National Sales Recruiter

Suits, sales, and career changes with Alexander Anderson. I talk with Alexander Anderson of Tom James Company to talk about his move into the clothing industry, what he has learned about sales, and how workplace dress continues to change. Alex works as a clothier, helping clients choose clothing based on their work, schedule, and needs. He entered the field after working in freight brokerage and wanted a career where he could build a business and work with people. Six months into the job, he has learned that selling clothing requires a different approach from the business-to-business sales he knew before. Its conversation also covers the shift toward casual clothing, signs that suits and ties may be returning, the difference between Charleston and larger markets, and the importance of communication, organization, and respect. Alex describes his role at Tom James Company as helping people find the right fit for each situation. That process goes beyond choosing a suit. He works with clients on colors, patterns, styles, and clothing choices based on where they work, where they go, and who they meet. One point that comes up early is that there is no single way for a person in business to dress. Attorneys may need suits for parts of their work, while another business owner may spend most days in slacks, a button-down shirt, or a polo. Doctors, lawyers, business owners, and other clients have different demands, so Alex has to understand the person before recommending clothing. Alex came to Tom James Company after working as a freight broker at Total Quality Logistics. He wanted a career change and saw a chance to operate with some of the responsibility of running his own business while spending his days working with people. That combination led him into an industry he knew little about before joining the company. The transition changed his view of sales. Alex had experience selling from one business to another, but working with individual clients required him to rethink much of what he had learned. When a business pays for a service, the money often comes from a company budget. When an individual buys clothing, that money comes from the person's own wallet. That creates another level of responsibility. The client has to see the value in the service and feel that the purchase meets a need. Joe Justice Organization LLC also discuss how workplace clothing has changed. Suits are no longer part of every office in the way they once were. Alex has walked into law firms and seen attorneys wearing slacks and polos. Dress codes across many industries have moved toward business casual or casual clothing. At the same time, Alex has started seeing signs of another shift. His work has taken him to offices in larger cities, where he has seen more people return to suits and ties for office work. Those trips have given him a chance to learn how other Tom James offices operate and how clothing markets differ from Charleston. Charleston presents its own challenges. Alex and his partner operate in a market with less volume than offices in larger cities. He also sees fewer workers in office buildings and more unused office space than he sees in some other markets. That affects an industry connected to what people wear to work. As companies continue bringing workers back into offices, he sees the possibility for workplace clothing to change with that movement. His travel has also given him access to people and offices that can help him learn the business. Because the Charleston operation has a small team, visiting other locations gives him examples of how people manage clients, sales, and the work that happens behind the scenes. When Joe Justice Organization LLC move into a series of shorter questions, Alex points to Grammarly Premium as one of the best purchases he has made for his business. He uses it to help with emails and communication. His answer connects with another lesson from its conversation: communication matters in sales and business. When I ask him what skill every entrepreneur should have, he chooses the ability to talk with people. A business owner has to explain what they do, understand what another person needs, and build relationships. Those skills apply beyond clothing and sales. Organization is an area Alex continues to work on. His role requires him to manage clients, appointments, follow-ups, and other parts of the business. He credits his partner, Richard, with helping him build systems and hold himself accountable. Alex also shares a principle that guides how he works with people: treat others the way you want to be treated. For him, respect has to be part of every interaction. That principle fits the type of business he is building because his work depends on relationships rather than one-time transactions. My conversation with Alex shows what happens when someone enters a new industry and discovers that past experience does not answer every question. He brings sales experience into Tom James Company, but he is learning how personal purchases, client relationships, communication, and organization change the process. The clothing industry is also changing as workplace expectations move between casual dress and a return to suits in some markets. Through that change, Alex is building his business around understanding what each client needs, communicating with people, staying organized, and treating others with respect.

Can a 3PL give your supply chain a competitive advantage? What to look for in a modern logistics partner - and why transparency and compliance matter as much as capacity By Shannon Russell Key points: * A modern 3PL offers expanded capacity. * A 3PL can improve performance and reduce risk, but consistency and accountability drive real results. * Strong compliance standards and transparent scorecards give shippers a clearer view of network performance. * A single point of contact helps streamline communication and maintain control across geographies, modes and services. For years, 3PLs were evaluated on a simple question: Did freight arrive on time? That still matters, but it no longer tells the full story. Yes, a 3PL can give a supply chain a competitive advantage. That advantage comes when the provider operates as a strategic partner focused on consistency, transparency and accountability, delivering supply chain solutions that go beyond freight execution. This evolution is reflected across the industry, where TQL is ranked No. 9 among North America's largest logistics providers by Transport Topics. Today's supply chains are more complex and connected than ever. A missed pickup, delayed delivery, or breakdown in communication can quickly impact operations, customer relationships and costs. That's why many shippers are looking beyond execution alone and asking a more important question: What kind of support should a logistics partner actually provide? From execution to performance management Moving freight is only one part of supply chain management. The greater challenge is everything around it, including coordination, communication and consistency. Modern 3PLs reduce complexity by limiting handoffs. A single point of contact helps keep shipments aligned and creates clear ownership when issues arise. Technology supports this with shipment visibility and performance trends, giving shippers greater supply chain efficiency. But visibility alone isn't enough. The value comes from using that information, supported by freight analytics, to improve decisions and strengthen execution. Why compliance matters Strong compliance forms the foundation of a reliable carrier network. This includes carrier safety standards, insurance requirements and clearly defined service expectations. When a 3PL is disciplined in these areas, it can contribute to a more stable carrier network. For shippers, that often translates into fewer disruptions and more consistent day-to-day performance. It's also important to understand how carriers are vetted, monitored and managed when issues arise, because these processes shape how risk is controlled across the network. Scorecards and transparency Performance only improves when it is measured clearly and shared consistently. Scorecards provide that structure. They track metrics such as on-time pickup and delivery, tender acceptance, claims and communication, and they show performance over time rather than isolated results. When shippers and providers operate from the same data, conversations shift from reacting to problems to improving performance. That transparency builds trust and drives accountability across the network. Choosing a strategic partner Logistics decisions impact cost, service levels and the consistency of supply chain execution. When evaluating a 3PL, it helps to consider: - How performance is measured and shared - Strength of compliance and carrier management practices - Visibility into shipments and network activity - Consistency of communication and accountability A strong partner does more than move freight. It simplifies complexity and delivers consistent performance across the network. Building a more consistent supply chain A competitive supply chain isn't defined by isolated wins. It's shaped by repeatable performance over time. Scorecards and compliance work together to turn shipment data into action and reduce risk before it becomes a service failure. Many shippers are also placing greater focus on sustainability, efficiency and emissions in addition to cost and speed. The real difference comes down to this: Does a partner simply execute freight movement, or does it improve how the network performs over time? That's what separates a vendor from a true logistics partner. See how TQL helps strengthen supply chain performance through greater visibility, compliance and consistency. Contact your dedicated Logistics Account Executive or email [email protected].