Part 1 of a Leadership Case Study Series

When most people think about struggling operations, they picture unhappy customers.

Low satisfaction scores.

Declining demand.

Negative reviews.

This wasn’t that kind of problem.

Guests loved the service.

Originally launched in 2017 in partnership with Lyft, Minnie Van is Disney’s premium rideshare-style transportation service at Walt Disney World.

The service combines Disney guest experience standards with the convenience and flexibility of rideshare transportation.

One of its biggest advantages is that it delivers guests directly to the same front-door pickup and drop-off locations used by Walt Disney World bus transportation—including the parks and Disney Springs—but on demand.

Traditional rideshare services often require guests to use pickup and drop-off areas located well away from park entrances. Minnie Van eliminates much of that friction by integrating directly into Disney’s transportation ecosystem.

That matters more than many people realize.

Walt Disney World’s transportation system largely operates as a hub-and-spoke network. Depending on where guests are traveling, reaching their destination may require multiple transfers—sometimes between entirely different modes of transportation.

In some cases, transportation itself can consume an hour or more of a guest’s day on each end of the trip.

Minnie Van provides guests with a more direct, flexible, and personalized alternative within a transportation system that serves millions of visitors annually.

The service combines the flexibility and responsiveness of rideshare with Disney-level service standards and operational integration.

For many guests, it becomes more than transportation.

It becomes part of the Disney experience itself.

Guest response was overwhelmingly positive.

But popularity and long-term sustainability are not always the same thing.

Behind the guest experience, the business was facing growing challenges.

And most guests never saw them.

A Service Built Around Experience

Minnie Van was intentionally designed with convenience, accessibility, and the guest experience in mind.

But the operation itself was significantly more complex than many people realized.

Behind the scenes, the business relied on a dedicated vehicle fleet, a rideshare technology platform, complex labor scheduling, operational coordination, third-party maintenance support, and Disney-level service expectations layered across the entire experience.

The operation wasn’t simply moving guests from one location to another.

It was delivering a premium hospitality experience inside one of the world’s most recognized brands.

And in the early years, guest response reinforced confidence in the concept.

Demand grew.

Guest satisfaction remained strong.

The service became highly visible throughout the resort.

From the outside, the operation appeared successful.

But appearances can be deceiving.

The Problem Behind the Popularity

By late 2019, concerns about the long-term sustainability of the operation had become increasingly difficult to ignore.

The service was popular.

Demand remained strong.

But the business underneath the guest experience was struggling.

The challenge wasn’t attracting riders.

The challenge was turning demand into sustainable financial performance.

That distinction mattered.

Because growth can sometimes hide inefficiencies that become harder to ignore as an operation matures.

The question was no longer whether guests valued the service.

They clearly did.

The question was whether the business model itself could support long-term success.

That's when I was asked to add Minnie Van to my responsibilities.

At the time, I was already leading another transportation division at Walt Disney World. While I was familiar with Minnie Van operationally, I also understood that familiarity and understanding are not the same thing.

Minnie Van was a very different operation.

Different labor model.

Different operating rhythms.

Different guest expectations.

Different challenges.

Before making major decisions, I believed I needed to understand the operation from the ground level.

Learning Before Leading

So I went through Minnie Van driver training.

Dispatcher training.

And I shadowed opening and closing shifts alongside the managers responsible for daily operations.

I wanted to understand the operation as the frontline team experienced it.

Not through reports.

Not through presentations.

Through the work itself.

The deeper I immersed myself in the operation, the more I began to see things that weren’t immediately obvious from a spreadsheet.

There is a difference between reviewing performance metrics and understanding how an operation actually functions.

Some of the most important insights don’t appear in dashboards.

They appear in handoffs.

In delays.

In utilization patterns.

In scheduling decisions.

And in the countless small operational realities that shape performance every day.

But they also appear in the decisions that shaped those realities.

Decisions made months—or even years—earlier.

Assumptions that had become accepted as fact.

Processes that made sense when the operation launched, but no longer served the business as it evolved.

The deeper I immersed myself in the operation, the clearer it became that the challenges we were facing hadn’t emerged overnight.

They had been building over time.

And the deeper I got into the business, the clearer it became:

The issue wasn’t demand.

The issue was the operating model supporting the demand.

Then COVID arrived.

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Much of the conversation around Spirit Airlines’ collapse has focused on fuel prices, the economy, and the failed merger with JetBlue Airways.

And to be fair, all of those things mattered.

Spirit itself pointed to rising jet fuel prices and instability in the Middle East as part of the pressure the airline was facing.

But after reviewing the company’s filings and restructuring history, it's pretty clear those issues were more like the final blows—not the root cause.

The problems had been building for years.

Much of this becomes clear when reviewing Spirit’s 2025 SEC 10-K filing and January 2026 operating results disclosed in its 8-K filing.

The filings paint a much more complicated picture than simply “fuel prices” or a weak economy.

They show a business that had been dealing with shrinking revenue, grounded aircraft, lease pressure, operational disruption, and tightening financial flexibility long before the latest fuel spike arrived.

Spirit’s collapse was really the result of several pressures hitting the business at the same time:

• shrinking revenue

• high fixed costs

• grounded aircraft

• lease obligations

• labor pressure

• operational disruption

• debt

• and failed strategic options

In many ways, Spirit became a case study in what happens when a company’s business model, cost structure, and operating realities stop lining up.

And there are lessons in that for ground transportation operators too.

The Problems Started Long Before Fuel Spiked

The easy explanation is to say fuel prices killed Spirit.

But the numbers tell a much bigger story.

