Let’s straighten this. It’s not just about attaching a driver, it’s about filling up the seats. It’s about knowing exactly when your business can maintain it, when it needs it and when it waits it’s a smarter move. Too many small airlines are hired early and chasing freight and the systems that support it to back up the freight. And what happens? Payroll calculations are tough. The equipment is sitting. Operation Spiral. You are not growing – you are bleeding. Employment is a strategic decision, not a hopeful decision.
If you’re thinking of doing a small operation and taking someone with you – whether it’s your first driver or the fifth, this article is a check of your intestines. Because timing is just as important as execution. We walk in signs that it’s time to expand, indicators that you’re not ready yet, and signs that the basic work you need before you hire can look inside your truck.
This is where most small airlines run short. They either land one good deal or start looking at the board’s consistent cargo and think, “Now is the time to expand.” But stable is not the same as sustainable. One broker with a consistent load is dependencies, not business models. And if that cargo disappeared, you got a paycheck for a driver who couldn’t continue rolling.
Before you hire, ask yourself:
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Can you always cover additional trucks with profitable cargo as well as travel?
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If my main load source is dry, do you have a backup plan?
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Have you run the numbers beyond just the fuel, pay, insurance and downtime factors?
If you can’t say yes to all three, you’re not ready. Waiting is smarter than hiring someone who can’t afford to pay in three months.
Hiring a driver without knowing the cost per mile is like trying to win a race without knowing where the finish line is. You need to know the wreckage per mile per mile, per week, per track.
If you don’t know:
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The number of load miles you need to run every week to maintain profitability
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The amount of cash flow the business needs to cover salary every two weeks
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How long will it cost if the shipper is delayed or the load is cancelled?
…After that, employment is not a business decision. That’s a speculation. And in this market, speculation becomes really fast and expensive.
This is a better question than “Should I hire?” Question: “Am I already maximizing the truck I have?” I’m tired so there are too many owners jumping into employment. They are seeking help. But the truth is that the second driver doesn’t solve unoptimized businesses. If your current truck is not operating for more than five days a week, or if you want to take down cargo, you are not ready to hire if you can cover yourself.
That being said, if you run profitable lanes that are booked a few days in advance and consistently knock down the load because you can’t cover them, that’s your signal. Demand is drawn ahead of supply. That’s when the second track makes sense.
Let’s talk about money. Hiring a driver means you are committed to paying someone every week, even if the customer doesn’t pay for 30 days. You should secure a salary of at least 45-60 days before that rental step into your operation. If it sounds like stretching, you’re not alone. But it is also your red flag.
Do math:
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What is the average driver salary cost per week, including taxes and worker comps?
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It takes 6-8 weeks.
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That number is your safety net. If you don’t have it, wait.
When the driver is in, there is no pause button. Running firmly and hoping that your next invoice will be paid on time is not a business strategy.
Adding a driver doesn’t just mean adding miles. That means adding complexity. Dispatch, Safety, Maintenance Tracking, Driver Communication, Onboarding, Road Documents – Scaling with all tracks. Do it all manually, or if you’ve removed it from your phone, burn out or drop the ball. Or both.
Please ask before hiring:
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Is there a standard process for sending loads, collecting bolls, and tracking tracking times?
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Are my split ready to manage the second driver?
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Is there a way to monitor safety and compliance in real time?
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Is there someone (or system) that can help you manage the work in the back office that comes with another truck?
If your answer is “understand it when they start,” you are already late. First, build the system. Then the staff.
Let’s talk about what the right thing looks like. This is if the employment is the correct call:
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There is a contract or direct luggage volume that the current truck cannot handle completely
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Operates consistently beneficial with cash flow supporting 60 days of pay
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There is a system that dispatches, tracks and supports another truck
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You will not only take what moves, but you will refuse cargo that matches your lane
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You test your numbers and employment adds margins as well as revenue
In such a situation, adding a driver is a multiplier of the force. You’re not just growing, you’re continuing to grow right.
If you still rely heavily on the roadboard, you are running inconsistent cargo, or you manage everything from a single spreadsheet, employment won’t fix it. It’ll break it faster.
thank you:
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You’re still guessing your weekly numbers
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There are unpaid invoices for more than 30 days
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I run negative weeks frequently
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You want another truck to create cash flow instead of keeping it
There is no shame in waiting. There’s only a risk in a hurry.
Adding a driver is not a milestone. That’s a responsibility. And in this industry, hiring too early is more expensive than waiting too long. Numbers don’t lie. If you’re not running lean, consistent and cash-positive, more tracks won’t solve the problem. However, if cargo, systems and finance foundations are in place, their employment could be a game-changer. Make sure it’s not a bailout, it’s a business move.
Posts When to hire, when to wait in your truck business? It appeared first FreightWaves.
