Casey Hyde serves as VP, marketing, where she leads global marketing strategy, demand generation, and brand positioning for a leading supply chain intelligence platform focused on parcel spend management. In this role, she is responsible for shaping how enterprise organizations understand and approach small parcel shipping.
On a day-to-day basis, she oversees the development and execution of integrated marketing programs that educate the market, generate demand, and support revenue growth. She works cross-functionally with product, sales, and data teams to align go-to-market strategies with real-world customer challenges, ensuring that messaging and positioning reflect both operational realities and strategic priorities.
A core part of her role involves translating complex logistics data into clear, actionable insights for supply chain leaders. She leads the creation of thought leadership content, benchmarking analyses, and industry narratives that help organizations better understand carrier pricing, identify inefficiencies, and make more informed decisions.
Hyde also plays a key leadership role in building and mentoring high-performing teams, fostering collaboration across departments, and ensuring that customer feedback directly informs product innovation and business strategy.
Hyde’s career spans more than 15 years, when she began her career in operational and management roles. She then transitioned into the supply chain technology space, where she built and led business development teams focused on driving growth and expanding market presence.
Her move into marketing leadership was a natural evolution of her ability to connect business strategy with customer needs. One of her most significant contributions has been transforming the role of marketing within supply chain technology.
Rather than functioning as a traditional support role, Hyde has elevated marketing into a strategic driver of education, innovation, and measurable business impact. Her work has helped shine a light on small parcel shipping as a critical, yet often overlooked, component of supply chain strategy.
And, through mentorship, advocacy, and leadership by example, she's helped create pathways for other women to enter and grow within the industry.
Over the next 12 months, Hyde is focused on further advancing how organizations leverage data and intelligence to transform their supply chain strategies.
Hyde was named a winner of this year’s Women in Supply Chain Forum™ award, presented by Food Logistics and Supply & Demand Chain Executive, in the Trailblazers category.
Marina Mayer, editor-in-chief of Food Logistics and Supply & Demand Chain Executive and co-founder of the Women in Supply Chain Forum™, sat down with Hyde to discuss mentorship, what it takes to build high-performing teams and why shipping is one of the largest line items on a company's books.
Food Logistics and Supply & Demand Chain Executive: After serving in operational and management roles, your move into marketing leadership was a natural evolution of your ability to connect business strategy with customer needs. Why is the secret sauce behind connecting business strategy with customer needs? Provide some key takeaways.
Casey Hyde: You can't build a real strategy from a distance. Before Reveel, I worked in sales, business development, and operations at companies deep in supply chain and data. Those roles put me right up against what a business needs to grow and what a prospective customer needs to say yes. When you've lived on both sides, you focus on establishing marketing as a growth lever instead of a cost center or support function.
A few takeaways:
· You can't connect strategy to customer needs from behind a desk. Get close to sales, customer success, and ops, and stay close.
· Lead with outcomes, not features. Nobody wakes up excited about a product. They wake up worried about a budget or a deadline, so speak to that.
· The best marketing doesn't just support the business strategy, it sharpens it, because customer insight should be feeding strategy, not just executing it.
Food Logistics and Supply & Demand Chain Executive: One of your most significant contributions has been transforming the role of marketing within supply chain technology. What are some of the top trends you’re seeing with regards to marketing supply chain technology?
Hyde: The biggest shift is that buyers in this space are more sophisticated and skeptical than ever. They're doing their own research long before they talk to a rep, so your content strategy and business development is likely already behind.
A few trends I'm watching:
· The search landscape is splintering fast, and understanding how to drive visibility across all of it, traditional SEO, answer engine optimization, generative engine optimization, has become a core competency, not a nice to have. Buyers are getting answers from AI tools now before they ever hit a website, so if your content strategy is still built for 2020 era search, you're already behind.
· AI is changing how we personalize outreach and read buyer intent, but the winners are using it to sharpen judgment, not replace it.
· Land and expand is becoming the norm. Buyers want to prove value with something focused before committing to a bigger platform.
Food Logistics and Supply & Demand Chain Executive: Your work has also shined a light on small parcel shipping as a critical, yet often overlooked, component of supply chain strategy. Why is small parcel shipping often overlooked? What can companies do to change that?
Hyde: I've had the privilege of working alongside some sharp SMEs and thought leaders in this industry, and their perspective has shaped a lot of how I think about this. The short answer is that for decades, small parcel shipping ran through a duopoly, UPS and FedEx, and shippers simply didn't have the visibility or control to know whether they were overspending. The relationship was simpler back then, so companies trusted it. You negotiated a contract, built rapport with your rep, and assumed you were getting a fair deal because there wasn't much else to compare it to.
That trust made sense at the time, but it also meant shipping stayed in the background as a cost of doing business rather than something actively managed. Nobody was digging into the data because there wasn't an easy way to, and the incentive to look closer just wasn't there. And if they were digging into the data, it was via consultants on a gainshare model that was not built always to benefit the shipper.
