Looking Ahead: High Performance & Growth in 2025
As we complete the first quarter of 2025, I want to take a moment to reflect on where we are and where we’re headed. Our mission this year is clear: relentless execution on operational excellence while successfully launching five major expansions.
Each of these projects represents not just growth, but a strategic step forward in our ability to serve customers with greater efficiency and innovation. One of the most exciting milestones this year is with the completion of these five expansion projects. Each of our operating regions (North, South, Southwest, and West) will see an automated expansion this year, with more to follow through 2027. This means new opportunities for our team members to grow into roles that require advanced technical skills, helping to shape the next generation of cold storage expertise. The investments we’re making today in automation, infrastructure, and workforce development are setting the stage for long-term success.
Beyond our own walls, we’re seeing strong momentum across the industry. After years of supply chain volatility, customers are back to business, focusing on inventory efficiency, improved turns, network design, product innovation and strategic growth. The conversations I’m having today are very different from those in recent years. Instead of managing excess inventory and supply chain disruptions, we’re working with customers to streamline logistics, launch new products, and drive innovation.
It’s a return to the fundamentals, efficiency, execution, and long-term planning which is a promising sign for the industry as a whole. This shift is refreshing and energizing, as it means we can focus on optimizing operations rather than just reacting to challenges.
Another highlight is the growth in our logistics and consolidation programs. We’re seeing more demand as customers continue to recognize the value of our approach. Solving challenges one step at a time, building on each success, and continuously improving.
Our logistics team takes a hands-on, problem-solving approach to help customers optimize their supply chains. The results speak for themselves: customers value the partnership and are expanding their business with us. The market is showing signs of strength, and we are positioned well to capitalize on the momentum. As we continue performing at a high level, our focus remains on excellence in operations, seamless expansion launches, and strengthening customer partnerships. The foundation we’re building today will fuel even greater success in the months and years ahead. With multiple expansions in progress, automation enhancing efficiency, and a strong logistics strategy driving growth, 2025 is shaping up to be one of our most dynamic and transformative years yet.
I look forward to sharing more updates as we hit new milestones and celebrate our progress. Thank you for your continued trust and partnership. Together, we are shaping the future of cold storage logistics.
Here’s to a strong 2025 and the exciting opportunities still to come!
Larry Alderfer | President & CEO
Everything’s Bigger in Texas
USCS expanding Denton, TX, warehouse.
They say “everything’s bigger in Texas.” Now USCS Denton will fit that description as well.
USCS broke ground this March for a 6 million-cubic-foot, Phase 2 expansion at the site, located just 20 minutes north of Dallas-Ft. Worth.
“This is important to address our customers’ current needs,” says USCS Denton General Manager Arnold Tinoco. “The additional cubic feet and automation will help us streamline operations not only to better support current customers but future business as well.”
Built in 2018, USCS Denton spans 7.8 million cubic feet (-20°F to 38°F) with 29,000 racked pallet positions, 24 dock doors and 125 drop trailer spots. The three-room addition will provide more cooler, convertible and freezer space. Upon completion this fall, the storage operation will span nearly 14 million cubic feet with more than 51,000 racked pallet positions. Also included are 19 more truck dock positions and 151 new drop trailer spots.
Not only will this benefit new and existing customers in Denton, but this will add much needed capacity to USCS warehouse and logistics services in Texas.”
Tim Franciscus-Timm
Senior Manager, Business Development, South
Partnering in the Fight
US Cold proudly stands alongside its partners in the fight against food waste.
Thanks to the swift collaboration between our valued customer Icelandic Provisions, our Logistics Team, and the Share Food Program of Philadelphia, we successfully rescued 2,400 cases of yogurt from being discarded.
When Philabundance, a leading food bank serving the Philadelphia and Delaware Valley regions, reached capacity and could no longer accept donations, Susana Mercedes, Director of Logistics and Customer Service, sought a solution. She reached out to United States Cold Storage, and we quickly connected her with our leadership and logistics team at our Quakertown East Facility, as well as our community partners at Share Food Program.
