As equipment managers, we’re often focused on what needs our attention today: keeping assets running, supporting our teams, and solving the next challenge before it becomes a bigger problem. But one of the most important responsibilities we share is preparing for tomorrow.

That means investing in ourselves, developing the next generation of leaders, and ensuring our profession continues to evolve alongside the changing demands of our industry. Across AEMP, that’s exactly where we’ve focused much of our energy this year.

The response from our members has been encouraging. Through May alone, we’ve welcomed 92 new individual members into the AEMP community. Each new member brings fresh perspectives, new experiences, and a shared commitment to building excellence in equipment management. That growth is a reflection of the value our members find in learning from one another and strengthening our profession together.

One of the ways we continue to support that growth is through meaningful educational opportunities designed for every stage of an equipment management career.

This fall, we’ll gather once again at EquipmentSHIFT, November 16-18 in New Orleans. Registration is now open, and I encourage you to make plans to join us. EquipmentSHIFT is where forward-thinking equipment management professionals come together to exchange ideas, explore emerging technologies, and discover practical solutions they can implement within their own organizations.

We’re also excited to launch the new Road to Equipment Management Leadership webinar series. This three-part series is designed specifically for emerging equipment professionals and those early in their leadership journey. Built around the pillars of Essentials, Financials, and Technology, the program provides participants with a strong foundation in the core competencies required to positively impact their organization’s bottom line.

At the same time, we’re continuing to expand our advanced educational offerings. Following the tremendous success of our Financial Learning Labs—including a sold-out session this past May—we’re introducing the new Equipment Lifecycle Learning Lab.

This immersive two-day experience is designed for experienced equipment managers seeking to strengthen their financial and strategic decision-making capabilities. Participants will explore the six core lifecycle processes that influence equipment performance and gain practical tools to justify capital investments, optimize utilization, evaluate asset performance, and build long-range equipment plans. It’s another example of AEMP’s commitment to providing education that translates directly into real-world results.

Of course, excellence in equipment management isn’t only measured by the programs we offer or the technologies we adopt. It’s also reflected in the people who dedicate themselves to this profession every day.

That’s why I encourage you to nominate deserving individuals for AEMP’s Technician of the Year™ Award. This recognition honors skilled technicians whose commitment, innovation, leadership, and professionalism elevate not only their own organizations but our industry as a whole.

As we all know, the technician shortage remains one of the most significant challenges facing equipment management today. Recognizing outstanding technicians helps elevate the profession, celebrate excellence and inspire the next generation to pursue rewarding careers in our industry. If someone on your team exemplifies these qualities, please take the time to submit a nomination. The deadline is July 17.

I also encourage members interested in shaping the future direction of our association to consider participating in AEMP leadership opportunities. Our call for board nominations is now open. Strong associations depend on engaged members who are willing to share their experience, perspectives, and passion in service of the broader profession. I encourage you to nominate yourself or a colleague.

As I reflect on the months ahead, I’m struck by the incredible opportunities before us. Our industry continues to evolve, but the need for skilled, thoughtful, and connected equipment professionals has never been greater.

Whether you’re attending EquipmentSHIFT, participating in a webinar, advancing your expertise through a Learning Lab, nominating an exceptional technician, or considering a leadership role within AEMP, I encourage you to stay engaged.

Sincerely,
Jon Kaye
Chairman of the Board of Directors
Association of Equipment Management Professionals (AEMP)

High-performing fleet operations start with eliminating waste. For mixed fleets managing everything from heavy equipment to light-duty trucks and support assets, the biggest opportunity to reduce total cost of ownership (TCO) is reducing the operational friction that builds up across downtime, communication gaps, underutilized assets, and reactive decision-making. According to a 2026 fleet benchmark report, 54.4% of fleets surveyed expressed rising costs as a top concern for the year, making understanding TCO and what plays into it a major factor for cost control and waste elimination.

TCO Is Bigger Than Most Fleets Think

When fleet teams talk about TCO, the conversation often centers on fuel and service costs or acquisition price. Those are visible, easy-to-measure line items, so they naturally dominate reporting and decision-making, but in practice, they only tell part of the story.

The real drivers of cost in mixed fleet operations are often indirect and harder to quantify. When an asset goes down unexpectedly, the impact extends far beyond the repair itself. A single downtime event can idle technicians, delay jobs, force teams to source replacements, and create downstream scheduling issues that ripple across the operation. Similarly, when communication breaks down between operators, managers and technicians, small issues take longer to diagnose and resolve, increasing both cost and disruption.

In other words, TCO is about spend plus what you lose when the operation doesn’t run smoothly.

Where Waste Actually Shows Up

Waste in mixed fleets rarely appears as a single failure. More often, it accumulates quietly across the asset life cycle. Unplanned downtime is one of the most visible examples, but it’s rarely the root cause. Behind it, there’s often deferred maintenance, missed inspections, parts replacement delays, or delays in getting accurate information to the right person. In many organizations, issues still pass through multiple layers before action is taken, creating a “telephone effect” where details are lost and response times slow down.

“It often looks like small decisions adding up—running one asset too hard while another sits unused, skipping a PM to keep a job moving, or waiting on parts longer than expected and throwing off the whole schedule,” says Stefano Daneri, fleet ecosystem strategist at Fleetio. “When fleets can see these issues showing up in the wrong bucket, they can investigate earlier and fix the process before it becomes a larger TCO problem.”

All of this is compounded when data lives in separate systems. When telematics, inspections, work orders, and vendor updates aren’t connected, teams spend more time chasing information than acting on it. High-performing fleets don’t eliminate these challenges entirely, but they make them visible, and once waste is visible, it becomes manageable.

Why Unplanned Work Drives TCO Up

One of the clearest differences between average and high-performing fleets is how much of their work is planned versus reactive. Unplanned maintenance is inherently disruptive. It forces teams to respond on short notice, often with incomplete information and limited control over timing. Repairs tend to be more severe: parts may need to be expedited, and assets are taken out of service at the worst possible moment. In many cases, what could have been a routine fix becomes a larger, more expensive event simply because it wasn’t addressed early.

Planned maintenance, on the other hand, gives fleets control by allowing them to schedule downtime around operations and bundle work efficiently to reduce the likelihood of cascading failures. The goal isn’t to eliminate downtime altogether; that’s just not possible. Instead, the goal is to decide when maintenance happens and minimize its impact. High-performing fleets treat unplanned downtime as a signal. When it increases, they look upstream to understand what’s breaking down in their processes.

What High-Performing Fleets Do Differently

Reducing TCO at scale requires changing how information moves and how decisions are made. One of the most consistent characteristics of high-performing fleets is visibility. They bring together data from inspections, telematics, work orders, and vendors into a single, shared view of the fleet. This allows managers and technicians to see what’s happening in real time, what’s in the shop, what’s waiting on parts, what’s at risk of failure, and where they need to act quickly before issues escalate.

Visibility also reduces the lag between identifying a problem and responding to it. Instead of relying on spreadsheets or delayed reporting, high-performing fleets use digital inspections that capture issues at the point of use and trigger follow-up actions. When something fails, the system automatically alerts managers and technicians and the issue becomes a tracked, actionable item immediately.

How fleets structure responsibility is also important. High-performing fleets define who owns each step of the process, from reviewing inspection results to approving repairs and closing out work orders. This clarity reduces delays and ensures that issues don’t fall through the cracks. Just as critical, the shared view of fleet data in a connected system makes data accessible. Rather than keeping information centralized at the top, it gives service managers and teams visibility into their own performance. When everyone is working from the same information, conversations shift from reactive updates to collaborative problem-solving.

Technology Alone Isn’t the Answer

While technology plays a central role in improving fleet performance, it’s not a silver bullet. Fleet maintenance and optimization platforms, telematics platforms, and inspection tools only create value when they are consistently used and supported by the organization. If operators rush through inspections, if technicians don’t document their work, or if managers don’t regularly review the data, even the most advanced system will fall short.

The fleets that see results recognize this early. They invest not just in tools, but in adoption. They train teams and reinforce expectations to create accountability around how information is captured and used. Over time, this turns systems into habits and habits into performance improvements.

