Overview
In trucking, it is easy to mistake movement for momentum. Trucks are running, invoices are going out, revenue is coming in — but once broker fees, fuel, driver pay, insurance, repairs, and maintenance are paid, the profit left behind can be much smaller than expected.
The company started with a solid accounting foundation, but the next step was deeper visibility. Opulent Bookkeeping helped the owner move beyond “how much did we bring in?” and start answering the more important question: which loads, trucks, drivers, and customers are actually making a profit?
Challenge
The business was active and generating revenue, but the owner could tell the profit was not matching the workload. The issue was not whether the company had worked — it was whether the work being accepted was worth the cost of running it.
Brokered loads were creating volume while reducing profit before operating costs were even paid.
Revenue was being earned, but the expected profit margin was not being retained.
Fuel savings and purchasing incentives were available but not being fully captured.
The owner needed the numbers explained in plain language—not accounting jargon.
What we found
Once the financials were reviewed at a deeper level, the issue was not a lack of work — it was the quality of the work. Some loads looked worthwhile based on gross revenue, but once broker commissions, fuel, repairs, insurance, and overhead were factored in, the margin was too thin. The numbers showed where profit was slipping and why the company’s profit margin was not meeting expectations.
Broker commissions were reducing revenue by over 10% off the top.
Available fuel discount programs were not being used consistently.
Repairs and maintenance were elevated and unpredictable due to the age of the fleet.
Approximately 75% of total revenue was coming through brokered work.
Our Approach
Opulent Bookkeeping built the reporting around how the business actually operates — by customer, project, truck, and driver. This created a clearer view of dispatch profitability and helped them see which work supported the business and which work weakened the margin. From there, the focus shifted from “more loads” to “better loads.”
Implemented process to track profitability by client/project, truck, and driver.
Reviewed actual profitability compared to the company’s projected targets.
Identified broker dependency, missed fuel incentives, and fleet age as key margin pressures.
Established minimum margin expectations before accepting work.
Results
With better visibility, the company was able to make stronger decisions around customer mix, dispatching, fuel usage, and equipment planning. The business moved from accepting work based on top-line revenue to evaluating whether each opportunity supported profit.
Shifted focus toward direct customer work to reduce broker commission exposure.
Began using fuel incentive programs to capture savings that were previously being missed.
Created a clearer equipment strategy focused on reducing repair volatility through newer, more reliable trucks.
Started evaluating loads by margin potential instead of accepting work simply because it added revenue.
Key Metrics
Overview
Broker Revenue
Revenue Impact
CONCENTRATION
Margin Target
LOST REVENUE
MINIMUM PROFITABILITY
Profit Visibility
BY PROJECT AND TRUCK
Future Plans
The next phase is to continue using dispatch-level reporting to help the business chooses stronger work, reduce avoidable costs, and grow with profit discipline.
Increase direct customer revenue and reduce broker dependency.
Review profitability before accepting loads, assigning trucks, or expanding equipment.
Track margin trends by truck, driver, customer, and project.
