If you have spoken to Lesters Logistics about a new project, chances are you have already met Reiss Newport. As Director, Reiss is the person who joins the dots between operations, technology, commercial strategy and customer experience. His days are varied, his goals are clear, and his focus is simple to describe but hard to execute at scale. Grow the business in the right way, keep customers delighted, and build the systems and teams that make both possible.
A Director’s day that never looks the same
Reiss describes his role as fluid. One morning might start with a site walk to review a new pick face layout; the afternoon could be spent with a customer discussing a complex onboarding plan; the evening might include a session with the leadership team to sharpen budgets and targets. In between, he is reviewing live dashboards, checking that warehouse processes are running smoothly, and testing ideas that could deliver the next step up in efficiency.
That variety suits him. Meeting clients, sifting through projects, implementing strategy and finding marginal gains are all part of the same outcome. Better service, better performance and better growth. The most rewarding part, he says, is seeing a brand new process move from whiteboard to warehouse. Taking something, the team has not done before, designing it properly, then landing it and watching it work for a customer. That is when the job feels at its best.
From traditional transport to true 3PL
Lesters Logistics began life as a transport-led business. Over the last few years, under Reiss’s direction, it has evolved into a third party logistics partner with end to end capability. That shift matters. A transport firm focuses on the movement of goods. A 3PL is accountable for the entire journey. In practice it means Lesters Logistics now provides storage, stock control, pick and pack, value add services, courier and pallet network despatch, and the data that ties everything together.
The change also affects who Lesters works with. Rather than chasing one off movements across a mass market, the business now supports a set of core customers over the long term. Each account receives a tailored service that covers their full operation rather than just one stage of the operation. The ambition is not just to hold stock and ship boxes; it is to become a trusted extension of the customer’s team.
Why technology now sits at the centre
With 3PL comes a heightened need for systems. Reiss is plain about that. Technology is what keeps promises. A modern warehouse management system (WMS) tracks every pallet and every unit. Platform integrations make sure orders, inventory and tracking data move cleanly between sales channels and the warehouse. Scanners and barcodes keep accuracy high. Simple dashboards help teams see issues early and fix them quickly. This emphasis on technology does not replace people. It makes their work easier, faster and more reliable.
Efficiencies are not about squeezing harder. They are about removing friction. A smarter layout that shortens travel. A better carton size that reduces damage. A clearer label that speeds booking at a retail distribution centre. Reiss spends a lot of time with the operations team asking small questions that have big, compounding answers. What slows us down. What creates rework. What do drivers, pickers and packers wish they could change. When the answers are implemented, customers feel the benefit in delivery speed, accuracy and presentation.
White glove and specialist services
Market conditions are rarely constant. Reiss is honest about that. In a softer economy, demand can move around quickly and unpredictably. One response is to open new revenue streams that match existing strengths. White glove delivery is a good example. Some products are not suited to standard carrier flows. They might need room of choice placement, light assembly, removal of packaging, or a specific delivery window. Building these capabilities allows Lesters Logistics to solve a broader set of problems for its customers and to add value beyond the warehouse door.
Another area of attention is recycling and responsible disposal. Not every item can or should return to stock. Seasonal overstocks, branded packaging and damaged products often need a certified route to recycling or destruction. When a 3PL manages this properly it protects the customer’s brand and keeps the warehouse clear, so active lines keep moving. It also fits with Lesters’ culture of doing the right thing for both customers and the environment.
Onboarding that works first time
Reiss lights up when he talks about onboarding. The promise turns into day-to-day reality. A good onboarding plan starts with discovery. What does the customer sell? How many SKUs? What are the order profiles? Which carriers and service levels do they use? How are orders captured and how do returns flow back? The next step is design. Racking, pick faces, packaging standards, service level agreements, and the data flows between systems. Finally, there is a careful cutover with parallel runs where needed so service is protected.
The goal is always the same. A smooth start that feels uneventful. Orders captured, picked, packed, and despatched accurately and on time. Inventory visible in real time. Queries answered quickly. This is where Reiss’s combination of commercial and operational experience shows. He understands what customers desire to see and he knows how to build the process that delivers it.
