Bringing Freight Management into the 21st Century

When we launched Pathway—Unsworth’s cloud-based freight management platform—it felt like we were stepping into uncharted territory. Asking clients to embrace a new way of working during a global pandemic was no small task. Yet, it was clear to me that the challenges of the moment demanded bold action. What made it personal was that this wasn’t just about improving a system; it was about modernising how we deliver value in logistics, an industry I’ve spent my career working to innovate.

This journey has been deeply challenging and hugely rewarding. In this post, I want to reflect on what motivated me to push for this transformation, the hurdles we’ve overcome, and what it’s taken to create a platform that simplifies freight management for everyone, not just the top 1%.

The Drive to Change

For me, Pathway wasn’t just another project—it was a mission to solve a problem I’d encountered time and again in logistics. Freight forwarders sit on mountains of data but often lack the tools to turn it into something useful for their clients. Too often, we’re stuck in reactive modes of working: fire-fighting operational issues, handling repetitive queries, and relying on outdated systems. I knew it didn’t have to be this way.

The idea was simple: empower every client—not just the largest ones—to take control of their supply chains. That meant moving beyond the world of spreadsheets and fragmented communication and offering a centralised, intuitive solution that could unlock the full potential of their data.

But this vision wasn’t just about visibility. It was about creating actionable insights. Data, in my view, is only as valuable as the decisions it enables you to make. I wanted Pathway to help our clients act faster and smarter by simplifying the complexities of global trade.

Starting from Scratch

Leading this transformation meant fundamentally rethinking how we work—not just as a company, but as an industry. When we began, I knew we’d have to challenge some long-standing habits both internally and externally. Change can be uncomfortable, especially in a sector as traditional as logistics.

To kick things off, I worked closely with my team to define what we wanted Pathway to achieve. We started by mapping out the pain points that clients face daily. These ranged from the simple—like finding the status of a shipment—to the complex, such as managing exceptions across a multi-country supply chain.

The real breakthroughs came when we stepped outside our bubble and started talking directly to clients. Over six months, I personally led conversations with dozens of customers, from SMEs to larger enterprises. What stood out was their hunger for more than just answers to basic questions like “Where’s my shipment?” They wanted tools that could help them understand what those answers meant for their businesses. They needed insights that would help them make informed decisions quickly, without wading through an ocean of irrelevant data.

Learning the Language of Tech

As someone who’s spent most of my career in logistics, diving into the world of tech was a steep learning curve. The buzzwords—agile sprints, scrum masters, minimum viable products—were intimidating at first. But what I quickly realised was that building great technology doesn’t require becoming a software engineer. It’s about collaboration and problem-solving, two skills that logistics professionals know well.

I spent a lot of time working closely with developers, translating operational challenges into technical requirements. This was where my logistics background became a strength. I understood the nuances of our industry and could articulate what clients really needed in ways that made sense to our tech team.

One of the biggest lessons I’ve learned is the importance of focusing on outcomes rather than features. It’s easy to get caught up in building flashy tools, but every feature in Pathway had to serve a clear purpose: making our clients’ lives easier. That mindset kept us grounded and ensured that we didn’t lose sight of the big picture.

Standing on the Shoulders of Others

While Pathway was our own creation, we weren’t starting entirely from scratch. Digital-first forwarders had already started to reshape the logistics landscape, and their successes (and failures) provided valuable insights. Watching these innovators move fast and break things taught us some important lessons about what to do—and what to avoid.

For example, while speed is essential, we couldn’t afford to rush at the expense of reliability. Logistics is an industry where trust and relationships matter deeply, and we had to balance cutting-edge technology with the consistency and dependability our clients expect from us. This dual focus became one of Pathway’s defining principles.

Building for Collaboration

One of the most exciting aspects of Pathway is how it fosters collaboration. Freight management isn’t just about tracking shipments; it’s about connecting people—clients, suppliers, and operations teams—onto the same page.

Pathway achieves this by creating a shared source of truth for everyone involved in the supply chain. Instead of relying on a chaotic mix of emails, spreadsheets, and phone calls, teams can now access the information they need in real-time through a single platform. This isn’t just about convenience; it’s about enabling smarter, faster decision-making across the board.

The platform also embodies our philosophy of “managing by exception.” By surfacing only the most critical issues, it helps clients focus their time and energy where it matters most, cutting through the noise of everyday operations.

Overcoming Challenges

No journey worth taking is without its challenges, and Pathway’s development was no exception. One of the toughest parts was getting buy-in—both internally and externally. Changing the way people work is never easy, especially in a sector as entrenched in tradition as freight forwarding.

Internally, there was a learning curve as we adapted to new processes and technologies. I had to champion the project within Unsworth, ensuring that everyone understood the value Pathway would bring not just to our clients but to our own operations.

Externally, we had to convince clients to embrace a new way of working. During the pandemic, asking businesses to adopt yet another change felt like a big ask. But by focusing on the tangible benefits Pathway could deliver, we were able to win their trust. Today, 150 clients have left spreadsheets behind and made the switch to Pathway, a testament to the platform’s value.

The Results So Far

Seeing Pathway in action has been one of the most rewarding experiences of my career. Clients are using the platform to streamline their operations, manage by exception, and make more informed decisions. The feedback we’ve received has been invaluable, helping us refine the platform and shape its roadmap for the future.

One of the biggest wins has been the way Pathway brings clarity to complex supply chains. By distilling hundreds of data points into actionable insights, it gives clients the information they need to act quickly and confidently. And it’s not just about what the platform can do today; it’s about the potential it has to grow and evolve with our clients’ needs.

Looking Ahead

While I’m proud of what we’ve achieved so far, I see this as just the beginning. There’s so much more we can do to make freight management smarter, simpler, and more accessible for all. The lessons I’ve learned along the way—about the importance of listening to clients, focusing on outcomes, and embracing collaboration—will continue to guide us as we build on Pathway’s success.

My Advice to Fellow Intrapreneurs

If you’re like me and working in an intrapreneurial role within a traditional forwarder, my advice is simple: don’t wait. Modernising the customer experience doesn’t have to be about mastering every piece of tech jargon or reinventing the wheel. It’s about starting where you are, focusing on what your clients need, and taking incremental steps toward meaningful change.

For us, the key was balancing innovation with practicality. We didn’t try to build the perfect solution overnight. Instead, we focused on creating a platform that could deliver real value from day one and improve over time. That approach has made all the difference.

Building Pathway has been one of the most challenging and rewarding experiences of my career. It’s not just a platform; it’s a step toward a future where logistics is smarter, simpler, and more collaborative. If this resonates with you, let’s connect—I’m always up for a conversation about what’s next in logistics.