Six Questions w/New Two Men and a Truck CEO Jeff Wesley
Jeff Wesley was recently named CEO of TWO MEN AND A TRUCK after serving as CFO for the brand for almost eight years. He took over for Brig Sorber, one of the original "Two Men" of the company. This comes on the heels of 57 consecutive months of record growth for TMT.
How did you celebrate the good fortune of becoming CEO?
You know, I had a moment of excitement because I love the brand and the core values and commitment to make a difference. To be in the CEO position and take on that role and have the ability to lead a wonderful team that we have at the home office and over 300 locations, it was a great moment of celebration and a moment of reflection and appreciation that I had.
Was it a surprise?
I think it was a big change and the family is always a critical part of our success and is always there to support us, continue to invest in it and impact customers, but at the same time it’s a moment where they’re handing the baton to myself and the great exec team we have here—and from that perspective it’s an incredible moment.
How will your role change after being the CFO for so long?
On a day-to-day basis I’ll have more of an opportunity to meet, lead my peers than I had previously, and there’s a couple departments I’ll have more of an impact on than I had before.
Why are you bullish about the company’s future?
We’re a very innovative company, we’re investing in technology rapidly [and just had] 70 months of consecutive growth, about 60 months of record growth.
What potential headwinds do you have your eyes on?
Economic conditions are one factor. Obviously the changing moving space is another area that we’re watching closely, because it is being impacted. The third one is just regulations. There's regulations that are positive or negative—consistency is such an important factor for us, because when you’re growing rapidly, trying to interpret the rules is very difficult
What are your biggest priorities as CEO?
Now that I’m in the CEO chair, I’ll look to build upon the success [and] to keep the brand success growing at the extent we have. In the coming year we think we can see those projects through their implementation, being very proud of the leaders we grow and having the franchisees more aligned. If I can fulfill those goals, I can look back and say a job well done.