In a city where mobility is key to community and economic growth, Battle’s Transportation, Inc. (BTI) stands out as a driving force for accessible transportation solutions. Founded in 1976 by McKinley Battle, this family-owned business has evolved from its humble beginnings into one of the most trusted transportation providers in the Greater Washington, DC area.
At the heart of this success is Thomas Dominique, CEO of Battle’s Transportation and RHG Group, Inc. With extensive experience in corporate banking, entrepreneurship, and executive leadership, Thomas has guided the company through a period of significant growth and innovation. In 2019, he graduated from Wacif’s Ascend Cohort, a program dedicated to serving entrepreneurs through a holistic, multi-week approach that includes interactive workshops, one-on-one consultations with world-class experts, and individualized support. Today, BTI is recognized as a top veteran-owned business, providing transportation solutions that meet the diverse needs of the community, whether it’s government contracts, healthcare transport, or accessible shuttle services.
What sets Battle’s Transportation apart is its steadfast commitment to community impact. From employing over 75 individuals to providing wheelchair-accessible vehicles, the company plays a pivotal role in connecting people and creating economic opportunities. In 2024, the company was ranked #29 among Veteran-Owned Companies by the Washington Business Journal and recognized as the Largest Veteran-Owned Business in the region.
Today, we sit down with Thomas to discuss the values that drive the company, how BTI is adapting to the ever-changing transportation landscape, his vision for the future, and the critical role transportation plays in shaping communities.
Shannan Herbert: Thank you for having this conversation with me. I want to learn more about Battle’s, your company’s values, your vision, and where you see Battle’s having the greatest community impact. To start, you’ve been part of the DC community for nearly five decades. Can you share what values have been most important in driving the company’s success over the years?
Thomas Dominique: Definitely. Integrity, dedication, commitment, and community have been the foundation of the business. Those values have driven us over the past 46 or 47 years. I’ve been with the company for about 13 years, but these principles have been ingrained in our culture from day one. These values allow us to weather storms and adapt to economic cycles.
Shannan Herbert: Wow, that’s a long time, and it sounds like you’ve built a sustainable culture that has served the business well.
Thomas Dominque: I agree. You need something to hold onto during challenging times, like COVID. It was a very difficult period, but those core principles carried us through. We were able to find new clients, revisit our business model, and stay dedicated to serving the people who needed us the most. Those principles kept us grounded and moving forward.
Thomas Domique: The EV transition is challenging for us because our vehicles are highly specialized, customized, and very large. Infrastructure for heavy vehicles like ours is limited, and we operate across a wide service area. For example, we might complete a trip from DC to Richmond, VA, in a single day.
Currently, there’s little demand for EVs in our sector, especially with our government contracts. We’re closely monitoring the market to determine the right time to invest, but it’s tricky. The vehicles are heavy, their range is limited, and the charging infrastructure isn’t adequate for our needs.
We’re also collaborating with industry partners, such as Ford. Most of the upfitters take a Ford vehicle and convert it into the type of specialized vehicles we use. Additionally, we are monitoring innovations in AI and smart city solutions to stay competitive.
Shannan Herbert: That makes sense. Why has accessibility been such a key focus for your company?
Thomas Dominique: Since our founding in 1976, accessibility has been at the core of our business. Our first client base consisted of children with special needs, shaping our commitment to ensuring our entire fleet is accessible to individuals with both visible and invisible disabilities. We invest heavily in specialized training for our employees to accommodate various needs, whether behavioral or physical, ensuring that every passenger feels welcomed and supported. Our philosophy is simple: everyone deserves quality transportation and logistics services, regardless of their circumstances.
We proudly serve a diverse range of clients, from high-ranking officials to children with IEPs, while maintaining a fleet designed for universal accessibility. Many companies in the industry focus solely on high-end clients and hesitate to invest in accessibility due to the added costs. A vehicle with a lift can cost $10,000 to $15,000 more and requires higher maintenance and fuel expenses.
However, we see accessibility as a badge of honor, not an expense. Instead of treating it as an add-on, we integrate it into every aspect of our operations, from vehicle design to staff training. This commitment ensures that no one is left out.
Shannan Herbert: That’s inspiring. This region is known for its strong communities. How are you contributing to economic growth, and can you share any key partnerships or initiatives?
