After four straight quarters of earnings growth, it’s clear that the changes underway at C.H. Robinson are more than a turnaround, they're a transformation.
Over the past two years, the global logistics leader has been rebuilding from the inside out, introducing a new operating model, streamlining its cost structure, and investing in advanced technologies to drive performance and unlock new value. Those moves are now translating into tangible results.
What’s emerging is not just a stronger version of the past, but a fundamentally new C.H. Robinson—one built to move faster, execute with greater precision, and lead with innovation. This chapter is defined not by quick wins, but by lasting transformation.
"Our first quarter results reflect progress in the disciplined execution of the strategies that we shared at our Investor Day in December—to take market share and expand our margins. We’re not waiting for a market recovery to improve our financial results, and the strategies that the Robinson team is executing are relevant in any market environment," said President and Chief Executive Officer, Dave Bozeman.
Transformation from the inside out
C.H. Robinson’s transformation didn’t begin with a market rebound—it began in the depths of a freight recession. Over the past two years, leadership has undertaken a company-wide reinvention, introducing a new operating model that prioritizes speed, focus, and accountability.
That operating model now guides every decision, from how the company prices and procures freight, to how it serves customers, to how it identifies and resolves inefficiencies. The results speak volumes.
In Q1, C.H. Robinson delivered a 39% year-over-year increase in income from operations and expanded its adjusted operating margin by 700 basis points to 26.3%. Adjusted diluted EPS rose 36% to $1.17, while cash from operations improved by $140 million, clear signs of strong execution and financial discipline in a challenging market.
Key to this performance has been a structural shift in how Robinson operates. By simplifying its portfolio, exiting non-core services and completing the divestiture of its Europe surface transportation business, the company has sharpened its focus and redeployed resources to higher-impact areas. More than 30% productivity improvement has been achieved over two years, and additional gains are expected in 2025 and beyond as automation continues to scale.
Innovation as a growth engine
But Robinson’s transformation isn’t just about simplification—it’s about elevation. And nowhere is that clearer than in the company’s investment in artificial intelligence.
Over the past year, C.H. Robinson has become a clear industry leader in generative AI, with over 3 million shipping tasks now completed by its proprietary AI agents. These tools automate core logistics functions, from pricing to booking to tracking, taking tasks that once took hours and completing them in seconds.
That speed translates into real value. AI-powered pricing and capacity alignment have directly improved gross margins. Operational efficiencies have freed up talent to focus on strategic work. And the company’s digital capabilities allow it to engage more customers, more effectively, across its 83,000-strong customer base.
“We are innovating to harness the power of artificial intelligence and driving automation across the full lifecycle of a load, which gives our customers better service, while also helping us improve our performance by automating tasks that free up our talented people to work on more strategic and higher value work,” said Bozeman.
This balance, between tech and talent, is part of Robinson’s differentiated approach. The company’s people-plus-tech model enables customers to tap into digital tools when they want efficiency, and into experienced problem-solvers when they need deeper strategic support. That dual approach is helping customers navigate complexity with greater confidence and flexibility.
Positioned to lead through the cycle
While the broader freight market has yet to show signs of sustained recovery, C.H. Robinson is moving forward with confidence. The company is using this phase to strengthen its foundation, invest in high-impact areas, and prepare for the inevitable turn in the cycle.
Leadership remains focused on increasing market share and expanding margins, goals that are already being realized through self-help initiatives and continuous improvement. Even amid soft demand, Robinson’s strategic clarity and executional discipline are paying off.
Importantly, the company is not waiting for macro conditions to dictate its trajectory.
“We’ve built a resilient organization, with a multi-horizon strategy that looks around corners and is underpinned by an operating model that provides stability by mandating execution of the strategy. I believe the strategies, disciplines and practices that we have implemented at Robinson can endure through a prolonged freight recession, through a market inflection, and through any part of the freight cycle,” said Bozeman.”
The road ahead
With a strong balance sheet, an asset-light model, and scalable technology, C.H. Robinson is well-positioned to adapt to any shift in global trade or economic conditions. Whether demand recovers gradually or rebounds sharply, the company’s infrastructure is ready.
As 2026 approaches, continued automation, AI adoption, and margin improvement remain top priorities. But so does customer service, delivered by empowered teams equipped with the best tools in the industry.
This is not just a new strategy—it’s a new standard. With sustained execution, operational discipline, and innovation at its core, C.H. Robinson is proving that meaningful transformation can deliver real results.