Revenue dropped from about $4.9 billion in 2024 to about $3.8 billion in 2025 — a decline of nearly 23%.

That’s not just fuel.

That’s a business under real pressure.

Even worse, Spirit was spending about $1.20 for every $1.00 it brought in before interest expense and restructuring costs.

That’s almost impossible to sustain for long.

And while the company cut costs, many major expenses didn’t fall fast enough to keep up with the shrinking business.

Transportation operators understand this very well.

When revenue drops, the bills don’t suddenly disappear.

The payments are still there.

Insurance is still there.

Facilities are still there.

Leases are still there.

Payroll is still there.

That’s where businesses start getting squeezed.

The Fleet Problems Ran Deeper Than Overcapacity

At first glance, Spirit’s fleet problems looked like a simple overcapacity issue.

But the filings point to something more complicated.

Spirit had invested heavily in newer Airbus Neo aircraft that were supposed to improve fuel efficiency and support the airline’s long-term strategy.

Then Pratt & Whitney engine issues began grounding aircraft for extended periods.

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If April focused on decisions, May focused on something deeper:

What those decisions become over time.

Culture doesn’t appear overnight.

It forms through repetition.

Through what gets reinforced.
What gets ignored.
What gets normalized.

Across this month’s articles, one idea kept surfacing:

Organizations become what leaders consistently tolerate and reinforce.

S…

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Part 3 of 3 — The ACLO Turnaround Series

In Part 1 of this series, I shared the moment I realized the issue wasn’t effort.

It was structure.

In Part 2, I wrote about the difficult alignment decisions that followed — redefining standards, rebuilding parts of the middle layer, and reinforcing accountability more consistently across the organization.

But alignment alone doesn’t improve performance.

The organization had to start operating differently — consistently.

The real question was whether we could sustain it.

When the Organization Starts to Stabilize

Turnarounds rarely happen all at once.

There’s no single meeting where everything changes. No dramatic moment where performance suddenly snaps into place.

What actually happens is quieter than that.

Small inconsistencies begin disappearing.

Communication becomes clearer.

Expectations stop shifting from leader to leader.

Supervisors begin reinforcing standards consistently across shifts and teams.

People begin understanding not just what is expected, but what will actually be reinforced.

And over time, the organization starts becoming more stable.

That stability matters more than most people realize.

Because organizations don’t perform consistently when accountability is inconsistent.

They perform consistently when discipline becomes part of the normal day-to-day operation.

The Difference Between Pressure and Discipline

Early in my leadership career, I believed urgency was enough to drive change.

It isn’t.

Pressure can create short-term movement. It can temporarily increase focus. It can force activity.

But pressure is difficult to sustain.

Discipline is different.

Discipline is what allows performance to hold over time.

Survival mode creates a reaction.

Discipline creates stability.

At ACLO, the turnaround accelerated once the organization stopped operating in a situational manner.

Standards became clearer.
Supervision became more consistent.
Expectations became more predictable.
Accountability became more evenly reinforced.

That reduced variability across the operation.

And when variability decreases in a thin-margin business, performance improves.

Not overnight.

But steadily.

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A few weeks ago, I watched a box truck force another car off the road as it exited the interstate.

Traffic was backed up due to construction. Lanes were full.

The driver created a lane where there wasn’t one—and pushed another vehicle out of the way to make the exit.

It’s hard to believe it wasn’t intentional.

What stood out just as much was the box truck itself.

The company branding hadn’t been fully removed.

You could still see traces of the original logo—just enough to connect that behavior to a company that may no longer own it.

And once you see something like that, you don’t forget it—especially when the driver behaves that way.

Unfortunately, this wasn’t the only time I’ve seen poor driver behavior like this—and instantly connected it back to the company’s brand.

A while back, I was nearly run off the road by a branded roofing truck.

I saw the name on the side.

And I made a decision right there—I won’t be calling them if I ever need a new roof.

That driver didn’t just create a safety issue—they cost the company business.

In both situations, the outcome can be the same.

The people around that vehicle see the driver’s behavior—and may make a decision about the company.

That’s the part many operators miss.

Your vehicles aren’t just out on the road.

They’re surrounded by potential customers.

And every interaction—good or bad—shapes decisions you may never even know about.

There’s an adage in sports—the name on the front of the jersey matters more than the name on the back.

The same applies in ground transportation.

The name on the side of the bus—that’s your brand.

And it matters a lot more than whatever may be going through a driver’s mind in a moment on the road.

Because your brand doesn’t live in your marketing materials.

It lives out there—on the highway.

Every operator should remember:

• Every driver is a brand ambassador

• Every vehicle is a rolling billboard

• Every mile is a chance to reinforce—or damage—your reputation

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Several weeks ago, my son moved out.

He’s 23. He graduated from college last fall. He’s engaged to be married later this year. He’s our youngest — which means we’re officially empty nesters.

As we packed, I noticed something.

He wasn’t taking everything.

When our daughter moved out, she cleared the room. When I left home years ago, I did the same.

Clean slate. Fresh start.

But my son was selective.

As we loaded his truck, I asked:

“Why not just take it all? It’s yours.”

He didn’t hesitate.

“I can only take what fits the vibe of our new apartment.”

“The vibe?”

“Our vibe is Boho. If it doesn’t fit, it doesn’t come.”

I didn’t know apartments had vibes. I wasn’t entirely sure what Boho meant. But I understood the principle.

As the room emptied, it began to resemble the abandoned houses I sometimes see in urban-explorer videos — furniture left behind, pieces of a past chapter frozen in place.