Together, we arranged the delivery of the yogurt to Share Food Program food pantries, ensuring that nutritious food reached neighbors experiencing food insecurity. Sonia Devan, Director of Corporate Partnership at Share Food Program says, “We are thrilled that Icelandic Provisions is donating yogurt to Share Food Program—a healthy and nourishing food item that will make a real difference in the lives of the families we serve.
While it may seem like “just yogurt” to some, to us and those we support, it represents so much more: access to quality nutrition and a reminder that there are partners who genuinely care.
United States Cold Storage places a strong emphasis on sustainability, with a particular focus on reducing food waste. Across departments, we are collaborating to implement meaningful initiatives that drive progress and ensure we are fulfilling our role as a responsible corporate partner.
“US Cold was delighted to connect our customer, Icelandic Provisions to our community partner, Share Food Program to ensure food that is in our facilities, stays out of landfills and instead makes it to the hands of those in need,” said Keith Mowery, EVP Logistics and West Region. “US Cold is committed to being a part of food waste reduction and this is an example of how partnerships, communication and coordination at various levels can do just that.”
Through collaboration and shared values we created an opportunity. “As a company rooted in the values of the Nordic Food Movement, we’re thrilled to partner with US Cold to ensure that no product is gone to waste,” added Molly Peterson, Icelandic Provisions Senior Director of Marketing Communications. “Delivering Icelandic Provisions’ nutrient dense (and delicious!) products to Americans that need them most is well worth the effort.”
By aligning our efforts with industry best practices and fostering partnerships with like-minded organizations, we aim to make a tangible impact on reducing food waste and promoting environmental stewardship. These initiatives reflect our commitment to supporting a sustainable future for both our communities and the planet.
From Job to Career Journey
Some USCS employees embrace non-conventional career path to grow, succeed.
Ever thought about the difference between a job versus a career or profession? A job is transactional and involves going to work. In contrast, a career or profession speaks to time and ongoing commitment and investment. It’s an employee not only embracing a job but also demonstrating a genuine desire to grow in the field. In turn, the employer embraces that employee’s strengths, invests in them and provides growth opportunities.
Some of the most compelling USCS employee profiles involve leaders who followed their interests and inspiration to non-conventional career paths.
Here are just three examples.
Mitchell Harper
Area General Manager
Started in 2011 as Continuous Improvement Analyst
Back Story: Mitch began his career at USCS as a 20-year-old Co-Op [intern] in USCS’s Voorhees, NJ, office. His career took off in 2011 when he was hired as the first Northeast Regional CIT (continuous improvement and training) Analyst. This role allowed him to travel extensively, connect with team members across facilities, and understand the importance of collaboration and buy-in.
A defining moment came in 2016 when USCS acquired CFC Logistics and transitioned it to USCS Quakertown West. Mitch was asked to relocate, become Operations Manager and integrate the building into the USCS family. The following year, he became the General Manager of the facility, a role he held until 2021.
Professional Perspective: Harper acknowledges that career success has taken on a deeper meaning over time. “It’s not about titles or salaries—it’s about enjoying what I do, making a difference, and learning from every interaction,” he says.
To those considering a non-traditional path, his advice is simple…
“Learn as much as you can from everyone you meet. Don’t think you’re confined to one role—there’s always more to explore. And don’t shy away from challenges. Trial by fire is the best way to learn.”
Josh Holi
Product Manager
Started in 2014 as a Forklift Operator
Back Story: Josh Holi’s USCS career started more than a decade ago when he operated a forklift at USCS Bethlehem, PA. With an eye for growth, he transitioned into inventory and then lead warehouse roles. However, it was a growing interest in the company’s systems that set the stage for the next chapter. “I began a college education to gain the skills needed to move into our corporate headquarters,” he says.
