How Drive My Way found 24% revenue it was leaving on the table

Drive My Way runs a platform that connects CDL truck drivers to carrier jobs, on the promise of "my life, my job, my way." Like a lot of marketplaces, it charged carriers a standard price by job type. And every month, that standard price quietly nagged at the team.

Some jobs filled themselves in a day. Others dragged on for weeks, eating effort and burning through the margin, and both kinds carried the same sticker. They were charging a flat number and hoping it averaged out. It did not. The easy jobs were padding the books while the hard ones bled money underneath, and there was no way to look at a single job and say whether it had earned its price or quietly lost. Pricing a business on a guess, month after month, is its own kind of unease: you know money is slipping out somewhere, you just cannot put your finger on where.

So Drive My Way decided to stop guessing, and brought in CDA to help them see it.

Fix the part that was broken, not the whole system

The team did not want to tear the whole pricing system down, and CDA agreed that was the wrong instinct. The job was to find the part that was actually broken. They started with the drivers: Drive My Way put 528 of them through a survey, and CDA built the model that turned those answers into a clear read on what makes a driver take and stay in a job, and therefore which jobs were genuinely hard to fill.

From there, CDA handed the team a tool that scored every job two ways, how many quality candidates it would attract and how much effort and spend it would take to fill, and rolled those scores into a simple price in three tiers.

The nerve to change almost nothing

Then Drive My Way did the thing that took some nerve: almost nothing. Armed with the scores, they left about 70% of jobs, the easy ones, exactly where they were. They raised prices only on the unprofitable tail, a 1.5x bump on the jobs that drew few candidates cheaply and a 2x bump on the ones that drew few candidates expensively. They never had to renegotiate with the customers who were already profitable or touch the prices that were already working. They simply stopped bleeding on the jobs that were losing money.

The results: a 24% lift, about 23x the cost

The result beat what they had hoped for. Drive My Way had targeted roughly a 10% improvement. What they captured was a 24% increase. That is a return of about 23 times the cost in the first year, and it compounds every year they keep the model running.