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Director of Fleet & Maintenance

cs recruiting a hirewell companySyracuse, NYManager L7
General and Operations ManagersFirst-Line Supervisors of Mechanics, Installers, and RepairersTransportation, Storage, and Distribution Managers
Commercial and Industrial Machinery and Equipment Repair and MaintenanceConstruction, Mining, and Forestry Machinery and Equipment Rental and LeasingGeneral Freight Trucking, Long-Distance, Truckload
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Job Title: Director of Fleet & Maintenance
Job Type: Full-time; On-site with travel across terminals and shop locations
Role Overview: The Director of Fleet & Maintenance is a senior executive responsible for fleet uptime, lifecycle economics, and maintenance leadership at a Corporate level – representing leadership across all subsidiary companies operating company‐owned tractors, trailers (including specialty equipment), and internal repair facilities. This role owns the system, not individual repairs. Success is measured by uptime, cost discipline, leadership effectiveness, and consistency across locations. Core Outcomes (What this Person is Accountable For) Improved and predictable equipment uptime across all terminals Sustainable reduction in cost per mile / cost per revenue hour Clear, enforced repair / replace / retire decision framework Consistent maintenance, PM, DVIR, and warranty execution across shops Development (or removal) of maintenance leadership that cannot meet expectations Reliable fleet data that executives trust for capital and operating decisions
Key Responsibilities:
  • Fleet & Maintenance Leadership
  • Lead and hold accountable all fleet and maintenance leadership roles
  • Evaluate leadership capability and build missing roles (service writing, warranty, foremen, analysts)
  • Establish clear expectations, goals, and consequences for performance
  • Fleet Economics & Asset Strategy
  • Own lifecycle strategy for tractors, trailers, and specialty equipment
  • Standardize repair vs. replace vs. retire decisions
  • Partner with finance on capital planning and maintenance forecasting
  • Uptime, PM & Warranty Execution
  • Enforce PM, DVIR, and breakdown prioritization standards
  • Build a disciplined, auditable warranty recovery program
  • Reduce reliance on emergency external repairs through planning and shop effectiveness
  • Systems, Metrics & Accountability
  • Define and enforce fleet KPIs: uptime, downtime, PM compliance, shop throughput, cost metrics
  • Ensure shop and fleet software is accurate, used consistently, and trusted
  • Establish cadence of review with Ops, Safety, and Finance
  • Change Leadership
  • Drive standardization across historically independent shops
  • Make difficult people decisions when needed
  • Lead change calmly, directly, and without ego
Experience:
  • Executive-level fleet maintenance or heavy equipment leadership experience required
  • Multi-shop or regional maintenance leadership background strongly preferred
  • Strong understanding of maintenance operations, fleet economics, and lifecycle costing
  • Experience leading operational change and enforcing accountability across decentralized environments
  • Background within trucking, transportation, heavy equipment, construction, waste, or industrial fleet operations preferred
  • Financially fluent with maintenance P&L oversight and cost management experience
Location: Syracuse, NY Area (will pay for relocation)
Compensation Details:
  • This position offers a competitive base salary + performance-based bonus tied to uptime, PM compliance, warranty recovery, and fleet performance metrics.90‐Day Scorecard
  • Days 1–30: Diagnose & Understand
  • Primary Focus: Learn before fixing
  • Expected Deliverables:
  • Visit all major shops and fleet leadership locations
  • Written assessment of:
  • Leadership capability (who can grow vs. who cannot)
  • Process gaps and inconsistencies
  • Data reliability and blind spots
  • Clear identification of missing or overloaded roles
  • Success Looks Like:
  • You receive a written, candid Fleet State‐of‐the‐Union memo
  • Problems are named clearly, not softened
  • Days 31–60: Design the System
  • Primary Focus: Structure and alignment
  • Expected Deliverables:
  • Proposed fleet & maintenance org design
  • Defined KPI framework (uptime, PM, cost, throughput)
  • Repair / replace / retire decision model6–12 month execution roadmap
  • Success Looks Like:
  • Leadership alignment on priorities
  • Clear accountability model exists for every shop
  • Days 61–90: Begin Execution
  • Primary Focus: Action with discipline
  • Expected Deliverables:
  • Early leadership changes or capability development plansKPI cadence launched and reviewed
  • Initial improvements or pilots in PM compliance, downtime prioritization, or warranty recovery
  • Success Looks Like:
  • Momentum is visible
  • Decisions are being made without escalation to CFOResistance is surfaced and addressed

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Level

Manager L7

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Syracuse, NY

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Industry

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Posted

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