Steering Her Own Path: How Trucking Girl Built a Transport Business

It's nice to meet you, Iwona. Your experience in the transportation industry is extensive. Following you on social media gives the impression that your chosen path is incredibly fascinating. Could you share your story in this industry and tell us what inspired you to start your own company?

Indeed, I have been working in transportation for 14 years now. What led me to start my own company? Before I even began driving, I always thought about running my own business, although I wasn't sure in which industry. I am a trained teacher, but that job didn't satisfy me. I wanted to travel and meet people, and my passion for trucks led me to choose transportation as my career path.

I decided to work as a driver for a year to learn about the transportation industry from the ground up before considering starting my own company. After that time, I realised I still had much to learn. That's how I spent several years driving across Europe, developing my skills and documenting my work on social media. After three years, I received a job offer from a company specialising in oversized cargo transport, which was my dream. I worked there for another three years, gaining experience in transporting large loads like wind turbine blades. Then, I decided to explore transportation on another continent. I moved to Canada and started working for a transport company that also operated in the United States. This allowed me to fulfil my dream of travelling across the USA.

How did your career develop after moving abroad?

I realised that driving with a regular refrigerated truck and covering long distances, which was my initial dream, no longer brought me joy. So, I started looking for new challenges. I accepted an offer to drive on Canada's ice roads, transporting loads to diamond mines, and later worked in oil fields, where I gained experience in off-road transport. Eventually, my work permit expired, so I returned to Europe and continued working with oversized cargo.

At the same time, I began developing my online career, speaking at conferences and various events, where I talked about the working conditions of professional drivers. However, after a while, I found it increasingly difficult to balance my job with my growing presence on social media. The lack of flexibility in my work and my deteriorating health pushed me to start my own business to gain more control over my time. Despite many fears, in my 10th year as a driver, I picked up my first truck and started my own company.

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Your story is truly inspiring. It highlights the different aspects of gaining expertise in transportation—both as a professional driver and a business owner. Did transitioning from being a driver to a business owner make you worry that it might be more challenging than expected?

I must admit that, almost the entire time, I felt like I couldn't handle it. At first, I struggled with deciding which truck setup to choose. Even though I really wanted a specialised, oversized cargo setup, I knew that running a transport business involved many formalities and high costs. I chose a standard truck setup, which was cheaper and easier to maintain, reducing risks and making it easier to find work.

Initially, I planned to collaborate with a freight forwarding company, but I encountered delays and a dismissive attitude from the company owner, who bluntly told me that preparing my contract was taking time because he was writing it so that a "blonde" could understand it. That was the final push for me to go fully independent.

Although being independent required courage, I took the risk to have full control over my truck. I had no planned jobs when I picked it up, but thanks to my network, I eventually secured my first contracts. After some time working with different clients, I received an offer from a large transport and logistics company, which provided me with stable work for two years. The decision to go independent was a breakthrough and allowed me to grow professionally.

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Can you talk about the challenges of being a woman in this industry? Was that one of the more difficult aspects when starting your business? Were there other difficulties, such as bureaucratic or formal issues?

Maybe I'll just answer this question so that drivers considering opening their own business know what they're getting into. Starting a transport company is challenging, mainly due to significant costs like road tolls and financial management difficulties caused by payment delays.

Formalities and proper documentation are crucial—missing inspections or the correct paperwork can lead to losing your licence. A transport manager's professional competence certificate is helpful to avoid the additional costs of hiring someone with qualifications. However, the exam for this certificate is really tough, so it's something to consider.

Unexpected expenses, such as breakdowns or tyre replacements, can seriously strain a company's budget. Formal requirements vary by country, so failing to comply with local regulations—like not having original documents—can have serious consequences. That's why strict financial discipline and organisation from the start are essential to avoid problems later.

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How has your previous work experience helped you efficiently manage international transport, finances, and bureaucratic processes in your business? Do you have any tips for improving these areas?

In a small transport company, you often drive yourself and can't afford an office employee. Organisation is crucial from day one. Negotiating everything possible—every job, every rate—is also vital. If you can't get a higher rate, try to shorten the payment deadline or arrange multiple trips simultaneously.

What also helped me as a driver was having everything in one place—fuel card, road tolls, VAT refunds. Everything was integrated into an app, making my work much easier. Thanks to this, I didn't need a laptop or physical documents. I sent invoices and other paperwork directly from my phone, which was a huge convenience.

I believe using a single provider for integrated services saves a lot of time and simplifies management significantly.

That's a great tip, especially for drivers who are both active in the profession and business owners. After all, they have to coordinate daily trucking operations on top of everything else.

Yes, and one more thing to remember: always try to confirm jobs and payment terms based on a scanned or photographed CMR (cargo receipt) because, in tough times, every company tries to delay payments. Many companies set payment deadlines based on when they receive the original paper invoice signed by an authorised person, not when the cargo is unloaded. This can delay payments by 2-3 weeks, especially if the driver is still on the road.

Looking at financial decisions, was there one that you consider the smartest in hindsight?

