Oakland Pallet is based in San Lorenzo, California, along the San Francisco Bay. It is a leading pallet supplier in northern California and specializes in custom pallets. The company has extensive pallet and lumber recycling operations and boasts nearly 300 trailers and vans to serve customers. Manuel Padilla is vice president of strategic growth and planning.
Pallet Enterprise: What is the best piece of business advice that you have ever received?
Padilla: The best piece of business advice I’ve ever received — and one that guides me daily at Oakland Pallet — is to ask, Is it true? Is it charitable? Does it move the conversation forward? Working here, where teamwork and accountability matter, this mindset helps foster respect and clear communication across all departments. It reminds me that how we say things is just as important as what we say. Whether we’re solving problems or giving feedback, leading with truth and charity keeps us united and productive.
Pallet Enterprise: How do you decide whether or not to try a new idea in your company?
Padilla: I’ve come to understand that change often brings resistance, especially when routines feel safe and familiar. That’s why I take a thoughtful approach: listening to my team, gathering input, and creating a path that promotes unity and purpose. If a new idea doesn’t align with our mission or timing, I’m willing to set it aside and wait. I’ve learned that clarity, peace, and patience are just as important as progress. Above all, I pray to Jesus for guidance and trust that God’s will — not just my own plans — will lead the way.
Pallet Enterprise: What is one thing you do at your company that is different from other pallet companies?
Padilla: What sets Oakland Pallet apart from other pallet companies is our unwavering commitment to customer loyalty. During the pandemic, while many companies prioritized short-term profits by raising prices or dropping loyal accounts, we chose a different path. We ramped up production and leaned heavily on our local supplier network to meet demand without compromising service. Even as market prices soared, we kept our rates fair — and in many cases, way below industry averages — for our long-term partners. There are plenty of companies across the country with these same values, and by harnessing that shared commitment through a national co-op, we can provide exceptional unified service while each business remains independent, free and sovereign.
Pallet Enterprise: What is one of the hardest business decisions you have ever made?
Padilla: One of the hardest business decisions I’ve ever made was having to let go of employees due to tough economic conditions. Throughout 2024 and the first quarter of 2025 were especially challenging for us and for many businesses across the nation. We made it our mission as a sales team to push through and protect as many jobs as possible.
Pallet Enterprise: What performance indicators do you track to measure how your company is doing?
Padilla: One of the most obvious performance indicators we track is profit and loss reporting, but I also rely on more immediate, on-the-ground signs. Taking a walk through the yard and checking physical inventory tells me a lot — whether product is moving, if team morale is high, or if employees are leaving early. I also review the weekly schedule closely for spikes or dips in orders from regular customers, which often signal larger industry trends. In our line of work, pallets are a reliable indicator of economic activity across multiple sectors.
Pallet Enterprise: What is one thing you wish the government would do right now to improve business conditions?
Padilla: Cut taxes. Reducing the tax burden — especially here in California — would give small and mid-size businesses the breathing room they need to grow, create jobs, and better navigate economic uncertainty. It would trigger a ripple effect of reinvestment, stability, and opportunity across the country.
I’d also take it a step further by rethinking how we approach homeownership, particularly around interest rates. My father once told me how he purchased his first property in the late ’70s directly from the seller for $15,000, with no interest and $150 monthly payments. While that exact model may not work today, creating flexible, fair alternatives could help more families and entrepreneurs secure their future.
Oakland Pallet is based in San Lorenzo, California, along the San Francisco Bay. It is a leading pallet supplier in northern California and specializes in custom pallets. The company has extensive pallet and lumber recycling operations and boasts nearly 300 trailers and vans to serve customers. Manuel Padilla is vice president of strategic growth and planning.
Pallet Enterprise: What is the best piece of business advice that you have ever received?
Padilla: The best piece of business advice I’ve ever received — and one that guides me daily at Oakland Pallet — is to ask, Is it true? Is it charitable? Does it move the conversation forward? Working here, where teamwork and accountability matter, this mindset helps foster respect and clear communication across all departments. It reminds me that how we say things is just as important as what we say. Whether we’re solving problems or giving feedback, leading with truth and charity keeps us united and productive.
Pallet Enterprise: How do you decide whether or not to try a new idea in your company?
Padilla: I’ve come to understand that change often brings resistance, especially when routines feel safe and familiar. That’s why I take a thoughtful approach: listening to my team, gathering input, and creating a path that promotes unity and purpose. If a new idea doesn’t align with our mission or timing, I’m willing to set it aside and wait. I’ve learned that clarity, peace, and patience are just as important as progress. Above all, I pray to Jesus for guidance and trust that God’s will — not just my own plans — will lead the way.
Pallet Enterprise: What is one thing you do at your company that is different from other pallet companies?
Padilla: What sets Oakland Pallet apart from other pallet companies is our unwavering commitment to customer loyalty. During the pandemic, while many companies prioritized short-term profits by raising prices or dropping loyal accounts, we chose a different path. We ramped up production and leaned heavily on our local supplier network to meet demand without compromising service. Even as market prices soared, we kept our rates fair — and in many cases, way below industry averages — for our long-term partners. There are plenty of companies across the country with these same values, and by harnessing that shared commitment through a national co-op, we can provide exceptional unified service while each business remains independent, free and sovereign.
Pallet Enterprise: What is one of the hardest business decisions you have ever made?
Padilla: One of the hardest business decisions I’ve ever made was having to let go of employees due to tough economic conditions. Throughout 2024 and the first quarter of 2025 were especially challenging for us and for many businesses across the nation. We made it our mission as a sales team to push through and protect as many jobs as possible.
Pallet Enterprise: What performance indicators do you track to measure how your company is doing?
Padilla: One of the most obvious performance indicators we track is profit and loss reporting, but I also rely on more immediate, on-the-ground signs. Taking a walk through the yard and checking physical inventory tells me a lot — whether product is moving, if team morale is high, or if employees are leaving early. I also review the weekly schedule closely for spikes or dips in orders from regular customers, which often signal larger industry trends. In our line of work, pallets are a reliable indicator of economic activity across multiple sectors.
Pallet Enterprise: What is one thing you wish the government would do right now to improve business conditions?
Padilla: Cut taxes. Reducing the tax burden — especially here in California — would give small and mid-size businesses the breathing room they need to grow, create jobs, and better navigate economic uncertainty. It would trigger a ripple effect of reinvestment, stability, and opportunity across the country.
I’d also take it a step further by rethinking how we approach homeownership, particularly around interest rates. My father once told me how he purchased his first property in the late ’70s directly from the seller for $15,000, with no interest and $150 monthly payments. While that exact model may not work today, creating flexible, fair alternatives could help more families and entrepreneurs secure their future.
