Maintaining strong customer relationships while driving operational efficiencies is critical to success in supply chain logistics. At Lazer Logistics, the Premier Solutions Analysts (PSA) program has become a cornerstone of this strategy, helping customers save money by mining and analyzing data from their distribution yards.

Stefanie Newsome Ryan is at the helm of this innovative initiative. Her journey with Lazer has been as dynamic as the program itself.

The Genesis of the PSA Program

Stefanie’s connection to Lazer Logistics runs deep. Having been with the company for over two decades, Stefanie has held nearly every role, from working a yard welcome gate to managing payroll, safety, and finance.

“I started working the gate in Norcross (Ga.) on the graveyard shift,” she says. “Then I was in the office, so I did payroll, billing, and accounting; I was the VP of Finance and the VP of HR at one point. I think I’ve held every position possible, even VP of Administration at one point.”

This diverse background provided her with a unique perspective and a wealth of experience, which became invaluable when Lazer faced a pivotal moment in 2016.

At that time, Lazer was at risk of losing one of its most significant accounts, representing nearly 50% of the company’s revenue. Lazer founder Wes Newsome – her dad – and brother, CEO Adam, tasked Stefanie with a critical mission: “Stephanie, take care of [the customer]. Do whatever they ask. Make them happy,” she remembers.

Her efforts paid off, and the relationship was salvaged. This success led to the realization that a more personalized, data-driven approach to customer service could be the key to maintaining and growing these essential partnerships.

What started as a small team of three quickly expanded to cover Lazer Logistics’ top 10 most significant customers.

The PSA Program Takes Flight

By 2021, the value of the PSA program was undeniable. The company noticed that the accounts with dedicated PSA support had better margins and were consistently growing. It was clear that the white-glove service provided by the PSA team was making a difference.

“There’s no coincidence that PSAs were tied to each of those accounts,” Stefanie notes. “So, we thought, ‘Maybe there’s something to this white-glove customer service.’” The decision was made to expand the PSA program.

In 2022, the PSA team scaled up significantly. Instead of managing a handful of accounts, each PSA was now responsible for over 20 customers. This rapid expansion required building a robust infrastructure to support the team’s growing responsibilities.

“That was kind of a year of us just getting our feet wet,” she recalls. “Honestly, we were making it up as we went along. In ’23, we got into our groove and started solidifying. We do more than before and continue to refine that as the commercial team evolves.”

Tools like Power BI were introduced to streamline data analysis and reporting, allowing the PSAs to continue delivering top-tier service even as their workloads increased.

Lessons Learned Along the Way

Building the PSA program was challenging. Stefanie recalls the early days of working with blue-chip customers, when a lack of communication between local and corporate levels led to inefficiencies, such as unnecessary trailer requests.

This experience taught the team the importance of establishing a rigorous approval process to ensure that every decision was aligned with the customer’s overall strategy, ultimately controlling costs and creating value.

Another lesson was the need to manage customer expectations. As customers became more aware of the PSA team’s analytical capabilities, their requests for reports and data analyses grew exponentially.

At first, the team tried to accommodate every request, but it soon became apparent that this was not sustainable. Stefanie and her team had to learn to draw the line and prioritize tasks that genuinely added value to the customer.

“Sometimes the customer will go to a PSA and say, ‘Oh, we’re adding this. Can you send this over?’ They’re very ingrained with the customers.

“Today, PSAs are brought in from the beginning, especially with the startups, and making sure that billing gets set up correctly from the get-go.”

The Evolving Role of Technology

As the PSA program grows, technology is increasingly important in supporting the team’s efforts. While tools like Power BI have helped streamline some processes, Stefanie sees even more potential for tech to alleviate some of the PSAs’ manual workloads.

The goal is to leverage technology to automate routine tasks, allowing the PSAs to focus on more strategic, value-added activities.

Today, the PSA team is a diverse group of professionals dedicated to delivering exceptional service to Lazer’s customers. The team has grown from three individuals to a full-fledged department with expansion plans.

“I don’t think it’s ever us selling the PSA. I think it’s just us introducing the concept,” she says. “Our competitors certainly don’t have this available.”

During this growth, Stefanie’s preference for hiring internally remains strong. She believes those who already understand Lazer’s culture and systems are best positioned to succeed in the PSA role.

A Vision for the Future

Looking ahead, Stefanie’s vision for the PSA program is straightforward. She aims to continue refining the team’s processes, integrating more advanced technology, and expanding their reach within Lazer’s customer base. Her goal is for the PSAs to be seen as representatives of Lazer Logistics and as trusted partners who are deeply embedded in their customers’ operations.

Stefanie’s journey from salvaging a single account to leading a company-wide initiative has been challenging but rewarding. Under her leadership, the PSA program has become vital to Lazer Logistics’ success story, helping customers save money, streamline operations, and build stronger partnerships.

And with a team of dedicated PSAs by her side, Stefanie is confident that the best is yet to come.