One turning point was his idea to create a mobile app for USCS. Although the app wasn’t developed, the boldness of the idea and the effort put into its presentation didn’t go unnoticed. Later transitioning into a USCS Information Technology role was no small feat especially without a traditional computer science background. Yet Holi brought a unique perspective as a systems end user.
“Most of my team entered with technical expertise and less operational knowledge,” he says. “I brought operational expertise but was still building my technical skills. We meshed well as a team, learning from each other.” Professional Perspective: From mastering new technical skills to maintaining the hunger for growth, Holi’s path required persistence. “I reminded myself that any career problem I face is not brand new— others have solved it before, and so can I,” he reflects. Meanwhile, Holi says his definition of success has evolved over time.
“I once thought success was about a title or salary, but I’ve realized it’s about enjoying what I do, finding purpose, and being an example to others.”
For those considering a non-traditional path, Holi’s advice is simple…
“Go for it,” he says. “It’s better to try and fail than not to try out of fear … I didn’t always know what I wanted to do, but each experience taught me what I didn’t want to do, bringing me closer to my goals.”
Nick Matlack
Phenix Implementation Analyst
Started in 2009 as Inventory Checker
Back Story: Nick Matlack joined USCS Arlington, TX, in 2009 as night-shift checker for inbound and outbound inventories. Despite working nights and weekends for 14 years, he sought change with unwavering determination. “I applied for every position I thought would challenge me, regardless of the experience required,” he says.
Persistence eventually led him to a pivotal opportunity: a management training program. Although the program presented tough realizations, it also provided invaluable advice and encouragement. A new role appeared, and despite not meeting all the qualifications, Matlack decided to take a chance. “I was stunned when I got two callback interviews,” he adds. His career resume now includes roles as clerk, taskmaster, lead, supervisor and now an Implementation Analyst for USCS’s Phenix Enterprise Warehouse Management System. Professional Perspective: Matlack says his definition of job success has evolved beyond traditional metrics. “I define success as self- improvement and joy. If I’m improving and finding joy in what I do, I’m succeeding.”
Looking back, he would have embraced opportunities earlier and spoken with more conviction. “Don’t let apathy win. Be the real you from the start— your people will see and appreciate you for it.”
To anyone considering a non-traditional path, his advice is clear…
“Don’t stop trying to find joy in your work life. Life won’t change for you; you have to change it. Push for opportunities, learn from every experience, and don’t give up when the path isn’t clear-cut. Keep turning with the wheel of time, improving yourself each day, and you’ll find where you belong.”
State of the Industry, Part One
USCS executives sound off on key trends, topics and technologies impacting USCS and the cold chain.
The Shield sits down with USCS functional department heads to discuss changes, challenges, strategies and successes across all areas. In this first installment, we hear from functional leaders Lisa Battino, David Butterfield, Mike Lynch and Keith Mowery.
Executive: Lisa Battino, CSP, Vice President
Function: Compliance & Safety
Q: What’s “state of the art” in your function area?
Battino: Safety technology. We are using artificial intelligence that is integrated with our current camera system to identify unsafe conditions and acts. Supervisors then can address these concerns to prevent injuries. We also use an exoskeleton (exo) suit to help our cold crew manually handle heavy products. The exo suit takes about 40% of the weight off a crew member’s back during lifting.
Q: What were your group’s key activities in 2024?
Battino: USCS’s business intelligence team helped us create a new Tableau Dashboard for our Hazard Identification Track and Training System (HITTS). It helps us visualize the data in HITTS so we can look for trends and better focus safety efforts. We also conducted four unannounced OSHA mock audits. This was the first time we had done unannounced audits. USCS conducts unannounced audits to get a better understanding of system functionality— especially when the warehouse has not had time to prepare for the audit. This helps us identify opportunities for procedural improvements, which may be too burdensome or hard to keep up with all the other day-to- day activities. The ultimate goal is to keep people safe at all times during the operation.
