Moving Distribution Forward since 1955.

Browns Distribution is growing, and we’re looking for experienced Class 1 HGV drivers to join us for the journey. New contract wins, continued business growth and the launch of new systems across the operation mean there’s plenty happening at Browns. As our customer base and transport requirements continue to expand, we’re strengthening our driving team with more Class 1 drivers. But we know choosing your next driving job isn’t just about finding another set of keys. It’s about how you’re treated once you have them. Trusted to get on with the job One thing that comes through again and again in feedback from our drivers is how much they value being trusted to do their job without constantly being chased. Professional drivers know their role. They don’t need somebody ringing every few minutes asking where they are or pushing them from one drop to the next. At Browns, our planners give drivers a clear plan for the day and trust them to get on with it. As one driver put it: “All round good company to work for, pays decent hours, good planning, you don't get called up every 5 minutes, you're left to do the work that's planned for you.” Another said: “Decent company, new trucks, pretty much left alone by the office staff to focus on your day. Not chasing you up.” That doesn't mean drivers are left without support. When something does go wrong, the transport team is there to help. That balance is important to us: giving experienced drivers the freedom to manage their day, while making sure the office is there when they genuinely need support. As Browns grows, maintaining that sense of trust, respect and accessibility remains important to us. Investing in our drivers and fleet Growth at Browns is being supported by continued investment across the business. Our drivers have regularly commented positively on new trucks, trailers and the standard of the fleet. Since 2023, Browns has invested £5.6 million in its fleet, adding more than 30 new tractor units and over 40 new trailers. Drivers joining Browns can expect their own allocated modern truck rather than swapping between vehicles, with our fleet including Scania, MAN and Mercedes trucks. Every cab comes with a fridge and microwave, helping to make life on the road that little bit more comfortable. We’ve invested in the technology our drivers use on the road too. Our new driver app keeps upcoming jobs clear, reduces paperwork and sends job changes straight to the driver’s device, helping to make the working day simpler. We're also continuing to invest in the people behind the wheel. Our current Class 1 driver package includes: £15.60 per hour Guaranteed 50 hours per week £30 night-out allowance £50 enhanced allowance for Friday nights out Quarterly Performance Bonus up to £200 £300 Annual Retention/Performance Bonus Premium rate for weekend work Opportunities for overtime and weekend work if you would like to earn more An additional day's holiday for every year of service, up to 33 days A dedicated Driver Training Manager A dedicated Driver Representative, giving drivers a voice within the business Funded Driver CPC Funded eye tests and medicals Funded driver card renewals Ongoing in-house training Opportunities to progress Free company uniform It’s all part of making Browns somewhere good drivers want to stay, not simply somewhere they come to work. Looking for your next Class 1 driving role? We’re looking for reliable, experienced Class 1 HGV Drivers who take pride in what they do and want to become part of a growing, family-run logistics business in Stoke-on-Trent. If you’re looking for modern equipment, approachable management and a team that will support you when you need it — while also trusting you to get on with the job without being chased every five minutes — we’d like to hear from you. Find out more and apply on our careers page.

