Episode 110: Introducing the Team

This is the Fleet Success Show. This is the only show designed for fleets where we won't pitch you on products, but rather we're gonna pitch you on ideas. Ideas around the four pillars of fleet success: stakeholder satisfaction, intentional culture, resource efficiency, and risk management. Ideas from business and technology to fleet and leadership. These are ideas for tomorrow from the lessons of yesterday and today. This is the only show designed to help you raise the lid on your fleet because your fleet can only be as great as you are. We see that greatness in you. This show is for you, and we're glad you're here. We hope you're ready. Now let's get into the show.

Hey everybody, welcome back for another episode of the Fleet Success Show. It's good to be back. It's been, been a little bit. I want to introduce two of my co-hosts today, and we're going to talk a little bit more about the, the podcast specifically this week. But joining me on today's podcast episode, I have the one and only Mark Canton.

Hi, everybody!

And also joining us, Tony Yankovich. How are you?

Hello! I'm doing great. Thank you.

So you guys, I think, have heard Tony and Mark at various points on the podcast throughout the last few months. But we wanted to kind of get together today and introduce a little bit of the new format that we have going forward. Steve's not on our podcast episode today, but I'm going to introduce him in a little bit. But we want to talk about some of the new format that we have coming up and get you a chance to really get to know, you know, at least in this case, Mark and Tony while they're on the episode today. So a little preview of what to expect from the podcast: You're not going to necessarily hear from, from, you know, the same hosts every week. You're gonna see more of a rotating guest approach or rotating host approach between myself, Mark, Tony, and Steve. So Steve's been out of pocket for the last, oh gosh, what, 6 months, guys? Yep. He's, he's been out in the tropics you know, getting, getting his fleet management muscle working again. And he's, he's finally back home stateside, and we're excited to be able to bring him back on. We've got some new technology we're going to be trying out. You're going to see us start emphasizing video a little bit more and doing more of these remote podcasts. So, you know, we're going to be able to loop more people in that way. That also leads us to, you know, instead of before where it was really easy, we could just do a weekly episode every week. Crank it out. I could literally do one in my office, my home office at home. You know, we're going to try to do more of this video approach too. So you'll see us, we're going to publish to YouTube and some of the other video channels that are out there. I don't know if we'll throw it on TikTok. It's probably gonna be a little bit long for TikTok, but everybody wants to be on TikTok these days.

I guess that's where all the kids, where all the cool kids hang out.

But I'd say the, you know, like we're going to be pushing more of this multimedia-type format. The other thing that you're going to see is really a focus on, you know, on the fleet subject matter experts and on the fleet subject material. You know, we'll still bring in culture. We're still going to talk about the fleet success pillars. But I think, you know, with this type of experience that we have in the room, I just— it'd be kind of silly to waste that. So we would definitely— you're going to hear a lot of specifics and tactics and things about, how to go out and improve your fleet. So with that, I wanted to take some time with the two of you today and really kind of introduce you to our guests in a way that maybe they haven't heard of before, or if they're not familiar with your work. So first, Tony, I'm going to come with you and give us like the high-level— this is the, the Tony career story, you know, what, what you've been involved in, the kinds of things you've done. You know, just over the last several years.

Well, sure, Josh. First of all, thanks again for having me on today. I'm excited to be part of the podcast moving forward. My journey in fleet began in 1988 when I joined a municipal government here in the Kansas City metropolitan area. As one of the other quote unquote assigned duties, I fell into fleet. I did not grow up wanting to be a fleet manager or a fleet professional. It was one of those things I was hired as in one role and I did that role. And then, as the need arose, I fell into doing some CapEx and fleet replacement planning for the city government. And then, that really started my career in fleet. I would work there for 12 years. We had a medium-sized fleet of about 1,200 vehicles and pieces of equipment, everything from street sweepers to large aerial fire apparatus so that we maintained and managed. So that was a great experience. Quite an eye-opening and new experience for me. And then after working there for about a dozen years or so, I actually moved over to the consulting side. I became a full-time fleet management consultant in 2000. And for the last 23 years, I've been doing consulting projects for clients of all types, government clients, private clients, corporate clients, you know, in the utility field, in the university field. So really helping any organization that had any types of vehicles and pieces of equipment. I think the smallest fleet study I've ever done was an organization that had 6 vehicles. And now I've participated in some of the studies with some of the largest fleets, like Department of State and United States Postal Service, where they had over 225,000 assets. So that's kind of where I started and where I've been over the last 23 years or so, or 35 years or so, Josh.

