Ben Keisner tells us why trust has been at the core of Freight Brokers' mission for the past two decades

Walpole: Your father founded Freight Brokers twenty years ago. What was his mission?

Ben Keisner: My dad started Freight Brokers with a simple yet powerful mission: to make shipping essential items personal again. He believed in putting relationships at the centre of logistics – where carriers, clients, and brokers knew each other by name, and trust meant more than paperwork. This is especially crucial in shipping samples around the world, which is vital to our clients and remains a fundamental part of our business.

In your role as CEO, how are you continuing this mission?

I'm carrying that mission forward by scaling it without losing its soul. The industry has changed – we've adopted tech, analytics, and automation – but the core remains the same: we solve people's problems. I spend time with our clients. Our edge remains trust, and I work every day to keep it front and centre.

Has this mission changed at all over the past 20 years?

The core mission – building trust and delivering time-critical shipments with integrity – hasn't changed. But one major shift has been our approach to sustainability. Twenty years ago, the focus was all about speed and cost. Now, we must think long-term: how can we move goods efficiently and responsibly? That means helping our clients hit their sustainability goals. We're not just in the business of moving parcels anymore – we're part of the global supply chain's effort to reduce impact. It's a shift in mindset, but it's aligned with our roots: doing the right thing, even when it's not the easiest thing to do. 

What is a significant challenge you have faced during your tenure as CEO and how have you overcome that?

One of the biggest challenges we faced was during the height of the COVID-19 pandemic, when global supply chains were under immense pressure and essential goods were in short supply. We knew we had a responsibility to do more than protect our bottom line – we needed to be part of the solution. We stepped up and provided free shipments to the NHS, delivering critical PPE to hospitals and frontline workers when they needed it most. It wasn't about profit; it was about purpose. That experience reinforced what we stand for as a company: using our network and resources to serve the greater good.

What is something you have to think about as CEO regarding Freight Brokers that would have been very different when the company was founded?

Two decades ago, cybersecurity wasn't even a word in our playbook. Now, it's a daily priority as we handle sensitive customer data.

Another big one is sustainability – clients want to know their supply chain isn't just fast and economical. This involves tracking emissions, vetting partners, and assisting clients in building greener supply chains. None of that was on my dad's desk in 2005.

What is your proudest achievement in the company’s timeline as CEO?

Building a culture that retains talent —that's what I'm most proud of. We've grown, certainly, but we've also created a place where people stay because they genuinely want to. Shipping important parcels isn't easy work, but when your people feel seen, supported, and empowered, they show up and look after our clients. That's our engine.

What do you think will come to define your company over the coming 20 years – and how are you setting the course for this?

Over the next 20 years, I believe our legacy will be defined by how well we strike a balance between technology and humanity. AI is going to change how shipments move, no question. However, the companies that thrive will be the ones that use those tools to deepen relationships, not distance them. I'm investing in tech, yes, but I'm also investing in leadership, in training, in people. Because twenty years from now, just like twenty years ago, it'll still come down to who picks up the phone when something goes wrong – and whether they care enough to fix it.