Tech Is Easy. People Are Hard: Winning at Change Management in Freight

When it comes to freight technology, the hard part isn’t the software. It’s the humans who have to use it. That was the premise of the panel titled “Tech Is Easy. People Are Hard: Winning at Change Management in Freight,” hosted during the Technology track at the April 2025 Broker-Carrier Summit in Indianapolis.

The session brought together a powerhouse of freight and tech experts: Nick Dangles of Sync Logistics Training, Chris Torrence of Optym, Rachel Backfisch of Greenscreens.ai, Tom Curee of Qued, and Kristy Knichel of Knichel Logistics. Their discussion unpacked the brutal truth about why freight tech adoption fails and what companies can do to improve outcomes.

The Change Management Challenge

Implementing new technology is often seen as a necessary step to support growth in a freight business. But even the most advanced platform will fall short if the team using it isn't fully engaged.

“There’s a misconception in our space about which one’s more important. The revenue generators or the folks who handle execution. But it’s like asking which hand you’d rather lose, your left or your right,” said Torrence.

Knichel, CEO and President of Knichel Logistics, shared how her team went through a complete systems transformation. That included new CRMs, finance tools, HR software, and three separate TMS platforms within two years.

“Our people were not ready for this amount of change. I think we were thinking, ‘Let’s rip the Band-Aid off,’ but not really understanding what it really took,” Knichel shared.

The change was necessary, but it came at a cost. Teams struggled to keep up, and the leadership team underestimated how much time and effort true adoption would require.

Avoiding “Shelfware” and Driving Engagement

Brokers spend thousands on technology that sometimes ends up collecting dust. When tools aren’t integrated into daily workflows or clearly aligned with goals, adoption stalls.

“This is a really sucky topic that a lot of people hate talking about is getting people to actually use technology,” noted Curee, President of Qued.

Curee noted that many companies try to mold new systems around their old processes, which often defeats the purpose. Instead of adapting to the software, they force the software to adapt to outdated workflows.

“If you’re taking a new TMS and just trying to recreate what you had, why didn’t you just stay with what you had?” Curee questioned.

Organizations that resist adapting to new methods face increased friction during implementation. When teams aren’t aligned on goals or workflows, adoption slows or stalls completely.

Training, Learning, and Relearning

Initial training is often the only training users receive. However, long-term success requires repeated reinforcement and dedicated time to check in and correct drift.

“Most often, I talk to brokers who onboard new tech, get the initial training, and then subsequent training happens through shadowing and word of mouth,” shared Dangles, Co-Founder of Sync Logistics Training. “You end up with what I call the broker telephone game.”

Backfisch, Head of Customer Success at Greenscreens.ai, said her team goes back to train customers months after launch to help them improve how they use the platform.

“We’re going to go back up there this summer to train the team again and sit in a room and talk through what their issues are,” explained Backfisch. “That assumption that everything’s good and then walking away is dangerous.”

Curee emphasized that software should be designed to teach as it goes. Rather than relying solely on formal training, intuitive design can guide users to better habits.

“Every product you have should be intuitive enough to say, ‘Hey, user, I noticed you’ve been doing this the hard way. Did you know you could just click here?’ That’s training,” Curee stressed.

Who Owns the Change?

Leadership has to take responsibility for the success of a technology rollout. That means staying involved from start to finish and listening to the people actually using the tools.

“I had to get involved and really sit down with some people and have discussions,” Knichel emphasized. “One person on my finance team couldn’t handle the fact that her job was changing. We lost her after 12 years.”

Knichel now holds one-on-one meetings with every employee. This helps leadership understand concerns and communicate the value of change from both a company and personal perspective.

“It’s important that the new people we hire know this from day one,” she said. “We’re growing, and we’re going to continue to change and upgrade our systems.”

Torrence added that leaders should also advocate for their team when working with technology vendors.

“If there are efficiencies that a tech provider can bring to your team, make sure you’re bringing those up early and often,” he stressed. “We want that feedback—even when it’s critical.”

Avoiding Shiny Object Syndrome

Chasing the latest tech without a clear purpose often leads to waste. Many companies onboard tools simply because others in the market are doing it.

“Stop looking at what everyone else is doing,” Curee advised. “If you’re going to use technology to solve a problem, make sure it’s a real problem.”

Torrence shared that leaders often return from conferences excited to adopt cutting-edge solutions, without first checking whether internal systems or people are prepared.

“We get back to the office and throw together a staff meeting to announce a new blockchain platform,” Torrence said. “Meanwhile, we’re still running AS400s and haven’t even implemented EDI.”

Technology should solve measurable problems and help teams work more effectively. Without that clarity, even the most impressive platforms can fail.

What to Look For in a Tech Partner

Not all vendors are the right fit. Panelists encouraged companies to ask tough questions before buying and to watch for red flags during the sales process.

“If you hear ‘Yes, we can do that’ too many times, that’s a red flag,” Curee noted. “A focused vendor should be able to tell you what they can’t do, too.”

Backfisch stressed the importance of meeting the team responsible for implementation and long-term support.

“Can I meet somebody from your team that’s going to walk me through implementation? That’s a fair and important question to ask,” she explained.

Knichel warned against pushy sales tactics and companies that aren’t upfront about what’s built and what’s still in development. If a tech partner is vague about timelines or unwilling to say no, that’s a signal to slow down the buying process and reassess fit.

“Some of the pitches we still hear today are like, ‘If you don’t jump on board by the end of the month, the sale’s over.’ That doesn’t work. Stop doing it,” Knichel stressed.

References from current customers, clarity on what’s included, and a roadmap that aligns with your own goals are essential. Good tech companies won’t shy away from being transparent about what they do and don’t offer.

Building a Culture Where Change Can Stick

Technology rollouts fail when people are treated as an afterthought. The freight industry is still about relationships, whether they’re with customers, drivers, or your own team.

“Culture of change, and embracing growth—that’s a really important piece,” explained Torrence. “If you’re adaptable, if you’re flexible, your team will follow.”

When brokers and carriers align new technology with clear communication, consistent training, and top-down support, adoption becomes a team effort. Freight moves faster when everyone is pulling in the same direction.

The Broker-Carrier Summit is designed to create space for these conversations. This is because while tech might be easy, getting people to use it the right way is where the real work happens.