Director of Maintenance & Reliability

Job Description

Job Description

At JC Davis Power, we keep work moving with smart, reliable solutions that let our people and our partners 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.

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 — 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. At our current size, we're building a two-person fleet leadership team, both reporting to the EVP of Operations — a VP, Fleet Strategy & Asset Management who owns the economics and strategy of the fleet, and a Director of Maintenance & Reliability who owns keeping the running fleet running.

This is that second role. You own the shops, the maintenance organization, and the people in them. Your job is to keep a growing, geographically spread fleet reliable, safe, and moving — and to build the team and the sites that can do it without you in the room.

You own the day-to-day of keeping our fleet in service: shop operations across multiple locations, preventive and field maintenance, repair throughput and quality, reliability engineering, parts, and — above all — the technicians and shop leaders who do the work. You keep uptime high and rising even as the fleet grows and spreads across regions.

You don't own the fleet's capital strategy — that's the VP, Fleet Strategy & Asset Management. But you own the operational reality that strategy has to be built on. When the VP asks the hard economic questions — rebuild or replace, why is cost per operating hour moving, should we retire a product line — you own the ground truth and the data behind the answer. You're peers under the EVP of Operations: you own execution, the VP owns economics, and the EVP balances the two. That separation is deliberate, and it's what keeps both of you honest.

• Shop operations: build and run the shops that keep our fleet reliable, standardized, and deployable — efficient and effective, with lean tooling and facilities across multiple locations.

• Preventive & field maintenance: PM programs across the fleet, including field preventive maintenance, that prevent problems instead of reacting to them.

• Reliability engineering: failure analysis, root-cause, and reliability engineering that raise uptime across a growing, geographically distributed fleet.

• Repair operations: run the repair pipeline for velocity and quality — the right units back in service, on time, done right the first time.

• Parts & materials: the parts and inventory discipline that keeps the shops moving and work orders closing.

• People — first: recruit, develop, certify, and retain the technicians and shop leaders who are our real constraint and our real advantage. Build the bench.

• Multi-site build-out: stand up and run shops across the regions where great talent is available, and build the leaders who run those sites without you in the room.

• Standardization on the floor: keep every rebuild and repair true to our standard configurations, protecting the standardized-fleet strategy at the point where it's easiest to erode.

• Data on the floor: keep monitoring hardware live and telematics data clean, and act on predictive-maintenance alerts. You're a primary user of this data today; a future Fleet Analytics function will own the platform behind it.

You'll help set the exact targets, but expect to be accountable for outcomes (KPIs) and the leading indicators that predict them (KLIs). This role owns most of the leading indicators — the daily signals that a shop is healthy.

Key Performance Indicators — the outcomes you own

• Reliability — shared: uptime and mean time between failures (MTBF). You own the execution that produces it; the VP owns it as an economic outcome; the EVP owns the tie-break. Neither of you can win alone.

• Repair throughput & quality: units returned to service versus plan, and repair quality (first-time-fix / rework rate).

• Cost discipline: maintenance cost per operating hour. (Maintenance cost as a % of fleet revenue is shared with the VP — you own the execution, they own the target and the economics.)

• Fleet availability — shared: share of fleet available versus down for maintenance. You own the maintenance-driven side of downtime.

• Safety & people: shop recordable-incident rate and technician retention.

Key Leading Indicators — the early signals

• PM compliance: on-time preventive-maintenance completion rate, including field PM.

• Repair velocity: mean time to repair (MTTR) and aging of open work orders.

• Shop throughput: units repaired per week versus plan, and aging of work-in-progress / backlog.

• Parts availability: parts and component inventory fill rate.

• Workforce readiness: technician certification / training completion and open shop headcount.

• Predictive alerts: share of predictive-maintenance alerts actioned on time, and aging of open critical alerts. (You own acting on alerts; alert quality moves to the future Fleet Analytics function.)

• Configuration adherence: share of shop work returning units to standard configuration — the floor-level signal that feeds the VP's standardization ratio.

• Data readiness — shared: percentage of assets with clean, usable telematics data.

• Shops run to defined standards — throughput, repair quality, and cost-per-operating-hour are implemented, measured, and improving.

• Fleet uptime and reliability improve even as the fleet grows, supported by a working PM and predictive-maintenance program.

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

• PM compliance and predictive-alert action rates are high and consistent across every site, not just your strongest one.

• The seam with the VP works: your floor data grounds the rebuild-versus-replace and retirement calls, and your shop execution reflects the fleet economics.

• Deep fleet operations. You've run remanufacturing, repairs, maintenance, and/or reliability for a sizable fleet of generators, heavy equipment, or comparable industrial assets. This is the differentiator for this role.

• Built and led shops. You've managed multi-site shops or maintenance operations and built the teams that run them.

• A people developer. You develop technicians and shop leaders, and you treat people as how the work actually gets done — first, not last.

• Reliability craft. PM programs, failure analysis, and reliability engineering are your toolkit, and you know how to raise uptime as a fleet scales.

• Steady under growth. You've kept operations reliable through rapid, multi-region expansion, without letting quality or safety slip.

• Standardization mindset . You keep the shop true to standard configurations and prefer clean, simple operations over complexity.

• Data-driven. You use telematics and monitoring data to drive maintenance decisions and act on predictive alerts, not just to report on them.

• Power generation, equipment rental, heavy equipment, or industrial fleet backgrounds.

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

• Field service or mobile-maintenance experience.

• Lean or continuous-improvement discipline in a shop environment.

You report to the EVP of Operations and are a peer to the VP, Fleet Strategy & Asset Management. You own the shops and daily maintenance execution; the VP owns the fleet's strategy and economics; the EVP balances operational reality against investment decisions. This peer structure is deliberate — it keeps the strategy-versus-execution tension productive instead of collapsing it. A future Director of Fleet Analytics will own our telematics and predictive-maintenance platform; until then, you keep the monitoring live and act on what it tells you.

Our values are simple. 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 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.