The Women Presidents’ Organization is composed of successful women entrepreneurs, that is, women who have moved beyond the start-up phase of business and into second-stage businesses.
One of the groups within the WPO is the Zenith Group created for women-owned businesses with revenue of $50 million and above.
Founded together with the Women’s Business Enterprise National Council, the Zenith Group brings together peers to develop cutting-edge information and strategies for successful and fast-growth companies, provide high-level business meetings and business development opportunities with Fortune 1000 companies and to change the way women-owned businesses are perceived in corporate America and the media.
This month, I took the opportunity to interview one of the successful and outstanding Zenith members, Andra Rush CEO of Rush Trucking, which had 2009 revenue near $78 million and has more than 840 associates. In an untraditional field, Andra has brought Rush Trucking from an idea from her class at the University of Michigan Business School to the forefront of the industry. Trucking deregulation in 1984 allowed Andra to compete in an industry that was very difficult to penetrate prior to that time.
Among WPO members a common topic is staff quality and retention. How do you find and retain high-quality staff?
I have worked 25 years in the automotive industry as a supplier and entrepreneur and have met several engaging, talented, motivated individuals during that time. That being said, I was fortunate to assemble a winning team of leaders at Rush Trucking through knowledge of experienced contacts, customers, financial contacts, contacts of contacts and my staff who could suggest people that were looking for great opportunities and growth with a company that cares and embraces diversity. I sought individuals who like to test, grow and develop their capabilities. The Great Recession in our country beginning in mid-2008 and moving throughout most of 2009 has been a wicked challenge. The ability to endure economic pain and create new paths that have led us to the other side is a testimony to great customers, great employees, suppliers, financial institutions, business associates and prayer. We work hard at open communication and having honest and consistent feedback with all constituents involved. We try to compensate our people as much as we can in this competitive landscape as several have been hurt by the economic downturn. We hope to return our team members to their pre-recession compensation by next year. We also encourage ideas from our employees, which helps our company be more competitive and appealing in the marketplace and recognize innovation.
What is the key strategy for your success?
A key strategy is consistent, reliable, competitive service over a long period of time for all of our customers, internal and external. A vital part of our strategy is a focus on our customers in their respective industries, with a laser focus on developing positive customer relationships that foster mutual trust, loyalty, honesty and a willingness to help each other be successful.
What are some of the new trends in your industry; what has changed since 1984 when you started the company?
The biggest change has been the regulation on carbon emissions and CSA (carrier self-assessment, 2010), which will ensure that our environment is less toxic and our drivers are of the highest quality in the industry. Other changes have been in the emphasis of lower carbon emissions with lighter vehicle materials, increased fuel efficiency, clean diesel particulates, hours of service and the professionalism of transportation providers (truck drivers). New IT initiatives and satellite tracking allows our drivers, customers, dispatchers and suppliers to have real-time access and communication with their products immediately. Since 1984, technology and disciplined management of information and inventories has reduced the number of warehouses and the frequency of handling of shipments. Access to other industries because corporations have embraced the inclusion of minority, veteran and women-owned businesses have helped Rush Trucking diversify to new industries.
Does being a woman in a male-dominated industry affect you or your business?
In the beginning, there was definitely a curiosity factor. Being of Mohawk Native American nationality as well as a woman, allowed me to have a meeting where I may not have received one otherwise. I feel, (like many of my business colleagues and associates who own their own businesses), you have to work harder, longer, smarter and a bit more intensely than others. There are so many more women in business today, than in 1984, and I think that’s great. It’s nice to shatter and eliminate stereotypes or misperceptions. I admire the many women who worked alone in corporate America or a male-dominated industry who had made so many more sacrifices and endured so many more challenges than what I have, and hopefully, that will be the same story for the future young leaders (women and men). I appreciate the collaborative win-win attitude that I have experienced with some of my customers, which really makes my work fun.
How does being a part of a peer advisory group help you and your business? Is this something you would recommend?
I am a person who enjoys learning and listening. I like to be part of the solution and to contribute positively. I take great responsibility in the many lives I can impact by making decisions swiftly and making decisions that are more right than wrong. I treasure the experiences I have had with my peers at the WPO, WBENC, NMSDC, MBRT, NABA, BGCA, Women’s Forum and AWA. These organizations provide insight, experience and recommendations to help my business, my people and myself be better. I tell people to always ask questions and expose yourself to different industries and diverse people and cultures. Peer advisory groups are a great way to achieve that through learning from one another. The Women Presidents’ Organization has been invaluable to not only my business but also how I lead.
Marsha Firestone, Ph.D., is founder and CEO of the Women Presidents’ Organization, the premier global peer advisory organization connecting top women entrepreneurs who own multimillion-dollar companies. Reach Firestone at [email protected], (212) 688-4114 orwww.womenpresidentsorg.com.