I said, “So your apartment is Boho. But your room’s vibe? It’s abandoned.”

From down the hallway, my wife chimed in:

“No, Babe. His apartment is Boho. His room is Hobo.”

We laughed.

But the moment stuck with me.

Because he was right.

Not everything belongs in the next chapter.

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The Vibe of a Business

At The Walt Disney Company, we didn’t use the word vibe.

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Decisions, Standards, and What Leaders Reinforce

If March focused on ownership, April focused on decisions.

Not big, one-time decisions—daily ones that shape how the business actually runs.

Across this month’s articles, one theme kept showing up:

What you choose to do—and what you choose to allow—doesn’t stay isolated. It becomes the standard.

Below is a quick recap of April’s articles, with links if you’d like to revisit them.

April 1

When Businesses Stop Being Neutral

👉 Read the full article here: https://www.groundtransportationinsights.com/p/when-businesses-stop-being-neutral

This article looked at what happens when service businesses step out of a neutral position and take a visible stance.

Using real-world examples—from a restaurant situation involving a public figure to broader corporate decisions—it explored something simple:

Businesses don’t operate in a vacuum.

They operate in markets with customers, expectations, and realities that already exist.

When leaders choose to move beyond the core service and into visible alignment, that’s a business decision.

And like any business decision, it comes with consequences.

This wasn’t about politics.

It was about understanding your environment—and recognizing that every decision sends a signal.

April 8

When Standards Become Non-Negotiable

Part 2 of 3 — The ACLO Turnaround Series
👉 Read the full article here: https://www.groundtransportationinsights.com/p/when-standards-become-non-negotiable

This is where the turnaround moved from understanding the problem to doing something about it.

Once it was clear the operation was structurally fragile, the next step wasn’t more analysis.

It was tightening expectations.

Standards had to be clearer.
Supervision had to be stronger.
Consistency had to improve.

And as expected, that created friction.

Morale dipped.
Resistance showed up.
Some leaders adapted. Some didn’t.

Because once standards become non-negotiable, alignment becomes visible.

This is where leadership shifts from diagnosing issues to reinforcing change.

April 15

Fleet Readiness: What a Navy Example Reveals About Downtime

👉 Read the full article here: https://www.groundtransportationinsights.com/p/fleet-readiness-what-a-navy-example

This article started with a stat that’s hard to ignore:

Roughly 40% of the U.S. Navy’s fleet is out of service at any given time due to maintenance backlogs.

That’s a military example.

But the pattern isn’t that different in our industry.

We track utilization closely.

But we don’t always track what’s down—or why.

And over time, teams get very good at working around it.

Dispatch adjusts.
Drivers adapt.
Operations flexes.

And the problem becomes normalized.

Fleet readiness isn’t just a maintenance metric.

It’s a leadership metric.

Because when vehicles are consistently out of service, it shows up everywhere—cost, reliability, and ultimately the customer experience.

April 22

The Catalysts of Profitability

👉 Read the full article here: https://www.groundtransportationinsights.com/p/the-catalysts-of-profitability

The month closed with a practical reminder:

Profitability doesn’t come from one lever.

It comes from how multiple decisions—and the discipline behind them—work together.

Pricing.
Cost control.
Execution.

Not as isolated efforts—but as a system.

Operators often focus on one and expect it to carry the business.

It doesn’t.

Performance improves when those pieces are aligned—and managed consistently.

The April Throughline

April reinforced a simple reality:

Leaders don’t just run the business.

They define what gets reinforced.

We make decisions about:

• Where we position the business

• What standards do we enforce

• What we choose to measure

• What we’re willing to work around

And over time, those decisions compound.

What you tolerate becomes normal.
What you reinforce becomes expected.
What you measure gets managed.

That’s where culture, performance, and profitability come together.

Looking Ahead to May

May builds on this—but shifts from decisions to behavior.

The first article, What Leaders Tolerate Defines Culture, looks at how standards erode over time—not through big failures, but through what gets normalized. What’s allowed eventually becomes what’s expected.

Next, One Bad Decision on the Road Can Cost You Business moves to the frontline—where a single moment behind the wheel can shape how your brand is experienced by people who may never set foot inside your operation.

The ACLO Turnaround Series concludes with the final installment, focusing on what it takes to sustain change once standards are in place—and what happens when discipline holds over time.

If April was about decisions, May is about what those decisions become—over time and across the operation.

A Closing Thought

Leadership doesn’t show up in isolated moments.

It shows up in patterns.

In the decisions you make.
The standards you enforce.
The things you measure.
And the things you let slide.

Over time, those patterns define the organization.

Thanks for reading and being part of the conversation this month.

If you’re not already receiving Ground Transportation Insights, you can subscribe at:

👉 groundtransportationinsights.com

Most operators don’t lose money all at once.

They lose it a little at a time.

There’s a scene in Any Given Sunday where Coach Tony D’Amato talks about life being a game of inches. The idea is simple—those inches are everywhere. Every minute. Every second. And when you add them up, they make the difference between winning and losing.

I used to use that same idea with my teams.

Except instead of inches, we talked about dollars.

The point then—and the point for you today—is this:

I’m not going to sugarcoat this—some of this may be uncomfortable.

The decisions we make every day—pricing, operations, safety, and fleet and facility decisions—all add up.

And over time, those decisions make the difference between making money and losing it.

The dollars you need—and where your margins are really won and lost—are everywhere in your operation—
in how you price, schedule, maintain and invest in your fleet, and how you run your day-to-day business.

A former boss of mine used to say, “Drops make puddles, and puddles make lakes.”

Same idea.

