Troy Lester, co-founder and chief revenue officer of Warp, serves as the visionary at the helm of the company’s journey, guiding it toward new horizons in the world of logistics. Lester's role is much like that of a conductor leading an orchestra, where his strategic plans bring together the different sections of Warp’s revenue-generating machine. He masterminds strategies to ensure the company meets -- and surpasses -- its revenue goals, with a special focus on acquiring and retaining customers in key sectors. Whether it’s a top-tier retailer or a rapidly growing CPG company, Lester makes sure each client receives tailored solutions that meet their unique logistics needs. Lester's foresight has led to Warp’s expansion into new territories, exploring industries from food and beverage to fast-moving consumer goods. His collaboration with Warp’s product team ensures the company’s technology — from TMS and WMS to the driver app — is continuously refined to meet evolving customer needs, and that each new offering, like micro-fulfillment or last-mile delivery, is in perfect alignment with what clients need today.
In the last year, Lester has guided Warp through a period of growth, where it experienced 41.91% revenue growth in 2024, with projections that show the company will reach $32.5 million by year’s end. He spearheaded Warp’s expansion into 442 new cities, bringing the total to 2,992 cities by the end of 2024. He secured partnerships with retailers like Walmart, Saks Off Fifth, and tech providers like project44, enhancing Warp’s real-time visibility and operational efficiency. Lester's efforts in expanding Warp’s third-party cross-docking network and collaborating with local carriers boosted network capacity by 30%, allowing the company to process a 132% increase in shipments. His leadership also helped increase sales team productivity by 35%, resulting in a 74% surge in customer wins and adding 377 new clients to Warp’s portfolio. Through fostering a culture of collaboration, Lester enabled Warp to respond 30% faster to customer needs, streamlining operations and improving customer satisfaction.
In the coming year, Lester plans to deepen existing relationships with strategic partners while forging new alliances across the logistics and technology sectors. He also aims to expand the sales and business development teams, focusing on securing new contracts with high-value clients and further strengthening Warp’s foothold in the market. With sustainability remaining a top priority for Warp, Lester is focused on advancing Warp’s efforts to reduce its carbon footprint by incorporating more electric vehicles into the company’s delivery fleet, and working to create an eco-friendly solution that resonates with customers who share the company’s values of sustainability.
We talked exclusively with Lester about fostering a culture of collaboration, the importance of real-time visibility and why today's young supply chain professionals should aim to be curious, scrappy and kind.
Supply & Demand Chain Executive: Let’s first talk about you. Tell me a little bit about yourself and your journey to get to this current stage in your career.
Troy Lester: My path’s always been about solving hard problems and building from scratch. Before WARP, I founded Covet Shipping, which ended up being acquired by AxleHire. That gave me a front-row seat to the operational chaos in logistics — and more importantly, how to fix it. Now as co-founder and CRO of WARP, I focus on scaling the network, forming strategic partnerships, and making sure our customers aren’t stuck with outdated systems. Over the past year alone, we grew 41.91%, expanded into 442 new cities, and teamed up with major retailers to streamline their freight. At the end of the day, our mission is simple: build a logistics network that just works — for the people actually using it.
Supply & Demand Chain Executive: One of the things outlined in your submission is how you pride on fostering a culture of collaboration. Why is this so important?
Lester: Because in logistics, nothing works unless everything works. From sales to ops to tech — we all need to be rowing in the same direction. At WARP, collaboration is the backbone of how we operate. We’ve built a culture where teams move fast, troubleshoot together, and stay laser-focused on solving the customer’s problem. That’s how we stay agile and how we win.
Supply & Demand Chain Executive: Also outlined in your submission is how you’ve been instrumental in securing partnerships with retailers and tech providers to enhance Warp’s real-time visibility and operational efficiency. From where you sit, why is real-time visibility and efficiency so crucial to the future of supply chains?
Lester: Because speed and control are no longer nice-to-haves — they’re the whole game. If a brand can’t see what’s happening in real time, they’re flying blind. Real-time visibility gives our customers the ability to adapt to disruption, manage inventory smarter, and keep promises to their own customers. Efficiency isn’t just about cost savings — it’s about staying competitive. The supply chains that win are the ones that can move fast and see clearly. That’s exactly what we’re helping them do.
Supply & Demand Chain Executive: Over the next 12 months, you plan to reduce Warp’s carbon footprint. Walk us through what this looks like.
Lester: We’re taking real action to reduce our emissions footprint. That includes bringing more electric vehicles into our fleet, optimizing routing to cut down on fuel use, and partnering with companies that actually care about sustainability. It’s not a side project for us — it’s built into how we scale. The cleaner our network, the better it is for the brands we work with and for the communities we deliver to.
Supply & Demand Chain Executive: If you could have a conversation with your younger self, what would you tell him?
Lester: Don’t worry so much about having it all figured out. Progress rarely looks clean, and that’s okay. I’d tell him to stay close to the customer, stay hungry, and trust that the hard stuff — the failures, the pivots — is what sharpens you. You’ll build something real by listening more than talking and by showing up when it’s hard, not just when it’s fun.
Supply & Demand Chain Executive: The Rising Stars category recognizes young or newer professionals whose achievements, hard work and vision have shaped the supply chain network. What advice do you have for other young rising stars entering the supply chain space?
Lester: Be curious, be scrappy, and be kind. This industry changes fast — the people who thrive are the ones who learn quickly, stay open to new ways of thinking, and put people first. Strong relationships, clear thinking, and a bias toward action will take you far. Oh, and don’t wait for permission to challenge how things are done. The industry needs fresh eyes.
Supply & Demand Chain Executive: What are some things not addressed above that would be pertinent to include in the article detailing your strengths, achievements, overall goals, etc.?
Lester: At WARP, we don’t believe in one-size-fits-all solutions. Every customer we work with has different constraints, different goals, and we build around that. That obsession with customization is why we’ve grown so quickly. We’re not here to be another vendor. We’re here to be a true partner — one that helps brands move smarter, grow faster, and build supply chains that actually match the way their business operates.
CLICK HERE to view the full list of winners.
