Odyssey heads into 2026 with a clear direction and a continued focus on delivering value for customers.
By Hans Stig Moller, Chief Executive Officer
2025 was a year of significant progress for Odyssey. We strengthened our leadership team, sharpened our commercial focus, and invested in technology and our capabilities that support long-term success for our customers.
What makes this progress meaningful is the backdrop. Logistics has been in a perpetual state of disruption for years, and 2025 was no exception, with an ongoing freight recession, economic headwinds, and uncertainty around tariffs. While these conditions may have made some business leaders cautious, at Odyssey we’ve become bolder and stronger. We’ve built up our people, our technology, and our capabilities so that when the market recovers, we’re positioned to scale.
We’re seeing positive signs for the coming year, and, with all the investments we’ve made in our company and people, I’m optimistic about where we’re headed in 2026.
One Odyssey Takes Hold
Unified leadership, cross-functional teams, and employee-driven values strengthen Odyssey’s culture.
This year, we continued leaning into One Odyssey. For customers, it simply means work moves more smoothly. With the investments we’ve made in both our people and our technology, it’s also easier to tap into the full breadth of what Odyssey can deliver across modes and services.
Additionally, we introduced updated company values that reflect how we want to show up for one another and for our customers: Win Together, Innovate Boldly, Drive Results, Customer Centric, and Guide with Care. Our values are core to guiding how we work and make decisions.
Investing in People and Technology
Succession planning, management training, and AI-driven tools position Odyssey for smarter operations.
Nurturing talent was a major focus in 2025. We launched a management training program to strengthen leadership skills across the company. Monthly modules on providing meaningful feedback and performance management are helping us build a stronger leadership culture. We also completed formal succession planning exercises, identified skills gaps and high potentials, and put plans in place to retain and develop our next generation of leaders.
We made similar progress on the technology side. With our new data lake in place, we now offer deeper mode optimization for every customer, and we’re quoting both truckload and intermodal options to give customers more choice in how they move their freight. This data-driven visibility also supports CO2 reductions and helps customers meet their sustainability goals — an area growing in relevance as more Gen Z talent enters the industry with clear expectations around sustainability.
We’ve also continued introducing new technology into our own operations, including AI tools that strengthen planning and decision-making by making data more actionable rather than just accessible. These investments help us respond to customer needs with more clarity and speed when conditions change or when information is needed, and they support our teams in delivering steadier, more consistent outcomes.
Growth Opportunities in 2026
Expanding enterprise teams, chemical warehousing capabilities, and brokerage services to better support customer needs.
As we look ahead, our focus turns to the areas where customers are asking for more support. One of those is enterprise engagement. Larger shippers with multimodal or complex needs are looking for a more coordinated experience, and we’re putting structure in place to meet that demand. Our enterprise sales approach will bring deeper expertise and a single, cohesive view of a customer’s needs across the network.
Another area gaining momentum is chemical warehousing. Our fulfillment managed services team has added capabilities many customers have been looking for including specialized storage and ecommerce support for chemical sample orders. It’s been a strong fit with customers who need compliant and timely support for samples that require extra care.
We’re also enhancing our brokerage offering. More customers are asking for flexible, end-to-end support, especially in volatile markets. By strengthening technology and tightening the connection between brokerage and the rest of our network, we can offer a more responsive experience and better visibility across modes.
Looking Ahead
Odyssey enters 2026 ready to scale with simplified focus and faster execution.
We’re heading into 2026 with a solid foundation in place. The work we’ve done over the past year has given us clearer direction, better coordination across the business, and the ability to move with more speed and focus — even in a softer market.
In January, we’ll bring a subset of our leaders together for our annual meeting. It’s a chance to align on priorities and make sure we’re concentrating on the efforts that will have the greatest impact for our customers. The theme for the year is to focus on what matters most and execute. As 2026 approaches, I’m excited about our current position and the direction we’re heading.