Q: What are you most proud of from 2024?
Battino: In 2024, USCS achieved its lowest total recordable injury rate (TRIR) in company history. One other big accomplishment is that we partnered with HR to host our first mental health week. I want to thank Kelly Moss and Paige Salvador for their work to make it a success!
Q: Biggest challenge facing your area in 2025?
Battino: It involves our company’s growth—specifically involving the area of automation. Automation creates a different set of risks and we are not as experienced to manage those. Automation safety needs specific expertise and training. Having said that, we have attended additional training and are prepared for the challenge!
Q: What are your top three goals for 2025?
Battino:
1. To reduce injury rates by 2.5% and ensure 100% of our facilities conduct a monthly safety committee meeting and inspection.
2. We also want to have all facilities earn at least an AA score on their BRCGS audit. We will issue a new “Zero Degrees of Harm” Module for Slips, Trips and Falls.
3. We also will conduct our new “Safety Shield” Survey at seven locations. A third party manages this survey and identifies best practices and opportunities around safety.
Executive: David Butterfield, Executive Vice President
Function: Operations
Q: What’s “state of the art” in your function area?
Butterfield: It means considering the projects we’ve done to-date, defining what has been successful and to replicate. It’s all about asking ourselves where there are opportunities to improve and learn—and then take advantage of those learnings. For USCS, “state of the art” isn’t about getting the newest gadget out there. Rather, it is about taking our collective technology, achievements and experiences— and leveraging all of them to work better.
Q: What were your group’s key activities in 2024?
Butterfield: The biggest operational initiatives involved alignment across all regions within the company when it came to defining our customers’ needs, productivity, training, and safety. Other initiatives included embarking on and understandings of new technology in buildings—ranging from Phenix (warehouse management technology) to material handling equipment. Operations always has a drive to improve efficiency. In 2024, we explored and shared various methods to align all regions.
Q: What are you most proud of from 2024?
Butterfield: There are so many things! I think it can be best wrapped up as this—our group’s relentless determination to overcome obstacles. Last year brought challenges with space in servicing additional needs for our customers, expansions opening and under construction presented challenges in many forms, a compressed training schedule for our entire Management Team pulled resources, new materials handling equipment in conjunction with new building designs created uncertainties – yet the Team finds a way to execute!
Q: Biggest challenge facing your area in 2025?
Butterfield: We have four automated expansions in California, Indiana and Texas, as well as one new fully automated building coming in northwest Indiana. Meanwhile, there are ongoing construction projects in Pennsylvania, Georgia and Texas. Even with all this activity, we’re committed to filling capacity and maintaining operational excellence in all these areas.
Q: What are your top three goals for 2025?
Butterfield: Focus on customers. Focus on people. Focus on continuous improvement to enhance organizational performance— involving operations and automation.
Executive: Mike Lynch, Senior Vice President
Function: Engineering
Q: What’s “state of the art” in your function area?
Lynch: “State of the art” means building the most energy efficient, safe, and cost-effective cold storage warehouses in the industry—all while maximizing warehouse automation and sustainability. This is exemplified in all our projects including Lake City, FL; McClellan, CA; and in Hebron and Lebanon, IN.
Q: What were your group’s key activities in 2024?
Lynch: Engineering is focused on the project execution necessary to support USCS’s growth strategy. Engineering also supports numerous sustainability initiatives including USCS’s Green Energy Plan, Waste Diversion, Water, and SBTi initiatives. In addition, Engineering also supports USCS Safety initiatives and to continue to drive down lost-time accidents and rates. Finally, we have been determined to grow and foster USCS’s newly developed automation and technology team.
Q: What are you most proud of from 2024?
Lynch: I am most proud of the team of professionals that I have the honor of supporting and working with every day.
Q: Biggest challenge facing your area in 2025?
Lynch: It’s ensuring we keep a laser focus on all the group’s activities while sprinting towards our goal.