The challenge of market fluctuations
Every logistics leader has to deal with forces beyond their control. The broader economy can be up or down, and that affects volumes and buying behaviour. Reiss’s answer is not to wait for conditions to improve. It is to adjust the offer so customers can find better ways to trade. That might mean more flexible storage, late cut off despatch to increase sales conversion, or value add services like simple kitting or pre builds that help retailers avoid bottlenecks. When a 3PL helps its clients adapt to their own pressure points, both sides win.
A five-year vision rooted in scale and simplicity
Ask Reiss where Lesters Logistics should be in five years and he talks about consolidation and focus. The business has grown fast across multiple sites. The next stage is to bring the network together into a larger centralised operation for 3PL activity. One site, or a campus style footprint, designed for high volume, with the technology, loading capacity and layout to move faster. The advantage is obvious. Shared resources, easier planning, and smoother peaks. Alongside that he wants a bigger team with more autonomy. Leaders who can run their areas with confidence. Specialists who can drive improvement in their domain.
Culture that Delivers More
Growth and systems matter, but people are the point. Reiss is clear about the culture he wants. Ownership and care. Look after the customer. Look after each other. Build processes that are simple to learn and hard to get wrong. Tell the truth early when something needs attention. Learn from every miss and embed the fix. Do the basics well every day and layer new capability on top. That is how Lesters has moved from transport to 3PL and how it will keep improving. The company motto captures it neatly. We Deliver More.
What customers gain from this approach
For brands, the value of a director who is both strategic and hands on shows up in small, daily ways. Faster booking at the warehouse, fewer damages because the carton was right sized and tested. Later order cut offs in peak because reserve pallets are staged near the pick line. Clean inventory because returns are scanned and routed to resell, refurbish or recycle with a clear audit trail. Better data because the warehouse management system mirrors how the business actually works.
And when something changes fast, the relationship flexes. A product goes viral. A retailer changes delivery windows. A new platform is added. Lesters Logistics is built to adjust. That is not an accident. It comes from the systems and people choices Reiss has championed.
A closer look at the director behind the role
Reiss’s way of working is practical and positive. He is the type of person who will sit with a customer and map a process step by step, then walk the warehouse with the team to make sure the map fits reality. Reiss enjoys the puzzle of a complex requirement and the satisfaction of a clean solution. He knows that growth is not a slogan but the outcome of many small improvements that add up. He is also outspoken about risk. If something is new or unusual, it gets tested. If a better way is found, the plan changes. That flexibility is a hallmark of how Lesters operates.
Why this matters now
Supply chains in the UK are facing an unusual mix of pressures. Shifts in consumer demand, carrier capacity, cost inflation and a changing retail calendar all create new constraints. A 3PL that can think clearly and act quickly is more valuable than ever. Reiss Newport’s focus on technology, efficiency and customer fit is designed for this environment. It means Lesters Logistics can improve what it already does well while adding services that customers increasingly need, from white glove delivery to certified recycling.
What to expect when you work with Lesters Logistics
Expect a straightforward discovery process. Clear documentation of standards and service levels. A sensible timeline with the right amount of testing. A warehouse team that cares about accuracy and presentation. Live visibility of orders and stock management. Honest conversation when something needs attention, not excuses. And importantly, an appetite to help you grow. Lesters wants long term partnerships, not short term wins. When your orders rise, they want to be the partner that scales with you.
Looking ahead
Reiss is not a Director who sits in an office counting pallets on a spreadsheet. He is present on the floor, in customer meetings and in planning sessions. He thinks about today’s despatches and the five-year site plan at the same time. This mix of detail and direction is what Lesters Logistics needs for its next stage. It is also what customers want from a 3PL partner. Someone who understands the pressure to serve today’s orders while building a better system for tomorrow.
If you are considering a move to a new logistics partner or need extra capacity for the next growth phase, meeting the person who will help design and run your operation matters. Reiss Newport is that person at Lesters Logistics.
Ready to talk
If you want to explore how we can support your brand with 3PL services, platform integrations, pick and pack, white glove delivery or certified recycling, get in touch. Reiss and the team will map your requirements, design something that fits, and build a plan that protects service from day one. We Deliver More.