It begins like a captain setting out without a chart. The horizon is clear, the destination is defined, and the water is unpredictable. Navigation without a map demands an unusual mix of humility and conviction. You commit to an outcome and accept that the route will be discovered mile by mile. That is how Andre Corbert, CEO built STT Logistics Group. He set the destination first, then learned the tides and built better instruments every time the sea turned rough.
The First Compass
Andre’s route into logistics started with the desire to build something larger than himself. He had a marketing company, and he was doing well, but the pull was toward a place where people could come work with him to achieve their goals, earn more, and live better lives. He had touched the industry in 2012 through a small freight brokerage moving cars.
When a new project failed, a sales trainer suggested starting a brokerage. They ran numbers and believed they would be millionaires in three months. Reality intervened. Projections collapsed. A partner left in nine months, but Andre stayed.
What followed was apprenticeship by intensity. He bought courses, read books, attended seminars and online training, and instituted weekly innovation meetings. The idea was simple. If the map did not exist, they would refine navigation by learning faster than the next operator. That rhythm had set the culture that would carry STT Logistics Group through the tests ahead.
Storms and New Routes
The company’s first major turn came in early 2016. They had focused on vehicles, then a client asked them to move 13 heavy machines, including excavators and tractors. They had never moved anything larger than a Ford F-450. They said yes. The niche proved more interesting and more profitable. However, the cost of entry was painful, and mistakes accumulated.
In April 2016, chargebacks and refunds hit hard. Monthly revenue fell from up to $50,000 to just $12,000. They lost a credit card processor and were banned from platforms. With no budget to buy leads, Andre and the team returned to the basics. They made cold calls. They continued the innovation meetings. They learned the currents of heavy machinery logistics until competence became mastery.
By 2018, that mastery opened new lanes. Clients were buying machinery abroad, so STT Logistics Group added international transport. Shipments moved to Central America, South America, the Caribbean, and Africa. The company was learning to read new waters and new regulations, port by port, lane by lane.
Weathering a Global Tide
In 2020, the world closed its office doors. The company went remote, and business dropped for three months. The temptation during contraction is to vanish. But, Andre made a different choice. The team reached out with creativity and positivity. They shared good news and funny memes. They stayed human. When the economy reopened, the rebound was sharp. The success of remote work clarified a structural shift. STT Logistics Group started hiring in different states and countries, including El Salvador, Honduras, Panama, and Mexico. The map was expanding, and the talent pool with it.
The $300,000 Gale
One of the hardest tests for STT Logistics Group came later in 2023. A client responsible for 24 percent of sales failed to pay a $300,000 invoice. The risk was existential. Andre took the calls himself, more than 100 a day, until the issue was resolved. By early 2024, the company had paid all its debts and restored credit with financing companies. It was a lesson written in stress and persistence. Concentration risk is real. The response is resolve, process, and daily follow through.
A Ballast of Consistency
Growth at STT Logistics Group is not framed as a trick or a secret. Andre describes a simple engine that recurs in his answers. Consistency between what the company says and what it does. Satisfy the customer. Earn repeat business. Encourage referrals. The discipline is in keeping that cycle clean when pressure rises. “We are results-oriented, we do not make up excuses as to why something can’t be done, we figure out a way to get it done,” Andre expressed.
Building Better Instruments
That insistence on delivery took the company from operator to platform builder. After trying multiple CRMs that did not fit their reality, STT Logistics Group started building its own in 2022. They also developed the STT Driver App with biometric and AI verifications to ensure drivers are who they say they are, along with real-time tracking and document handling. The industry context matters. Cargo theft had increased, and identity verification and live visibility became core to building trust. The technology was not an add-on. It was an instrument panel for safer navigation.
With processes stabilized and instruments upgraded, the company turned to scale. STT Logistics Group launched a franchise model that lets experienced brokers build their own teams on the company’s systems and technology. The platform is the promise and is also the filter. The model rewards builders who align with the culture and adopt the processes that kept the company afloat during its hardest moments.
Servant Leadership at the Helm
Leadership at STT Logistics Group reads as a single through-line rather than scattered traits. Andre’s definition of a visionary leader is clear. It is someone who knows what they want to achieve and is willing to figure out the steps along the way.
That belief in outcomes shapes how he treats people. Mentorship runs in both directions. He credits mentors who accelerated his results, and he mentors his leaders in turn, showing them what he knows so they can grow faster.
The company is only as good as its people. The job of the leader is to make their success easier. “When you are a leader, you don’t have people so they can work for you, you work for them and your main job is to make their success easier,” Andre added.
Motivation and culture come with hard edges and daily habits. Andre writes his goals and stays focused on them so he can be conscious whether actions bring him closer or push him further away. He requires his team to do the same. Accountability is not abstract. “Ultimately, if someone in the team is not achieving excellence, there won’t be a spot on the team for that person anymore. Lions don’t run with sheep,” he quotes.
Andre’s advice to aspiring leaders is consistent with that ethic. “Being a leader is a position of servanthood, so first of all be prepared to serve those who you lead.” If the goal is massive impact, build a team of leaders aligned with the mission and the vision. Multiplication beats individual heroics. Asked to describe his leadership style in one word, he chooses “Servanthood.” He explains it simply. He works for his team, improves things, makes workflows more efficient, and helps people grow and develop.
Sailing Toward New Horizons
The outlook for STT Logistics Group builds on patterns that have already been proven. The company will keep tightening the loop between promise and delivery so that customer satisfaction continues to drive repeat work and referrals. The technology stack will deepen where trust matters most, from identity verification to live visibility and faster document handling.
The franchise model will bring more experienced brokers onto the company’s rails, widening market reach without diluting process control. The hiring footprint will remain distributed, because talent is global and because the company has already shown it can operate at a high standard across borders.
Navigation without a map is not a call to drift. It is practice. Andre Corbert learned to make decisions in the fog and to install better instruments after each storm. He found the lanes where STT Logistics Group could deliver the most value.
Andre built systems that turn volatility into advantage. The future points to the same outcome-first mindset. The chart is still being drawn, and the company has the ballast and the tools to keep shaping it, one well-delivered load at a time.
