Vice President, Fleet & Asset Management

About the role

JC Davis Ventures, LLC dba JC Davis Power provides 24/7 temporary power, climate control, and related services to commercial and industrial construction projects. The company is scaling rapidly toward $1 B in revenue, relying on a standardized fleet of mobile diesel generators and a skilled team of technicians and shop leaders. The VP of Fleet & Asset Management will own the full lifecycle of the fleet, bring financial discipline to asset decisions, and lead shop operations, maintenance, and team development.

Responsibilities

• People: Build and develop technician and shop‑leadership benches across regions.
• Asset acquisition & disposition: Source, evaluate, negotiate purchases, and manage resale to keep the fleet fresh and recycle capital efficiently.
• Shop Operations: Build and run shops that maintain reliable, standardized, deployable assets with lean tooling and facilities.
• Maintenance & reliability: Implement preventive maintenance, failure analysis, and reliability engineering to keep uptime high across a geographically distributed fleet.
• Standardization: Protect and extend the standardized‑fleet strategy, reducing configurations and simplifying economics.
• Fleet economics & capital allocation: Own unit economics—utilization, ROIC by asset class, total cost of ownership, and buy/repair/hold/retire decisions. Build models and discipline so decisions no longer depend on a single person.
• Data‑driven asset performance: Turn remote‑monitoring and telematics data into predictive maintenance, smarter deployment, and better asset‑level decisions.

What You’ll Be Measured On

Key Performance Indicators (KPIs) – outcomes you own

• Reliability: Uptime and mean time between failures (MTBF).
• Utilization: Physical utilization (share of fleet on rent) and financial utilization (revenue per dollar of fleet).
• Returns on capital: ROIC by asset class and overall fleet‑asset return.
• Cost discipline: Total cost of ownership per asset class and maintenance cost as a percentage of fleet revenue.
• Standardization ratio: Percentage of fleet on standard configurations.
• Capital recycling: Disposition value versus book and accuracy of acquisition/valuation decisions.
• Safety & people: Shop recordable‑incident rate and technician retention.

Key Leading Indicators (KLIs) – early signals

• PM compliance: On‑time preventive‑maintenance completion rate.
• Monitoring coverage: Percentage of assets with active remote monitoring and clean, usable telematics data.
• Predictive alerts: Share of predictive‑maintenance alerts actioned on time and aging of open critical alerts.
• Shop throughput: Units repaired per week versus plan, and aging of work‑in‑progress/backlog.
• Repair velocity: Mean time to repair (MTTR) and aging of open work orders.
• Parts availability: Parts and component inventory fill rate.
• Workforce readiness: Technician certification/training completion and open shop headcount.
• Forecast accuracy: Projected fleet availability versus demand forecast.

What Success Looks Like In Your First 12 Months

• A clear, shared fleet‑economics model is in place; decisions are data‑driven and no longer a bottleneck for the CEO.
• Shop throughput, unit repair quality, and cost metrics are implemented and show improvement.
• Fleet uptime and reliability improve even as the fleet grows, supported by an operational predictive‑maintenance program.
• Standardization is maintained or tightened as the business scales.
• A shop and maintenance leadership team is built that can run multiple sites independently, with metrics to trigger expansion as needed.

Qualifications

• Asset‑economics focus: Fluent in ROIC, utilization, total cost of ownership, and capital recycling; able to partner as a peer with a CFO.
• People developer: Proven ability to develop technicians and shop leaders, putting people first.
• Deep fleet operations experience: Managed remanufacturing, repairs, maintenance, or reliability for a sizable fleet of generators, heavy equipment, or comparable industrial assets.
• Shop leadership: Built and led multi‑site shops or maintenance operations and the teams that run them.
• Standardization mindset: Preference for fewer configurations and cleaner economics; ability to defend this discipline as the business grows.
• Data‑driven decision making: Utilized telematics and monitoring data to drive maintenance and asset decisions.
• Bonus: Background in equipment rental, power generation, heavy equipment, or industrial fleet management; asset‑management experience in capital‑intensive industries such as aviation, rail, or trucking; experience building or owning a fleet‑economics model; scaling shop and maintenance operations across multiple regions.

How We Operate

• People first: Exceptional technicians are our real constraint and advantage.
• Proactive: Monitoring and maintenance aim to prevent problems, not just react.
• Simple: A standardized fleet is a strategic choice, not an accident.
• Impactful: Focus on decisions that move reliability, returns, and our people.

Benefits

• Health & Wellness – 100% company‑paid medical premiums for you and your family, plus dental and vision options.
• Relocation Assistance – Available for the right candidate.
• 401(k) – Plus 4% matching.
• Time Off – Flexible PTO.
• Supportive Culture – Safety‑first mindset, people‑first values, and a team that looks out for one another.
• Gear & Technology – Company‑provided equipment and support for secure, reliable communication.
• Transportation – Access to company vehicles, stipends, or mileage reimbursement depending on role.

Must be authorized to work in the United States.