For years, trucking has been defined by one problem: finding enough drivers. But Magnus Technologies CEO Matt Cartwright says the real challenge isn’t about people, it’s about the systems built around them. In this Q&A, Cartwright explains why better workflows, unified data, and simple process changes can make trucking jobs more predictable and turn retention from a headache into an advantage.
Supply Chain 24/7: You’ve said the driver shortage isn’t really about drivers. What do you mean by that?
Matt Cartwright: When I say the driver shortage isn’t about drivers, I mean the core issue is structural, not human. We don’t lack capable or willing drivers. What we lack are the systems and processes that allow drivers to do their jobs predictably and consistently.
Many fleets still operate with fragmented tools and ad-hoc workflows. As a result, the day-to-day experience varies dramatically depending on the dispatcher, the customer, or the load. That variability makes the job unnecessarily difficult.
Drivers are not leaving the industry because they don’t want to work, they’re leaving because the environment around them is inconsistent. When fleets reduce variability and implement standardized, tech-enabled workflows, much of the so-called “shortage” improves on its own.
SC247: Where do you see the biggest breakdowns in the systems that support drivers today?
MC: The largest breakdown is the lack of a unified operational view. Dispatch, safety, billing, and telematics often operate in separate systems, creating conflicting information and slow communication. Drivers feel that fragmentation every day.
Freight variability adds another layer of complexity. When customers shift volumes or instructions, but fleets lack standardized processes or a shared data layer, drivers end up absorbing that instability through delays, idle time, or unclear expectations.
Technology should bring structure and stability to the operation, but disconnected systems often do the opposite. A unified data foundation ties the entire workflow together and reduces the daily friction for drivers.
SC247: How can this better technology make a driver’s day more predictable or less stressful?
MC: Integrated technology creates predictability by removing the unknowns that cause stress. When dispatch, billing, safety, ELD, and customer systems all work from the same information, drivers are no longer waiting for callbacks or dealing with mismatched details.
A modern TMS that connects these functions establishes a consistent rhythm across the operation. Everyone is aligned on the same data, which means fewer surprises and smoother handoffs.
“Drivers want consistency and transparency, not less human interaction. A manager checking in at the right time can matter far more than any incentive program.”
For fleet leaders, unified data turns isolated alerts into real context. You can understand patterns, coach more effectively, and address issues before they escalate. Stability in the operation translates directly into a more stable driver experience, and that has a clear impact on retention.
SC247: How can fleets strike the right balance between automation and the human side of operations so drivers feel supported, not replaced?
MC: Automation should remove friction, not remove people. Done well, it eliminates repetitive, error-prone tasks, routing logic, data entry, and load assignments, so managers and dispatchers can spend more time on the human aspects of the job: clear communication, recognition, and problem-solving.
Drivers want consistency and transparency, not less human interaction. At Magnus, we focus on pairing automation with genuine connection. A manager checking in at the right time can matter far more than any incentive program.
The fleets that get this right use automation to establish predictable workflows, and they use their people to deliver empathy and support. That combination makes drivers feel valued rather than replaced.
SC247: What are some small process changes that can have a big impact on retention?
MC: Some of the most meaningful improvements are surprisingly simple. Clear expectations around scheduling and pay, faster settlements, and consistent communication go a long way toward making the job feel stable.
Standardizing how loads are assigned, how updates are shared, and how exceptions are handled gives drivers a predictable experience day to day. Predictability builds confidence, which in turn builds trust.
When drivers know what to expect, and when leadership follows through on those expectations, retention improves quickly.
SC247: How do you think empathy and culture factor in?
MC: Empathy is a critical part of retention. Fleets can offer competitive compensation and the latest technology, but if drivers feel overlooked or undervalued, it won’t materially improve turnover.
“Turnover is rarely about the driver’s motivation. It’s about inconsistent workflows, fragmented communication, and operational systems that make the job harder than it should be.”
The fleets that excel in retention make recognition and proactive communication part of their operating model. They use data to identify early indicators of strain, such as repeated weekend assignments or inconsistent hours, and they intervene before frustration sets in.
Technology can help scale that awareness, but culture is what makes it real. When drivers feel respected and supported, morale and performance both improve.
SC247: Is there a misconception about driver behavior that you wish the industry would drop?
MC: Yes, the notion that drivers are inherently unreliable or prone to turnover needs to go. Most drivers are highly committed professionals. What they lack is a stable environment in which they can succeed.
Turnover is rarely about the driver’s motivation. It’s about inconsistent workflows, fragmented communication, and operational systems that make the job harder than it should be.
Drivers aren’t the issue. The systems and processes around them are. When fleets address those root causes, retention improves far faster than most expect.
SC247: Looking ahead to 2026, what changes would you like to see fleets make to improve both performance and morale?
MC: Looking ahead, fleets have an opportunity to move from constant recruiting to sustainable retention. That begins with modernizing the operational foundation, unifying data, standardizing workflows, and using automation to simplify the job rather than complicate it.
Beyond the systems, fleets should adopt a driver-first mindset grounded in predictable schedules, proactive communication, and consistent follow-through. Managers should be equipped to check in before issues escalate, not after.
When a fleet combines connected systems with a culture that values drivers as true partners, performance and morale rise together. That’s the direction I hope more fleets choose in 2026 and beyond.
Matt Cartwright is CEO of Magnus Technologies