Small decisions don’t feel like much in the moment.
But over time, they either build margin—or they erode it.

The decisions that consistently build margin are what I call catalysts of profitability.

Not because they’re complicated.
But because when they’re in place, performance improves.
And when they’re not, it doesn’t.

These aren’t theories.
They’re the things that show up in your numbers every day.

Catalyst #1: Understanding Your Costs

If you don’t know your costs, you don’t know if you’re making money.

Profitability starts with knowing your numbers.

Not estimates. Not assumptions.
Your actual costs.

That includes:

• Driver wages and benefits

• Other labor (operations, safety, training, admin)

• Insurance costs

• True maintenance costs

• Fleet costs (payments, depreciation, capital)

• Licensing and regulatory costs

• General & administrative expenses

But it’s not just about listing those costs—it’s understanding where they show up in your business.

For example, what percentage of your revenue is going to:

• Driver wages and benefits

• Other operating wages (dispatch, supervisors, etc.)

• Safety and training wages

• Administrative wages

• Insurance

• Maintenance (and do you know your cost per mile?)

• Fleet costs

• Licensing

• G&A

Most operators can answer some of these.
Very few can answer all of them.

If you can’t answer these questions, you’re not managing your costs—you’re reacting to them.

This is what it costs to run your business—before you ever price a job.

Catalyst #2: Well-Informed Pricing

If your pricing doesn’t reflect your costs, margin disappears—whether you see it or not.

Knowing your costs is one thing.
Turning those costs into the right pricing is another.

A lot of operators do one or the other—but not both.

And you need both.

Pricing starts with your cost structure

Once you understand your costs, the next step is to ensure they are reflected in your pricing.

Many operators use a proforma model to help build their pricing. Not necessarily for every quote, but on a regular basis—to:

• Set pricing

• Validate it

• Monitor whether it’s actually achieving the margins they expect

Because pricing isn’t something you set once.
It’s something you have to monitor over time.

Markets change. Costs change. Fuel changes. Labor changes.

And if your pricing doesn’t change with them, your margins disappear.

Once upon a time, many operators could review pricing annually.

Today, it’s better to review it at least quarterly to make sure it still reflects your costs, the market, and the margin you need.

And operators need to be careful about locking in commitments too far out if there’s a risk the work could become unprofitable.

Pricing is built on how the work actually runs

Pricing isn’t just a number—it’s built on the drivers of the work.

• Time drives how many drivers you need and how much labor you’re paying

• Miles drive fuel usage and, over time, your maintenance costs

• Trip specifics drive costs like tolls, parking, lodging, and per diem

And your pricing must include enough margin to make the work worth doing.

Just as important, your terms and conditions have to support it.

Because if they don’t, you can price the work correctly and still lose money.

You also have to understand the market

Well-informed pricing isn’t just about your costs.

It’s also about understanding:

• Who your actual competitors are (not every carrier is)

• What they’re charging for similar services

• Where do you fit in the market

We used to shop our competitors regularly—not to chase price, but to understand the market.

Because pricing in a vacuum doesn’t work.

A real example

We had a long-standing hotel shuttle that everyone assumed was a solid piece of business.

It ran consistently.
The relationship was good.
They paid on time—so from a cash flow standpoint, it looked like a win.

But when we actually broke down the pricing—factoring in the true labor, fuel, and maintenance tied to the miles—we realized something:

We weren’t making money on it.

We were paying to operate it.

That didn’t happen overnight.
It happened over time—through small assumptions that were never revisited.

And until you actually stop and evaluate it, those kinds of contracts can sit there for years.

The takeaway

Revenue is not the same as profitability.

And steady work that “feels good” can quietly drain your business if it’s not priced correctly.

Well-informed pricing means:

• Knowing your costs

• Building pricing around how the work actually runs

• Understanding your market

• And monitoring it over time

Because if your pricing isn’t built on reality, your margins won’t be either.

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I read an article recently about wall-climbing robot swarms being introduced into the U.S. Navy’s fleet maintenance program—an effort aimed at reducing repair delays and improving operational readiness amid ongoing global threats.

One statistic in the article stood out.

According to the author, only about 60% of the Navy’s ships are operational at any given time due to maintenance backlogs. With a fleet of roughly 300 ships, that means approximately 120 vessels are out of service at any given time.

As a citizen, that’s concerning.

As an operator, it’s familiar.

And it raises a broader question—if an organization as sophisticated and well-resourced as the U.S. Navy is managing through this level of fleet downtime…

What does that mean for the rest of us?

It immediately got me thinking about fleet readiness in the ground transportation industry. While 40% out of service is a staggering number, I can recall periods in organizations I’ve led where availability challenges—driven by aging fleets, parts delays, and staffing shortages—combined with increasingly complex vehicle systems that require longer diagnosis times before a wrench is ever turned—created similar pressure.

And yet, here’s the question I kept coming back to:

Do we really measure this?

Fleet utilization—the percentage of vehicles in use on a given day—is tracked closely across most operations.

But what about the inverse?

• What percentage of the fleet is out of service?

• How long are those vehicles down?

• And more importantly… do we understand why?

In many cases, the systems in place don’t make this easy. In some organizations I’ve led, this data wasn’t available at all—or at least not in a way that was actionable.

So we built it ourselves.

Fleet Readiness Isn’t a Maintenance Metric—It’s a Leadership Metric

Too often, fleet readiness is viewed as a function of the maintenance department.

It’s not.

It’s a reflection of leadership.

The Navy example makes that clear. This isn’t just a maintenance issue—it’s a system-level challenge that requires visibility, prioritization, and alignment with leadership.