Introducing Touchbase, our new Transport Management System Every major investment Browns has made over the past few years has been driven by the same ambition: to make our business stronger, our service better and our customers more successful. That ambition has shaped the way we've invested in our people, our fleet and our facilities. It has challenged us to continually improve the way we work and look beyond today's requirements, building a business that's ready for tomorrow. Today, we're proud to introduce our biggest technology investment yet. Meet Touchbase, the new Transport Management System built by us, for you. Developed entirely by our in-house team, Touchbase brings customers, drivers, warehouse teams and operations together through one connected technology platform, supporting the movement of freight from booking through to final delivery. Built around the way we move freight Transport Management Systems sit at the heart of modern logistics operations. They connect the people, processes and information required to get freight where it needs to go. But as Browns has grown, so have the requirements of our operation and our customers. We wanted technology that could support the full breadth of our operation while giving us the freedom to shape how it develops as Browns grows. Rather than adapting our business to fit an off-the-shelf TMS, we decided to build our own. Touchbase has been engineered from the ground up using decades of operational experience in pallet distribution and the knowledge of the people who work with our customers and move their freight every day. It has also been built to connect the different services we provide. Whether we're moving a consignment through the pallet network, on our general haulage fleet, as a full load or as part of a contract logistics operation, Touchbase brings the information together within one platform. One system. One live operational picture. Connecting every stage of the freight journey Touchbase isn't a single application. It's a technology platform that connects our customers, drivers, warehouse teams and operational colleagues, with dedicated applications supporting each stage of the freight journey. From collection through to final delivery, information can flow between each part of the operation as it happens. Touchbase can capture and share live information including collection confirmation, photographs at collection and delivery, delivery ETAs, dynamic tracking, status updates and proof of delivery. For customers, that creates the kind of courier-level visibility we've all become accustomed to when tracking everyday deliveries, applied to the movement of commercial freight. For our teams, it means working from the same live information throughout the operation. The result is a more connected and informed service, with fewer gaps between what happens on the road, in the warehouse, within our operation and what our customers can see. Built by Browns Creating Touchbase represents a major investment in the future of Browns. Owning our technology gives us far greater control over how it develops. Instead of waiting for a third-party system to introduce a feature or change the way something works, our development can be driven directly by operational insight and customer feedback. When our customers' requirements change, Touchbase can change with them. When our teams identify a better way of working, we have the ability to build it. And when new opportunities emerge to connect systems, automate processes or share better information, we have a platform ready to support them. "Touchbase represents far more than a new piece of technology. It's a major investment in the future of Browns and in the service we provide our customers every day. Developing our own Transport Management System gives us the freedom to innovate faster, respond directly to customer feedback and continue improving the way we operate. This is a significant milestone for our business, and we're incredibly proud of what our team has created." David Brown Jnr, Managing Director Introducing the Touchbase Customer Portal At the heart of the Touchbase experience for our customers, is the Customer Portal, bringing the capabilities of our new TMS directly into their hands. Rather than simply replacing our previous portal, we've taken the opportunity to rethink the experience from the ground up. Booking, tracking, invoicing, reporting and account management now sit within a single environment, giving customers greater visibility, more control and quicker access to the information they need. The result is a fully self-service environment where customers can access live pricing, book freight, track consignments, retrieve documents, run reports and manage their account from one place. From a single login, customers can: Get instant prices and book freight in seconds , with live pricing across our range of transport services. Manage more of their logistics in one place , with pallet network, general haulage, full loads and contract logistics brought together within one connected environment. Know where their freight is and when it's arriving, with dynamic tracking, live status updates, two-hour delivery windows, ETAs and notifications. See what's happening at collection and delivery , with photographs providing a visual record at both ends of the consignment journey. Find important documents without having to chase for them, with instant access to invoices, proof of delivery, rates and account information. Give the right people the right level of access , with user and permission management across their organisation. Spend less time on repetitive administration , using reusable booking presets, bulk imports, scheduled bookings and API integration. Turn live information