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Rachel asked you to “circle back in Q1” three months ago. Since then, she got promoted to VP, Apex signed a lease on a Memphis cross-dock, and they posted three logistics technology roles. She is not where she was in November — she has more authority, more budget pressure, and an active infrastructure build that maps directly to what you sell.
Apex Freight Solutions is a mid-market full-truckload and intermodal carrier headquartered in Dallas, TX. Founded in 2008, the company has grown to approximately 340 employees with an estimated $180M in annual revenue. Their fleet consists of 280 power units and 1,100 trailers, primarily serving lanes in the South Central and Southeast US. They have historically been a pure-play FTL shop, but their recent intermodal push suggests they are diversifying into multi-modal offerings, likely in response to margin pressure on long-haul truckload.
Their technology stack is modest. They run a legacy TMS (likely TMW or McLeod based on job postings) and appear to be in early stages of evaluating modern logistics platforms, based on the three tech-focused roles they posted in January. No public record of a dedicated data or analytics team.
Your primary contact is Rachel Moreno, who was promoted from Director of Operations to VP of Supply Chain in January 2026. She has been with Apex for four years, previously at Werner Enterprises. Her promotion likely reflects an expanded mandate beyond day-to-day operations into strategic vendor evaluation and infrastructure planning. In her previous role, she managed carrier procurement and load optimization.
Apex signed a lease on a 120,000 sq ft cross-dock facility in Memphis, TN. This is their first facility outside of Texas and signals a geographic expansion into the Southeast corridor. A build-out of this size typically involves 6–8 months of procurement decisions around dock equipment, yard management systems, and carrier integration tooling.
Your primary contact now holds a VP title with likely broader budget authority and strategic decision-making power. Promotions of this nature at mid-market carriers often coincide with board-level mandates to modernize operations or reduce cost-per-mile.
Apex posted openings for a “Logistics Systems Analyst,” a “TMS Implementation Lead,” and a “Data Engineer — Supply Chain.” This hiring pattern strongly suggests they are evaluating or have already selected a new TMS platform and are building the internal team to support it. Companies at this stage are actively comparing vendors.
Rachel explicitly said “circle back in Q1” during the November call. It is now mid-February — this is Q1. Open the conversation by referencing her own words. This is not a cold reactivation; it is a follow-through on a request she made. Frame it as: “You asked us to reconnect in Q1 — wanted to make good on that.”
The Memphis cross-dock build-out, combined with three logistics technology hires, indicates Apex is in an active infrastructure investment cycle. They are not cutting costs — they are building. Position your offering as complementary to their build-out, not as a cost-reduction play. The relevant angle is: “You're scaling into a new region and modernizing your tech stack at the same time. We help companies in exactly this phase avoid the integration headaches that slow down facility launches.”
Rachel's promotion from Director to VP means the conversation should shift from operational efficiency (“save your team 3 hours/day”) to strategic impact (“give your leadership team visibility into carrier performance across both facilities”). VPs are evaluated on outcomes that span departments, not task-level productivity. She likely now reports to a COO or CEO and needs to articulate ROI in board-level terms. The case study Brad sent in December focused on cost-per-mile — for the next touchpoint, lead with the enterprise integration case study instead.
Rachel visited the pricing page on January 10th and spent two minutes on the site. This was before her promotion was public, which suggests she may have known about the role change and was doing early vendor research as part of her transition planning. She did not fill out a form, so she is still in exploratory mode — do not push for a demo. Instead, offer something low-commitment: “Happy to share what we've seen work for carriers going through a similar build-out. No agenda, just context.”
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