Ed Somand’s career in materials handling is the perfect encapsulation of the variety that underpins this sector, and the role it plays in keeping people invested in the industry for the long haul.

His career traces back to high school, when he gained experience as a forklift mechanic in Detroit. In his 20s, Ed started three, small, industry-related businesses before moving on to operational and sales roles for Clark, Brambles, Toyota Material Handling USA and most recently Hyster-Yale.

Now Ed is on the cusp of retiring after 53 years in the business. He says: “I wasn't trying to break any industry work records, but love working in such an incredible industry centred around machines that have impacted humanity on a global scale”.

Here Ed takes five to reflect on more than five decades in materials handling; the technology, the people and a few truths he learned along the way.

RC: Throughout your career you worked in the area of fleet management for a number of companies and have witnessed some key technological advancements. Which do you believe have had the biggest impact on materials handling operations?

ES: Technological advancements have focused on customer productivity and safety. 

From a productivity standpoint, the standout is the movement toward robotics. Productivity is viewed both as “how much more can be transported with a machine”, to "how can we move a similar amount with less labour cost”.  The latter is robotics.  The first item, “how much more can be transported?" has not changed significantly in many years.  

Safety, speaking only for the US, has become a focus and technological advancements where we have made significant improvements.  AI camera-controlled safety devices are an example.

Relating to fleet management, newer systems within materials handling equipment report multiple operating details which a user can utilise to optimise equipment usage.

RC: You spent many years in sales with Clark Material Handling Company before leading a 30-person sales team at Brambles Industries. In your experience, what makes someone great at sales? 

ES: The items which stand out are: hard work, personal investment and love of the product.  

Periodically, taking a mile high view to understand the impact this industry has had on society helps when working through the rough dimensions of sales.  

As has often been said, “the most successful salesperson still loses xx% of the opportunities".  Taking a mile-high view helps in shaking off the losses.

RC: From a leadership perspective, what are the most effective ways to motivate a sales team and set them up for the best chance of success? 

ES: Compensation, acknowledgement of hard work and personal interaction are the keys to motivation. Success also requires internal support, which is critical.  

The complexities of machinery utilisation within the customer environment, often requires a close tie between the end-user and the salesperson.  

Internal support requires capacity and honesty.  If the support team lies to the salesperson, and this is then passed on to the customer, the relationship is broken.  

RC: Looking ahead, what are your big predictions for the future of the materials handling industry? Which emerging technologies or trends do you think will have the greatest impact across the board?  

ES: The future of material handling is automation, which we currently see at various levels. 

The immediate future still sees growth in traditional machinery.

The Industrial Truck Association's report on North American sales continues to show growth.  Although we saw COVID disrupt the sales cycle which impacts what we see today, from a broad measurement unit sales continue to increase. 

The transition at the materials handling manufacturers level, involves movement away from the old concept of "we build machines and spare parts" to "we manage the majority of material handling at the customer level".   

RC: Your career has spanned many companies and many roles. Is there a particular appointment you look back on most fondly – either because of the work you did with the company, or where you were in your life at the time?  

ES: From ownership of small industry-related companies in my 20s, to working for large corporations, all roles (in hindsight) have been great.  The industry offers the ability for variety, which appeals particularly to me.  

RC: Over the course of your career, many people will have played a positive role. Were there any teammates or mentors that had a particularly significant impact on you personally, or on the trajectory of your career? 

ES: I would like to compliment Bob Henry from Alta, who was instrumental in my transition from the operations side of the business to the sales side, and Mike McKean, formally from Toyota, who understands fleet management better than anyone.  

My wife, of course, who is a great example of women moving increasingly into management roles within the industry.

RC: In your 2007 profile, your recipe for success was: hard work, planning, training, attitude and talent. Now, almost two decades later as you prepare to leave the industry, are there any ingredients you’d like to add or change?

ES: I would add: research, discuss, explore who is the best corporation to work for – and pursue.

RC: And now, for the important question: what do you hope to be doing more of in your retirement?  

ES: I plan to continue investment, from an academic side, in AI's potential contribution toward fleet management and unit sales, which can be viewed as the same.