Making Change Stick

Improving TCO requires changing behavior across the organization. This is often where initiatives struggle. New processes are introduced, but without clear communication or consistent follow-through, teams revert to old habits. High-performing fleets approach this differently by focusing on how change is introduced and reinforced.

They take the time to explain why changes matter, connecting new processes to tangible outcomes like faster repairs, fewer breakdowns, improved communication, and less frustration in daily work. They prioritize coaching over enforcement, recognizing that engagement drives better long-term results than compliance alone.

They also standardize expectations so that everyone understands what “good” looks like, whether that’s completing inspections thoroughly or responding to issues within a defined time frame. They reinforce these expectations through regular review, using a small set of metrics to track progress and identify gaps. Over time, these practices shift change from something that feels temporary to something that becomes part of the workflow.

Operational Discipline Drives Long-Term Performance

At its core, high-performing fleet management is about reducing operational waste. Every instance of unnecessary downtime, delayed communication, or inefficient utilization represents lost value. When fleets address these issues, they create more stable, predictable operations that can scale over time.

Even the highest-performing fleets still encounter breakdowns and constraints. The difference is that they’ve built systems that make those challenges easier to see and address with less overall disruption. That’s what strong fleet performance looks like in practice: not heroic effort, but consistent execution.

Rachael Plant is a senior content marketing specialist for Fleetio, a fleet maintenance and optimization platform that helps organizations run, repair, and optimize their fleet operations.

Over the past several months, I’ve been reminded how much of AEMP’s impact happens in the work you don’t always see.

Behind the scenes, a great deal of progress is underway, particularly in developing new educational opportunities and the continued work updating and transforming the CEFM Manual. These efforts are central to where we’re headed as an association and to the value we provide to members every day. That work is only possible because of the many volunteers who contribute their time and expertise, and I want to recognize and thank them. Their commitment continues to move AEMP forward in meaningful ways.

At the same time, we’ve seen that momentum show up in very visible ways through our events.

CONNECT 2026 in Las Vegas was a strong example of what makes this community work. The level of participation and engagement stood out, but more importantly, so did the quality of the conversations. Members showed up ready to share, to ask questions, and to learn from one another. That spirit carried directly into CONEXPO, where AEMP’s presence remained strong throughout the week. The turnout and energy around our education sessions were especially encouraging and reinforced something we’ve been hearing consistently: There is a real appetite for practical, relevant education that can be applied back on the job.

These moments point to something bigger. There’s a growing sense of alignment across the industry: more collaboration, more open dialogue, and a shared focus on advancing equipment management as a profession. That kind of progress doesn’t happen overnight, and it doesn’t happen in isolation. It’s built through the kind of engagement we’re seeing from this community.

I also want to recognize the role our Strategic Alliance Partners and CONNECT sponsors play in making all of this possible. Their support directly enables the events, education, and resources that our members rely on, and we’re grateful for their continued partnership.

As we look ahead, the AEMP Board of Directors will be coming together this summer for a strategic planning session to help shape AEMP’s next phase. I’m looking forward to sharing more about that work and what it means for the association when we gather again in New Orleans for EquipmentSHIFT 2026. If you haven’t already, I encourage you to register and plan to join us.

Thank you, as always, for your continued engagement and support of AEMP. It’s what drives the work behind the scenes and brings it to life across everything we do.

Sincerely,
Jon Kaye
Chairman of the Board of Directors
Association of Equipment Management Professionals (AEMP)

Each year, the Association of Equipment Management Professionals (AEMP) recognizes leaders who elevate the profession through service, innovation, and commitment to excellence. In 2026, AEMP introduced a new honor—the MVP Award—designed to spotlight an individual whose leadership and contributions exemplify the organization’s mission in action.

The inaugural recipient is Brooke Speiser, CEM, equipment manager at Kwest Group.

A seven-year member of AEMP, Speiser credits much of her professional growth to the guidance and framework she gained through AEMP. That influence is visible in how she leads Kwest Group’s equipment department.

“We’ve built our program around the AEMP Triangle of end user, dealer, and OEM,” Speiser shared. “Those relationships are the backbone of a strong, efficient, and people-focused department.”

By strengthening those partnerships, she has helped foster a culture grounded in collaboration and shared success—an approach that mirrors AEMP’s emphasis on connection across the industry.

Leadership Within AEMP

Speiser’s involvement with AEMP has expanded steadily over the past several years. She served four years on the Board Nominating Committee and is a former chair of the Innovation Committee, where she launched both a Safety Subcommittee and a Telematics Subcommittee to drive focused progress in those areas.

She has also been a visible voice at AEMP conferences—speaking on lessons learned as a Fleet Masters Award recipient, presenting on the connection between equipment management and mental health, and most recently moderating a panel at the annual conference.

Her leadership reflects a belief that innovation is not limited to technology. It includes mindset, culture, and the courage to address topics that are often overlooked in heavy civil and construction environments.

Championing Innovation and People

As equipment manager at Kwest Group, Speiser has helped integrate advanced telematics, AI-enabled tools, and data-driven decision-making into fleet operations. But she consistently frames success around people.

“Success isn’t just about machines; it’s about the people who keep them running,” she said in an interview AEMP conducted with her last March.

That philosophy has influenced both operational strategy and culture-building. In her AEMP Innovation Committee role, Speiser encouraged conversations about AI-driven analytics, proactive fleet management, and stronger alignment between OEMs and end users. At the same time, she has elevated discussions about workforce well-being and mental health—bridging operational performance with human impact.

Breaking Ground and Paying It Forward

As the first female chair of AEMP’s Innovation Committee, Speiser represented progress within an industry where women in equipment leadership roles remain underrepresented. She views the milestone not as a personal achievement alone, but as an opportunity to expand what leadership looks like in equipment management.

Her message to the next generation—particularly young women considering careers in construction and fleet—is direct: You belong here. Speak up. Keep learning. Take up space.

That commitment to mentorship and empowerment extends to her own team, where she prioritizes teaching, coaching, and creating space for others to grow. She has earned her Certified Equipment Manager (CEM) designation and has received the Fleet Masters Award three times, milestones she describes as validating both her expertise and her team’s collective effort.

Advancing the Mission

For Speiser, supporting AEMP’s mission is woven into her daily work. Through committee leadership, conference presentations, peer collaboration, and intentional culture-building, she has carried AEMP’s values beyond the association and into the field.

Each year, the Association of Equipment Management Professionals (AEMP) and Construction Equipment magazine honor outstanding fleet managers with the prestigious Fleet Masters™ Award—a recognition of industry leaders who demonstrate excellence in cost-effective, efficient, and innovative fleet management. The 2026 winners are Sarasota County Fleet Services and Kwest Group.

In this article, we take a closer look at small fleet award winner Kwest Group.

Kwest Group’s equipment program reflects a disciplined approach to financial planning, technology integration, and workforce development—built to support field performance across multiple states.

Financial Discipline and Rate Transparency

This year, Kwest strengthened its financial framework through clearer rate strategies and tighter cost tracking. A two-rate cost structure—separating ownership and operating costs—gives project teams a direct line of sight into how equipment decisions affect profitability. Quarterly reviews and utilization analysis help refine forecasting and acquisition planning, while collaboration between accounting, estimating, and operations ensures rate structures align with bid expectations.

Leasing played a major role in financial performance. Bulk lease agreements kept the fleet newer, fully under warranty, and technologically current while avoiding large capital purchases during volatile market conditions. Strategic vendor comparisons generated $250,000 in savings this year alone. Replacement decisions are guided by cost-per-hour data and life cycle analysis, with most machines retired around 5,000 hours to maintain reliability and control maintenance costs.

The department’s engagement with the Construction Financial Management Association (CFMA) further strengthens its benchmarking and risk awareness, while divisional accountability—across heavy equipment, small tools, DOT, and training—kept every group under budget while expanding capabilities.

Benchmarking and AI-Enabled Insights

Information management emerged as one of Kwest’s strongest areas in 2026. Benchmarking through AEMP’s Heavy Equipment Comparator and national peer groups confirmed the program’s performance. An independent evaluation by FMI placed the equipment department among the strongest reviewed, recognizing it as best in class. Within an FMI peer group spanning companies from $100 million to $1.5 billion in revenue, Kwest ranked within the top half percent for capital strategy, technology use, and risk mitigation.