Q: What are your top three goals for 2025?
Lynch: To be successful, safe and sustainable.
Executive: Keith Mowery, Executive Vice President
Function: Logistics
Q: What’s “state of the art” in your function area?
Mowery: In 2024, we fully rolled out SmartMove, a proprietary load building optimization tool that has reduced trucks on the road and improved service. We continue to develop the application to drive insights into our COLDshare Consolidation (CSC) business.
Q: What were your group’s key activities in 2024?
Mowery: We rolled out SmartMove and improved our FourKites shipment visibility tracking to more than 90% of our loads. We also implemented multi- warehouse consolidation in California (shipping more than one warehouse on the same truck).
Q: What are you most proud of from 2024?
Mowery: The logistics leadership team continues to grow, develop and find ways to improve service—all while remaining cost competitive. In this very challenging freight environment, we were able to grow the business and educate customers on the value of CSC. We continued to use data to find new opportunities within the USCS network.
Q: Biggest challenge facing your area in 2025?
Mowery: It’s being prepared for market shift as capacity is predicted to tighten in 2025. We have seen a very loose market for nearly three years and—through a combination of a reduction of supply as carriers go out of business and increase in demand we need to continue working with the right carrier partners. It means working with those who value long-term relationships and loyalty through the ups and downs when the market shifts in 2025.
Q: What are your top three goals for 2025?
Mowery: Our goals are to grow volume that USCS manages going into and out of our warehouses, roll out Track and Trace automation, and develop our SmartMove technology analytics.
Moving at the Speed of Life
USCS Business Development embraces three-fold growth plan to match, meet customer needs.
In warehousing, growth most often is tangible—the concrete and steel associated with a new facility groundbreaking or expansion. Yet some of the most dynamic growth at USCS comes from behind the scenes and involves new people, products and practices.
An unspoken tenet of today’s business world is that if you’re not keeping pace—you’re already falling behind. That’s why USCS’s Business Development Group has nearly tripled its staffing, outreach and focus during the past three to five years. Quite simply, the days of traditional, transactional, and one- dimensional sales representation are long gone.
USCS Senior Vice President of Business Development David Carr notes that the nation’s COVID pandemic left manufacturers scrambling to meet demand while facing scarce operational labor and storage space. Next came a period of rising prices and a demand slowdown. More recently, Carr says many processors have been forced to revamp their supply chains in the wake of industry mergers, de-mergers and/or reorganizations.
“Companies now need cost savings,” he says. “We now use analytics to maximize supply chain networks and create those cost savings initiatives. Ultimately, that could mean a customer utilizing fewer warehouses while they increase their overall footprint with US Cold. Ultimately, we’re confident that we can create transportation cost savings and warehouse efficiencies for our partners by studying customer ordering patterns, utilizing automation and optimizing our COLDshare Consolidation (CSC) program.”
To better reflect and address customer needs, USCS reorganized and has staffed its Business Development Group in three distinct areas.
The first involves more traditional business development (associates, managers, senior managers and directors) where individuals support existing regional and/or national customers and develop relationships with non-customers.
Second, USCS refocused its Customer Experience team within Business Development to provide customer onboarding support, real-time analytics, cost-saving initiatives and a range of “hyper-care” services. USCS also offers a new Logistics unit within Business Development. These representatives provide extra support for USCS Logistics customers (regionally, nationwide) and develop relationships with larger customers that don’t utilize USCS Logistics offerings. “We realized many customers did not understand the size of our logistics programs,” Carr notes. “This team is dedicated to growing our CSC business, shuttle services, brokerage and ‘Complete,’ our full suite of transportation offerings, including TMS solutions.
Now that USCS’s Business Development team has a flexible, future-fitting structure, its executives are excited for what’s next. “Our new structure and growth foster increased client engagement and stronger relationships,” notes James Karibian, Director of Business Development-West. “Collectively, we are able to dedicate greater time and attention to understanding our customer’s unique supply chain needs, tailoring solutions accordingly, and ensuring timely follow-up. This not only enhances the customer experience, but strengthens long- term partnerships.”
