Like many leaders in the trucking industry, HDT Emerging Leader Samantha Bodnar’s journey began in the family business.

“My grandfather started D.M. Bowman 65 years ago with just one truck and built it into the 300-truck fleet we are today,” says Bodnar, who is bringing a fresh perspective to the Maryland-based company as president.

She didn’t initially see herself in trucking. In fact, when she started working in the Bowman family of companies nine years ago doing marketing and social media, she thought her passion would be on the hospitality side of Bowman’s diversified businesses.

Bodnar jokes that she was “voluntold” to get involved in the trucking business, starting with a role in recruiting about four years ago.

Over the next several years, she rotated through different departments and sat in on board meetings to lay the foundation for her eventual leadership role. It helped her understand the complexities of the trucking business, from operations and safety to human resources and retention.

“I don’t think many people get to see all the issues and the broad aspects before getting involved with the minor details,” she says.

Kent Meyers from Volvo Group said in his nomination of her as an Emerging Leader, “Samantha is working very hard at changing a company culture and experience, where D.M. Bowman secures and retains the best talent, which in turn will ensure their customers are happy while delivering profitable results."

Diving into the Deep End of the Trucking Pool

Bodnar’s dive into the deep end of the trucking pool wouldn’t have been possible without the support of others, she says. She was supported by the company’s leadership, including former president Jim Ward, now the president of the Truckload Carriers Association.

“I was fortunate to have a lot of great people around me who wanted me to succeed.”

With their mentorship and guidance, she began attending industry conferences and building a network of contacts, which she credits as essential to her growth in the industry.

She’s part of the inaugural class for TCA’s new Elevate leadership development program. When we spoke, she was looking forward to attending TCA’s annual Call on Washington in September.

“I always thought hospitality would be my passion, but now that I’m in trucking, I can’t see myself doing anything else,” she says.

Using Artificial Intelligence to Modernize D.M. Bowman Operations

And, like many young leaders, Samantha is disrupting the company’s traditional operations.

Currently she’s spearheading implementation of planning software powered by artificial intelligence.

Instead of load planners reaching out to various brokers and load boards to fill empty trucks, the Optimal Dynamics software will use AI and predictive technology to plan loads more efficiently.

“It will take all of our loads that we book into the AS 400 — we still use the very green screen technology,” she says a bit sheepishly. The Optimal Dynamics software will pull that data, combine it with data from broker boards, and use it to plan all Bowman’s trucks more efficiently.

Artificial intelligence can do all this faster than any human can, and it can crunch the numbers on possibilities that might not seem intuitive to a human — such as deadheading 50 miles to pick up the next load.

“It uses AI, which is very scary to people, until they start to understand it,” Bodnar says. “It helps us to reduce our empty miles and get more revenue per truck and pull from broker boards quicker than anyone else can.

“It's almost like I'm disrupting the normal way of trucking around here,” she says. “But everyone's bought into it, and I do think that's going to revolutionize and take us the next 65 years.”

Bodnar is also overseeing technology in the truck cab, installing Netradyne camera systems in all of the company’s trucks. These systems not only help coach drivers but also provide positive reinforcement, tying safety performance to driver pay.

The company is also exploring the use of tablets in trucks to streamline paperwork and make drivers’ lives easier.

The Challenges of Building a Multi-Generational Trucking Team

“I have a wonderful team around me,” Bodnar says. “Everyone is so great to work with, and we're all working towards the same mission. So being able to build that team has been awesome.”

As a younger leader in an industry traditionally dominated by older generations, Bodnar is aware of the potential challenges that come with generational differences in the workplace. However, she emphasizes the importance of understanding and respecting others.

“Everyone has different priorities, and you need to respect and empathize with their priorities, even if it’s not something you have,” she says.

“Maybe some of our workforce has children, maybe some of them have grandchildren they're taken care of, or maybe they like to travel. It's just understanding what's important to people and being flexible with them.”

As a mother of three young children, Bodnar understands the importance of a good work-life balance.

“I prioritize my family just as much as I prioritize my work — because if you’re not happy at home, you’re not going to be happy at work,” she says.

D.M. Bowman has implemented flexible work arrangements, including remote work options for certain departments, to help employees balance their personal and professional lives.

“I like the term ‘work from work with flexibility,’" she says. “You shouldn’t have to miss a doctor’s appointment or your child’s play.”

Growing Future Trucking Leaders

Bodnar is also focused on developing future leaders within the company. This year, she launched a management training course aimed at mid-level managers, designed to help them grow into senior leadership roles and understand the company better. The year-long program covers everything from financial management to communication skills.

She is also working to create a more inclusive environment at D.M. Bowman. She has brought three women onto the company’s leadership team and says she’s committed to treating everyone fairly, regardless of gender or age.

The company has made accommodations for expecting mothers and for new mothers, including putting a breast-pumping room in the terminal.

“I just try to do what I would want to see done for myself,” she says.

Bodnar’s goal is to grow the company’s fleet, getting into new markets as well as increasing density in its current markets.

“We are at 300 trucks right now. At our prime we were at 500 trucks. That was over 10 years ago. I would love to get to 500 trucks in the next few years, if not more, and continue to give people opportunities to grow with us.”