Because when vehicles are consistently out of service, the impact doesn’t stay in the shop—it shows up everywhere:

• Missed or delayed service

• Increased spare ratios and capital strain

• Dispatcher workarounds that introduce risk

• Driver frustration

• And ultimately, a degraded customer experience

And yet, many organizations don’t have a clear line of sight into the true health of their fleet.

They track utilization.

But they don’t always track availability with intent.

Read more

Part 2 of 3 — The ACLO Turnaround Series

In Part 1, I shared the moment it became clear that the issue wasn’t effort.

It was structure.

Margins were tight. Standards were inconsistent. And the operating model wasn’t aligned with the business's financial reality.

Once that realization set in, the next question wasn’t what needed to change.

It was how.

Because structure doesn’t change without people.

Where Execution Actually Lives

In most organizations, strategy is set at the top.

Execution happens in the middle.

That’s where expectations are reinforced — or quietly softened.
That’s where accountability is either consistent or conditional.
That’s where culture is either strengthened — or diluted.

And in our case, the middle layer wasn’t aligned with the performance level the business required.

Some leaders were capable but inconsistent.
Some were well-intentioned but overwhelmed.
And some were simply not the right fit for where the organization needed to go.

This wasn’t a matter of effort.

It was a matter of alignment.

The Hard Truth About Alignment

One of the more difficult realities in leadership is this:

Not everyone who helped build the organization is the right person to take it where it needs to go next.

That tension is real.

There’s history. There’s loyalty. There’s familiarity.

And in many cases, there are people who have worked hard and contributed meaningfully — just not at the level now required.

That doesn’t make them bad people.

But it does create a leadership decision.

Because when expectations change, alignment matters more than tenure.

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Last week, I read an article about Arkansas Governor Sarah Huckabee Sanders being asked to leave a Little Rock restaurant because her presence made some employees uncomfortable due to her political views.

After digging into it, the situation was more nuanced. The party had already been there for over an hour, had finished their meals, and had paid. They were approaching the restaurant’s 90-minute table limit. The restaurant later acknowledged that allowing them to stay could be perceived as a lack of support for their staff, while also recognizing that asking them to leave could be viewed as denying service based on differing beliefs.

Where I come from, having the sitting governor of your state visit your place of business—regardless of political affiliation—would be considered a positive.

There are more than 700 restaurants in Little Rock. The fact that the governor and her party chose yours to patronize would have been viewed as a good thing—not because of politics, but because of what it represents: visibility, demand, and an opportunity to deliver a great experience.

And that’s where this shifts from a news story to a leadership decision.

Arkansas isn’t a politically mixed environment. It’s a deeply conservative state. Sarah Huckabee Sanders won her election by nearly 30 points. Republicans hold a dominant share of statewide offices, legislative seats, and the congressional delegation. A Democrat hasn’t won a statewide office there in well over a decade.

That context matters.

Because businesses don’t operate in a vacuum. They operate in markets with customers, expectations, and realities that are already well established.

That situation immediately reminded me of my time at The Walt Disney Company.

In 2022, then-CEO Bob Chapek shifted Disney from behind-the-scenes advocacy to a very public position on Florida’s Parental Rights in Education bill.

Having worked there at the time, I can tell you this firsthand: that shift didn’t solve the problem.

It may have satisfied some employees, but it did little to appease those who were most upset. Given his general unpopularity at the time, particularly among certain employee groups, the move didn’t achieve the internal alignment it was intended to create.

At the same time, it pulled the company into a direct conflict with Florida Governor Ron DeSantis—a move that carried real consequences both publicly and operationally.

And just like Arkansas, Florida wasn’t a neutral environment.

Governor DeSantis had strong public support, later reinforced by a decisive re-election victory. His position on the issue was well known and aligned with a significant portion of the state’s electorate.

That context matters just as much.

Because when Disney took a public stance, it wasn’t stepping into open space—it was stepping into an already defined political and market reality.

In both cases, the organization made a choice.

Not a neutral one—but a visible decision to align with one side of a broader issue.

And in both cases, that choice ran counter to a meaningful portion of the market they serve.

While the future impact on the Little Rock restaurant is unknown, in the Disney example, within weeks, Florida moved to dissolve its special taxing district—a structure that had provided a competitive advantage for more than 50 years.

The market response was just as telling.

The Friday before the controversy escalated, Disney stock closed at $137.48. One week later, it was down roughly 6%. Three months later, down 24%. Eight months later, after Bob Iger returned as CEO, it was still down more than 35%.

More notably, in late March 2022, the stock briefly rallied to around $139. That remains the high-water mark nearly four years later—despite leadership changes and significant investment.

Over that same period, the broader market—represented by the Dow Jones Industrial Average—is up more than 30%.

No single decision drives stock performance. But leadership decisions—especially those that shift a company away from its core business—do have consequences. And markets tend to reflect that over time.

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If February focused on clarity and professionalism under pressure, March moved into something heavier:

Ownership.

Across this month’s articles, the theme was consistent:

When something breaks — operationally, financially, or culturally — leadership owns what happens next.

Below is a quick recap of March’s articles, with links if you’d like to revisit them.

March 4

https://www.groundtransportationinsights.com/p/you-break-it-you-bought-it

This article revisited a simple rule most of us learned early:

If you break it, you fix it.

In service businesses, that doesn’t just apply to physical things — it applies to experiences.

When customers don’t receive the value you promised, recovery isn’t optional. It’s the organization that's responsible for the experience.

The breakdown isn’t usually the failure itself.