Life cycle costing tools—including churn charts and cost-per-hour analysis—drive disciplined replacement timing. Standardized specifications, informed by field feedback and OEM collaboration, support operator confidence and maintenance consistency. The director of equipment operations’ participation on Caterpillar’s Heavy Civil Advisory Committee further strengthens the feedback loop between manufacturer and contractor.

Technology integration accelerated significantly this year. An in-house software team developed tools that combine open APIs into a unified platform, incorporating artificial intelligence to support reporting, summarization, and invoice processing. A secure internal ChatGPT environment enables data-driven decision-making, including the development of a fleet index guide detailing machine weights, manufacturer comparisons, and operational metrics for field teams.

An AI-enabled credit card system improved cost coding accuracy and uncovered previously hidden expenses. Within HCSS E360, utilization, maintenance history, and lifecycle analysis are integrated into a single view, while VisionLink, SIS Web, and Cat Central support diagnostics and parts ordering. GPS data now transfers remotely to dozers, reducing travel demands and enabling heat mapping to prevent rework.

Investing in People and Safety

Kwest made significant investments in workforce development amid ongoing skilled labor shortages. Two 100-acre training facilities—each equipped with dedicated fleets, advanced attachments, and Caterpillar simulators—support structured onboarding and skill development. New hires complete a week-long program, including simulator evaluation, before entering the field.

NCCER-certified Labor and Equipment Coaches, along with Level 3 Caterpillar-certified Equipment Coaches, maintain high technical standards. Daily digital inspections reinforce maintenance accountability, while 21,000 hours of craft training were completed this year. Expanded internship programs, trade school hiring, and the Bench Program help build talent internally.

The DOT division implemented a structured onboarding program featuring classroom instruction and a 15-mile road test exceeding regulatory requirements. Sustainability efforts included replacing 30% of pickup trucks with hybrids, reducing idle time, introducing battery-powered tools, and enhancing SWPPP compliance through internal software modules. The company recorded zero environmental violations and achieved Platinum Level in the Green Business Benchmark.

Safety performance remained a defining strength, with national recognition from ABC, AGC, SCOAR, CURT, and other industry organizations. Participation in OSHA’s Voluntary Protection Program further elevated shop and facility standards across all locations.

Human resources improvements—including a new applicant tracking system—reduced companywide hiring time from 79 days to 38, with equipment roles often filled in under 25 days. National recognition as a Top Ten Gold Military Friendly Employer and Military Spouse Friendly Employer underscores the department’s commitment to inclusive hiring.

Controls That Strengthen Reliability

Operating across multiple states requires strong operational controls. National vendor and OEM partnerships ensure consistent service quality and stable pricing regardless of location. A full parts inventory reorganization aligned stock with usage patterns, while mobile conex units electronically tag parts to foremen for real-time visibility.

Preventive maintenance is scheduled ahead of OEM intervals and tracked through E360. Operator inspections and training on routine equipment care reduce wear and downtime. Shop facilities underwent comprehensive OSHA reviews, leading to standardized safety improvements such as AED placement, eyewash stations, and upgraded fire protection. A dedicated safety supply building streamlines PPE distribution and inventory management.

Field-Focused Customer Service

For Kwest, the field is the customer. Real-time request systems allow mechanics and crews to communicate directly, reducing delays and improving transparency in equipment scheduling. An equipment operations coordinator now supports fleet logistics, rental vendor relations, and invoice tracking to strengthen daily responsiveness.

Weekly meetings using the EOS framework maintain alignment, while quarterly department and mechanic gatherings—including team-building events—reinforce unity across geographically dispersed teams. A bilingual HR coordinator improves accessibility for employees who speak English as a second language.

Mental health advocacy also remains central to company culture. The “Under the Hard Hat” series, which shares employee stories of resilience, has sparked broader conversations about mental health in construction and reinforced a message of openness and support.

Community outreach—including simulator demonstrations at local events and volunteer construction projects—further strengthens the company’s connection to the regions it serves.

Through disciplined financial management, advanced technology integration, robust training programs, and a strong service culture, Kwest Group demonstrates how a small fleet can operate with the sophistication and impact of a much larger organization. 

Each year, the Association of Equipment Management Professionals (AEMP) and Construction Equipment magazine honor outstanding fleet managers with the prestigious Fleet Masters™ Award—a recognition of industry leaders who demonstrate excellence in cost-effective, efficient, and innovative fleet management. The 2026 winners are Sarasota County Fleet Services and Kwest Group.

In this article, we take a closer look at large fleet award winner Sarasota County Fleet Services.

Operating as an internal service fund within the county, Sarasota County Fleet Services supports departments through a disciplined, transparent financial model. Revenue is generated through direct billing and monthly rates that cover maintenance, replacement, fuel, and administrative costs. A dedicated fiscal specialist manages billing and provides monthly financial updates, ensuring departments remain aligned with budget expectations.

The division benchmarks its labor rates, fuel markups, and administrative fees annually against other local fleets and vendors to remain competitive. Detailed analytic reporting tracks parts and fuel costs, while life cycle point systems determine when assets should be evaluated for replacement. Age, usage, and life-to-date maintenance costs feed into real-time Power BI dashboards, giving leadership immediate visibility into performance and replacement thresholds. When assets reach those thresholds, they undergo inspection and departmental review before replacement decisions are finalized.

Modernizing Fuel and Telematics

One of the most significant recent improvements was a full transition to a new fuel management platform. After experiencing transaction and revenue inconsistencies with its previous system, the fleet replaced all site control terminals and converted nearly 1,000 vehicles to fuel-ring hardware in less than a month, minimizing operational disruption.

The new cloud-based system integrates with vehicle telematics, automatically capturing transaction data and improving accountability through dual authentication for manual transactions. It also accurately separates on-road and off-road fuel use, ensuring departments do not overpay fuel taxes.

Telematics plays a central role in Sarasota County’s information management strategy. With approximately 1,280 assets equipped with Samsara, the fleet has significantly improved operational awareness, utilization, and safety. When benchmarked against similar fleets, Sarasota County ranks in the top 25% for both utilization and severe-speeding reduction. Nightly integrations pull meter data directly into the county’s CMMS, improving preventive maintenance intervals and reducing breakdown risk through live diagnostic trouble codes.

Data-Driven Operations

Fleet asset information is housed in AssetWorks Fleet Focus, supported by customized Power BI reporting. These dashboards provide insights into technician productivity, preventive versus reactive maintenance, fleet availability, downtime, and replacement status. By merging data from multiple systems—including fuel management and telematics—the fleet produces comprehensive reports that support benchmarking efforts at the state and national levels.

Technicians are equipped with laptops for real-time task tracking, parts ordering, and OEM diagnostic software access. An on-site enterprise IT specialist supports the extensive software ecosystem, ensuring system reliability and integration.

A Culture of Training and Professional Excellence

Professional development is embedded into Sarasota County Fleet Services’ culture. Leadership team members hold credentials such as CPFP, CEM, CAFM, EMS, and Lean Six Sigma, and the department actively participates in AEMP, APWA, FLAGFA, and NAFA to stay aligned with industry best practices. In 2024, the division earned APWA accreditation following a comprehensive operational review.

Technician training includes quarterly in-house sessions with vendors, specialty training for fire apparatus and heavy equipment, and access to OEM and online coursework. An aggressive ASE/EVT certification incentive program allows technicians to earn up to $10 per hour in additional compensation. As a result, all three maintenance facilities have maintained ASE Blue Seal Certification for fourteen consecutive years.

Safety is reinforced through a dedicated OSHA-certified safety officer who provides monthly briefings and forklift certification training. Sustainability initiatives are guided by a Fleet Energy and Sustainability Plan, updated annually and integrated into the county’s broader strategic objectives. Hybrid and electric vehicles are incorporated into replacement planning whenever feasible.

Controls That Drive Performance

Preventive maintenance is central to operations across three maintenance facilities. Service writers proactively schedule PMs based on meter readings and time triggers, with Power BI reports identifying assets nearing service intervals. Repairs are coded using VMRS standards, and comeback work orders are tracked separately to identify root causes. Over the past several years, the fleet has maintained a comeback rate below 1%.