into greater visibility , with reporting and operational data available across their account. For customers processing larger or more frequent volumes, Touchbase can automate routine processes through API integrations and bulk imports, reducing manual administration while maintaining live visibility across every consignment. And the experience doesn't stop when a booking is submitted. Touchbase connects what the customer sees with the applications being used by Browns drivers, warehouse teams and operational colleagues. As a consignment progresses, information captured throughout the operation can feed back into the same system, creating a continuous digital record from collection through to delivery. For our customers, that means less chasing for updates, fewer disconnected systems and much greater visibility over what's happening with their freight. Putting our data to work with AI AI has been embedded into Touchbase from the very beginning, working behind the scenes across millions of operational data points to automate time-consuming tasks, speed up processes and help our teams get to the information they need faster. One example is document matching. When proof of delivery, customer paperwork, driver manifests and other documents enter the system, AI-powered vision technology can read and understand them, identify the relevant consignments and automatically associate the documents with the correct jobs. What previously required someone to work through paperwork and manually match documents can now happen automatically. We're also introducing Sidekick , our internal AI assistant built directly into Touchbase. Colleagues can ask Sidekick questions about jobs, loads and other operational information and get answers using the live data already held within the platform. It can also help with tasks such as setting reminders, giving our teams a quicker and more natural way to interact with the information they use every day. With millions of data points flowing through Touchbase, AI gives us new ways to put that information to work. Rather than replacing the people behind our service, we're using it to take care of repetitive administration, reduce manual work and give our teams more time to focus on customers and moving freight. What comes next As we enter this next chapter, it's also an opportunity to reflect on the partnerships that have helped us get here. We'd like to thank everyone at HaulTech for their support over many years. Their software has played an important role in Browns' growth, and we've valued the relationship we've built along the way. As our technology strategy evolves, we wish the entire HaulTech team every success for the future as they continue supporting transport businesses across the industry. Touchbase represents the next step for Browns. For the first time, we have a technology platform developed around our own operation, shaped by decades of experience and built with our customers at its heart. It's a big change, but one that gives us greater control over how our technology develops alongside the business. And, much like Browns itself, Touchbase won't stand still. We'll continue developing it, learning from our customers and our team, and building technology that helps us deliver a better logistics experience for the years ahead.

Originally posted on Motor Transport, 3rd August 2026. Carl Moore talks to Steve Hobson about growth, technology and the future of the UK’s leading pallet network When Palletline set out its latest five-year vision, the objective was clear: take a well-established, service-led pallet network and prepare it for a very different future. That future will be shaped by technology, environmental pressures, shifting customer demand, and the realities of a highly competitive and often unpredictable freight market. Stepping into the business at a pivotal moment, incoming chief executive officer Carl Moore brings three decades of logistics experience – but notably, none from the pallet network sector. His last role was as MD of efulfilment at Wincanton, leaving just as the takeover by GXO was announced. That outsider perspective is already influencing how the business is thinking about its next phase. “I’ve been in logistics for 30 years,” he explains, “but not in pallet networks. So this is a new sector to me – but there are a lot of similarities too.” In some ways taking the helm of a burning ship and turning it around can be easier than coming into a highly successful business already having ambitious growth plans – especially when the previous incumbent Graham Leitch has moved upstairs to become chairman of the board. But Moore is clear that he is not seeking radical reinvention, but rather a carefully managed evolution that builds on a strong co-operative model while embracing new opportunities regarding data, diversification and decarbonisation. Growth in a tough market By almost any measure, the pallet network sector remains a difficult place to operate. Margins are tight, competition is intense and profitable growth requires far more than simply grabbing market share. “It’s a tough market,” Moore says. “Unless you’re going to buy volume, you’ve got to get everything right: the members, the pricing, the volumes and the balance.” And balance is the key word. Unlike traditional logistics operations, pallet networks rely on the constant interaction of independent members, each with their own territories, customer bases and commercial priorities. Growth that is not carefully managed can quickly create imbalances – too much inbound traffic in one region, too little outbound in another – undermining members’ profit across the system. Despite these constraints, Palletline has continued to expand. Recent additions such as Swains, Safe and