That's no longer true. Shipping is one of the largest line items on a company's books, and the carrier landscape has gotten far more complex and far less forgiving, with surcharges and rate changes that can show up with little warning. Companies that still treat it as a background cost are leaving real money on the table.
What's changed, and what I find genuinely exciting, is that companies now have access to the technology and expertise to actively plan, manage, and govern their shipping program in a way that simply wasn't possible before. That shift, from trusting the relationship to actively governing the spend, is really the foundation of what we've built at Reveel. Shipping deserves to be treated as a strategic asset, not a line item you hope stays predictable.
Food Logistics and Supply & Demand Chain Executive: Please share a difficult supply chain disruption you managed and how you turned the challenge into an opportunity.
Hyde: The disruption I'd point to isn't a single crisis moment, it's something bigger and still unfolding, which is the sheer speed of ecommerce growth combined with the uncertainty around tariffs. E-commerce now accounts for over 17% of all commerce and keeps climbing, and that growth, paired with shifting trade policy, has quietly rewritten the rules for a lot of businesses that weren't built to absorb that kind of volume or volatility.
A lot of companies still respond to geoeconomic uncertainty with fear, understandably. From a marketing standpoint, the opportunity was flipping that. Instead of leaning into the anxiety, we focused our messaging on control, on the idea that when the external environment gets less predictable, the parts of your shipping program you can control become that much more important. That reframed the conversation from "everything is uncertain" to "here's what you can actually manage right now," and it made our positioning and campaigns feel like a resource instead of one more thing adding to the noise.
It's been a good reminder that marketing's job isn't just to keep up with disruption, it's to help the rest of the business see it clearly enough to act on it, and to turn fear into something more useful, like focus.
Food Logistics and Supply & Demand Chain Executive: What supply chain trend do you think will have the biggest impact over the next five years?
Hyde: Everyone's going to say AI, and they're not wrong. But in the grand scheme, we're still early in understanding what it can really do for supply chains and most of us are pushing limits to set new benchmarks.
But if I had to point to something more fundamental, it's the shakeup happening in the carrier landscape. For decades a handful of major players dominated and competed hard for volume. That's not the game anymore. We're seeing a wave of regional carriers, specialized 3PLs, and even crowd-sourced, gig-based delivery models entering the space. That fragmentation means shippers can't rely on a set-it-and-forget-it carrier strategy anymore. It's going to push a lot of organizations to get much more proactive and data driven about managing shipping spend across a far more complex network.
Food Logistics and Supply & Demand Chain Executive: What can organizations do to attract, retain, and develop women in supply chain roles?
Hyde: I think it starts with making growth tangible, not just available. It's one thing to say there's opportunity for women in this industry, it's another to actually show a clear path, real mentorship, and leaders who will hand someone something a little bigger than they feel ready for and back them while they figure it out. That kind of investment is what actually moves people forward, not just a statement of intent.
I've had the privilege of working with some incredible mentors and coaches throughout my career, people who pushed me to speak up, take on more, and give myself credit I wasn't always giving myself. That kind of support shapes how you show up for the rest of your career, and I think it's on all of us who've had it to keep extending it to the next generation coming up behind us.
Leading that kind of change inside an organization is genuinely one of the most impactful things you can do, more than any single campaign or program. It sends a signal that development isn't just a nice idea, it's part of how the business actually operates.
Flexibility matters too. Supply chain can be demanding, and organizations that support people through different seasons of life, not just early career, tend to keep their best talent longer. And honestly, it helps to normalize that ambition and family life aren't competing priorities. The more that's built into the culture instead of treated as an accommodation, the more women stay and grow into bigger roles.
Food Logistics and Supply & Demand Chain Executive: If you could go back in time and talk to your younger self, what would you say to her?
Hyde: Trust your gut. It has genuinely never let me down, professionally or personally, so use it, take the risk, step outside your comfort zone. And your voice is your power, so use that too. Speak up before you feel fully ready. I spent a lot of early years assuming everyone else had it more figured out than I did. Turns out most people are winging it more than they let on.
Food Logistics and Supply & Demand Chain Executive: If you could leave the audience with one piece of advice about being a woman in the supply chain, what would it be?
Hyde: Don't wait for permission to take up space, and don't wait for perfect conditions to try something either. Fail fast. Test, optimize, adjust, repeat. This industry needs your perspective, especially if you didn't come up through a traditional supply chain path. Bring your whole self and your whole experience to the table. It's usually exactly what the room needs.
CLICK HERE to learn more about the winners from this year's Women in Supply Chain Forum™ Award.
CLICK HERE to register, sponsor and/or learn more about this year’s Women in Supply Chain Forum™, Nov. 17-19 in Charleston, S.C.