Parts management is streamlined through NAPA’s IBS Program, with on-site consignment inventory at each facility. This cooperative contract structure allows for discounted pricing and rapid access to nationwide parts networks, including time-sensitive sourcing outside standard procurement channels.

Looking ahead, construction is underway on a new 88,000-square-foot maintenance facility that will consolidate operations into a climate-controlled, modern space featuring 32 technician bays, overhead cranes, built-in fall protection, fluid management systems, and expanded training facilities. A centrally located fuel site will further improve operational efficiency.

Customer Service as a Core Principle

Sarasota County Fleet Services frames its mission around service—to departments and ultimately to the citizens of Sarasota County. Transparency underpins that commitment. Departments have access to real-time performance dashboards, fuel reports, replacement timelines, and comprehensive lifecycle policies through the County’s SharePoint platform.

Quarterly meetings with departmental leadership ensure alignment and collaboration, while cross-departmental equipment training strengthens shared knowledge. An electronic suggestion box and ongoing survey tools invite feedback, reinforcing a culture of continuous improvement.

That commitment to service is reflected in measurable results. In the most recent internal County survey, Fleet Services earned professionalism, availability, and knowledge ratings exceeding 95%.

Through disciplined financial management, integrated technology, rigorous training, and a strong service culture, Sarasota County Fleet Services demonstrates what modern public-sector fleet excellence looks like.

Sponsored by Tenna

For equipment and fleet professionals, telematics is not a new concept. Location tracking, engine hours, fault codes, and utilization data are now table stakes across construction operations. Most organizations have access to more machine and vehicle data than ever before. 

But what’s often missing is clarity. 

Traditional telematics can flag an event—harsh braking, a sudden impact, unexpected idling—but it can’t explain the conditions surrounding it. Was the operator reacting to a near miss? Was congestion on the jobsite the real issue? Was the behavior unavoidable given the environment? 

Video telematics fills that gap by pairing machine and vehicle data with visual evidence, helping teams move from assumptions to understanding. 

Why Context Matters More Than Data Volume 

Construction organizations are increasingly data-rich but can often be insight-poor. Investigations into incidents, damage, or safety events frequently rely on incomplete information, secondhand accounts, or time-consuming back-and-forth between the field and the office. 

Video changes that dynamic. Industry research consistently shows that fleets using video telematics reduce accident rates while also cutting insurance and claims costs. The impact is not simply deterrence—it’s faster understanding and better decisions. 

Modern safety cameras do more than record footage. AI-enabled systems can detect distracted driving, risky behaviors, and external hazards, helping prevent incidents before they occur. For construction companies competing for skilled drivers and operators, visible investment in safety also plays a role in recruitment and retention. 

Back in 2010, a Federal Motor Carrier Safety Administration (FMCSA) study found that in-cab safety cameras reduced safety-related events by 38% over a 13-week period. When those cameras were paired with driver awareness, alerts, and coaching—such as scorecards and feedback loops—safety-related events dropped by 52%. Since then, technology—and the ROI—have vastly improved. The takeaway is clear: context, combined with coaching, drives meaningful improvement. When teams can see the full picture, coaching becomes more effective, disputes are resolved faster, and operational improvements are based on facts rather than guesswork. 

On-Road Vehicles: A Strong Foundation for Video Telematics 

Video telematics gained early traction in on-road fleet operations, where use cases are well established. Dash cameras paired with vehicle data have proven valuable for: 

• Incident reconstruction and claims mitigation 
• Driver coaching around distraction, speeding, and harsh events 
• Exoneration in no-fault accidents 

As adoption has increased, risky driving behaviors have dropped significantly in fleets using video. Internal analysis from construction fleets using video telematics shows measurable improvements, including reductions in collisions, distracted driving, and insurance claims. These outcomes have helped normalize video technology across transportation-heavy construction operations. 

Beyond improving driver safety, monitoring and correcting driving behavior also impacts operating costs. The U.S. Department of Energy reports aggressive driving—such as speeding, rapid acceleration, and hard braking—can reduce fuel efficiency by 15%-30% at highway speeds and up to 40% in stop-and-go traffic. Studies have shown that providing drivers with behavioral feedback can reduce fuel consumption by nearly 3%, translating into meaningful cost savings over time. 

But on-road success is only part of the story. 

Heavy Equipment: Where Video Context Becomes Mission-Critical 

While video telematics is often associated with trucks, its impact on heavy equipment operations is equally significant. 

Jobsites are complex, constantly changing environments. Whether working in an open space or in close quarters, machines operate in proximity to workers on foot, other equipment, temporary structures, live traffic, and uneven terrain. When a near miss or incident occurs, traditional telematics data alone never tells the full story. 

Video telematics brings critical context to equipment operations by helping teams: 

• Understand near misses involving people and machines.
• Identify blind-spot risks, unsafe swing zones, and congested site layouts.
• Determine whether damage resulted from operator behavior, site conditions, or process breakdowns.

Video also provides critical documentation for incident review, claims support, and disputes, while helping deter theft and unauthorized use.  

As embedded telematics becomes standard on more machines, layering video insight on top of existing equipment data creates a far more complete operational picture.  

Safety Is Just the Starting Point 

While improving safety is often the entry point for video telematics, many organizations quickly uncover value beyond incident reduction. 

From a maintenance perspective, video supports faster root-cause analysis—helping teams to distinguish between misuse, environmental factors, and mechanical failure. This reduces unnecessary work orders and improves wrench time efficiency. 

From an operations standpoint, video sheds light on why equipment sits idle or underutilized. It reveals site-level constraints that aren’t visible in utilization reports alone. 

Video telematics reduces risk by giving contractors the clarity and documentation they need to protect crews, assets, and their operations as a whole. By pairing telematics data with recorded visual evidence, teams can quickly understand what actually happened during an incident, resolve claims faster, and challenge inaccurate liability assertions—often leading to lower insurance premiums and fewer costly disputes. This same visibility helps identify risky behaviors and site conditions early, enabling targeted coaching that reduces accidents, equipment damage, and unplanned downtime.  

Over time, fewer incidents and stronger safety programs translate into lower operating costs, improved insurability, and a stronger positive reputation with insurers, customers, and employees alike. Instead of reacting after losses occur, video telematics helps construction organizations demonstrate control, accountability, and a proactive commitment to safety. 

A More Context-Driven Future 

As analytics and AI continue to advance, video telematics will increasingly shift from post-event review to proactive insight. Smarter event detection, prioritized alerts, and context-aware notifications help teams intervene earlier and operate with greater confidence. 

Telematics data will always answer what happened. Video telematics explains why. The future of equipment management isn’t just data-driven—it’s context-driven. And for equipment-centric organizations navigating complex operations around safety and efficiency, that context is essential. 

To learn more about Tenna and its video telematics solutions for on-road vehicles and on-site equipment, contact us. 

As we wrap up an extraordinary year for AEMP, I’m still energized by the momentum we saw at EquipmentSHIFT in Miami. Four hundred of you joined us—up from 349 last year. That’s over 15% growth in attendance, and it reflects something I’ve felt all year long across this organization: People are showing up. They’re leaning in. They’re investing in themselves, their teams, and each other, and AEMP is an important part of that investment.

2025 has been a year defined by progress. We surpassed 1,050 members, the largest membership in AEMP history. We successfully transitioned to a new management company without any interruption to service. And we strengthened the operational foundation of the association so that interacting with AEMP—finding what you need, connecting with peers, or getting support—continues to get easier and more intuitive.

EquipmentSHIFT also gave us the chance to highlight some of the tools and programs that are helping our members lead through change. The updated Heavy Equipment Comparator (HEC) Survey, which we’ve given a full “2.0 treatment,” is now a cleaner, more actionable benchmarking tool. It’s becoming the kind of data-powered resource that equipment managers can take to leadership with confidence.

We also unveiled the new MVP Award—something I’m personally proud of because it honors the people who move the needle every single day for AEMP. These are the problem-solvers and innovators who rarely take credit but always lift others up. Paired with the ongoing Technician of the Year, Fleet Masters, and Hall of Fame awards, we now have stronger ways than ever to spotlight excellence across the profession.