Well, and one of the things you say all the time that I really love, right? You talk about consulting and there's a big difference between, you know, like somebody who's been in fleet management and somebody who's been in fleet management consulting, right? Where, you know, fleet manager has been at the same city or same operation for 20 or 30 years. It's pretty much like their experience has been limited to that one area. But as a consultant, you know, you, you say this all the time, and I don't know exactly how you say it, but you talk about just, you've seen hundreds of operations, and so you know what works, what doesn't work. What's the, what is the thing you say all the time? And I'm trying to remember it.

Yeah. So I've had the opportunity to work with, and I, I I've stopped counting at this point, but almost 400 different fleet clients over my career, everywhere from Belize City up to the northern border of Alberta, Canada, and everywhere in between. And I've had the opportunity to see what great fleet processes and practices have been put in place. And what is nice is that I've seen all these different opportunities and different fleet organizations, and I have seen what works well and what doesn't work so well. And then so my next client has the advantage of of my experience. So I take the best of the best from all of my work with all these other fleet organizations and fleet professionals, and then I bring those ideas and concepts to the next fleet project that we do. Not everything works for everyone, but there's a lot of great ideas that I've gotten from other— just working with other fleets and listening to how other fleets operate and how they manage their shops and go about, you know, improving service levels and reducing costs in their organizations.

Definitely some, some value just in the sheer volume, right, of seeing things that have worked awesome and seeing things that don't work awesome. And seeing it, because I'm sure you've probably seen like the same thing multiple times, right, as in throughout your career. But it is something fun to see too, is like, wow, that's a new novel idea I've never seen before, right? And like you learn from that client almost as much as they learn from you. And then be able to take that and share it with, uh, with new clients in the future.

So absolutely. And you know, the interesting thing is I've met some great people, uh, during my journey through Fleet. Uh, some of my best friends are people that I've either worked with, uh, as a Fleet consultant or have met along the way and have kept, uh, kept in touch with over the years. So it's been a great, uh, great run. Yeah.

All right. I'm going to shift over to Marc. So Marc, go ahead, same thing. Give us the high-level overview. You know, obviously, I know I've had you on at the same time as me in a couple of these episodes we've done recently. But for our listeners, you know, who is Marc Canton? And why should they care who you are? And why should they listen to you?

Well, that's a good one.

That might be a different question, and we're not going to ask your wife that question, right?

