Your company runs.Without relying onany one person.
Tomato Automate builds complex automated systems for freight brokers, 3PLs and carriers.
Hundreds of thousands a year sit in the manual layer of most freight operations. A twenty-minute call tells you what’s sitting in yours, and whether it’s worth building.
30-day satisfaction guaranteeAcross the Tomato Automate portfolio
From load intake to invoice.
The work between your systems is where we start.
Email + TMS
A load arrives by email.
Source
Load details arrive
An incoming request contains the details your team would normally read and re-enter.
Automated work
Read, match, route
The system classifies the request, matches the records and routes the work with its context attached.
Outcome
Work reaches its owner
The responsible person receives the assignment. Anything uncertain is held for review.
Less re-entry. A clear owner for the next step.
Email + carrier records
A carrier packet comes in.
Source
Attachments arrive
Carrier information lands in an inbox, ready to be read and entered into separate systems.
Automated work
Classify and match
The packet is read, matched to the carrier and logged against the relevant records.
Outcome
Review what needs judgment
Missing information and exceptions reach a person, with the document and context together.
The routine entry is handled. Your team reviews the exceptions.
TMS + customer communications
The status of a load changes.
Source
The work moves forward
A load's status changes, and another team or customer needs the update.
Automated work
Connect the next step
The system carries the relevant information into repeatable updates and follow-ups.
Outcome
People stay informed
Routine communication keeps moving. Exceptions go to the person who can resolve them.
Fewer repeated status questions. More time to manage the freight.
Operations + billing
Detention has been earned.
Source
A billable event occurs
An earned charge needs to move from the operation into the billing process.
Automated work
Trigger the billing workflow
The event starts the configured process, carrying the supporting context forward.
Outcome
The charge reaches billing
The charge is raised through the workflow, with required approvals kept in place.
Earned charges no longer depend on someone remembering.
Operations + accounting
The work is complete.
Source
Completion is recorded
The operational work is done. Finance needs the records before billing can move forward.
Automated work
Pass the handoff
Completion sends the relevant records and context into the billing workflow.
Outcome
Billing can move forward
The next action reaches its owner, with approvals retained where they are needed.
A repeatable handoff between the floor and finance.
TMS + approval rules
A decision needs a person.
Source
An exception is detected
A rate exception or credit-threshold decision needs attention before work can continue.
Automated work
Gather and escalate
The issue is routed to a named person with the relevant records and reasoning attached.
Outcome
A person makes the call
The decision stays under human control. The process can continue once it is approved.
Automation handles the coordination. People keep the judgment.
Illustrative workflows · configured around your operation
They gained 158 hours a week.
Four dispatchers’ worth of busywork, removed from the week.
They were growing and still drowning. Most of the day went on work no piece of their software owned: chasing information between teams, re-entering the same details, catching the things that would otherwise slip. Every new customer meant another seat.
We mapped it first, cut the steps that earned nothing, and built the system against the protocol that came out of it. The work now starts itself, routes itself, and raises personnel only when judgment is needed.
Same team, and growth stopped costing a hire each time.
Hours of manual work removed per week
Loads per week at handover
Accessorials recovered in year one
The operation runs. But it relies on your best employees.
The layer none of your software can see.
Your systems hold the data. Personnel do the connecting. That connecting work lives in messages, in documents and in a few people’s heads, and it never shows up on a single report you run.
The manual layer runs to hundreds of thousands a year.
Most operators have never added it up. Move the sliders to your numbers.
How this estimate is calculated
- Annual volume assumes 52 weeks. Manual labor is weekly loads × minutes per load ÷ 60 × hourly cost × 52. One full-time equivalent is 40 hours per week.
- Gross margin is assumed to be 14% of revenue. Slow-response losses are estimated at 2% of that gross margin.
- Rework assumes 1.5% of loads need correction. Each correction costs 45 minutes of labor plus 30% of the load’s assumed gross margin.
- Overtime and turnover add 12% of manual labor cost. Potential recovery is 70% of the total estimated cost, before implementation or maintenance fees.
The new era of visibility.
Your reports are a photograph. This is the live feed.
A report is last month, assembled by hand. A dashboard is the six numbers somebody chose once. A CRM knows what was typed into it. A digital twin reads every system your operation runs on, as it changes, into one model you can look at and ask.
Satisfaction guarantee
If you are not satisfied in the first thirty days, you get your money back. No questions, and you keep the documented SOPs we produced along the way.
Map it. Build it. Keep optimizing it.
Automating a process you have not mapped just runs the mess faster. So we map first, then decide what to automate and in what order.
We map how the work actually moves
The same proprietary process behind every system we build, applied to your actual operation. Where the work starts, every hand-off, every place it stalls, and what each of those stalls costs you in a week. You come out of it with your operation on paper and an automation map ranked by payoff. Plenty of what it surfaces is fixable in a week, with or without us.