This year also marked another milestone: our first-ever call for volunteers. The great response we received tells me that members want to be part of shaping what comes next. And for those who want to contribute but can’t commit to ongoing committee work, we’re launching new micro-volunteer opportunities in 2026, including reviewing proposed ISO standards and offering targeted feedback on tools and resources. Your voice matters, and we’re creating more ways to make sure it’s heard.

Looking Ahead: A Changing Landscape and a Ready Association

Throughout EquipmentSHIFT, one theme kept surfacing: Our work is evolving quickly. Workforce transitions, AI, telematics, and shifts in utilization and KPIs are reshaping what it means to manage equipment. No matter your fleet size or sector, the stakes are rising. The leaders who succeed will be the ones who invest in people and embrace the tools that make their organizations smarter. AEMP is responding with programs like the AI Academy, IGNITE Learning Labs, and certificate pathways that build technical skill and business leadership.

Stronger Governance, Clear Direction

During the SHIFT event, members also participated in a special member meeting, which advanced important governance updates to ensure the association’s structure continues to match its future ambitions. In the coming days, we’ll also be finalizing board elections, bringing in new leaders and fresh perspectives as we enter the next chapter.

And speaking of what’s ahead—early next year, many of you will gather at AEMP CONNECT and CONEXPO, and we’re already preparing for our return to New Orleans next fall for EquipmentSHIFT 2026. Both AEMP events represent major opportunities to learn, grow, and strengthen the community that sets AEMP apart.

A Holiday Reflection: The Circle of Trust

Because this is also the holiday season, I want to end on a personal note.

Over the last 30 days alone, I spoke with dozens of members—so many, in fact, that I joked I wished I had a picture of everyone still standing who stopped to talk with me. Those conversations weren’t just about equipment, KPIs, or technology. They were about careers, families, challenges, and the things that make our work meaningful.

That’s what I call the “circle of trust” at AEMP.

If you’ve been part of this association for a while, you know exactly what I mean. These are the people outside your own company you can call when you need advice, when you’re stuck, when you want to test an idea, or when life hands you something bigger than work. If you’re newer to AEMP, my hope is that you’ll find your circle. It might start with a technical question, but it rarely ends there.

This community is our biggest strength. It’s the reason we’re growing, the reason our events keep getting stronger, and the reason members keep telling us that AEMP is where they find their people.

Thank you for everything you’ve contributed this year: your time, your insights, your commitment, and your belief in this association. I’m incredibly proud of what we’ve built together, and even more excited about where we’re headed.

Wishing you all a safe, joyful holiday season and a strong start to the new year.

Warm regards,
Ernie Stephens
Chairman of the Board of Directors
Association of Equipment Management Professionals (AEMP)

From Family Roots to a 40-Year Career

Pirtle’s connection to the heavy-equipment world runs deep. “My grandfather was a master mechanic, my uncle was a master mechanic, and my father was a heavy-equipment operator,” he said. Growing up on a family farm where “we had bulldozers and small cranes around all the time,” he was immersed in machinery from a young age. “I can remember being 5 or 6 years old, sitting next to my father when he was clearing trees on the farm,” he said. “That’s probably what got me started.”

After high school, Pirtle attended Lincoln Technical Institute in Indianapolis, then began working as a mechanic and operator with the Operating Engineers Union Local 841. He spent 11 years honing his skills on power plant and pipeline projects before taking what was supposed to be a one-day job assembling a crane in Worthington, Indiana—an assignment that turned into a 40-year career with Traylor Bros. Inc. He rose through the ranks from field mechanic to vice president in charge of all equipment and corporate safety for the company’s operations across North America.

Mentors, Moments, and Milestones

Pirtle attributes much of his success to mentors who shaped his technical and leadership skills. “My father was always a good mentor with equipment, and my grandfather was a master mechanic,” he said. Early in his career, an experienced mechanic taught him “what to do right and what not to do right,” lessons that stayed with him for life.

At Traylor Bros., Pirtle credits Tom Traylor Sr. with helping him understand the business side of equipment management. “He was a wizard with numbers and money,” Pirtle said. “He really helped me a lot and gave me opportunities.” He also learned from marine operations leaders Jerry Engelhardt and Hank Hummel, who introduced him to the complexities of propulsion systems for the company’s extensive marine fleet.

A major turning point came in 1990, when Pirtle was named Mechanic of the Year by AEMP’s predecessor organization, EMC. “That probably changed my trajectory quite a bit,” he said. Soon after, he was promoted to equipment manager—and eventually to vice president and board member.

Evolving the Equipment Manager’s Role

Reflecting on his decades in the industry, Pirtle has witnessed a transformation in how companies view equipment management. “When I first started, most equipment managers were master mechanics,” he said. “If you didn’t have grease on your fingernails, you weren’t an equipment manager.” Over time, he explained, the position evolved from a hands-on technical role to a business-critical function. “It became a business unit—one to generate revenue and help keep the estimating process in order for equipment,” he said. “I went from mechanic to vice president and board of directors. That was a big step, and I think that’s what’s happened across the industry as a whole.”

Championing Safety and Innovation

If one theme defined Pirtle’s leadership, it was safety. “Safety has probably been the biggest impact on the equipment industry,” he said. When he retired, he was responsible for both corporate safety and equipment management across 12 companies, a reflection of how interconnected those functions had become.

“I really took hold of safety early in my career,” Pirtle said. “Contractors couldn’t bid jobs unless they had a certain safety record. It was impacting not only projects but companies.” He credited mentors like Carmine Squatrigula, a former corporate safety manager, for instilling that mindset, and he carried it into equipment design discussions with manufacturers like John Deere, Caterpillar, and CASE.

Pirtle also embraced new technologies, recalling the day his boss handed him his first computer—a Zenith laptop—to replace the long, taped-together spreadsheets he’d used for cost analysis. “Everything was paper back then,” he said with a laugh. “You can see how that whole thing has evolved quite a bit—from being everything on paper to everything electronic, everything at your fingertips.”

AEMP’s Role and a Message to the Next Generation

To Pirtle, AEMP has been instrumental in transforming equipment management into a professional career path. “It’s a career path now,” he said. “When I started, it was not. People can get out of high school or college and become an equipment manager as a profession—just like an engineer or safety manager. That’s an important milestone that’s helped both individuals and the industry.”

Beyond education, he values AEMP’s community. Those connections turned into lifelong friendships with peers like Leon Deutsch and Mike Vorster, whom he still meets for hunting trips and reunions.

As for advice to the next generation, Pirtle offers a clear message: “Someone in your company has a vision of what they want that company to be,” he said. “For the young equipment manager, you need to look at that picture and make sure you’re in it. If you’re not, you’d better get your résumé polished up. But if you are, figure out how you can expand that role and help that company become successful.”

A Career Built on Dual Passions

Ford describes himself as “a gearhead at heart.” He grew up repairing machines from the time he was 8 or 10 years old and spent part of his early career working hands-on with heavy equipment. He later joined his family’s real estate and finance business, and by his early 30s, he had found a way to merge both worlds. “The idea of understanding finance and the ability to deal in numbers, as well as the ability to understand mechanical systems, kind of brought me to a spot where I was in the right place at the right time,” he said. That path led him to Skanska, where he has spent much of his career helping modernize and professionalize the company’s equipment management operations.

Longtime Service to AEMP

Ford joined AEMP in the mid-2000s and quickly recognized the organization’s value in uniting a community of professionals who were often isolated within their own companies. “It’s a great organization for unifying a bunch of people that are all stand-alone, isolated in their businesses,” he said. “I’ve worked for 20 years or so to try to improve that, better that, and bring that to life for all people in the industry.”

After several years of active participation, he became involved in AEMP leadership around 2015-2016, helping guide the association through key transitions, including its evolution under new management. “There was a transition that needed to happen for the association,” he said. “The association needed a multi-year transition from the early ‘founders’ to the next generation of members and managers. It needed to survive an overall growth cycle of systems, users, and associates while the board and leaders changed out.” 

