Pros

There are none. Absolutely none. It was fun to drive, and now it's over.

Cons

DHL Express is currently "downsizing" as it struggles to right a sinking ship in a recessionary economy. Upper management has continually mismanaged the company to the point that it is losing $5 million dollars a day (that's over a billion dollars a year), even though their upfront costs were probably half that of its competitors, FedEx and UPS, and it had a diverse network and client base. It has continuously ignored whatever problems are actually occurring at the station level, has bungled numerous initiatives to cut costs and improve workplace efficiencies, has gone through a string of incompetent CEO's, Presidents, and VP's (who in turn were promoted into the upper reaches of the parent company, DPWN after failing to actually reach their "break even" target) and as a result there is a high degree of dissatisfaction by the dwindling customers we still have and low morale among the workers on the frontlines who run DHL's service model (delivering packages). DHL USA is simply going out of business, and supposedly "retooling" to service international products exclusively even as international trade is slowing down and jetfuel costs are skyrocketing through the roof.

Advice to Senior Management

First, visit a station or a sort hub. Work in the dirt and grime for several weeks. Actually look under the hood of the company that you only view through the prism of powerpoint presentations. Second, promote from the ground up (driver first, president last), and require all present upper managers to work on the frontlines for at least a month, if not longer. Third, innovate, and failing to do that, copy the best from your competitors. Fourth, develop a cooperative relationship with your employees and vendors. Fifth, create an open web feedback site that takes suggestions and feedback, and then have the actual ideas turned into reality by a project managers, who in turn post results on that website. Sixth, repudiate your criminal misconduct in regard to your IC's (independent contractors) in the U.S., which you inherited and promoted from your predecessor, Airborne Express, when you merged. Seven, listen, observe, listen, observe.