What Would You Do If You Were Truckstop's CEO?

Truckstop’s founder, Scott Moscrip, has returned as interim CEO after Kendra Tucker stepped down after three years in the role. Her departure reignites industry debate around the company's strategic direction and recent performance missteps.

Breaking: Kendra Tucker steps down as Truckstop CEO

Truckstop announced Thursday evening that CEO Kendra Tucker is leaving the company.

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1. Market Share & Differentiation

Jin Stedge, founder of TrueNorth (and our sponsor), shared on LinkedIn that Truckstop remains a market leader but could benefit from stronger differentiation:

• Free tier for vetted carriers to boost adoption
• Deep TMS integrations so brokers don’t leave their existing systems
• AI-powered dispatching to reduce manual tasks and prioritize relationship-building

She emphasized that executing such changes requires “top‑tier engineers” and a sharp product focus.

Innovation Gaps & Product Overload

Ryan Schreiber criticized Truckstop’s acquisition strategy on LinkedIn:

• “Buying random sh*t on discount” rather than acquiring cohesive, high-potential products
• He urged the company to:
  1. Retire underperforming offerings
  2. Fix organizational and customer success issues
  3. Invest in premium acquisitions (like Convoy's GenLogs)
  4. Develop a visionary roadmap leveraging new load-board models and technology

He warned that a failure to reposition could see Truckstop “burn itself to the ground.”

Accountability & Internal Culture

Others expressed their opinions in the comment sections and gave their thoughts on what can be done to improve Truckstop:

• Peter Maxwell noted Tucker’s responsibility for acquisition decisions and C-suite hires, pointing out she had authority over “One Team” restructuring.
• Tim Highham, CEO of AscendTMS, said: “It was the CEO’s problem… that’s LITERALLY the job of the CEO.” He suggested the return of Moscrip signals an urgent need for internal realignment.
• Jared Hutkowski highlighted Truckstop’s efforts to gather user insights but criticized inconsistencies. He referenced delays in onboarding due to “absurdly slow” RMIS processes and outsourced support teams lacking product expertise.
• Lyall Cresswell agreed with Jin and Schreiber, recommending:
  1. Strong platform-wide user verification
  2. Revival and integration of RMIS
  3. On-platform load execution tools and payment facilitation
  4. AI to reduce friction
  5. Acquisition of TrueNorth and partnership with GenLogs

Jason Rabine, however cautioned that overreliance on AI risks alienating traditional users:

“Freight is a relationship‑based environment… adding AI removes a lot of that relationship.”

What's Next

Despite everything that has happened, Truckstop must address several critical issues:

• Streamlining product suite and improving customer success
• Reinventing workflows to support brokers and carriers
• Balancing new tech—like AI—with human-centered operations
• Regaining market confidence with purposeful leadership and execution

With Moscrip at the helm, the real test will be whether Truckstop can align internal operations with external expectations and translate bold ideas into tangible innovation.

I leave you with the question: What would you do if you were Truckstop's CEO?

You can leave you thoughts in our FreightCaviar Forum. It is the excellent place to keep this topic going and share your opinions with like-minded individuals like yourself.

Source: Jin Stedge/LinkeIn | Ryan Schreiber\LinkedIn