Thomas Dominique: When we started in 1976, DC was a very different place, primarily home to African Americans. Over the years, demographics and transportation needs have changed, and we’ve evolved with them. Battle’s and our sister company, RHG, serve a broad client base. Many small businesses start with the community in mind, which is admirable, but long-term success requires adapting to market shifts. We’ve built strong partnerships with organizations like Ford’s Theatre, and Destination DC, which help us reach a broader clientele. My approach has always been about balancing growth while staying true to our community roots.
Ultimately, great service is what matters. If you excel at what you do, you can serve everyone. Our business continues to expand, especially internationally, as more visitors to DC require transportation and logistics services. That’s the future for us, growing globally while remaining committed to our local community.
Shannan Herbert: What programs have been most helpful for your operations, and are there any gaps you see in supporting small businesses?
Thomas Dominique: WACIF’s program like the Ascend Accelerator was a game-changer, reigniting my passion as a leader. After years in the role, it’s easy to get stagnant, so investing in continuous learning is crucial. As a non-owner CEO, this program gave me the chance to connect with other executives, gain fresh insights, and apply new strategies, something I’ve also done through programs like Ascend and Elevate at GW. For small businesses, key challenges remain especially access to capital and proper pricing.
Battle’s has thrived for over 45 years because our owner valued our services and never underpriced them. Many small businesses struggle early on by setting prices too low, making it harder to scale. Another major gap is attracting talent. Many businesses remain owner-driven and don’t bring in experienced professionals who can drive growth. I joined in 2012, bringing corporate banking experience, but many companies miss out on that kind of talent infusion.
WACIF and similar organizations play a critical role in helping small businesses address these challenges, ensuring they price their services right and build strong teams for sustainable growth. Access to capital remains a challenge due to institutional barriers. We’ve navigated this by refining our financial approach and ensuring strong pricing. Many small businesses overlook banking requirements, but understanding financial statements and meeting lender expectations is crucial for securing funding. Small businesses need both industry expertise and financial literacy to succeed long-term.
Shannan Herbert: The unique thing about WACIF and other CDFIs is that we don’t say no—we say not yet. Our focus is on helping businesses understand what they need to secure funding, whether it’s refining pricing, marketing strategies, revenue models, or using data effectively to attract capital and communicate their growth plans to banks.
Thomas Dominique: Selling through tough times requires a strong grasp of financials and industry trends. For example, insurance costs fluctuate unpredictably, sometimes rising 20% year over year, forcing us to adjust our business model. Small businesses often focus on operations but struggle to communicate financial challenges to lenders.
Education and mentorship are crucial. Many small transportation companies seek our guidance, but without proper infrastructure, they’re not ready to partner. Still, we share knowledge, and some have successfully grown. Strengthening the ecosystem within and beyond industries ensures long-term success.
Shannan Herbert: It sounds like you’re making a meaningful impact by equipping smaller companies with the tools they need to grow. That’s truly commendable . Finally, as CEO, what legacy do you hope to leave, and how do you envision the company evolving over the next decade?
Thomas Dominique: I envision Battle’s becoming the “IBM of transportation”—not just a transportation provider, but a leader in consulting and logistics management. We’ve started moving in that direction by offering advisory services for city planning and events, as well as workforce development initiatives like CDL training programs.
As a small business, we know that what got us here won’t keep us here. We’re constantly evolving to apply our expertise to new industries and challenges. My goal is to leave a legacy of innovation and adaptability, ensuring that Battle’s continues to thrive and serve the community for decades to come.
Shannan Herbert: Thank you, Thomas. I’m so proud of everything you’ve accomplished. It’s been amazing to watch your journey.
Thomas Dominique: Thank you, it’s been a full-circle moment to have this conversation. Let’s stay in touch, and I’d love to collaborate more on future opportunities.
Shannan Herbert: Absolutely. Thank you again!
Established in 1987, the Washington Area Community Investment Fund’s mission is to increase equity and economic opportunity in underserved communities in the Washington, DC area by investing knowledge, social, and financial capital in low- and moderate-income entrepreneurs. Our mission is driven by three strategic pillars: inclusive entrepreneurship, community wealth building, and equitable economic development, and is fulfilled by providing access to capital products and services, and capacity building technical assistance to low- and moderate-income entrepreneurs. Wacif has been continuously certified as a Community Development Financial Institution (CDFI) since 1996, making the organization one of the nation’s first CDFIs.
