A New Chapter for STG Logistics: 5 Questions with CEO Jack Holmes.
A stronger foundation. A renewed commitment to customers. And a clear vision for growth. New STG Logistics CEO Jack Holmes shares his perspective on the company’s future, the evolving freight market and what customers can expect moving forward.
STG Logistics is entering a new phase of growth, and CEO Jack Holmes sees tremendous opportunity ahead.
With more than four decades of transportation and logistics experience, including serving as President and CEO of UPS Freight, Holmes brings a hands-on leadership approach and a strong belief that successful companies are built by investing in their people and delivering for customers.
Following its financial restructuring, STG is moving forward with a clean, healthy balance sheet, a broad portfolio of logistics solutions and a renewed focus on growth, service excellence and customer partnerships.
We recently sat down with Jack to discuss what attracted him to STG, where he sees the greatest opportunities and what shippers should expect from their logistics partners in 2027.
1. What attracted you to STG Logistics, and what excites you most about the opportunity to lead the company?
Jack Holmes: What attracted me was the opportunity to help a company with tremendous potential reach its full capabilities.
STG has a great portfolio of services that I’ve admired for a long time. Throughout my career, I’ve also heard very positive things about the people who work here. When you combine those two things—a strong value proposition and talented people—you have the foundation for something special.
I’ve always enjoyed building teams, strengthening company cultures and helping organizations reach their potential. STG presented an opportunity to do all three.
What excites me most is the opportunity to build on these strengths and position STG to deliver even greater value to our customers. We have the people, capabilities and foundation to accomplish a great deal, and I’m excited about what’s ahead.
2. STG has entered a new phase following its financial restructuring. How would you describe where the company stands today and where it’s headed?
Jack Holmes: We came out of the restructuring stronger, more focused and better positioned than we’ve been in a long time.
Today, STG has a clean, healthy balance sheet and the financial flexibility to invest in our future. That’s important for customers because it means they can count on us as a stable, long-term logistics partner. We also have a great portfolio of services and an outstanding team. We’re proud of what we offer, and we’re confident in our ability to compete with anyone in the industry.
Most importantly, we’re in a position to reinvest in our people and our business. That means strengthening our capabilities, improving how we operate, and continuing to raise the level of service we deliver. My priorities are clear: investing in our network, driving disciplined growth, and continuing to deliver the exceptional service our customers count on.
We’re looking forward, not backward. Our focus is on building a company that’s positioned for long-term success and delivering the kind of service and value our customers should expect from a leading logistics provider.
3. Where do you see the greatest opportunities for STG to grow and create more value for customers?
Jack Holmes: One of STG’s greatest strengths is the breadth of our businesses and the solutions we offer.
We have strong individual businesses that can stand on their own and deliver tremendous value to customers who need a specific service. Whether that’s CFS, transloading, drayage, intermodal or another logistics solution, we have deep capabilities across our portfolio.
But we also serve customers with more complex supply chain needs—companies that can benefit from multiple services working together.
That’s where I see a significant opportunity. We can introduce customers to capabilities across STG that they may not be using today and help them solve challenges beyond the individual services they originally came to us for.
For customers, that means greater flexibility, access to a broader range of solutions and the opportunity to work with a partner that can support more of their supply chain needs.
I’m excited about what we can accomplish by making the full strength of STG’s portfolio available to more customers.
4. Our recent shipper research found that companies are rethinking their transportation strategies for 2027, with a greater focus on flexibility and service performance. What should shippers expect from their logistics partners in the year ahead?
Jack Holmes: The short answer is more. Shippers should expect more from their logistics partners.
The freight market is changing. After several years of excess capacity, we’re seeing a different environment emerge. Capacity has tightened, tender rejections are increasing and dependable service is becoming even more important.
In this environment, shippers need to be discerning about the partners they choose.
There’s a real difference between providers that view customer relationships as transactional and those that are genuinely committed to long-term partnerships.
I believe shippers should expect providers to understand their businesses, be responsive to their needs and work collaboratively to solve problems—not simply focus on the next transaction or pricing opportunity.
At STG, we have an opportunity to approach the market with a fresh perspective. We have a strong financial foundation and a broad portfolio of services, and we’re focused on building relationships based on trust, service and long-term value.
The companies that truly invest in customer partnerships are going to be the ones that succeed. That’s the kind of company we intend to be.
5. What can customers expect from STG Logistics under your leadership?
Jack Holmes: They can expect a company that genuinely cares about them.
And I believe the best way to demonstrate that commitment is by focusing on our people.
When employees feel supported, are proud of where they work and have confidence in their leadership, they do a better job for their customers. They’re more engaged, more responsive and more focused on delivering great service.
Our job as leaders is to remove the obstacles that stand in the way of our employees’ success. We need to give them the tools, resources and support they need to do their jobs effectively.
When we do that, our customers benefit. They see it in the quality of service, the responsiveness of our teams and the care that goes into every interaction.
That’s what we’re focused on building at STG—a company where our people have everything they need to succeed and where customers experience the difference.
Ultimately, our success will be measured by how well we serve our customers. And that starts with our people.
Looking Ahead
For STG Logistics, this new phase represents an opportunity to build on its extensive service portfolio, invest in its people and strengthen the partnerships that help customers move their businesses forward.
With a clean, healthy balance sheet, experienced leadership and an integrated network of logistics solutions, STG is positioned to invest in its people and capabilities while delivering greater value, dependable execution and the flexibility customers need in an evolving supply chain environment.
