The transportation industry has never had an easy road when it comes to talent. With evolving government regulations, technological disruptions, and an aging workforce, companies are in a constant race to secure skilled leaders and technical experts. Few understand this challenge better than Gary Perman. For over 25 years, he has been placing executives and engineers in pivotal transportation roles, witnessing firsthand how the industry has adapted through economic shifts, political changes, and the relentless demand for innovation.
Navigating Political Winds and Market Shifts
Perman’s career reads like a timeline of American industrial policy. “I started out in commercial vehicles, then moved into the telecom industry during the bubble and burst of the dot-com era, and eventually returned to commercial vehicles,” he recalls. What sets his approach apart is his ability to pivot with the political climate. “Depending on who’s in the White House at the time determines which area I focus on in transportation.” In recent years, electric vehicles and alternative fuels have taken center stage, driven by federal incentives like the $7,500 electric vehicle rebate. But policies are always shifting, and Perman has learned to read the room. Even under a conservative administration, he was surprised to see substantial investments in mass transit. “There were actually billions of dollars invested from a conservative president into mass transit and infrastructure,” he notes.
Solving the Talent Drain
Here’s where things get interesting and a little challenging. “More people are retiring than younger people are entering the workforce,” Perman explains. This isn’t just about headcount; it’s about losing decades of institutional knowledge every time a senior engineer walks out the door. The rise of remote work has added another layer of complexity for transportation companies. “A lot of people want to do remote work, which is very difficult for some positions in transportation. If you’re developing a new engine, for example, you can’t do that at home. It has to be done in a lab and testing facilities,” he points out. Try explaining that to someone who’s gotten used to working in their pajamas.
Perman’s recruiting strategy cuts through the noise. “We generally don’t look for people who are unemployed and looking for a job. We’re looking for those who are currently employed and can hit the ground running,” he says. This approach can save companies hundreds of thousands of dollars in onboarding and training costs. The logic is simple: someone who’s already excelling in the role elsewhere can step in and deliver immediate results with no steep learning curve, no months of ramp-up, just performance from day one.
Bridging Salary Expectations
This is where Perman often has to play therapist with company executives. “There’s a gap between what manufacturers think they should be paying and what the market demands,” he explains. The disconnect can be painful. “They want to pay $80,000 for a salesperson, which would be fine if you were in Idaho, but if you’re in Los Angeles, the equivalent of that individual would be $150,000 base salary.” Getting executives to accept this reality takes patience. “It’s hard for executives to wrap their heads around that,” he admits. Companies that want to stay competitive have to face the facts about market rates. The smartest companies are finding creative ways to structure compensation. “Five weeks a year vacation might be more important to individuals than a higher base salary,” Perman has discovered. It all comes down to understanding what people truly value.
While Perman leverages artificial intelligence to streamline his process, he is far from fully embracing it. “I get resumes that are created by AI and I don’t care for them. I think they’re inauthentic,” he states bluntly. When he spots an AI-generated resume, he makes candidates start over. “I will make my potential candidates go back and rewrite it as a human would.” His reasoning is simple: “Humans have flaws and we appreciate that.” Those perfectly polished AI resumes often work against candidates. “If you see a resume that’s too perfect, you know,” he says. He even uses AI detection tools to confirm his suspicions when a resume feels too artificial.
Building Long-Term Hiring Strategy
The biggest change in Perman’s career has been shifting from quick placements to ongoing advisory work. “I’m becoming more consultative rather than transactional,” he explains. This means sharing competitor salary data and market intelligence with clients, not just filling positions and moving on. This approach creates better matches for everyone involved. Cultural fit matters more than ever, and he won’t hesitate to walk away from a bad match. “Some people aren’t, and it’s important for the headhunter to walk away from that and say no, this is not a good fit for you.”
After 25 years and multiple recessions, Perman has learned one thing: flexibility wins. “It all washes out in the end if you just have to be flexible,” he reflects. “It’s when you freak out and start changing your whole game plan for life or work, then you have problems.
Connect with Gary Perman on LinkedIn for insights into high-impact executive hiring across transportation.