Mentorship and Collaboration

Throughout his career, Ford has valued the influence of mentors who shaped his leadership approach. He credits the late Tim Mahoney, a former CEM who worked closely with him, as a defining influence. “He understood the hands-on, dirty-boot side of it, but he knew how to treat people,” Ford said. “He knew how to ask the hard questions and give genuine feedback when needed. Additionally, the late Roy Widney, CEM, who was a master technician and a seasoned diplomat all-in-one, and Jeff Buckmaster, CEM, who taught me all of the basics and showed me how great an early retirement could be.” 

A Broader, More Strategic Profession

Ford has seen the role of the equipment manager expand dramatically over the past 25 years. “It’s evolved from what would have been a maintenance-centered version of it to what’s now become more of a strategy and schedule,” he said. The responsibilities have multiplied—“from taking care of half a dozen disciplines to 17 different disciplines that are all pretty well categorized in the CEM.”

Still, he believes the fundamentals remain the same. “At the end of the day, the equipment’s got to be running,” he said. “It has to be safe, operational, and properly maintained.”

Innovation and Industry Impact

Ford’s career has coincided with rapid technological change—from the adoption of mobile apps to the redesign of entire fleets prompted by emissions standards. “The EPA pushing on manufacturers to get to Tier 4 final caused them to redesign the entire machine,” he explained. “It wasn’t just a better powertrain—it was about designing equipment with more technology and the ability to be a lot more efficient.”

He is most proud, however, of the industrywide change that came from AEMP-led collaboration. “In about 2014, we’d been working with manufacturers on anti-entrapment devices for manlifts,” he said. “In 2015, after a fatality in Norway, we took a stand to not accept any boom lifts on our projects that didn’t have an anti-entrapment device. By about 2017, it became standard equipment on every machine.”

That experience, Ford said, proved the power of collective advocacy. “A small group of people can actually impact the industry, way ahead of the OSHA curve,” he said. “That’s what makes this association special—we’re training people, getting a bunch of equipment managers to speak the same language, and influencing manufacturers in ways that short-circuit the long road of legislation.”

Looking Ahead

As Ford prepares to retire at the end of the year, he plans to stay connected to the industry while exploring new ventures. “I’m not going to go completely away,” he said. “I’m going to spend a couple years doing some farming, some traveling, and I have a huge passion for moving alternative energy forward in construction equipment.”

He also shared one story that has stayed with him—an accident early in his career that left him with nine fingers and a lasting perspective. “It’s proof I’ve been there. Those scars are valuable—they’re proof points. The most valuable people in any room are the ones with dirty boots who’ve actually been there and done that.”

Even as new generations of equipment managers enter the field with more engineering backgrounds than mechanical ones, Ford sees balance as essential. “I applaud the math and the different look at things,” he said, “but there’s no substitute for having put your fingers on the controls and worked on the equipment yourself. It makes all the difference when you’re making big decisions.”

“I believe that if you’re going to be a part of an organization of any type, that you should play an active role,” Peet said. “For me, this is a recognition that my level of activity and desire to make a difference led to an awareness by others that my impact on the association was positive and worth celebrating. I couldn’t be more pleased.”

A Career Built on Adaptability and Leadership

After graduating from an auto and diesel technology school in 1980, Peet began his career as an automotive technician before pivoting to construction equipment repair—what he describes as “anything without a license plate.” From his early years as a transportation supervisor during an economic downturn to his leadership roles at Bobcat and Caterpillar dealerships, and now with the Helm Group, Peet’s career has been defined by a willingness to adapt, learn, and lead.

Today, as president of Helm Truck and Equipment and corporate equipment and fleet manager for the Helm Group, his company owns, manages, and maintains Helm’s construction, materials production, and heavy-duty vehicle fleets. “I have a great team in place,” he said. “We’re responsible for all life cycle management decisions for those assets as well as for the light and medium-duty on-highway vehicle fleets owned by our sister companies.”

Driving Innovation and Advancing Asset Management

Peet has been at the forefront of technological adoption since the early 2000s. “I was a fairly early adopter of telematics technology dating back to about 2002,” he said. His early experimentation with data-driven fleet management laid the foundation for a comprehensive telematics program he later implemented at Helm.

Beyond his work in the field, Peet has played an instrumental role in shaping industry education. As vice chair and later chair of AEMP’s Fall Asset Management Symposium (now EquipmentSHIFT), and most recently as chair of the Certification Commission, he helped strengthen the technical and leadership training offered to members. His presentations—ranging from ConExpo’s highest-attended educational session in 2014 to speaking engagements for John Deere, Chevron, and AED—have influenced equipment management practices across the country.

“These experiences, along with the added legitimacy of my increasing AEMP leadership involvement, including as chairman of the board, provided me with the opportunity to present to several groups within John Deere and others,” he said. “All these experiences have helped me advance the cause of asset management and champion the equipment manager profession.”

Mentorship and Professional Growth

Peet credits several mentors with shaping his career, including Ron Slee, who influenced his approach to service and product support management; Mike Vorster, whose work on equipment economics provided a guiding framework for Peet’s equipment management philosophy; and Stan Orr, who encouraged his deeper involvement with AEMP. “He was extremely helpful in getting me plugged into areas both of need within the association and that would help me grow personally and professionally,” Peet said.

Championing the Role of the Equipment Manager

Through leadership, education, and advocacy, Peet has consistently worked to elevate the role of equipment managers as strategic business leaders. He has written articles, led certification initiatives, and guided AEMP’s Certification Commission to reinforce the rigor of professional standards. “For many companies, there has been a recognition that equipment management has become exceedingly complex,” Peet said. “It requires a professional to fill this role, and specialized knowledge, training, and experience are required in order to be successful.”

Looking Ahead

Reflecting on the profession’s evolution, Peet remains optimistic. “The rate of change continues to accelerate, but equipment managers and their teams are better equipped to handle that change now than ever before,” he said. From telematics and autonomous equipment to data integration and safety innovations, he believes the future holds immense opportunity.

“The continuing elevation of the professional equipment manager within equipment-intensive organizations is great to see,” he said. “The educational and networking opportunities offered by AEMP will be of an even greater benefit to the profession moving forward.”

Congratulations on being named AEMP’s 2025 Technician of the Year! What was your first reaction when you learned you had won?

It was a bit of a shock, as I rarely think about awards, but I was pretty honored to receive it.

Can you tell us a little about your career journey?

I started out as an apprentice in Kalgoorlie, Western Australia. I learned quickly, mostly because you had to. Since then, I’ve worked all over: Australia, Africa, India, and now the U.S. with Mader. Doesn’t matter where you are; the machines still break, and someone’s got to fix them.

What were some of the most valuable experiences or roles that helped shape you into the technician you are today?

The early days in field service taught you a lot about how to fix things and use what you’ve got. Working overseas in less-developed countries and teaching the local workforce how to develop their skills in the trade, and appreciating the small things within the trade.

What do you enjoy most about your role?

The diagnosis and repair of equipment. The freedom in the field to get the job done. Also, training and learning new skills with new people.

Safety is one of the cornerstones of this award. How do you personally help build and reinforce a strong safety culture within your team?

I keep it simple: Do it right, every time. I make sure the green techs know why we do things a certain way, not just that we have to. If something looks wrong, we stop and fix it.

The industry is evolving quickly with new tools and technologies. How do you stay ahead of these changes, and what innovations have you found most valuable in your work?

You’ve got to keep learning. The new diagnostic tools save time once you get the hang of them. But the basics don’t change. You’ve got to know the gear and use your head.

Leadership and teamwork are emphasized in this award. How do you approach mentoring or supporting younger technicians who are just entering the field?

If it is a new technician, I’ll show them the ropes and explain why we do things a certain way. No point keeping knowledge to yourself. The whole team is stronger when everyone knows their stuff. I just try to set a good example.

One of AEMP’s goals with this award is to highlight the importance of technicians and raise awareness about the technician shortage. What would you say to young people who are considering a career in this field?

Get out there and give it a go. It's a great trade to have, and it can take you anywhere around the world as long as you're willing to put the effort in. And you'll see your results firsthand.

Looking ahead, what excites you most about the future of the heavy equipment industry?

The way the industry is changing with more advanced technology to diagnose and repair equipment safely and efficiently, creating less downtime and more efficient repairs.