But— Yeah, exactly. Well, Mark Canton is a guy who really, really loves fleet, among some other things, including baseball and skiing. You know, like Tony says, and pretty much everyone I know, very few folks— I've never met someone who grew up in, you know, when they were 8 years old or whatever, said to Mommy and Daddy, you know, hey, when I grow up, I want to be a fleet manager, right? And yet, like most of us in the industry, we seem to have fell into it. For me, I actually started out on the driver safety side. I was hired at Fordham University. They were having, you know, they were like, like a lot of organizations using vans for vehicle for passenger transport. They had some concerns and some risk management concerns. And I was hired to develop basically driver safety curricula, fundamentally, which I had some background and some, some training in that area. I'm a national, you know, I'm a certified National Safety Council defensive driving instructor. And I knew a little bit about CDLs and passenger endorsements and that sort of a thing. And so that's really how I got my start. As I, you know, grew in that role, I also did some— really, I actually, I skipped a step. I had a job they called maintenance coordinator, which meant I had— I got to do light jobs, things like oil changes and, you know, changing windshield wipers. But more importantly, I couldn't— I coordinated— we were predominantly outsourced shop, and I coordinated that maintenance and repair. you know, with our vendors. And so it kind of went from there. I had those two experiences and really dove headfirst into transportation and logistics. And I loved it, quite frankly. I loved the problem solving. Uh, I loved working with people. I love being so heavy on the operation side. We ran a 24-hour shop in New York City. I used 18 to 22-year-olds to drive 15-passenger vans throughout New York City at all times of the day. And we went everywhere from, you know, the airports to all of the famous sites and so forth within the city and between our campuses. And I really enjoyed it. Like a lot of folks, I think they can relate to trying to squeeze a dollar out of 15 cents. And I was constantly playing the budget juggling act. And we had this issue where, like a lot of folks, you know, Personnel costs and people costs were not going to go down, right? They were only growing as the service grew, as well as, you know, the rates, minimum rates requirements, and various other labor practices required benefits and that sort of a thing. So it was getting more and more challenging. We were using 150 part-time drivers, uh, to, to get this 24-hour service done, and I needed my hands on money. And so at that time, we had a decentralized fleet And I basically just started reading, right? And started reading about fleet management, everything I could get my hands on, whether it was on the internet or a book at Amazon when Amazon had real bookstores, you know, and those sorts of things, Barnes Noble. And it just began to read and, you know, try to figure out, well, how can I make my assets cost me less if my people can't cost me less? And so It started with leasing. You know, we were doing some interesting deals from a leasing perspective, and I wanted to drive down the costs of that way down and had some also, you know, effective campaigns, let's say, with maintenance and repair. And sort of what happened is, as I had the opportunity to kind of influence my budget and my expenses, I caught the eye of some of the folks in finance, some of the folks in procurement, and that evolved into me leading essentially the fleet management, let's say advisory group at the entire university. Right. And so effectively I was the de facto fleet manager for, for the entire university. And so we recognized that we had a major opportunity. We were doing things differently in every department. Uh, and, and we saw there were major opportunities to improve our risk management, to improve our operational efficiency. And, and, and obviously like everyone out there, I'm sure can relate to, figure out a way to save money. And so we brought in— we went looking for consultants to see if they could help. We came across Mercury, as you might imagine, one of the consulting firms that was well known in the industry at the time, and certainly a place I had worked at previously. And yeah, and they did a full-on study for us and just wowed us with information and data. And at that time I said to myself, Boy, you know, that's pretty neat. I think this consultant gig might be something that I might be interested in doing, right? The focus on efficiency, the focus on helping, you know, different groups was really great to me. So fast forward a couple of years and I got the opportunity to move over out of operations into consulting. And I love the idea for a whole multitude of reasons. You know, but one of them is, as Tony kind of alluded to, is I just love— I mean, I absolutely love the exposure I get to so many different kinds of fleets. I mean, as he talked about, large and small, you know, from a small municipality, uh, to, to a large federal government, to, you know, large corporations, construction firms, uh, you know, uh, delivery firms, etc., etc. The exposure of the different kinds of fleets that I've been exposed to all over North America of every shape and size has just been awesome. It's been kind of a crash course, you know, and it's, it's really been great because many folks when they're young, they bounce around, and I didn't do as much bouncing around when I was young, but the consulting kind of gave me that opportunity to effectively bounce around. The other part I really liked about it is I've always, you know, I've always liked problem solving, and so generally speaking, those consulting engagements give you that opportunity, right? Folks are coming to you because they're trying to fix something or solve a problem or address something. So I love, I absolutely, you know, love that aspect of it. And I love learning, you know, I'm that dork, you know, you asked me who am I? I'm the dork who could sit in front of Discovery Channel all day long and be totally and completely entertained and be happy probably for the rest of his life. And once in a while get an itch to put on a baseball game. That's me. Okay. So, um, so yeah, I, I, you know, I love to learn and I, and I love to be able to, you know, kind of share that with, with, with other people. I love, you know, I, I love that piece. So, um, so yeah, very, very similar to Tony in that regard. Yeah. Yeah.

