After more than a decade working with fleets in the United States, the Associate Vice President, Transportation Business Development at Geotab has built her career around helping operators translate technology into practical outcomes. When we spoke earlier this year at Geotab Connect 2026 in Las Vegas, Williams reflected on the pressures facing transport fleets and the opportunities emerging from better use of data, workforce development, and operational discipline.
A career shaped by change in the trucking industry
Williams describes herself as “adopted” into the trucking industry rather than born into it. But after 13 years working across the sector, she has developed a clear understanding of the cycles that shape fleet operations.
The past few years have been particularly turbulent. The industry has been navigating a prolonged freight downturn that forced many operators to reassess their business models.
“Over the last three years, we’ve had a freight recession in our industry, and it’s impacted fleets profoundly,” said Williams. “We’ve seen a lot of smaller fleets being acquired by larger companies.”
That environment has sharpened the focus on fundamentals. Smaller fleets are concentrating on maintaining profitability and keeping vehicles moving, while larger organisations are increasingly looking at how data can improve efficiency and decision-making.
For Williams, the lesson is straightforward: resilience in trucking comes from operational discipline and a willingness to adapt.
Turning data into decisions
Technology has transformed the trucking industry, but Williams believes the real challenge is not collecting information—it is using it effectively.
She regularly speaks with fleet operators who are overwhelmed by the amount of data available to them.
“We have all this data coming at us. We really need to slow down and make sure that we’re maximising the data usage,” she explained.
This shift toward data-driven operations is changing how fleets manage safety, utilisation, and cost control. Rather than relying on instinct or historical practice, operators are increasingly using analytics to guide decisions about driver behaviour, vehicle performance, and scheduling.
Williams sees this as the next stage in the industry’s evolution—moving from basic telematics to integrated fleet intelligence.
Sustainability starts with operational efficiency
While electrification remains an important long-term goal, Williams emphasises that sustainability can be improved immediately through better driving practices and smarter operations.
Reducing fuel consumption and unnecessary idling, she said, delivers both environmental and financial benefits.
“Sustainability isn’t necessarily about electrification,” Williams explained. “It’s about reducing fuel consumption, which obviously hits the bottom line.”
Programs that monitor driver behaviour and reward efficiency are already producing measurable results. In many fleets, small operational changes have delivered significant reductions in fuel use and emissions without requiring major capital investment.
This pragmatic approach reflects the reality facing transport operators, particularly during periods of economic pressure.
Addressing the workforce challenge
Labour shortages remain one of the most pressing issues in the trucking industry. Williams believes the solution lies not only in attracting more drivers but in building capability across the workforce.
The United States is currently short tens of thousands of drivers, and the gap is expected to widen as experienced operators retire.
At the same time, the role of the driver has become more technical. Modern vehicles are equipped with advanced safety systems, digital dashboards, and connected technologies that require new skills and training.
“They’re driving big computers, essentially,” Williams said when describing how technology has changed the job.
This shift has elevated the importance of professional development, safety training, and clear operational standards.
Expanding opportunities for women in trucking
Beyond her commercial responsibilities, Williams is actively involved in initiatives designed to increase participation by women in the transportation sector.
She plays a leadership role in the American Trucking Associations’ Women in Motion program, which focuses on mentorship, networking, and advocacy.
The organisation has grown rapidly, expanding from a small founding group to hundreds of members in just a few years.
Despite that progress, women still represent a relatively small share of the driving workforce—around seven percent in the United States.
Williams believes the industry must do more to highlight the range of career paths available in trucking, from operations and logistics to safety and technology roles.
A practical vision for the future
Williams remains optimistic about the direction of the trucking industry. While economic cycles and workforce challenges will continue to shape the sector, she sees strong potential in the combination of technology, data, and skilled people.
Her perspective is grounded in practical experience rather than theory.
For Williams, the future of fleet management will not be defined by a single technology or policy change. It will be shaped by incremental improvements—using data more effectively, supporting drivers, and running operations more efficiently.
That approach reflects a simple but enduring principle in trucking: progress comes from doing the basics well, every day.
