Leading Through Change: What Freight Leaders Need to Know in 2026
The freight brokerage industry stands at a critical inflection point. Technology is advancing at breakneck speed, cargo theft has reached crisis levels, and market conditions remain challenging. For leaders navigating this landscape, adaptability isn’t just an advantage, it’s a survival imperative.
The Technology Transformation
The most immediate pressure facing freight leaders today is the acceleration of technology adoption. AI capabilities that seemed futuristic just months ago are now reshaping daily operations, from automating thousands of customer emails to optimizing carrier selection processes. But technology alone isn’t the answer.
As Rob Kemp, president and CEO of DRT Transportation and TIA Board Chairman, points out: “You have to constantly be changing and you have to constantly be looking for the best way to communicate with your customers, communicate with your employees, but at the end of the day, adding value is still relationship driven. It doesn’t matter how much tech you have, there still has to be that personal touch.”
This balance between technological efficiency and human connection defines successful leadership in 2026. The question isn’t whether to adopt new tools, but how to integrate them while preserving the relationships that drive business value.
The Cargo Theft Crisis
Perhaps no issue looms larger than the epidemic of strategic cargo theft. This isn’t opportunistic crime—it’s sophisticated, organized, and increasingly international in scope. The financial impact runs into millions of dollars, but the reputational damage may be even more significant.
Progress is being made. Recent meetings between industry leaders and the Federal Motor Carrier Safety Administration signal a turning point. FMCSA Administrator Derek Barrs, with his law enforcement background, brings both urgency and practical experience to the problem. His approach, a focus on making cargo theft a clear priority rather than a secondary concern, resonates across the industry.
The establishment of TIA’s fraud hotline reveals the scale of the challenge. In just two weeks after launch, the hotline documented 25 separate theft incidents totaling approximately $6 million in stolen goods. These numbers underscore why cargo theft has become the industry’s most pressing reputational and financial issue.
Building Resilience Through Relationships
What separates thriving brokerages from struggling ones in difficult markets? According to Chris Burroughs, TIA’s President and CEO, the answer is foundational: “It’s relationships for me; not only building strong relationships with your shipper customers but also with your motor carrier customers as well.”
This principle extends beyond individual business dealings. The freight industry’s various sectors (brokers, carriers, owner-operators) face overlapping challenges. Stronger coalitions between associations like TIA, ATA, and OOIDA create more powerful advocacy and shared problem-solving capabilities. When these groups align on issues like cargo theft, their collective voice carries substantially more weight with regulators and lawmakers.
The Path Forward
For emerging and established leaders alike, several priorities deserve focus:
Diversification matters. Companies spread across multiple freight segments weather economic storms better than those concentrated in single niches. While the overall market faces headwinds, pockets of strength persist in different sectors.
Communication cannot be undervalued. Breaking down internal silos, maintaining transparency with customers, and delivering news, whether good or bad, consistently builds trust that pays dividends during crises.
Engagement drives growth. Whether through industry associations, political advocacy, or peer networks, building a robust “rolodex” of resources and relationships provides crucial support when challenging decisions arise.
Throughout its history, the freight industry has demonstrated remarkable resiliency and durability. After all, things need moving. Leaders who combine technological adoption with relationship-building, who maintain strategic clarity amid uncertainty, and who actively engage with their industry community position themselves and their companies to navigate whatever challenges 2026 brings.
