Vice President, Fleet & Asset Management

At JC Davis Ventures, LLC dba JC Davis Power, we keep work moving with smart, reliable solutions that allow our people and our partners to stay safe, focused, and ahead. Powering a jobsite shouldn’t be a hassle. But too often, crews are left waiting, equipment breaks down, vendors go dark, and deadlines slip.

We started JC Davis Power to fix all of that. We’re a full-service jobsite operations partner, delivering and maintaining temporary power, climate control, and associated services. All with one reliable crew. No handoffs. No confusion.

We show up, set up, and keep your site running, so you can stay focused on the work that matters.

Simple — Reliable — Done Right.

The opportunity

We provide reliable, 24/7 temporary power to commercial and industrial construction projects, built on a highly standardized fleet of mobile diesel generators and power distribution equipment. We have roughly doubled revenue every year and are scaling rapidly toward $1B.

Our fleet is our product and our largest investment — but it's our people who make it run. The technicians and shop leaders who repair and maintain that fleet are the real engine behind our reliability, and great ones are our hardest constraint to scale. So as we grow, the difference between a good year and a great one comes down to two things: how well we acquire, deploy, maintain, and retire the fleet, and how well we build and develop the team that does it. We are hiring a VP of Fleet & Asset Management to own both — and to bring financial discipline to fleet decisions that have until now lived largely in the founder's head.

The mandate

You own the full life of the asset: what we buy, when we buy it, how we standardize it, how we keep it running, how we measure its returns and when we retire or resell it. You will run our shop operations, maintenance organization, and you will partner with the CEO, COO and CFO to manage the fleet as a financial portfolio — making capital-allocation calls grounded in utilization, reliability, and return on invested capital rather than intuition. The goal is a fleet that is more predictable, more productive, and more profitable every year, even as it grows.

What you’ll own

• People: build and develop the technician and shop leadership bench across the regions where great talent is available.

• Asset acquisition & disposition: sourcing and evaluating assets, negotiating purchases, and managing disposition / resale to keep the fleet fresh and capital recycling efficiently.

• Shop Operations: Build and run the shops that maintain reliable, standardized, deployable assets — efficiently, and effectively with lean tooling and facilities.

• Maintenance & reliability: preventive maintenance, failure analysis, and reliability engineering that keep uptime high across a growing, geographically distributed fleet.

• Standardization: protect and extend our standardized-fleet strategy — fewer configurations, cleaner economics, simpler operations.

• Fleet economics & capital allocation: own the unit economics of the fleet — utilization, ROIC by asset class, total cost of ownership, and buy / repair / hold / retire decisions. Build the model and the discipline so these decisions no longer depend on any single person.

• Data-driven asset performance: turn our remote-monitoring and telematics data into predictive maintenance, smarter deployment, and better asset-level decisions.

What you’ll be measured on

The outcomes you own (KPIs) and the leading indicators that predict them (KLIs). You will help set the exact targets, but you should expect to be accountable for metrics like these:

Key Performance Indicators — the outcomes you own

• Reliability: Uptime and mean time between failures (MTBF).

• Utilization: Available fleet, physical utilization (share of fleet on rent) and financial utilization (revenue per dollar of fleet).

• Returns on capital: return on invested capital (ROIC) by asset class and overall return on fleet assets.

• Cost discipline: total cost of ownership per asset class and maintenance cost as a percentage of fleet revenue.

• Standardization ratio: percentage of the 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 — the early signals that predict those outcomes

• 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 the demand forecast.

What success looks like in your first 12 months

• There is a clear, shared fleet-economics model — fleet decisions are made on data and returns, and no longer a bottleneck on the CEO.

• Shop throughput, unit repair quality, and cost metrics are implemented and improved.

• Fleet uptime / reliability improves even as the fleet grows, supported by a working predictive-maintenance program.

• Standardization is maintained or tightened as we scale, not eroded by growth.

• You have built a shop and maintenance leadership team capable of running multiple sites without you in the room, and metrics to trigger expansion as needed.

Who you are (must-haves)

• Asset economics first: you think about equipment as a financial portfolio. You are fluent in ROIC, utilization, total cost of ownership, and capital recycling, and you can partner with a CFO as a peer. This is the differentiator for this role.

• A people developer: you develop technicians and shop leaders and treat People first, as how the work actually gets done.

• Deep fleet operations: you have run remanufacturing, repairs, maintenance, and/or reliability for a sizable fleet of generators, heavy equipment, or comparable industrial assets.

• Built and led shops: you have managed multi-site shops or maintenance operations and built the teams that run them.

• Standardization mindset: you prefer fewer configurations and cleaner economics over complexity, and you defend that discipline as the business grows.

• Data-driven: you use telematics and monitoring data to drive maintenance and asset decisions, not just to report on them.

Bonus points

• Equipment rental, power generation, heavy equipment, or industrial fleet backgrounds.

• Asset-management experience from capital-intensive, asset-heavy industries (e.g., aviation, rail, or trucking) where lifecycle economics are a mature craft.

• Experience building or owning a fleet/asset-economics model or planning function.

• Scaling shop and maintenance operations through rapid, multi-region growth.

How we operate

Our values are: People first before everything — including in the shops, where exceptional technicians are our real constraint and our real advantage. We are Proactive : our monitoring and maintenance exist to prevent problems, not just to react to them. We keep things Simple — a standardized fleet is a strategy, not an accident. And we are Impactful , focused on the decisions that move reliability, returns, and our people.

What we offer

We take care of our team so you can take care of the work. Our benefits are designed to keep you safe, supported, and set up for success.

● Health & Wellness – 100% Company-paid medical coverage premiums for you and your family , plus dental and vision options available

● Relocation Assistance – Relocation assistance available for the right candidate

● 401k – 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 to do the job right, plus support for secure and reliable communication

● Transportation – Depending on role, access to company vehicles, stipends, or mileage reimbursement