Mobile PPL represent major wins, bringing significant new input volume into the network. At the same time, overall throughput has been increasing, with periods of double-digit growth recorded during peak trading. Yet the emphasis is not simply on adding more freight. “What matters is the type of growth,” Moore notes. “It has to work for the members.” The network’s core “sweet spot” remains smaller consignments – typically four pallets or fewer. Larger shipments are still best handled via direct groupage or dedicated transport. But the boundaries between these segments are evolving, and Palletline is increasingly focused on enabling its members to capture a wider range of opportunities. Beyond pallets That shift is already visible in the network’s expanding service portfolio. While pallets remain central, Palletline is moving towards a more diversified proposition. “It’s not just about pallets now,” Moore says. “We’re looking at what services we can offer to the membership and the wider market.” One key development is the launch of Palletline Global Logistics, designed to facilitate international flows and support the network’s European ambitions. Historically, Palletline has been primarily UK-focused, but demand for cross-border solutions is increasing, and represents a clear growth opportunity. Other initiatives include measures to make more use of hub capacity outside the peak night-time hours and expanded night-time delivery operations. In highly congested urban areas, the latter is becoming increasingly important. “Night deliveries make a lot of sense,” Moore explains. “Particularly in and around London.” The aim is to provide tools and capabilities that allow even smaller operators to access larger accounts or more complex requirements. Unlocking hidden capacity Perhaps the most transformative element of Palletline’s strategy is the development of a virtual hub: a concept that reflects broader trends towards data-driven logistics. At present, Palletline has strong visibility of the freight that flows through its hubs. But what it does not see is the much larger volume handled directly by members outside the network structure. “We see what goes through Palletline,” says Moore. “What we don’t see is the volume our operators have that they don’t put through the network.” The virtual hub aims to bridge that gap, using data integration to create visibility across all member operations. By linking into existing transport management systems, the platform will allow Palletline to identify potential connections – matching loads between depots and reducing the need for central handling. “It’s about visibility,” he emphasises. “If we can see it, we can make it happen.” The potential benefits are significant – reduced mileage, improved vehicle utilisation, and increased capacity – all achieved without major investment in physical infrastructure. Initial estimates suggest the virtual hub could handle thousands of pallets per day once fully developed, with an initial target of approximately 1,500 daily movements. Crucially, the approach is pragmatic rather than speculative. “We don’t want data for the sake of data,” he says. “It has to deliver something tangible.” Technology modernisation Supporting this initiative is a broader overhaul of Palletline’s IT infrastructure. The network is transitioning from its legacy Contrado platform to a new system, Optima, designed to provide improved integration, usability, and data visibility. “We’re upgrading the hub platform,” Moore explains. “Optima will give us more visibility and easier interaction.” Importantly, the system is being designed to work with – not replace – members’ existing transport management systems (TMS). Rather than imposing a single network-wide platform, Palletline will integrate with a range of TMS, allowing data to be pulled in without disrupting local operations. This reflects a broader theme in the network’s strategy: enabling rather than dictating. Multi-hub strategy While technology will play an increasingly important role, physical infrastructure remains central to Palletline’s operations. And here, the network is firmly committed to its multi-hub model, with its national hub in Birmingham complemented by regional hubs in Glasgow, Haydock, Coventry and North London. “We have got a big central hub – we’ve just got more than one,” Moore says. This provides several advantages. Firstly, resilience. A single hub represents a potential point of failure; multiple hubs reduce that risk. Secondly, efficiency. By routeing freight through the most appropriate hub, the network can reduce overall mileage and improve operational performance. And increasingly, thirdly, sustainability. As the industry moves towards electrification, shorter trunking distances and regionalised operations are likely to become essential. “We think multi-hub works,” Moore says. “It reduces mileage and gives us flexibility.” The network is reviewing its infrastructure as part of its growth plan, with the potential for further investment, including the acquisition of additional sites. The co-operative model Palletline’s identity is closely tied to its co-operative structure. Fully owned by its members, the network operates for their benefit: a model that differentiates it from all other networks. “It’s a real strength,” Moore believes. “But it can be challenging, if you let it be.” One of the biggest challenges lies in aligning the interests of a diverse membership. Some businesses are highly ambitious, seeking rapid growth and expansion. Others are more conservative, focused on maintaining stable operations. “You’re never going to have every member aligned,” he admits. Yet that diversity can also be a strength. Members bring local expertise, long-standing