By shifting the focus, Uhinck is flipping the script on traditional safety culture. Through purposeful recognition, open communication, and personal accountability, he’s reinforcing a culture of care while developing the next generation of safety leaders.

Check out the full interview with Uhinck below for more insights on building a safety culture that lasts, one moment at a time.

AEMP: Talk to me a bit about your own professional journey and how it helped shape your approach to safety leadership.

Carl Uhinck (CH): The first time I truly felt like a leader was when I realized that you needed to thank people with a purpose. What I mean by that is thanking people for a job well done while also offering a full explanation of the “why.”

It’s easy to say thank you. It’s a lot more intentional when you are specific about why you’re thanking that performance, that behavior, that outcome.

This opened my eyes to the power of reviewing success over potential failures.

We have a lot more safety successes than failures, and we should be taking advantage of all those opportunities that we have to learn from them and also recognize those who were involved.

Thinking of safety incidents, they happen typically in seconds—seconds of complacency, seconds of “I don’t have time to get maybe the best tool or the proper PPE,” a missing second or two in the planning, or even a second or two of lost communication.

Each of us and our teammates did some math here recently and found that we have executed over 31 and a half million seconds this past year, and the vast majority of them were successful seconds with no safety incidents or injuries. So, the overwhelming majority of those seconds were executed with good behaviors, really good planning, good intentions, and execution to result in an incident and injury-free situation.

This reality is what shaped my safety leadership.

By taking time not only to thank team members for those seconds but to really study those millions and millions of seconds of success pushed me to not wait for the unsuccessful seconds to build your safety culture. So, my advice is to take advantage of the literally millions of opportunities you have each year to study success because, quite frankly, all the same lessons are there either in success or failure.

AEMP: There’s a personal element to safety culture. Can you explain how that has shaped your safety journey as well?

CH: The personal side to this is something my organization took on many, many years ago, where they challenged each of our team members to think about why they work safely and define the reasons why they care enough to act safely 24/7.

My specific personal safety message is to work, live, and lead with a 24/7 safety mindset because I have people who count on me at home. My teammates do as well, so because of that prioritization, I put my personal safety culture at the top of my list every day.

The reality is that everyone has a reason to leave work in the same condition they arrived in, and they all have reasons to return to work in the same condition that they left. This is why our safety culture is rooted in care.

I think when you’re deeply rooted in this concept, you’re willing to do the work that’s necessary, and you’re also willing to give and receive the feedback that’s required to work in a safety culture.

AEMP: What does that culture look like on a daily level for your organization?

CH: Number one, I am responsible for my safety. No one else is. The culture is rooted in that one idea right there.

We have procedures, we have policies, we have teammates, we have technology, but ultimately, I’m responsible for my safety, so the culture is rooted in that, which stems into many things. From as simple as getting up from this desk and walking down the hallway, I should have a plan. And in order to have a good plan, I need to utilize all the resources available. That includes turning to your team for answers that you might not have.

AEMP: How does this expand to a team level?

CH: Even from a team perspective, it has to start with yourself. If you don’t have the level of care for yourself, how are you going to be a good man or coach communicator to others?

When it comes to our safety culture as a group, we recognize that safety leadership is needed at all levels. From there, we have set the expectation that we need to actively care for others, regardless of what their status is, what their position is, or what their title is.

For Carl Uhinck, equipment manager at Kokosing Construction Company, safety leadership isn’t just about reacting to risks; it’s about recognizing the millions of moments that go right.

By shifting the focus, Uhinck is flipping the script on traditional safety culture. Through purposeful recognition, open communication, and personal accountability, he’s reinforcing a culture of care while developing the next generation of safety leaders.

Check out the full interview with Uhinck below for more insights on building a safety culture that lasts, one moment at a time.

AEMP: Talk to me a bit about your own professional journey and how it helped shape your approach to safety leadership.

Carl Uhinck (CH): The first time I truly felt like a leader was when I realized that you needed to thank people with a purpose. What I mean by that is thanking people for a job well done while also offering a full explanation of the “why.”

It’s easy to say thank you. It’s a lot more intentional when you are specific about why you’re thanking that performance, that behavior, that outcome.

This opened my eyes to the power of reviewing success over potential failures.

We have a lot more safety successes than failures, and we should be taking advantage of all those opportunities that we have to learn from them and also recognize those who were involved.

Thinking of safety incidents, they happen typically in seconds—seconds of complacency, seconds of “I don’t have time to get maybe the best tool or the proper PPE,” a missing second or two in the planning, or even a second or two of lost communication.

Each of us and our teammates did some math here recently and found that we have executed over 31 and a half million seconds this past year, and the vast majority of them were successful seconds with no safety incidents or injuries. So, the overwhelming majority of those seconds were executed with good behaviors, really good planning, good intentions, and execution to result in an incident and injury-free situation.

This reality is what shaped my safety leadership.

By taking time not only to thank team members for those seconds but to really study those millions and millions of seconds of success pushed me to not wait for the unsuccessful seconds to build your safety culture. So, my advice is to take advantage of the literally millions of opportunities you have each year to study success because, quite frankly, all the same lessons are there either in success or failure.

AEMP: There’s a personal element to safety culture. Can you explain how that has shaped your safety journey as well?

CH: The personal side to this is something my organization took on many, many years ago, where they challenged each of our team members to think about why they work safely and define the reasons why they care enough to act safely 24/7.

My specific personal safety message is to work, live, and lead with a 24/7 safety mindset because I have people who count on me at home. My teammates do as well, so because of that prioritization, I put my personal safety culture at the top of my list every day.

The reality is that everyone has a reason to leave work in the same condition they arrived in, and they all have reasons to return to work in the same condition that they left. This is why our safety culture is rooted in care.

I think when you’re deeply rooted in this concept, you’re willing to do the work that’s necessary, and you’re also willing to give and receive the feedback that’s required to work in a safety culture.

AEMP: What does that culture look like on a daily level for your organization?

CH: Number one, I am responsible for my safety. No one else is. The culture is rooted in that one idea right there.

We have procedures, we have policies, we have teammates, we have technology, but ultimately, I’m responsible for my safety, so the culture is rooted in that, which stems into many things. From as simple as getting up from this desk and walking down the hallway, I should have a plan. And in order to have a good plan, I need to utilize all the resources available. That includes turning to your team for answers that you might not have.

AEMP: How does this expand to a team level?

CH: Even from a team perspective, it has to start with yourself. If you don’t have the level of care for yourself, how are you going to be a good man or coach communicator to others?

When it comes to our safety culture as a group, we recognize that safety leadership is needed at all levels. From there, we have set the expectation that we need to actively care for others, regardless of what their status is, what their position is, or what their title is.

AEMP: How do safety touches and observations help drive accountability?

CH: I believe the cornerstone of any elite safety culture is one-on-one observations and conversations. If you only observe, you’re just finding problems and doing nothing about them. Caring enough to observe and then have conversations with each other, peer to peer or the cleanup guy to the president, is key.

We’ve found success with these conversations by using the following tips:

Number one, if you’re observing and going to have a conversation, you need to ask questions to gain a better understanding of the situation. The most productive conversations are when I just ask questions and learn the best way to offer advice or guidance on how to approach the world differently in the future.

Number two is that at the end of every conversation, you better land on some form of agreement. This can be as simple as saying, “Can I count on you the next time you work underneath equipment that you put the next layer of eye protection on to prevent debris from falling into your eye?”

We have great people in our organization, and when great people say yes, I’ll do that, they’re going to do it 99.9% of the time.

When it comes to safety, OK is just not good enough. We have to be great. Which is why an intentional conversation and follow-up is important.

AEMP: Do you have any advice for leaders looking to grow the next generation of safety leaders?

CH: As leaders, we sometimes expect good people to just be inherently good at leadership. But it doesn’t work that way.

I truly believe that champions aren’t built in bulk. It’d be great, but they’re not. These champions are built one at a time, with individual investment from someone who’s already a cultural anchor or a mentor in the safety space. From here, you need to engage these champions while also encouraging them and challenging them to reach that next level.