Yes, having a single provider for all road-related costs helped me negotiate better fuel prices and payment terms. Another good decision was choosing a leasing agreement in my local currency. When I started earning in euros, the exchange rate was high, allowing me to make extra money when converting currency. It is important to consider what currency you earn and spend in because it greatly impacts finances. Choosing the right insurance is also crucial—not just based on price but also coverage, to avoid unpleasant surprises in case of accidents.

Was there a decision that, in hindsight, turned out to be a mistake or one you wouldn't make again?

At first, everything seemed fine, but I made a mistake by ordering a second truck set that turned out to be too heavy. The transport market, which initially was on the rise, began to shift—there was an increase in available truck sets but a drop in demand. I had counted on investments in wind farms, but the project was delayed, so the set ended up sitting idle more than it was on the road.

Consulting with others is important, but it's equally crucial to verify information—rumours in this industry often turn out to be inaccurate. Financial preparation is key—I assumed I wouldn't earn anything for the first six months, which helped me maintain cash flow and avoid issues with payments.

That's incredibly valuable information, especially considering the changing market and political conditions. It's definitely important to have that safety buffer for unexpected situations.

Yes, and one more thing since you asked whether I regretted anything: I chose independence, combining transport with marketing. This allows me to pursue a variety of goals, though sometimes at the cost of route profitability.

I think drivers who prefer stability are better off working under an operator model, where steady income is more predictable. Running an independent business can be highly profitable in good times, but crises can result in major losses.

For example, after COVID-19, many companies boomed and reinvested heavily. But every boom is usually short-lived, and what followed was a crisis. The current one has hit many businesses hard, forcing them to scale back their fleets due to a drop in transport volume.

The transport industry is unstable. When business is good, it's wise to set money aside for the future because crises can strike unexpectedly.

My next question focuses more on drivers. What challenges have you faced with hiring and managing truck drivers, and what traits do you think make a good one?

Working in the transport industry is tough and requires commitment and responsibility. I worked in a 4x1 system for years, so I know how demanding it is. As an employer, I now work with drivers from an agency. Most are reliable, though I've had a few problematic situations.

From a business owner's perspective, it's important for a driver to understand the nature of the job, be communicative and focused, and know some basic foreign languages. Driving isn't the only responsibility—drivers also handle paperwork and details that directly impact the company's finances. Even small mistakes, like delays due to a tyre change, can result in losses. A shared understanding of these aspects is key to success.

I'd like to touch on your work with the agency. In a model where drivers aren't full-time employees, turnover tends to be higher. How does the agency help you find the right drivers? Do you set certain criteria for them to follow? What does that process look like?

I've been working with the same agency for quite a while—we share the same work ethic. Their representative is a former driver who has even driven my truck a few times. So I knew he understood our company well and what kind of drivers we needed. Right now, we rotate between 3–4 drivers with whom we've built strong relationships.

Have you encountered any challenges or problematic situations with the drivers you've worked with?

After a while, I realised that trust alone isn't enough – especially after one incident where two wooden planks were missing from the truck. We couldn't determine whether they were lost or stolen. Clients often demand a full set of equipment, and it was difficult to say what happened – the driver insisted he hadn't left them behind during loading, but the vehicle had been parked for weeks, making theft plausible. On one hand, I wanted to believe the driver, but I also know from experience that mistakes happen when someone is tired or in a rush. I've made those, too, as a driver.

After that incident, we started documenting the truck's technical condition with photos and implemented software to help with that. Everything is now clear and organised.

What software or digital tools do you use daily? Which ones help you manage everything?

My main tool is the Eurowag app. From day one, I check it every day—I monitor where the vehicles are, how many hours the drivers have worked, and whether there are invoices to pay, even though I have an organised accounting system. My accountant can access the Eurowag client portal and even set up transfers, which I then approve at the right moment. Often, I check the Eurowag app before logging into the bank—it's quicker and shows whether anything is pending.

We use Microsoft Office and Fire TMS for office staff, which help organise assignments, calculate profitability, and monitor costs, mileage, and tolls. It also allows you to log route changes, which is important in specialised transport where empty runs and toll fees greatly impact pricing.

In addition, I manage technical inspections, tachographs, certifications, and equipment like fire extinguishers. These small matters require a lot of attention to avoid losses.

As you say, this technology also helps you keep track of details—like fire extinguishers or inspection—small things that can later cause big problems.

Exactly, that's how it is in transport—you work hard, fight through a lot, and if you overlook one thing, you can lose profits for several months. It's incredibly important. At first, everyone thinks they'll remember everything, but then things start to pile up. At some point, your head is just overloaded with tasks. That's when things can simply fall apart.

You mentioned both typical and less typical situations in the logistics industry. Any funny incidents that happened to you as a business owner?

Funny or not, I remember a story from Sicily. I was transporting hazardous materials and had to take a ferry. I arrived at the port, where there were two ferry companies. I went to buy a ticket. A man came out and started inspecting my truck. Suddenly, he told me they wouldn't take me because the truck didn't have the necessary hooks to secure the rig to the ferry floor in case of a storm.

However, a friend of mine, who regularly travels with these types of loads, told me it's not an issue—he's never had to pay anything extra. Still, I couldn't convince the guy, so I drove to the other ferry company.

