. That includes five of the nation’s largest 3PLs, mid-sized brokers, and the logistics units of several top motor carriers.

3PLs are investing heavily in technology to deliver the freight visibility and business intelligence increasingly required by shippers.

That conclusion is one of many in the recently released 2018 Freight Visibility Report from the Transportation Intermediaries Association (TIA), the organization representing the $185.7 billion third-party logistics industry.

“Visibility is at the forefront of what third-party logistics companies do,” said TIA President and CEO Robert Voltmann. “Among the key points in this report is that 3PLs continue to focus their technology on customer’s visibility needs and that amid an explosion of available data they are capturing the opportunity to deliver business intelligence.”

Advances in visibility technology have created a wide range of perceptions and expectations among shippers, including some that are inaccurate, Voltmann also noted.

“However, 3PLs are making a commitment to provide substantial financial resources to support shipper demand for more sophisticated visibility that enables real-time decisions,” he said.

The 2018 Freight Visibility Report from TIA draws from more than 20 sources. This includes five of the nation’s largest 3PLs, mid-sized brokers, and the logistics units of several top motor carriers.

The report consists of an overview of freight visibility. Including its technological evolution and the complexities attached to perceptions of 3PL visibility activities. It also illustrates how 3PLs are building visibility systems and how they are being refined as data options are growing.

It addresses how the latest developments in logistics, the surging freight market, and the ELD mandate are affecting freight visibility.

Key conclusions of the TIA report include:

  • The array of delivery options that allow 3PLs to customize the data they provide to shippers has expanded and includes everything from complex strategies to proven methods such as electronic data interchange (EDI).
  • As visibility needs accelerate the forces of growing demand, capacity strains from the electronic logging device (ELD) mandate, and others have introduced new variables into freight markets.
  • The future challenge will be to find optimal and flexible methods to sustain the substantial advances already made by logistics companies in providing visibility to their customers.

“Increased freight visibility is creating significant value in today’s turbulent business landscape, and 3PLs are answering that need,” Voltmann stated. “Automation, digitization and collection capabilities have brought 3PLs closer than ever to their customer’s information, and the ways they leverage that proximity will determine what visibility means for years to come. Good technology underlies the delivery of relevant information, which in turn informs effective management.”

AGX Logistics TMS system provides direct customer visibility, carrier integration, and interaction.

We also provide a full slate of agent tools integrated seamlessly.  

We are constantly improving the capabilities to save time, speed up order entry, carrier vetting, and onboarding. All of this with the goal of minimizing keystrokes and reasons for leaving the platform to gain valuable data.   


Customer Goodwill: What Is It Worth To You?


President’s Corner

It seems clear that every type of business relies on customers. They build a market reputation from many factors and thereby earn an appropriate measure of “customer goodwill.”

From a merger and acquisitions view, Investopedia defines “goodwill” as an intangible asset.

Meaning the value represented by the quality of the company’s brand name, customer base and relations and employee relations as reflected by the perceived total value of the company in excess of book value and any patents or proprietary technology (paraphrased).

The M&A definition reflects the outcome or result of a company’s efforts. This is typically measured at the time of a sale of the company. Of the same nature but perhaps different, the “goodwill” on my mind is built at the day to day operational level.  

In my view, goodwill is better defined by the actual quality of the customer experience.

This is evident by whether the company carries an earned reputation for professionalism, exceptional service levels, and administrative efficiency. It includes the seamless exchange of transactional records and financial data.

It is not how the company views its customers, but rather, it is how the customers view the company.

In its most practical sense, it boils down to this question. Will the customer return tomorrow if he or she has an expectation for the same service quality received today?

Or measured another way, does the customer experience today drive return business tomorrow? That’s it. Pretty simple, right?

What factors influence how our customers view the quality of their experience with us? Consider these:

  • Our ability to demonstrate the competence to understand the customer’s business and service requirements.
  • The ability to offer/provide services in a clear pricing model.
  • The ability to accurately exchange operations data in real time.
  • Our ability to support efficient administrative engagement.
  • The consistency of our performance on a day in and day out basis.

These among others determine whether a freight customer will come back tomorrow.

Many professionals in the transportation and logistics space can recount years and years of accomplishments. They’ve crossed the span of the entire market, less than truckload, intermodal, truckload, ocean, air, specialized, heavy haul, and even warehousing.

Some prefer to remain highly focused on a single or just a few modes or service lines. Others enjoy the breadth of having all arrows in their quiver.

Regardless whether you sell one, some, or “all of the above” service lines, you know your customer’s businesses. You know what it takes to meet your customer’s service requirements, from both experience and the whiteboard.

You have seen it all. From the challenges of your efforts toward service excellence and probably hurting your head trying to understand how your company’s technology platform can support it all.

When your company asks you to sign some form of a non-disclosure, non-solicitation, and/or a non-compete agreement, you could be trading away your own piece of the goodwill pie.

Imagine that next great job opportunity with a company. They’ve impressed you enough to consider a change, a pay increase, and the path to career growth and success in exchange for your goodwill. What do you do?

What is your goodwill worth? A Paycheck and Bonus? Job security? Benefits? Friends?

At AGX Freight Group, our sales professionals own their customer goodwill or “book of business.”

Our business model recognizes the time, sweat, and effort these professionals invest to build customer goodwill. Their relationships follow them for their professionalism, the knowledge of their customer’s businesses, their integrity, and a genuine sense of relationship “goodwill.”

For us, our mission is simple.

We provide a versatile platform and high reputation for finance, risk management/safety and compliance, technology, and transaction processing. Sales and operations specialists can launch and run their business to achieve their greatest success.

All without fear of losing their customer goodwill, because we know it’s the most valuable business asset they own.