Well, and I love that you talk to— I mean, you both kind of mentioned it, right? This, this idea, and I think a lot of fleet managers relate to this, which is that, you know, like you accidentally fall into fleet. Right? And I think that happens 9 times, maybe 99 times out of 100. I'd be really curious about the person that was like, no, like, I want to really get into managing assets, right? Even me, like, you know, like our company, I had no idea what grandpa did.

Right?

Like, I was like, I don't know, like, at some point, I know he did something for UPS and he does like consulting or something like that now. But honestly, the thing I thought my grandfather did, because most of my memories of him were spent building houses. So I, for the life of me, thought he was in construction. I had no idea about his legacy or about any of the, like, this claim to fame of saving UPS $100 million. None of that didn't matter to me. I had no idea. You know, I was a 16-year-old kid before I really like, oh, like, you worked at UPS. And I remember somebody asked me that, like, oh, your grandfather, he made us do all these crazy steps to the door and left-hand turns and crap like that. I was like, I have no idea what you're talking about right now. That's funny.

I'm so confused.

But even then, I didn't even know what Dad did until I was probably in my late teens. I just knew he had a software company and it wasn't Microsoft, so it wasn't cool. And I was like, OK, you know, because people would ask me, "Oh, what's your dad do?" I'm like, "Well, he's a computer programmer. He runs a software company," right? And, you know, not recognizing the journey of entrepreneurship he'd been through, the, you know, just like the actual industry itself where he was serving, some of the clients he was serving. Clueless, right? And then here I am, you know, getting out of— like, I was working at OfficeMax and needed somebody to— hey, like, we need a customer service person to just come in and help answer phone calls. OK, well, I could do that. Like, there's a small pay raise involved. I mean, I think I was making like $10 an hour at the time, so that was a huge deal for a kid my age, you know, just being right there, college age, essentially what it was. Yeah, yeah. And then Here we are, right? Like 20 years later and it's like, you know, blink an eye and boom. And now, now this has become like a huge passion project for all of us. So it's fun.

And you have— you've fallen into fleet, Josh, right? You are part of this industry.

That's exactly it. That's exactly it. Like, and it didn't take long, you know, definitely, definitely fell into fleet and I have embraced it and I haven't gotten my CAFM yet. I keep kicking myself on that one, but I know what it is and I know all the modules and I've helped edit some of the curriculum, right? Because of how, uh, just, you know, how much we want to help serve and help people in this industry, in the community.

It's funny too about the story you tell your grandpa. See, he's, he's, you know, I hadn't heard of him either before I fell into fleet, but the minute I began to learn and read, and he's like the Babe Ruth of fleet management consultant, right? He's like the big name, that original group of guys who came out and said, wait a minute, we can do this. We can do this better. We can do this more efficiently. We can save a lot of money and kind of you know, bring it, embrace that idea that, uh, you know, because consultants had existed in the world of management forever. Oh yeah, I believe he's amongst the first line of folks, if not the first, I can't say for sure, but he's certainly amongst the first wave of folks to really dive into fleet management consulting. So that's a—

yeah, one of like the OGs.

Yeah, exactly. Yeah, exactly.

And I still have people will come up and they, you know, I don't know if they just look old or something, but like they'll ask me, he's like, oh, I met your dad and he was doing all this stuff. It's like, my dad or my grandpa? Because my dad didn't out. Dad was not a like, "Get out and be public" person. But Grandpa definitely was, right? So like, "Well, Larry or Ron?" "Oh, Ron. Yeah, that's my grandfather." "Oh, OK." And maybe, you know, like it makes them feel old when I say that. So I shouldn't probably jump to that. But it's one of those things that people still come up and they still remember sitting through his seminars or sitting through something like that. So it is pretty funny how that legacy just carries through sometimes. So as you guys think about, because I know each of you like you have an amazing repertoire of experience. Both of you, you speak publicly at fleet conferences, at fleet shows, you know, in front of fleets. What are some of your, like, what are some of the things about fleet that just get you excited? Like, what's your favorite topic right now? And, you know, it could be EVs, could be FMIS. Like, what's the thing that just has you most energized that if you were to get up on stage, I wouldn't even need slides. I could just get up there and talk about this thing.

