Scaling a logistics business means hiring differently at each stage of growth. Opening a new branch, entering a new vertical, scaling up in a new market and strengthening a specialist team each need different roles, in a different order, assessed on different things.
At Freight Appointments, we’ve supported logistics and freight forwarding businesses through all four stages. This guide sets out what to hire at each one, with real examples from our client partnerships.
Key takeaways
- New branch: hire one proven branch leader first, then let them build the team.
- New vertical: hire a senior leader with a sector track record before building operations.
- New market: fill specialist roles in waves, operations and customs first, then commercial.
- Specialist team: assess service and cultural fit as closely as technical skill.
- At every stage, define each role by what the person will own, and move quickly, because the best candidates are rarely on the market for long.
What Are the Four Stages of Growth in a Logistics Business?
Most logistics businesses grow through four stages, each with its own hiring priority:
| Stage | Main hiring priority | First hire |
|---|---|---|
| Opening new branches | A leader who can build from nothing | Branch Manager or Station Manager |
| Entering a new vertical | Sector credibility and compliance knowledge | Head of Vertical or VP |
| Scaling in a new market | Filling many specialist roles without lowering standards | Operations and customs specialists |
| Strengthening a specialist team | Service and cultural fit | Experienced operators who suit the service model |
Who Should You Hire First When Opening a New Branch?
Hire a branch leader before anyone else. In a new location, the first hire does far more than manage: they find premises, win the first customers and recruit the team. They need to have built or grown a branch before.
What to look for
- Experience opening, building or turning around a branch
- An existing network of customers and candidates in that city
- A track record of recruiting and developing their own team
- Commercial and operational ability, since early on they’ll cover both
What to hire next: once the leader is in place, hire the core operations team, usually import and export operators or agents, followed by a salesperson to build the customer base. The branch leader should be involved in every one of these hires.
In practice: Gebrüder Weiss, founded in 1488 and one of the world’s oldest transport and logistics companies, has been expanding across the US with a focus on ocean and air freight. We helped them find the leaders to open new branches, including Miami and El Paso. Their Vice President of Regional Development describes these hires as the “first boots on the ground in a new city”, responsible for everything from finding new premises to building a team of operators and salespeople.
How Do You Hire for a New Logistics Vertical?
Hire a senior leader with a proven track record in the sector first. Customers in specialist verticals, such as pharmaceuticals, aerospace or project cargo, expect sector knowledge and compliance expertise from the first conversation. A strong generalist rarely has that credibility.
What to look for
- A track record of building or leading a team in that sector
- Existing relationships with sector customers
- Working knowledge of the sector’s compliance requirements, such as Good Distribution Practice in pharmaceuticals or export controls in aerospace and defence
- The ability to design the specialist operation and service around the customer
What to hire next: specialist operations staff who know the sector’s handling requirements, then account managers to protect and grow the first sector customers.
In practice: after its 2024 rebrand, Imperative Logistics Group, which specialises in sensitive, time-critical and high-value shipments, moved into new specialist verticals. Over the years we’ve introduced more than 20 of their employees, from Import and Export Coordinators and Customs Brokers to Branch and Brokerage Managers. Their expansion into new verticals culminated in the appointment of a VP of Pharmaceuticals and Life Sciences.
How Do You Scale Up Hiring in a New Market Without Lowering Standards?
Hire in waves and keep shortlists focused. When demand grows quickly, businesses often need to fill operations, customs, pricing and sales roles at once. The risk is lowering the bar to fill seats faster.
How to approach it
- Wave one, operations and customs: the people who keep freight moving and compliant
- Wave two, pricing and inside sales: the people who turn growing demand into quotes and won business
- Wave three, commercial growth: account managers and business development, once the operation can handle more volume
- Keep each shortlist small and well matched, rather than reviewing large volumes of CVs
- Make sure your recruiter understands the culture, not just the job descriptions
In practice: 2025 was a year of US expansion for CLASQUIN, the international freight management specialist founded in Lyon. We managed 11 of their vacancies, averaging five to six interviews per role and resulting in ten job offers. CLASQUIN hired seven of our candidates, including Customs Brokers, Pricing Analysts, Air and Ocean Import and Export Agents and Inside Sales Specialists. Our co-founders also visited their Los Angeles office to understand the culture and what the team looks for in candidates.
How Should Smaller Logistics Businesses Approach Hiring?
Assess fit as closely as experience. In a small or specialist team, every hire directly affects customers, service levels and the people around them, and there’s little room to absorb a poor fit.
What to look for
- Experience in the same mode and type of cargo
- A service style that matches how the business works with customers
- Reliability and ownership, since smaller teams have less cover
- Evidence of long-term commitment in previous roles
In practice: British American Shipping is a US-based NVOCC specialising in ocean transportation of foodstuffs and general cargo, with a focus on long-term customer relationships. They needed people who combine operational expertise with a relationship-led approach. In their words, “as a small NVOCC it is crucial for us to have someone who can help us fill positions for us with the best”, and each candidate they’ve selected “has lived up to their gleaming resumes”.
What Do Successful Logistics Growth Plans Have in Common?
The businesses that scale successfully tend to follow the same four principles:
- Hire the leader first. Branch leaders, vertical heads and team leads shape every hire that follows.
- Define roles by ownership, not title. Be clear on the mode, direction, trade lanes and responsibilities each person will own.
- Move quickly. Experienced logistics and freight candidates are usually employed and don’t stay on the market for long.
- Treat recruitment as a partnership. The better a recruiter understands your business, culture and plans, the better each hire fits.
Final Thoughts
Every stage of growth brings a different hiring challenge, but the principle stays the same: the right people, in the right order, make growth sustainable. Get the first leadership hire right and the rest of the team follows.
Whether you’re opening a branch, entering a new vertical or scaling into a new market, speak to our team about building the right team around it.
Frequently Asked Questions
Who should I hire first when opening a new logistics branch?
A branch leader who has built or grown a branch before, knows the local market and can recruit their own team.
How do I hire for a new logistics vertical?
Start with a senior leader who has a proven track record in that sector, then add specialist operations staff and account managers.
How can I fill several logistics roles quickly without lowering standards?
Hire in waves, operations and customs first, then pricing and sales, and work with a specialist recruiter who presents focused, well-matched shortlists.
What should smaller logistics businesses look for when hiring?
Experience in the same mode and cargo type, a service style that matches the business, and evidence of reliability and long-term commitment.
What makes a good recruitment partner for a growing logistics business?
Sector specialism, a network of experienced candidates who aren’t actively looking, and time taken to understand your business, culture and growth plans.
