They quit. Again. It wasn't the candidate.

When a freight forwarder loses new sales hires within six months, the instinct is to blame the hire. Not hungry enough. Not the right fit. Bring in the next one and hope it sticks.

But look at what we keep seeing.

The company hires for hunger. Then it places that rep on a platform with no pricing support, no manager engagement, and competitive lanes nobody actually owns. A strong producer walks in ready to produce, and the platform won't let them.

Consider that only 1 in 2 or 3 freight forwarding sales hires becomes a high producer. That number isn't just about who you pick. It's about where you put them.

So the intervention is simple: audit the platform before the hire, not after.

Can your pricing team turn around a quote fast enough to win? Is the sales manager engaged, or absent? Are there lanes a new rep can actually go after and own?

If the answers are shaky, the next hire will struggle too. Fix the platform first, and the right person finally has room to produce.

We know this industry, and we know what makes salespeople stay.