I established Asset and Maintenance Insights (AMI) to assist transportation companies, and their suppliers, with short and/or medium termed projects. AMI's primary focus is to assist the executive management teams of client companies to lower operating costs and increase the return on their investments in asset and maintenance programs. AMI is (or has been) involved in a wide-ranging number of projects for several clients in the transportation sector. Some of AMI's recent projects are technician augmented reality training, advising fleets on their transition to electric vehicles (EV), developing a new concept in trailer EV propulsion, assisting fleets improve their overall maintenance, parts, and tire management processes, aiding fleets in their sustainability and decarbonization efforts, advising a startup diesel and automotive technician training school, and leading an industry benchmarking study for a fleet.

As part of the Executive Leadership Team, I provide strategic leadership for asset, maintenance, fuel, roadside assistance, purchasing, and warranty services for a 15,000-vehicle fleet. I reduced vehicle operating costs by more than 15% during a period when the average cost to operate fleets increased by more than 12% (ATRI). This was accomplished by.
•Standardization of fleet specifications through multi-year acquisition agreements
•Implementing new technologies and processes with a focus on long term cost reductions
•Negotiating vehicle trade programs to systematically remove problematic vehicles from fleet
•Introducing and implementing new technology to improve driver retention and vehicle safety
•Developing and implementing a structured technician development and training program
•Increasing warranty collections by more than 300% through improved practices and processes
•Implementing key performance indicators (KPIs) to guide the organization's focus
•Reduce team member

As part of the executive team, I was able to strengthen fleet performance (for both company and owner-operator groups) and ensure the safe operation of vehicles. For 2014 maintenance costs were down 22% (approximately $4 million) from 2013 while increasing overall fleet uptime. During my time with USA Truck, vehicle maintenance CSA violations decreased by 50%. Fuel economy also increased from a fleet average of 6.3 to 7.1 MPG as a result of the programs and technologies that I implemented.

As part of the executive team for National Express Corporation I provided the leadership and direction for maintenance and purchasing programs in support of a fleet of 22,000 school buses. In this role, I managed the maintenance organization, consisting of 700 team members working from 240 locations throughout North America. During my tenure at National Express, I implemented a new PM program, selected, and implemented a new maintenance operating system for all locations, implemented structure to comply with all state regulations and brought standards to its purchasing processes for new vehicles. Championed the use of alternative fuels and oversaw several demonstration products using propane, CNG and electric technologies.

I was recruited to USA Dry Van Logistics (USADVL) by GE Capital for one specific purpose, to improve the company's profitability. USADVL was emerging from bankruptcy with its primary creditor being GE Capital and it needed fleet leadership to secure its future. As part of a four-person executive team, I was responsible for fleet operations (company and owner-operators) which included asset, maintenance, purchasing, safety, compliance, and driver recruiting. Within eighteen months our team restored the company to profitability and in August 2012 GE Capital sold USADVL to Celadon.

In this position, I managed the maintenance operations for all business units under the ServiceMaster organization. The fleet, for all companies, consisted of 15,000 company owned units and 20,000 franchisee vehicles. Specific duties included maintenance operations, parts procurement and management, personnel recruiting and development and DOT and EPA compliance.

In this position I managed the maintenance operations for all company and owner-operator fleet operations in the United States and Canada. Specific duties included vehicle purchasing, fuel purchasing and management, maintenance operations, parts procurement and management, personnel recruiting and development, asset management, DOT and EPA compliance, vehicle replacement strategies and strategic planning. FTI was sold to Road Runner Transportation.

I managed all company owned assets and assisted independent contractors. Specific duties included fleet management, vehicle purchasing, fuel management, maintenance operations, procurement personnel recruiting and development, DOT and EPA compliance, vehicle replacement strategies and strategic planning.

Began my career with Ryder as a technician in Des Moines, Iowa and held several roles (operational, sales and maintenance) with increasing responsibility before assuming the Vice President of Maintenance role for Ryder. One my major accomplishments before assuming VP role was establishing the Ryder Customer response Center (RCRC) for all North American operations. I held the role of VP of Maintenance from 1998 to 2002 and lead the fleet operations of the largest leasing company in the world (180,000 vehicles). I was personally responsible for all maintenance operations across North America with a focus on providing the highest level of customer service and increasing vehicle uptime, along with a focus on continuous improvement. I also assisted with European Ryder operations on fleet issues.