There, I was told I'd have to pay €750 for a ticket, which was a much higher price. I decided to contact the forwarding company for help. We managed to reach a company that found me a ticket for €400. I paid for it, but it turned out that the broker who sold the ticket backed out once they found out it was me. They refunded my money and said they wouldn't take me for that price—only for €750.

Luckily, a friend who had experience with another port messaged me. There, I ended up paying just €350 for a round trip. I only had to wait 2–3 hours because the ferries were less frequent, but getting me on board was no issue. So, it was a funny story—though a bit costly.

Still, the story shows you have to be five times more alert than men in this business, or so it seems.

In Sicily and southern Italy, you often notice that prices depend on how someone judges you. For example, once at a petrol station, I paid €20 for a coffee, sandwich, and water. Then the clerk realised I was a truck driver, apologised, and gave me a case of water for free because I'd overpaid.

There were other situations too—like the time I was charged €30 for some "special edition" cookies. I declined the "exclusive" experience that time. (laughs)

Pretty standard.

Yes, you just always have to stay alert in this business.

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You say you're still travelling a lot, actively driving, and also running your social media. You take on long hauls and routes that interest you, which can be demanding when it comes to balancing work, personal life, and free time. Do you have any tips for handling this balance and the stress?

Honestly, I wish I had a recipe for that because I'm not good at it at all. I could just keep working endlessly. I'm trying to learn how to slow down. Even after all these years, it's still not easy.

My approach to work-life balance is to split my month in half—half the time I'm driving, and the other half I try to be at home. But even that doesn't come naturally to me.

As for stress—I really don't know how to manage it. I just try to live with it. In the transport industry, we're all tense because the crisis has lasted longer than we expected. Experienced carriers compare it to the 2008 crisis; some even say it's worse—with no end in sight. So, stress levels in the industry are currently through the roof.

How to deal with it? I'm still figuring it out. Ever since I started my own transport company, I work out 2–3 times a week with a trainer via video call. Before, when I worked in oversized transport, I had a lot of physical work and no back problems because I was constantly moving.

Now, in standard transport where I drive 9 hours a day, after just three months, I started having severe back pain. I believe movement is key—not only for physical health but also mental health, because unfortunately, the stress in this industry never stops. In fact, it only seems to be getting worse.

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I believe it's a promising start. Given the many hours spent behind the wheel and the resulting stress, it's crucial to invest in regular physical activity.

Yes, sometimes the stress and uncertainty about the future paralyse me so much that I don't even want to exercise.

But when I force myself to do it and get moving, suddenly, everything becomes easier. Then it turns out that fear just has big eyes (i.e., it seems worse than it really is).

Sometimes, when something scares me, I feel completely paralysed. I don't know what to do, so I usually pick up the phone and call my sister. Thanks to her advice, I find the strength to keep going.

So, having the support of a trusted person is really important.

Yes.

We've touched on many stages and aspects of the business. If you could change one thing in the transport industry, what would it be?

The problem in transport is the excess of intermediaries. Sometimes a load passes through several freight forwarders, which lowers the profit margin for carriers. Limiting the number of freight forwarders to two could improve the situation. Completely removing them is unrealistic due to the sheer volume of transport. There need to be operators with the right systems, infrastructure, and trained people who assign the jobs to carriers. Still, too many intermediaries mean some people earn money without doing real work.

Working conditions for drivers also leave much to be desired—especially the availability of clean sanitary facilities across Europe, which is still lacking. If the situation doesn't improve, younger generations will not want to work as drivers, deepening the current labour shortage crisis.

And how do you evaluate the younger generation of drivers in terms of expectations about working conditions? How would you compare the older and younger generations just entering the industry? Is it harder to attract them to this profession?

Statistics show that young drivers under the age of 25 make up only 8% of all drivers, so interest in the profession is really low. I think they are more demanding—but in a positive sense.

Because what does "demanding" mean, really? Is wanting access to a toilet, clean water, warm water, and a chance to take a shower at work considered demanding? That's not asking for a red carpet at the parking lot—it's asking for basic necessities. I don't see anything wrong with that.

Maybe it's this younger generation, by setting new expectations, that will drive the changes you mentioned are missing across the EU.

Actually, Europe has very different conditions depending on the region. It's in the wealthiest Western countries where things are worst because they have outdated infrastructure. In contrast, Eastern European facilities are often very modernised.

As we wrap up, what's next? What's next for your company? Do you have any exciting plans for the coming months or years? Can you share them?

I've always preferred to talk about my plans only once they were realised—like with Volvi or Volveg. But the growth of my company has changed my approach—I now plan and strategise more, rather than relying on luck. I'm about 75% of the way to signing some contracts, but until that happens, I'd rather not say anything to avoid jinxing it. I'm expecting something fascinating in the second half of the year—something that even surprised me—but I'll keep it under wraps for now. What I can say is that I definitely won't be standing still—I need to keep evolving.

And that's what I wish for you—that all your plans come true. We're excited to see what you do next. Thank you so much for the conversation.

Thank you, as well.