I’ve always believed that great cultures are built when leaders make decisions in the right order: first the organization, then their people, and lastly themselves. When leaders consistently make decisions in that order, trust follows because employees know decisions aren’t being driven by personal agendas or short-term thinking.

From there, it’s about creating an environment where people know what’s expected of them. We set clear expectations and give people the autonomy to think critically and look for better ways to serve our customers. I don’t expect people to have all the answers. I do expect them to stay curious, keep learning, and be willing to challenge the way we’ve always done things. I believe in operational discipline and high standards, but I also believe mistakes are part of pursuing excellence. If people are afraid to fail, they’ll never innovate or grow.

At Trans Lease, we believe in the Ten Rules of The Code of the West as guiding principles for how we lead and work together. In particular, “Live each day with courage,” “Take pride in your work,” “When you make a promise, keep it,” and “Ride for the brand” reflect the culture we’re committed to building. They remind us to act with integrity, take ownership, honor our commitments, and put the success of the team ahead of individual interests. Those aren’t just words on a wall. They’re principles we strive to live every day.

Culture is one of those things that’s easy to talk about but much harder to build. I also don’t believe any one person shapes a company’s culture. The best leaders inherit it, strengthen it, and leave it stronger than they found it.

I was fortunate to inherit a company with an incredible history. For more than 35 years, Trans Lease has built its reputation on trust, long-term relationships, and the kind of integrity where a handshake still means something. Those values have created a strong culture and a loyal customer base, and my responsibility has never been to replace them. It’s been to build on them.

As someone who grew up in Los Angeles and now calls Denver home, I’ve developed a real appreciation for the traditional Western values that have helped define this organization. At the same time, I believe every successful company has to keep evolving. The transportation industry is constantly evolving, and we have to evolve with it. My focus has been on preserving what makes Trans Lease unique while positioning the company for the next 35 years.

That means helping people understand that change isn’t about abandoning our past. It’s about honoring it by making sure we’re prepared for the future. We’ve worked to create a culture that values curiosity as much as experience, embraces new ideas without losing the personal relationships that define our business, and encourages people to think differently and never become complacent.

I’m a firm believer that comfort is a slow death. Organizations either evolve or they become less relevant over time. At the same time, evolution only works when it’s built on a foundation of trust and accountability. That’s why we’ve been intentional about setting clear expectations, empowering people to make decisions, and holding everyone to the same standards. Protecting the culture sometimes means making difficult decisions, but people pay far more attention to what leaders tolerate than what they say.

Ultimately, I view myself less as someone changing Trans Lease and more as someone entrusted with helping write its next chapter. If we can preserve the values that built this company while continuing to evolve with our customers and our industry, I believe we’ll be just as relevant and successful 35 years from now as we are today.

To keep employees engaged, I focus on four things: alignment, ownership, growth, and accountability. When people understand where we’re going, have a voice in shaping how we get there, are challenged to grow, and know they’re accountable for results, engagement takes care of itself.

That starts with alignment. I want everyone to understand our priorities as an organization, why they matter, and how their individual contributions help move us forward. I’ve found that people support what they help create. When employees have a voice in improving processes, solving problems, and shaping the future of the organization, engagement becomes much more authentic. We set clear expectations and give people the autonomy to think critically and look for better ways to serve our customers. I don’t expect people to have all the answers. I do expect them to stay curious, keep learning, and be willing to challenge the way we’ve always done things.

Growth is equally important. Some of the best development doesn’t happen in a classroom. It happens when people are trusted with a new challenge, asked to lead an important project, or given responsibilities that stretch them beyond their comfort zone. We certainly support continuing education, coaching, industry programs like ELFA, STRIPES, and the CLFP designation, but we also believe experience is one of the best teachers.

I’ve learned that engagement isn’t created through programs or perks. It comes from building a culture where people feel trusted, challenged, and connected to a purpose bigger than themselves. When you get those things right, engagement becomes the natural result.