It’s when recovery is disconnected from the people who caused it — when ownership is pushed elsewhere, and the customer is left doing the work.

Perfection isn’t realistic.
Ownership is.

March 11

https://www.groundtransportationinsights.com/p/three-months-in-the-numbers-werent

This piece started the ACLO turnaround story with an uncomfortable realization:

The business looked busy.
Revenue was steady.
But profit wasn’t improving.

What emerged wasn’t a broken operation.
It was a fragile one.

Small variances — labor, maintenance, supervision, dispatch decisions — were quietly eroding margin.

The issue wasn’t effort.
It was structure.

Standards weren’t tight enough.
Visibility wasn’t deep enough.
And leadership messaging alone wasn’t changing outcomes.

At some point, you realize:

You can’t grow your way out of structural weakness.
You have to rebuild it.

March 18

https://www.groundtransportationinsights.com/p/understanding-the-fmcsas-pre-employment

This article shifted to safety and hiring — and a question operators don’t always ask directly:

Are we using the information available to make better decisions?

The PSP provides a deeper view of driver safety history beyond the MVR — including crash data and inspection history.

The data matters.

But the bigger point is leadership.

Safety culture doesn’t start with policies.
It starts with hiring decisions.

Who you bring into the organization — and how carefully you evaluate risk before day one — shapes everything that follows.

The March Throughline

March reinforced a simple reality:

Ownership isn’t situational.

We don’t get to choose when we own outcomes.

We own:

• The experience when service breaks

• The structure when margins don’t hold

• The decisions we make before risk shows up

It’s easy to focus on activity — vehicles moving, schedules full, phones ringing.

But activity isn’t the same as performance.
And effort isn’t the same as alignment.

When things drift, the issue is rarely energy.

It’s usually discipline.

Looking Ahead to April

April builds on this theme—but shifts from ownership to decision-making.

The first article, When Businesses Stop Being Neutral, explores what happens when service organizations choose sides—and how those decisions affect customers, employees, and long-term performance.

The ACLO Turnaround Series continues with When Standards Become Non-Negotiable, moving from diagnosis into what it actually takes to reset expectations—and the impact that has on teams.

Later in the month, Fleet Readiness: Lessons from the U.S. Navy looks at how leaders measure performance differently—focusing on readiness, not just utilization, to improve reliability and control cost.

If March was about ownership, April focuses on the decisions leaders make—and what those decisions signal.

A Closing Thought

Ownership sounds simple.

In practice, it’s heavier.

It shows up when:

• Recovery costs more than you expected

• Standards need to be tightened

• Structure needs to change

• And the outcome is yours to carry

That’s the job.

Thanks for reading and being part of the conversation this month.

If you’re not already receiving Ground Transportation Insights, you can subscribe at:

👉 groundtransportationinsights.com

When transportation operators evaluate a driver candidate, the first document most companies review is the Motor Vehicle Record (MVR).

It’s an important tool, but it does not always provide the complete picture of a driver’s safety history.

An MVR typically reflects convictions and reportable crashes. What it often does not include are the roadside inspections, warnings, and violations that may occur during enforcement inspections.

For that information, the industry has another tool: the Pre-Employment Screening Program (PSP).

Recent legislation introduced in Congress has brought renewed attention to how motor carriers use that program.

Subscribe now

What the PSP Program Shows

The Federal Motor Carrier Safety Administration (FMCSA) launched the Pre-Employment Screening Program to provide motor carriers with access to driver safety information during the hiring process.

A PSP report includes:

• Five years of crash history

• Three years of roadside inspection history

These records come from the FMCSA Motor Carrier Management Information System (MCMIS) database and are available electronically to carriers with the driver’s written consent.

The records provide information about a driver’s involvement in crashes as well as inspection results and violations recorded during roadside inspections.

Safety Findings Related to PSP Use

According to a Federal Motor Carrier Safety Administration study, carriers that used PSP experienced measurable differences in safety outcomes.

Read more

Part 1 of 3 — The ACLO Turnaround Series

“Don’t confuse motion with progress. And don’t confuse revenue with profit.”

The former VP & GM said that to me once.

At the time, it sounded like a general leadership principle — the kind of thing you nod at and file away.

Three months into my first executive role as VP & GM, it felt uncomfortably specific.

After the initial energy of leadership change had faded, profitability at American Coach Lines of Orlando (ACLO) hadn’t improved.

The operation generated roughly $15 million in annual revenue. It ran 24/7. Nearly 200 employees. Close to 100 vehicles. Major contracts with Walt Disney World and The University of Central Florida. On paper, it looked substantial. Established. Important.

And it was losing money.

There had been understandable optimism when I stepped into the role. Leadership transitions often create a short burst of momentum — new direction, renewed expectations, sharper tone. Meetings feel different. Conversations feel more urgent. People lean in.

For a few months, that momentum carried us.

Then reality settled in.

Revenue was stable. Vehicles were moving. Schedules were full. Operationally, the company looked busy and important.

But profit wasn’t improving.

And that’s when the quote stopped being abstract.

Looking Beneath the Activity

Nearly 50% of our total revenue came from our largest segment of business. I had been told that this segment was stable — that margins were healthy enough to support growth and that performance issues lived elsewhere.

At first glance, the P&L appeared to support that narrative. Revenue was solid. Expenses were categorized. The company was active and visibly engaged.

But summary-level financials only tell part of the story.

I remember sitting with the P&L open in front of me, realizing it wasn’t giving me the clarity I needed. Revenue was clear. Expenses were grouped. But I couldn’t see where small variances were accumulating or how operational decisions were influencing margin day to day.