System design
We build what the map laid out, inside the tools you already run. We phase the rollout on purpose, one workflow at a time, stabilized before we expand, because nothing we ship is allowed to interrupt the work.
Maintenance and optimization
By now the system runs around 70% autonomy. From here we adapt it to wherever the business goes: a new customer, a new service line, a new system. Strategy changes should not mean starting over. How fast that curve climbs depends on the operation. Every client who started with a map has stayed.
First, we map your operation.
Every process in your operation written down and searchable, so anyone on the floor can look up what to do. Then the automation map: every opportunity scored, ranked and costed, with the build spec attached to each one. You decide what gets built and in what order. It is sold on its own, so you can buy the map without committing to a single hour of build.
Illustrative Redprint excerpts
Current State Assessment
How work actually moves through your business today, department by department. Where it leaks, where it depends on memory instead of system, and where it is ready to automate.
Current vs Ideal SOP
Every process documented as it runs today, then redesigned. Unnecessary steps cut, handoffs simplified, everything that does not add value removed.
Automation Map
Every opportunity scored on hours reclaimed, difficulty and impact, then sorted into build first, build later, and do not build. Each one comes with the architecture to build it.
POST. Deduped on message ID so a resend never runs twice.{type, account, urgency, value}confidence ≥ 0.85 assigns itself. Below that it queues for the respective personnel, reasoning attached.Business Transformation Report
The business case for the build. A phased roadmap projecting hours reclaimed, costs eliminated and autonomy gained, written so you can take it to your next board meeting.
- 01How the work actually moves through your business today
- 02What you have already tried, and where it came apart
- 03Whether there is enough here to be worth building
You will be talking to the people who would actually build it. If there is something worth doing, we will tell you what it would look like. If there is not, then we build a relationship.
From disconnected tasks to one connected operation.
Same team. Same day. A different operation.
The same people, moving a great deal more freight.
Every operation below was running on people and memory.
The people who stopped standing in the middle.
These guys are something else. What I thought was automation was not even close to the monster they’ve built for my business.
Sixty status calls a day, gone. My coordinators found out what their job actually is.
I was the escalation path for everything. I am not in the middle of it any more, and nothing has fallen over.
We were earning detention and never billing it. That stopped being a memory problem.
I expected a pitch. They spent twenty minutes asking how the work actually moves, then told me which half was worth building.
A new dispatcher used to take six months. The lane rules and customer quirks are written down now, so it takes three weeks.
We had been sold automation twice before and got dashboards. This time somebody actually mapped how we run first.
Peak used to mean temps and overtime. Last peak we moved a third more freight with the same ops floor.
Five rules we do not break.
Most automation looks good in a pitch and falls apart by Tuesday. These are why ours does not.
Custom over template, every time.
No successful business fits a template. Yours runs on the things one person figured out and three people remember. The workaround that saved a deal last year. The step someone added after something broke. Templates erase all of it. We build to your operation, including the parts that do not fit on a flowchart.
Agentic where it earns its place. Deterministic everywhere else.
Language models are the wrong tool for “always do X when Y happens”. That is a workflow. We use reasoning where decisions need judgment, and deterministic logic for the rest. Most demos invert this and pay for it in production.
Human-in-the-loop until the system earns autonomy.
Every workflow ships behind a checkpoint. We watch it run for two to four weeks and only remove the gate when the error rate sits below your tolerance. That is how autonomy climbs without breaking the operation.
RPA is a fallback, not a strategy.
API first when the integration exists. Browser automation when it does not. RPA gets a bad name because shops lead with it. We use it surgically, for the exact cases where the system you depend on has no API and you cannot swap it.
We keep only what the project needs.
We work inside your accounts and systems wherever we can, and keep only what the project needs, in SOC 2-audited tools. We have access while we are working with you. If we ever stop working together, our access goes away. Your data was never ours to take.
The questions operators actually ask.
If your question is not here, email is the fastest way to get a real answer about your operation.
Email us directlyWill you replace the software we already run on?
Will this work with the systems we already run?
What do you actually automate?
Will this replace my dispatchers?
Our team is not especially technical. Is that a problem?
How long until we see something real?
What happens if an automation fails at 2am?
What about our data, and our customers’ data?
Can we buy the Redprint without committing to a build?
What does a full build cost?
Freight is seasonal and volume swings. Does that matter?
- 01How the work actually moves through your business today
- 02What you have already tried, and where it came apart
- 03Whether there is enough here to be worth building
You will be talking to the people who would actually build it. If there is something worth doing, we will tell you what it would look like. If there is not, then we build a relationship.