customer relationships, and a commitment to service that is hard to replicate in more centralised models. Many are family-owned businesses, some with histories stretching back a century or more. “They’re proud of what they do,” Moore says. “And that shows in the service.” Governance structures are designed to balance input with efficiency. Strategic decisions are made by the board, supported by member representation through formal forums such as the commercial and operations steering groups. “It’s not management by committee,” he stresses. “We still need to be nimble.” Maintaining balance One of the most persistent challenges in pallet networks is maintaining balance between input and output. Regions with strong manufacturing bases tend to generate outbound freight, while others – particularly more rural or tourist-driven areas – are primarily inbound. “Some areas are very imbalanced,” he acknowledges. The South West, for example, often sees significantly more deliveries than collections, particularly during peak holiday periods. Managing these imbalances requires constant adjustment. Palletline uses a combination of territory realignment, member support, and targeted business development to ensure that no operator is left at a disadvantage. “If someone is struggling, we look at why,” he explains. “It might be volume, geography, service, and we address it.” In some cases, this can involve bringing in new members or redistributing postcode areas to create more sustainable operations. The ultimate goal is profit across the network. Marketing the scale Despite its size and capabilities, Palletline remains relatively low-profile among parts of its potential customer base. That is something the leadership team is keen to address. “We’re well known in pallet world,” Moore says. “But outside that, people don’t always realise the scale.” When the combined resources of its members are considered – fleets, depots, warehousing capacity – the network compares favourably with many major 3PLs. Yet that message has not always been effectively communicated. Increasing brand visibility, improving digital presence and articulating a clear value proposition are all part of the plan. Decarbonisation No strategic discussion would be complete without addressing sustainability – and for pallet networks, this is one of the most complex challenges of all. Palletline is taking a measured approach, investing in infrastructure while avoiding overly aggressive commitments. Solar panels are being installed across key sites, and electric vehicle charging infrastructure is being rolled out. Initial installations include six truck charging stations at the Birmingham hub, supported by government funding with another six planned. “We’re doing this incrementally,” he explains. “We’ll prove it works, then build on it.” Member engagement has been central to the process. While enthusiasm varies, there is broad recognition that change is inevitable. “Not everyone wants an electric truck,” Moore says. “But everyone knows it’s coming.” The network is also exploring alternative fuels and longer-term solutions, recognising that full electrification – particularly for double-decker trunking – remains some way off. Limits of co-operation As the industry grapples with decarbonisation, questions are being raised about the potential for greater collaboration – even between competing networks. Shared charging hubs, joint purchasing and co-operative infrastructure development are all being discussed. Palletline is open to some of these ideas, particularly where they deliver clear benefits to members. “We’re looking at group purchasing,” Moore says. “There are certainly opportunities within Palletline but I can’t see different pallet networks getting together to share buying power anytime soon. “We compete as well as co-operate. We would have to understand who benefits.” For now, the focus remains on internal collaboration, although future partnerships cannot be ruled out. Clear direction The wider logistics market remains difficult to predict. Economic conditions are flat rather than volatile, with no clear boom or bust cycle. “It’s a strange time,” Moore reflects. “We’re not seeing big swings, just a lot of uncertainty.” Within that environment, Palletline’s diversity has proved valuable. The wide range of goods moving through the network helps to smooth fluctuations, while seasonal peaks – such as Easter – continue to provide predictable uplifts. Strong forecasting capabilities are also a differentiator. “Our analytical team is very accurate,” Moore says. “Probably more so than I’ve seen before.” Long-term growth Looking ahead, capacity planning is a key priority. While recent peaks have been managed through operational adjustments – including shifting more freight to daytime operations – longer-term solutions are required. That includes investment in new hubs, as well as the potential for temporary pop-up operations where needed. “We’re designing for the next five to 10 years,” he says. “Not just the here and now.” The next phase Palletline’s strategy is not about reinventing the pallet network model. Instead, it is about refining and enhancing it – using technology, infrastructure and collaboration to unlock new opportunities. At its heart remains the co-operative ethos that has defined the business from the start. “We exist for the growth of our members,” Moore says. In an industry facing economic uncertainty, environmental pressure, and rapid technological change, that clarity of purpose may prove to be the network’s greatest strength. The challenge now is execution - turning the vision of “Palletline 2.0” into reality. And as Moore acknowledges, there is no room for complacency: “We have to be better tomorrow than we are today.”