There wasn’t a clean margin breakdown by contract. There wasn’t shift-level visibility into labor impact. There wasn’t structured insight into supervision effectiveness or fleet utilization patterns.

If we were going to understand what was really happening, we would have to build that visibility.

So, we began reconstructing performance from the ground up — examining overtime patterns, supervision coverage, fleet utilization, maintenance variance, and dispatch decisions to understand how they were influencing margin in practical terms.

What emerged wasn’t dramatic.

It was subtle.

Margins in that largest segment were tight. Very tight.

The business wasn’t collapsing. It was fragile.

The difference between acceptable performance and loss wasn’t large strategic missteps. It was operational precision.

A small labor variance.
An unmonitored maintenance trend.
Inconsistent supervision across shifts.
A dispatch decision that added just enough inefficiency to erase cushion.

Individually, these looked minor.

Collectively, they erased profit.

When half your revenue operates on thin margins, small inconsistencies become structural risk.

It wasn’t broken.

It was brittle.

Read more

If you break the experience, you own the recovery.

The customer didn’t receive the value they paid for—or the value you promised—so making it right isn’t optional. It’s your responsibility.

Long before I worked in operations, transportation, or service leadership, I learned this lesson in a much simpler way.

Where I Learned It First

As a kid, I loved to touch things.

I pushed buttons indiscriminately on my grandmother’s dishwasher. I fiddled with my dad’s TV and electronics. And when we were in stores, I touched everything.

My mom would warn me,
“Don’t do that. If you knock it off, drop it, or break it, I’ll have to pay for it.”

That warning didn’t stop my curiosity. As a result, my mom had to pay for more than a few broken items over the years.

I still remember the signs posted in stores:
“You Break It, You Buy It.”
Or sometimes, “You Break It, You Fix It.”

Read more

If January focused on purpose and readiness, February focused on something more practical: clarity, awareness, and the discipline required to sustain professionalism when things get uncomfortable.

Across three articles, one theme kept surfacing:

Assumptions work — until they don’t.

Below is a quick recap of February’s pieces, with links if you’d like to revisit them.

February 4

Courtesy Isn’t Optional: A Reminder About Service, Perspective, and Grace

👉 Read the full article - https://www.groundtransportationinsights.com/p/courtesy-isnt-optional-a-reminder

This article began with a small airline moment that revealed a larger leadership issue.

The rule itself wasn’t the problem.
The tone was.

Policies matter. Safety matters. Execution matters. But how you deliver those things shapes trust.

Courtesy isn’t a premium feature. It’s not reserved for first class. It’s not optional. It’s part of the job.

Customers may forget the rule.
They won’t forget how you made them feel.

February 10

If You Didn’t Attend ABA Marketplace This Year, Here’s What You Missed

👉 Read the full article - https://www.groundtransportationinsights.com/p/if-you-didnt-attend-aba-marketplace

This wasn’t an event recap. It was a perspective recap.

Marketplace gives operators something that’s hard to create back home: space to see the industry clearly.

Where investment is accelerating.
Where expectations are rising.
Where policy and infrastructure decisions are shaping demand.

Access is helpful. Context is better.

You don’t just manage your operation. You operate inside a larger ecosystem. Marketplace is one of the few places you can see that ecosystem all at once.

February 18

Contract Language Isn’t a Problem… Until It Is

👉 Read the full article - https://www.groundtransportationinsights.com/p/contract-language-isnt-a-problem

The service is delivered.
The buses ran.
The drivers showed up.

And then the customer says, “We’re not paying.”

Most of these situations don’t start with bad intent. They start with assumptions — verbal confirmations, long-standing relationships, “we’ve always done it this way.”

Until something changes.

Contract language doesn’t matter… until it does.

Clarity isn’t about being defensive. It’s about protecting the professionalism you worked to deliver.

Discipline isn’t pessimism.
It’s preparation.

The February Throughline

February reinforced three things.

First, clarity matters. If expectations aren’t clearly defined, they’ll be tested.

Second, awareness matters. If you don’t understand the broader environment you operate in, you’ll miss signals that affect your business.

Third, discipline matters. Standards don’t hold themselves. Agreements don’t enforce themselves. Tone doesn’t manage itself.

We often assume:

• Tone won’t matter if the job gets done

• Experience replaces perspective

• Relationships replace documentation

• A strong market reduces risk

But strong organizations aren’t built on assumptions.

They’re built on clarity, awareness, and consistent discipline — especially when pressure shows up.

Looking Ahead to March

March shifts from professionalism under pressure to ownership under responsibility.

The first article of the month, You Break It, You Bought It, looks at what recovery really means in service leadership — and why fixing what you break isn’t optional.

Later in the month, the ACLO Turnaround Series begins with Three Months In, the Numbers Weren’t Moving — a candid look at what happens when revenue is steady, activity is high, and profitability still doesn’t improve.

If February focused on where professionalism can crack, March focuses on what leaders must own when it does.

Because leadership isn’t measured by smooth days.

It’s measured by what you do when something breaks — or when the numbers don’t move.

A Closing Thought

Professionalism isn’t defined by whether the buses run.

It’s defined by:

• How you speak when you’re tired of repeating yourself

• What you notice beyond your own four walls

• What you put in writing before something goes wrong

• And what standards are you willing to reinforce consistently

Thanks for reading and engaging this month.

The service is delivered.
The buses ran.
The drivers showed up.

And then the customer says, “We’re not paying.”

