Vin McLoughlin fits the classic profile of an enduring entrepreneur. A well-respected professional with more than two decades of experience, McLoughlin combines an unrelenting drive for success, a team-player mentality, and a wealth of industry knowledge.

McLoughlin's experience in the transportation and logistics business is as impressive as it is diverse. His early background included stints at CSX Intermodal and Roadway Express. Then for more than a decade, he headed up Ryder System's dedicated logistics business, where he honed his entrepreneurial and team-building skills. Those capabilities flourished when he moved on to J.B. Hunt, where he founded and served as president of the company's Dedicated Contract Carriage Services division. In four short years, he led the division to more than $175 million in revenue.

In 1997, McLoughlin used those same skills to build a third-party logistics (3PL) business. He was part of the management team brought in to acquire Cardinal Freight Carriers, later renamed Cardinal Logistics Management.

One of the positive traits of any successful entrepreneur is the ability to anticipate changes before they occur. McLoughlin and his team recognized early on that Cardinal's main business—long-haul truckload trucking—was a mature one. A new paradigm for growth was needed. By 2001, the team decided to sell off the trucking business and focus on strategically growing the company's dedicated transportation and delivery business. Advanced technology solutions and a new customer-driven management philosophy would be key components of that strategy. That decision would ultimately lead to Cardinal's current position as one of the industry's most successful 3PLs.

The strategic focus on the customer proved to be right on target. "The dedicated delivery business is unbelievably customized," McLoughlin says. For example, a shipper might have multiple stops, multiple temperature refrigeration, tight six-minute delivery windows, or a host of other requirements, he explains. "If our customer wanted their trucks painted purple and driven by seven-foot drivers, we would find a way to make it happen," says McLoughlin.

Another benefit of the dedicated delivery business is that it's significantly more attractive to drivers than over-the-road. "Drivers are home every night for dinner and working for one customer, probably going to the same stores and seeing the same people every day," McLoughlin says. "I am a big proponent of the benefits of dedicated delivery operations. And a primary reason is because the business is much more attractive to drivers."

According to McLoughlin, he developed his leadership skills during his early years at Roadway. "In my early twenties, I worked on a dock full of teamsters," he recalls. "It was great training ground for me. I not only built self-confidence, but also an intensity for the business. During this period I began to notice that some people in leadership positions would yell and scream. But in my opinion, that meant they didn't know the job. In fact, if you are upset, lower your voice; don't raise it. People will soon begin to understand what that means."

When deregulation hit the trucking industry in 1981, McLoughlin made a courageous but calculated decision to put his career on hold and return to graduate business school at Northwestern University. That, too, proved to be a great learning experience. "With a wife and two-month-old son to support, my decision to leave work could have been considered a bit risky." he said. "When I entered graduate school, I learned a great deal about establishing and building team member trust. But perhaps the greatest thing I discovered is that the more I learned, the more I realized how much I didn't know."

One of the critical lessons he did learn over the years was that to be successful yourself, you need to focus on the success of your customers and your employees. "One of the most valuable assets any leader can bring to the table is the ability to really try and understand people," explains the industry veteran. "Having sincere conversations with people who work with me is imperative to determining how well we are doing to make the customer happy. When employees are happy, we are then in an advantageous position to thrill our customers."

As McLoughlin cautions, however, it often takes more than one attempt to find out how things are really going. "The first time you ask people how they like their job, they are surprised you even asked," he explains. "The second time you ask, they are glad you did. When you ask the third time, they will tell you the truth."

McLoughlin's emphasis on people is reflected in his commitment to maintaining a collegial and respectful environment in the office. "I insist that everyone who work with me is responsive and mutually respectful," he says. "People with sharp elbows should work for someone else. If we waste unnecessary time focusing on internal battles, we will not and cannot thrill the customer or be profitable. In actuality, we would do nothing but lose business and risk profits with silly, unneeded bickering. For me, it's critical to have a work environment that is both supportive and productive."

Associating with decent, smart people is another critical factor. In fact, McLoughlin believes that this was the formula for success at Cardinal Logistics. By surrounding himself with the best and most experienced talent in the industry—and creating a fun, productive, and profitable business environment—success was almost assured. Of course, it didn't hurt to have someone with the entrepreneurial spirit and strong team-building skills of a Vin McLoughlin at the helm.