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In logistics, pace matters—and so does strategy. For Christopher Cartelli, COO and CSO at International Bridge, the key to growth is doing both well.
With over 35 years of experience in operations and supply chain, Cartelli is focused on keeping things moving—from delivery times to internal initiatives—while making sure the service meets the standard customers expect.
We spoke with him about what’s going well inside the operations team, how different parts of the business are working together, and where he sees value being created.
Delivering results in a fast-paced environment
At International Bridge, the operations team is managing multiple priorities at once. For Cartelli, success isn’t just about keeping up—it’s about staying organized and delivering on what matters.
“We’re running multiple high-level projects in parallel while maintaining excellence,” he says. “Our 2-, 3-, and 4-day on-time numbers are strong. We’re hitting 98% in four days to all metro areas.”
He adds that the team’s ability to reduce costs while improving transit time is something worth paying attention to.
“There’s a story to tell here,” he says. “We’re improving service and reducing cost at the same time.”
When teamwork becomes a system
Asked what’s behind the performance, Cartelli points to how teams operate together—not just within operations, but across the company.
“One Team, One Goal is a culture and attitude,” he says. “It’s about holding yourself accountable to your specific goals, while also staying accountable to the team.”
That approach shows up in how the work gets done. Departments stay connected, and there’s a shared understanding that execution is a collective effort.
“It’s about adding value, wherever you are. Everyone has a role to play, and when it all connects, the results follow.”
Creating tools that support the work
Technology also plays a role in IB’s day-to-day. From label creation to tracking, the company’s systems are designed to keep things lean and scalable.
“Smart IT is critical to our future success,” Cartelli says. “We need to keep investing in it—but we also have to stay thoughtful.”
For him, it’s not just about having tools. It’s about making sure they actually support the teams and improve the work.
“You start with the right systems, calculate the ROI, and build what helps people do their jobs better.”
A customer experience built on leadership
IB’s customer service is known internally and externally for being responsive, creative, and consistent. Cartelli credits this to the leadership behind it.
“Our VP of Quality Control and Operations Support is outstanding,” he says. “She’s built a team with a great culture that really focuses on the customer experience.”
The team doesn’t rely on a one-size-fits-all model. Instead, they work directly with clients to find the best path forward—something Cartelli sees as essential.
“We treat our customers as partners. We listen to them. We understand their business. That’s what makes the support meaningful.”
What’s working—and what’s next
Beyond traditional routes, IB is innovating with services like SmartAIR and Non-Con to Mainland helping shippers gain new reach and efficiency.
As IB continues to grow, Cartelli sees the momentum as something built day by day—not through one decision, but through the way the teams keep showing up.
“I’m truly enjoying working here,” he says. “The speed the team can execute at is second to none.”
Asked what sets IB apart from his perspective, he keeps it simple.
“It’s the people. The right ‘who’s.’ The can-do attitude. The speed we can move at. It’s like catching lightning in a bottle.”
To learn more about how International Bridge supports U.S. and global e-commerce growth, visit www.myib.com.