Mike Williams, President




Congratulations to our Crossbar Award Winner – Renea Fractor!

The AGX crossbar award is given to the individual who has best exemplified a commitment to the AGX team and brand by his or her performance.  Renea has been with the company since inception in 2016 and is our Billing & Settlements Manager.

Way to go Renea!


The Logistics of the (Easter) Egg

I don’t know about you, but for me, the very minute that Winter Solstice begins, I am counting the days until Spring begins! Spring brings warmer temperatures, fresh blossoms and…the Easter Bunny with lots of brightly-colored boiled eggs! YUM!

As I often do, I began to wonder how all those fragile eggs are transported without LOTS of cracking. Sure enough, an amazing system is in place JUST for EGGS, thanks to some very interesting inventions and MANY talented logistics agents, carriers and drivers!

 It turns out that eggs are BIG BUSINESS, even after the Easter Bunny has gone back down the rabbit hole.

What does this business look like once logistics is involved?  

There are very strict rules in place for the transportation of human grade food, and shell eggs are certainly no exception. According to Egg Safety, vehicles transporting food must be dedicated to only transporting food, per federal law which states:

  • Shell eggs packed for consumers must be stored and transported under refrigeration at an ambient air temperature not to exceed 45° F.         
  • All packed shell eggs must be labeled with a statement that refrigeration is required.
  • Any shell eggs imported into the United States and packed for consumer use are to include certification that they have been stored and transported at an ambient temperature of no greater than 45° F.   

To begin their journey, they start at the “layer farm” where the eggs of laying hens are collected and placed in specially-created plastic trays. Those can then be layered and stacked on purpose-built pallets to keep the shells intact across hundreds and hundreds of miles.

Next, they are loaded into shipping containers dedicated solely to the very careful transportation of fragile eggs.  A single 40-high cube container can transport over 1,500,000 (yes, 1-1/2 MILLION) eggs! Pray that driver doesn’t have an accident along the way!

Then, the eggs make their way to a packaging facility where they are placed into trays for the supermarket. There they complete the final leg in their cozy 6, 12, 18 or 36-count trays to the store for consumer purchase.  {The Easter Bunny has his own private delivery.}

It’s easy to see that without highly-specialized inventions such as crushproof trays and pallets, without transportation systems created just for eggs, and without highly-trained, careful and cautious drivers operating perfectly-regulated refrigerator trucks, we wouldn’t be enjoying a delicious over-medium with a side of toast, or beautifully-colored eggs on Easter morning.

Yet another reason to say “THANK YOU!” to all those who make logistics WORK! Happy Spring!!!

Infograph via American Egg Board

The Logistics of Guinness Beer

The Logistics of Guinness Beer

We’ve all heard the phrase “the luck of the Irish,” and of one thing there is no doubt, they are lucky to have Guinness as their “unofficial” national beer! Have you ever thought about the logistics of Guinness?

Guinness is loved around the world that it’s been a staple at every St. Patrick’s Day celebration since Arthur Guinness set up his brewery in 1759.

More than 33 million revelers around the world participate in St. Patrick’s Day festivities each year. That equals more than 13 million pints of Guinness beer consumed on March 17 alone!

With St. Patrick’s Day just around the corner, Guinness will be delivered and enjoyed in 150 countries around the globe. That’s a tall logistics order!

Just a wee bit of history…

Way back in 1759, Arthur Guinness signed a 9,000-year lease on a defunct brewery at St. James’s Gate, Dublin for an annual rent of £45. That’s just under $64 by today’s standards.

Just one decade later, the first export shipment of six and a half barrels of Guinness beer left Dublin on a sailing vessel bound for England.

On October 16th, 1817, the very first Guinness shipped to the United States, from Dublin to South Carolina by sea, in just eight barrels. And so the American love affair with this hearty, foamy pint began.

In the beginning, the complexity of the logistics caused problems.

The multiple steps in the beer’s journey to the U.S. market—with numerous handoffs between different responsible parties —was compounded by the inherently unpredictable nature of ocean transport.

Certain shipping lines performed better than others. The price of oil affected how fast the vessels moved across the Atlantic. Weather helped or hinder vessel movement, and even the time of year caused variability in crossing times.

Things simply went wrong. A container might not get down to the quay in time to meet the feeder vessel sailing. The feeder vessel could be delayed or canceled due to bad weather.

It would arrive at the deep sea port in time, but not get in and offloaded in time to meet the deep sea vessel.

The deep sea vessel might be running late itself or do a “port skip,” missing a port to get back on schedule. That the beer literally missed the boat.

Where are they now? Logistics wise…

“Guinness beer destined for the corner pub on Main Street, U.S.A. leaves the Dublin brewery in kegs that are then loaded into 40-foot containers, which are loaded onto trucks that drive to Dublin Port, where the containers are offloaded into a customs bay before being moved into a holding pen. From there, the containers are loaded onto a feeder ship that sails from the shallow Dublin Port to a deep-sea ocean port (Amsterdam or Southampton, for example, or even Liverpool) and offloads the beer into a holding area until the arrival of the ocean vessel. The ocean vessel takes the containerized beer across the Atlantic to, first, New York, followed by port calls in Norfolk, Charleston, Houston and, finally, Los Angeles.  In port, the containers are offloaded, taken through customs, then picked up and delivered to a Diageo company warehouse. Transit times, gate-to-gate, range from about 21 days to New York, up to 33-36 days for Los Angeles, depending on which of several different carriers is transporting the beer, weather, time of year and other factors — when everything goes right.”

That’s quite a journey, just so we Americans can enjoy pints of frothy dark deliciousness!

Bottoms up, and cheers to Guinness!  Happy St. Patrick’s Day!!!