Katie McElgunn is USCS’s Senior Manager, Business Development-North. “Our new structure has greatly enhanced our team’s ability to connect with customers and support the evolution of their supply chains,” she adds. “The growth of our department enables us to offer more in- depth support—whether through additional logistics or warehouse services, analytics, or network expansion. We believe this increased engagement will drive better customer interactions and build long-lasting partnerships.”
Also weighing in are two new team members—Kimberly Paul and Josh Woods—who joined USCS just last fall. Paul has nearly a decade of transportation experience and joined USCS as Senior Manager Business Development and Logistics—Midwest, West. Woods also brings years of warehousing and transportation experience (formerly with Blue Diamond Growers) and joined USCS as Senior Manager Business Development-West.
“Business Development may initially look for warehousing opportunities but transportation is inherently connected,” says Kim Paul. “Understanding the market and making educated decisions on how to transport product helps our customers align with their broader goals and KPIs, which is where I come in. Being involved from the start allows me to help with an integrated approach, and identify where we bring value to our customers from a transportation perspective.”
Josh Woods adds, “My biggest advantage is having been in a customer’s seat. I don’t tell customers how to run their supply chains, but I can relate to the challenges they’re facing within their organizations. That understanding leads to better conversations and stronger partnerships. It also helps when I serve as the bridge between US Cold and the customer. It means asking the right questions early on, preventing issues down the line and creating a smoother experience for everyone involved.”
Facility Focus: Syracuse, Utah
USCS gives SHIELD readers an inside look at operations within its
coast-to-coast network.
Location. Location. Location.
Did you realize that what’s important in real estate also applies to refrigerated cold storage? One USCS location in the Northwest is growing because of its strategic proximity to California as well as Denver, Las Vegas and Reno, NV.
What’s behind all this growth? It turns out that USCS Syracuse, UT, also has a solid reputation for safety, sustainability, supply chain service and customer care. And with skyrocketing demand, Syracuse is preparing for a high-tech, fully automated expansion set to open in 2027.
The addition will feature 15,000–20,000 new pallet positions. “We’ve been operating at full capacity for years. This expansion will transform our ability to serve new customers,” says Kannen Avila, Area Manager.
For the record, today’s current 13 million- cubic-foot site offers 50,000 racked pallet positions (-20oF to +38oF), 42 dock doors, rail handling and export service. It’s also BRCGS Certified and recognized for food safety and quality—proven to meet rigorous
international supply chain standards.
Here’s a quick look at why Syracuse is …
… Best in Safety: An employee-led safety program and has achieved more than 1,000 accident-free days, an impressive feat in an industry where safety risks are high. Additionally, Syracuse achieved the first- ever AA+ rating in unannounced food safety audits by BRCGS, demonstrating its world-class standards.
… Best in Supply Chain Carrier Care: Truck drivers play a vital supply chain role and Syracuse welcomes and respects them with driver amenities, enhancements and appreciation efforts. A “Happy or Not Program” also solicits driver feedback for continuous improvement.
… Best in Sustainability: Through a green tariff program, all Syracuse electricity comes from 100% renewable sources. It operates a fully electric yard truck (EV) that eliminates diesel and emissions. The site also is known for water conservation and xeriscaping (use of drought-resistant plants).
… Best in Customer-Focused Excellence: USCS Syracuse offers impeccable service along with direct access to leadership with personal cell phone numbers for 24×7 assistance. In fact, 100% of surveyed customers rated their Syracuse experience as “excellent.” “When customers call, they don’t get a voicemail. They get real people ready to solve problems,” says Patricia Washington, Superintendent.
“When customers call, they don’t get a voicemail. They get real people ready to solve problems.”
Patricia Washington
US Cold, Superintendent