You know, if I could jump in first, there's really two 2 things that I absolutely love and I'm very passionate about. One is staffing, fleet staffing. You know, throughout my career, especially when I was with the municipal government, you know, you're always trying to justify the staff people that you have. And it's like, how do I know that I have the right number of technicians to maintain the fleet that I have? And back in the day, everything was, you know, hey, by the seat of my pants, by gut instinct, you know, do I think I have the right number? Well, you know, we have a lot of work in the queue, so we're not getting the work done on time. Were probably short-staffed, but there was never a way to really justify that. And so one of the things that, that I've done early in my career is developed a staffing analysis justification methodology where really what we do is we attempt to empirically calculate how many technicians you need. So what we do is we, you know, basically we use the three essential elements of, of every fleet organization. We look at the workload, you know, what type of work needs to be performed. We look at the workforce, the people that are doing it, and then the third component is the work place. And so what we've done is been able to identify the workload requirements in terms of demand hours. So how many direct labor hours does it take a technician to maintain a certain piece of equipment? And then rolled up the entire fleet. So how many total direct demand hours are we going to require to maintain this fleet of 1,000 units? And so I really, really enjoy doing staffing analysis projects for people because a lot of times— in fact, I'm working on with a client right now that, you know, they just have this feel feeling that they're 2 mechanics short, but they can't justify it. The budget people won't approve additional staffing. So what we're trying to do is go in there and actually empirically calculate how many technicians they need. And then not only the tech number of technicians, but then the, the number of support staff, the number of parts clerks, the number of fleet analysts, the number of shop supervisors, the number of support people. So that's something I get really, really passionate about because it's something that We can go in there and we can actually help that fleet manager today with, you know, getting what he needs to support the workload. The other thing that I'm really passionate about, and it's— I'm one of the very few people in the industry that does this, is fleet maintenance facility programming and planning. So, the third essential element is the workplace. And very few people understand that, you know, how do I identify the number of maintenance bays that I need? How big is my parts room need to be? And again, most organizations in the past have simply said, well, you know, I have 10 maintenance bays right now. It doesn't feel right. I probably need a couple more. So they go out and build a shop with 12 bays. So what we do is we tie that workload calculation into the workforce calculation. And then based on that and looking at the operational requirements of the organization, what they do, how they do it, what work are they subletting, what work are they doing in-house, then we're able to calculate the optimum number of maintenance bays. And not only the number of maintenance bays, but the maintenance bays by type. Is it a heavy-duty bay? Is it a light-duty bay? Then we can identify the size of the bays, you know, not only the length and width, but also the unobstructed height of a bay, which is very important, especially when you're looking at bucket trucks, you're looking at aerial fire apparatus and stuff. So that's a very critical element. A lot of organizations will, you know, cut the ribbon on their shop only to realize that they don't have enough room to maintain the vehicles that they have. So that's something that I really enjoy. It's something unique. It's something different that most people don't do. So those are probably the two, the project types that I enjoy the most.

I think one of my favorite and saddest stories was hearing about somebody who just invested in a brand new shop and then found out that the doors were only 7-foot wide and they couldn't get, they couldn't get an F-250 in, right, without like, and I think even folding the mirrors, it didn't work, right, because of the, the overlaps from the garage door and stuff. Uh, just they had missed it like in and not having somebody expertise, like, oh, hold on a second, we don't go any smaller than this width, right? And like, there's, you know, like, we understand all the different types of vehicles you're using, but here's your best practice. And I even love too, is like the, the workflow arrangement, right? Like, where do you put the heavy duty bays and how do you arrange those? And where do you put things like the parts room and the, and the wash bay and the tools and all of that? That workplace is huge in efficiency and things like that because it can save I mean, heck, that was Grandpa's whole story, right? They grew the fleet by 80% without having to hire another technician.

Right.

Right. And I think like that's the key is that they did it all through, you know, essentially workplace and work planning, you know, better, better resource, that kind of thing. But I am curious though, you said something about workforce and staffing. Have you ever seen a fleet that was overstaffed?

