Cargo Dream Team—From left to right, Maurice
Fuchs, Global Account Manager; Jeffrey Elder,
General Manager – Cargo Sales Development;
Irina Koeppen, Regional Manager JV Cargo Performance
& Special Projects; Alex Clayton, General
Manager – Marketing & Vertical Sales;
Kazumi Sakuhara, Manager – Revenue Development
of Temperature Controlled Products; Gareth Joyce,
President – Delta Cargo; Charlie Sferlazza,
Global Account Manager; Michael Hatfield, General
Manager – Global Accounts; Jon Corbi,
Global Account Manager.
Joyce has served as the President of Delta Cargo for
almost a month now. In that time, he has worked
continuously with the Cargo Sales team to strengthen
the logistics arm at Delta, focusing on bold, new strategies
that engage the Delta customer.
In an air cargo world
of choices, Gareth is happily accepting the challenge
to drive shippers to Delta.
“We have an opportunity
to make Delta Cargo an entrepreneur inside of Delta,”
Mr. Joyce declares.
“My goal is to
create a nimble, profitable, and agile business that
can cut through the jungle a little quicker, perhaps,
than Delta Air Lines as a whole.
“Delta Cargo has
the potential to redefine the product and service we
offer. We have an opportunity to make this business
far more customer-centric and consumer-oriented.”
Mr. Joyce traded wheels
for wings in May, leaving Mercedes-Benz Canada, where
he served as CEO and President, to join Delta.
we led a very complex network of business functions
that included moving 60 million parts around the country,
doing 2.5 million services on cars, and supporting nearly
2 million call center customer interactions each year.
is a core component of machinery behind a service organization
that is there to delight customers.
“More than logistics,
Delta is centered on service.
is delivered when three components hit the target simultaneously:
strong and stable processes and systems combined with
highly capable and motivated people.
“All three of these
apply to our challenges within the cargo business.”
& Service Delivery Focus
“My early impression
is that we need to double down on our greatest strengths.
“There are two
leverage Delta’s domestic network.
“Delta offers more
than 5,000 flights a day in the U.S. and we need to
better manage that capacity for our customers.
“We have to build
from our domestic capabilities and enhance the international
community, leveraging our joint venture partners to
grow relationships with customers and become their preferred
carrier over the long-term.
“I want our customers
to come to us with new business because they know we’re
delivering a product that your customers celebrate,
you’re doing it right. I’m challenging my
teams to ask questions and deliver ideas that will make
Delta Cargo head and shoulders above our competition
in service delivery.
“In a market that
is oversaturated with capacity, if we get this right,
we have a better chance that customers will bring their
business to us through value creation and not just price.”
inside Delta that I’ve encountered is inspiring.
an executive leadership team here that has humility,
vision, appetite for measured risk, and a true sense
of caring for the people in Delta.
“My biggest leadership
challenge inside the cargo business will be to make
sure that leadership strength is cascaded into our organization.
“I’m a leader
that plays to win and I really play hard to win. But
I always play by the rules.
“I ask my teams
to play hard and leave nothing on the field.
“And if you lose,
that’s okay, but you have to reflect on the game
you’ve played to see where you can improve.
“I’m in the
game right alongside my team and lead through action.”