Sometimes it’s framed as a cancellation. Sometimes it’s a dispute. Other times it’s a request to “revisit the terms” after the fact. But the result is the same: the operator is left trying to enforce expectations that were never clearly agreed to in writing.

This isn’t hypothetical. Versions of this scenario play out across the ground transportation industry every week. A charter is canceled after vehicles and drivers have already been committed. A large move is partially reduced days before execution. A customer challenges pricing tied to a quote issued months earlier. In each case, the operator did everything right operationally—yet finds themselves exposed contractually.

What makes these situations particularly frustrating is that they rarely start with bad intent. Most operators assume professionalism will be reciprocated. That long-standing relationships, verbal confirmations, or “how we usually do it” will be enough when it matters.

Until it isn’t.

I was reminded of this recently through a situation involving a close family member. They entered into a professional relationship governed by a signed, legally binding agreement. Value was delivered. Compensation was due. And yet, the other party attempted to walk away as if the agreement were optional.

It was a stark reminder of a simple truth:

Contract language doesn’t matter… until it does.

Read more

The ABA Marketplace was held in January 2023 in Reno, Nevada.

Next year, it moves to February 2027 in Calgary.

Dates and locations change.
The value doesn’t.

Every operator participates in the tour and travel ecosystem—whether they operate tours or simply deliver them.

If you didn’t attend ABA Marketplace this year, here’s what you missed—through the lens of an operator, not a program guide.

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You Missed Seeing the Industry—All in One Place

ABA Marketplace brings together one of the most comprehensive cross-sections of the ground transportation and group travel ecosystem each year.

Over the course of four days, the exhibit hall and surrounding programming bring together motorcoach and vehicle providers, technology and training partners, safety and compliance resources, tour operators, attractions, dining partners, and CVBs.

Access is useful.
Context is decisive.

Marketplace gives operators a rare chance to step back and see:

• Where investment is accelerating

• How service expectations are rising

• Which partnerships matter more than they used to

• How transportation fits into increasingly complex travel experiences

Even operators who don’t sell tours benefit from understanding how tours are designed and delivered—because transportation performance increasingly defines the guest experience and who earns repeat business.

That perspective often influences decisions months later, long after Marketplace ends.

Read more

I was on a flight recently when I overheard a conversation that made me wince.

The aircraft door had closed, and the crew was preparing for pushback. A flight attendant stopped near my seat to close an overhead bin and noticed that one of the bags was turned on its side. She asked those seated nearby whose bag it was. No one responded. She then spoke—lou…

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As January comes to a close, I wanted to pause and reflect on the ideas that shaped the first month of Ground Transportation Insights.

Rather than introducing a new theme, January focused on a connected set of questions—questions that apply not just to ground transportation, but to leadership and service-driven businesses more broadly:

What signals are we sending—to passengers, teams, and the market—before pressure forces the conversation?

Below is a brief recap of January’s articles, with links to revisit or read them for the first time.

January 7

Every Ride Tells a Story — But You’re Not Just Selling the Ride

👉 Read the full article - https://www.groundtransportationinsights.com/p/every-ride-tells-a-story-but-youre

This article reframed ground transportation as a human-experience business, not just a logistics business. Behind every passenger is a reason that matters, and the ride—and the driver—become part of that story. Convenience, anticipation, trust, dignity, and care aren’t side effects of the service; they are what we ultimately deliver.

January 14

Uncertainty Has a Way of Coming Back

Why Readiness Matters More Than Confidence in 2026
👉 Read the full article - https://www.groundtransportationinsights.com/p/uncertainty-has-a-way-of-coming-back

This piece explored a familiar leadership pattern: discipline tightens when uncertainty rises, then quietly loosens when confidence returns—even if fundamentals haven’t improved. The core message was simple: readiness isn’t built when pressure arrives; it’s built while leaders still have runway.

January 21

We Eat First with Our Eyes — And Ride the Same Way

👉 Read the full article - https://www.groundtransportationinsights.com/p/we-eat-first-with-our-eyes-and-ride

This article focused on how trust is formed before the trip begins. Vehicle presentation, cleanliness, working amenities, and driver appearance all send powerful signals that shape perception long before performance has a chance to speak. Presentation isn’t cosmetic—it’s a proxy for standards, care, and professionalism.

The Throughline

Together, January’s articles reinforce a consistent idea:

• Purpose defines what we deliver.

• Readiness protects our ability to deliver it.

• Standards determine whether people trust us to do it well.

Leadership shows up long before results force attention.

Looking Ahead to February

February begins with a reminder that applies far beyond transportation.

In the first article of the month, Courtesy Isn’t Optional: A Reminder About Service, Perspective, and Grace, I share a small but telling moment from an airline cabin—one that illustrates how quickly professionalism can erode when familiarity replaces empathy.

It explores:

• How inconsistency creates friction for customers

• Why tone matters just as much as policy

• How “doing the job” and “doing it with grace” are not the same thing

Courtesy isn’t a premium feature.
It isn’t situational.
And it isn’t optional.

This piece connects frontline behavior, leadership expectations, and service culture through a lens shaped by both lived experience and lessons learned at Disney.

👉 The article will be published in early February.

A Closing Thought

As leaders, it’s easy to focus on outcomes—on numbers, forecasts, and performance metrics. But results are shaped long before they appear on a dashboard.

They’re shaped by how clearly we define purpose.
By how seriously we prepare before conditions change.
And by the standards we choose to uphold when no one is watching.

Those choices compound quietly over time. And when pressure returns—as it always does—they’re what determine whether an organization holds steady or starts to drift.

Thanks for reading and reflecting this month. I appreciate the opportunity to be part of your thinking as we move into February.