Absolutely.

Absolutely.

Okay.

I was just like, I was just curious because I hear that all the time. Oh, we're always short and we don't have enough people. And I'm curious if the opposite's ever been true where they felt they come into this, oh, we're overstaffed, we're understaffed, we don't have enough people. And you're like, actually, you have 3 too many, right? You've got, you've got too many technicians and the city over here could use them. So, uh, be nice and let them go.

Exactly. And the thing about that, Josh, is, you know, a lot of the fleet managers that have been in the business for a long time They know that. They just, that, you know, they either don't have the resources in place from a facility perspective, tools perspective. They don't have the skilled workforce that they really need, so they need to just throw bodies at, at problems. But if you're, you know, if you've got the right set of skilled and experienced technicians, most fleet managers, they understand that they're probably overstaffed and they just need to either, you know, like you mentioned, the, the primary and secondary adjacency of space in the shop is, is so critical to how an organization works. And then having the right types of people in the right positions. You know, if you have 15 mechanics and each mechanic's doing their own parts, you know, instead of having a parts clerk or a parts manager. So most of them do know it, and most of them realize that, you know what, we are going to be better off by right-sizing our staff, even though it might mean cutting a couple of people or just reallocating to a different role within the organization.

Well, I gotta say this, Josh, before you— but because Tony won't say it, he's too humble, but I'm going to give you my opinion on something here. I believe that Tony is the foremost expert on fleet facilities, uh, at least in North America, if not in the world. The, the level of detail, the, you know, uh, and, and like you said, with the workflow, the precision of the spaces, the things to consider the different types of, you know, machines you're working on. You know, if you're working on natural gas versus not versus EVs, you know, few people impress me when they talk that topic or when they do work on that topic the way Tony impresses me on that topic. I really think he is, you know, it's the top of the, top of the hill on that, the cream of the crop as they say.

So to any of our listeners, if you're going to rebuild your shop or you're thinking about doing a new build, like, if you don't call Tony, like, you're just— I don't know what you're doing. I don't know why you're listening to the show, honestly.

So, and then you guys are too kind, but thank you. I'm certainly not alone in that. Too funny.

Well, Mark, uh, you know, let's hit it from you. What's your, what's your pride and passion in Fleet?

Um, so I, I'd say, regard, you know, timing aside, I, I love cost allocation and cost modeling. I think it's It's just an underappreciated piece of fleet management, really of management in general, but certainly within our fleets. You know, I can't tell you how many times I'll sit down with folks at every level of an organization and I'll ask them questions about their costs and they can't answer it. They don't know. They might be able to call someone in finance or budgeting and get some aggregate number by adding up all of the line items that are associated with fleet and then throwing out, you know, that number, but they don't really know what what their operation costs them, what their, you know, what in-house labor costs them versus parts versus outsourced, etc., etc. And so I really get a kick out of shining that light on that and creating that visibility. And the, you know, the looks on the faces I get, the wows I get, really, I didn't realize that, the no, that can't be, when they're being forced to sort of accept the reality of it. And so it's great, you know, and I really enjoy it. And I, you know, sometimes unfortunately that creates issues for folks because we discover things that need to be resolved, right? And so I'm not always the good guy in that role, but in the big scheme of things, I do think it's the good guy, right? Because they're able to get a handle on those costs and then make decisions that are real. You know, one of the things I've done in some talks recently is talk about doing a lifecycle analysis when your labor rates were way too low, you've dramatically understated your maintenance and repair costs. Well, now you go and do that lifecycle analysis. Well, yeah, it's going to extend the life of that asset, you know, quite a bit because you're understating your maintenance and repair costs. So to me, it's foundational. You— any assessment, any evaluation, any analysis you do, if you've done it in the absence of a strong cost allocation method, you could potentially be leading yourself down a really dark path and all the time thinking you're making this great decision because you've done these other analyses that are legitimate, right? It's not that that analysis was wrong.

Isn't that crazy? You could do this total data, like, and you have all the data in the world, but if it's the wrong data, it could totally be the wrong decision. That's amazing to me, right? Like, if it's bad data, you know.

Exactly, exactly. And that's what I love about—

when we see that, because we work with a ton of fleets, right, is that the, like, the labor rates are significantly repressed. Like, they're just way underrepresented of what the true labor cost is, what the fully burdened labor rate should be. And a lot of fleets, and maybe they don't even know that they should be looking at that, right? So if you want to know what your FBLR should be, come talk to Mark. Oh yeah, you know, like, really understand the true cost of what each tech hour costs to maintain that asset.

And why it's so important, you know, the other part of cost allocation is, is chargeback models and chargeback systems. Right. And so that's, it's the next piece, but they're tied. And, you know, for me, it's, it's creating the accountability. You know, right now we have so many fleets where they're somehow accountable for a fleet budget and they have absolutely no control or say in how that money is being spent. Right. If the user that, you know, either wants X and they have these, let's say, the juice to get it, they get it. But that's one thing. The other thing is when you have folks who maybe you have a great steward of an asset or many assets in a particular department, and you have another group who are very poor stewards. And essentially, you know, the folks who are not doing a great job are being rewarded, and they're being helped out by the folks who are doing a great job, right? And so you don't have the accountability. And if you don't have the accountability, how can you change behavior? You can't. So there's no way to reach optimal efficiency if, if, A, again, it starts with that allocation and having the visibility, but then B, making sure that those numbers are being plugged into the appropriate holes, they're being dropped in the appropriate buckets. Right. And it's very real. It's very real for every kind of organization. The one thing that's shot up in my appreciation recently on the government side is enterprise funds. You know, you have all these, these funds who may be breaking their own bylaws because you have enterprise funds perhaps helping to subsidize general funds and vice versa. And so this stuff really does matter. So, you know, it's dorky of me, I know, but I love it.

But you know what? So this is why I wanted to introduce you to you guys and truly introduce you, because I don't think we've done that yet, you know, and just to get our listeners excited about, hey, this is what's coming down the pipe. From, you know, just the, the level of passion and the level of genius, I'll call it fleet genius, that exists here, uh, on the show, right? And this is what I'm excited about, bringing the topics we're going to be talking about, uh, throwing your guys's brainpower behind it. Like, there's some— there's going to be some awesome meat, uh, coming at fleet managers in this, uh, this new iteration of the Fleet Success Show and the podcast. Um, and you guys remember Steve, you know, he's, he's been on the show for a long time, uh, has been you know, a little bit harder to get on the show in recent months. But, you know, you want to talk about somebody who feels almost was born in the fleet, like he talks, he tells a story about lining up cars as an 8-year-old. He's like, "I didn't realize that I was planning a rollout," right? Like, and he was, you know, like a driver rollout. But that's definitely somebody who's, you know, he's got that Hall of Fame credentials and the expertise and just somebody who's been in it, lived it, done it, is still doing it. So we're excited to have him back on here as well. Near to see Jeff. Jeff is stepping into a new role. So you're not going to be hearing from him on the podcast. But, you know, we do want to thank him for all of his contributions that he's made so far. But man, I'm excited. I'm excited about this, this new lineup, this new, this new team. Hopefully our listeners are hearing this and they're excited too, to hear more directly from Tony, more directly from Mark. Yeah, and we're, you'll see some other guests coming on as well, and Nathan and other industry experts as well outside of ITA. I'm excited about that too. Because there's just so much perspective and there's so much knowledge that's just untapped, and being able to share that with our listeners is something I'm really excited about. So with that, that's gonna do it for us today. But just want to tell everybody, thank you, and thanks for getting with us while we were reorienting and recalibrating the podcast so that it would be successful for another 100 episodes. going forward into the future. So, until next time, we'll see you guys later.

Take care, folks.

Thank you.

We hope you enjoyed this edition of the Fleet Success Show. Rate it, go subscribe to it, you know the drill. Be sure to share your best takeaways with your peers because nobody walks the road to greatness alone. Now, get moving, go and be the great fleet leaders that we know you are. Until next time.