Once you identify one champion, the work won’t stop there. It’s important to have your champions mentor and coach the next champion. This way, you can build on the initial investment with the ultimate goal of having an organization where safety is championed by every team member.

AEMP: How do you encourage personal accountability on the job site, especially with younger or less experienced workers?

CH: I think it’s really important to have scheduled connections with new team members where the focus is on educating and reinforcing the safety culture of the organization and individual action items. 

There is value in having that dedicated time to sit down one-on-one and specifically talk about their journey within your organization, especially within that first 60 days. Our goal is to meet with every new team member five times in those first 60 days. The byproduct of that is that we also gain more of a connection to that person. Once we’ve built up that higher level of trust, it becomes easier to provide the feedback to help team members get where they want to go, and that’s home safely each day.

It’s also important to get new team members involved right away. Make sure they understand from the start that their participation and their voice in action plans and meetings are welcome. I think that reinforces our first belief that each individual is responsible for their safety as well as the safety of each other.

The culture of your team has a significant impact on how that person is going to execute what you communicate. They’re going to do what the team’s doing, so be mindful of the culture on the floor.

AEMP: What is your take on advancements in technologies like automation and AI—will they help or hinder safety leadership?

CH: Humans are not always at their best, and when we’re not at our best, traditionally we rely on others to observe us, to see something, and say something. There’s no doubt that innovation in safety technology will provide tools that will give us insights that we’ve never had before. AI, camera, and radar technology systems, object people detection, they will all be valuable added tools in our tool belt that will provide real-time feedback to make corrections or recognize team members’ behaviors to prevent problems from even happening.

With that being said, advancements in technology are not an easy button for having a great safety culture. As safety leaders, we will still need to lead, coach, and mentor.

So, my word of caution is to use safety technologies to enhance your safety leadership, not as a replacement for the connection and conversations that are necessary to develop what we’ve talked about, that safety, ownership at all levels, by everyone on your team.

AEMP: How do you help your teams align their goals and daily actions with a higher purpose at work?

CH: I think the highest purpose is that each person goes home in the same condition they arrived, and that purpose alone is how we align our safety actions and goals. Period.

The byproduct is that it helps your organization when it comes to avoiding downtime and costly equipment repairs. But that’s not the purpose. The purpose is each team member’s health and safety.

AEMP: If you could leave AEMP members with one actionable idea to improve safety culture within their fleets or crews, what would it be?

CH: Be the example. Your team’s safety culture can never be what you are not.

Carl Uhinck has been with Kokosing Construction Company for 23 years, holding various positions throughout the organization. He currently serves as the regional equipment manager responsible for the organization’s repair facilities, parts procurement group, and the organization’s overarching safety team. He is also a member of AEMP’s Innovation Committee.

Not a member of AEMP? Join today for exclusive opportunities to learn, network, and grow as a leader.

This isn’t science fiction. It’s what’s already happening for equipment managers bold enough to embrace artificial intelligence. And the Association of Equipment Management Professionals (AEMP) AI Academy is where the journey begins.

Equipment Today recently interviewed Bruce Rasa, founder and CEO of Knowledge Systems, and the primary instructor for AEMP’s hybrid AI Academy. According to Rasa, the Academy is “hybrid” because it mixes virtual learning with in-person touch points over an eight-month, hands-on AI training program for equipment professionals.

“By integrating virtual with hands-on learning,” Rasa says, “equipment pros, such as fleet managers, superintendents, and operations folks, can learn on their own while also gaining valuable experience using the technology in real-world settings.”

The following Q&A session reveals more:

Equipment Today (ET): How is the AEMP AI Academy curriculum structured, and what makes it different?

Bruce Rasa (BR): It’s not just a class. It’s a system with six parts that keep you learning, applying, and leading over time. They include:

1. A readiness check: A quick, 10-question survey to show where you stand compared to your peers. It helps identify what you know, what you don’t, and how our team can meet you where you are.
2. Biweekly emails: Short, sharp insights focused on industry pain points, how AI can help, and tools that work. There’s a podcast version, too, perfect for listening on the go.
3. A monthly top 10 tools matrix: With AI tools launching daily, we cut through the noise. We highlight what’s useful, tools like ChatGPT, Copilot, or Gemini, and explain how to apply them in equipment management settings.
4. Three one-hour lunch-and-learns: Scheduled for August, September, and October. No fluff. Just demos and discussion to sharpen your learning.
5. A personalized “digital swim lane”: Your own AI assistant that gets smarter with use. Think of it as a teammate that helps with reports, communication, or whatever you need.
6. A 90-minute workshop at EquipmentSHIFT: Held Nov. 5 in Miami, this in-person session brings the curriculum full circle. Hands-on. High impact. We expect around 200 attendees, so grab a seat early.

Also, since AI evolves fast, all six elements are recorded and stored in a learning management system. This isn’t “one and done.” You can revisit, rewatch, and grow with the curriculum over time.

ET: How did the idea for the AEMP AI Academy come about?

BR: It started with conversations between AEMP’s chief learning officer, Rachel Connor, and me. She’s been tracking AI in equipment management from the beginning. We realized if AI was going to work in this industry, the content had to be tailored for people who live this work—pros managing, buying, maintaining, and running hundreds or even thousands of machines every day.

After a few test sessions, we saw what worked. A year ago, we committed to an evolving, multi-touch learning experience that could grow alongside the technology. That became the AEMP AI Academy.

ET: So, how does AI fit into equipment management today?

BR: If they’re being honest, most equipment managers are slammed. You’ve got machines to coordinate, people to keep safe, jobs to keep moving. AI fits best when it helps with the repetitive stuff. Things like data collection, reporting, cross-checking schedules, and so on. If you’ve got a continuous improvement mindset, if you’re always asking, “How can this be better?”—this is going to click for you.

ET: What’s your role in AEMP’s AI Academy?

BR: I lead most of the instruction. Rachel handles the orchestration. We also bring in three to five subject matter experts who’ve spent serious time in the field. I keep it practical. I spent 17 years at IBM launching products from scratch. My brother runs a 20-person construction crew—I know what it’s like on the ground. And I’ve run an AI-based, hands-free voice capture platform for field crews for the past decade. Real-world AI is what I do.

ET: Looking ahead, what do you see coming?

BR: You’ll hear me say this a lot: Every worker will have a digital assistant. Not a robot; more like a collaborator. Something that reads your reports, flags issues, summarizes updates, and helps you solve problems faster.

Picture a job site with 80 people. Now imagine a digital “twin” of that project, tracking equipment, locations, timelines, and budgets. That’s where we’re headed. It’s not about AI being “smart.” It’s about AI being fast at patterns. Like autocorrect on steroids. It makes you sharper, faster, and more informed. And it’s only getting better.

ET: Why should someone spend time and money on this? What’s the ROI?

BR: Time. Accuracy. Better decisions.

I had a project where we dropped five documents—568 pages total—into an AI tool. Ten seconds later, it gave us 26 project milestones and calculated the bid data. That’s the payoff. That’s not abstract.

With the right tool, an equipment manager who spends four hours a week creating custom equipment utilization reports can finish the same task in about 20 minutes. That’s valuable time back, better leadership communication, fewer mistakes, and no more being stuck in a closet reading paperwork for three days.

ET: So, what’s the net takeaway?

BR: AI isn’t evolving linearly; it’s evolving exponentially. Right now, we’re at the iPhone 2 stage. Sometimes clunky but improving fast. This is the worst AI will ever be.

It will change how we do knowledge work. And it can help you now, not 10 years from now.

If you’re an equipment manager who wants to lead, this is your moment. You don’t need to become a tech expert. But you do need to know enough to steer the ship. The Academy gives you the tools, the mindset, and the edge to do exactly that.

Equipment Today recently interviewed her to gain insights into how smart process mapping can uncover waste, boost efficiency, and unlock results that turn chaos into clarity. Here’s what she had to say.

Equipment Today (ET): What is the AEMP Masterclass on “Process Mapping and Efficiency Optimization,” and who is it for?

April Jorgensen (AJ): The master class is a practical, hands-on session built specifically for heavy equipment asset managers who want to improve how their operations actually work. The goal is to learn how to build clear, actionable process maps that expose hidden inefficiencies, improve communication, and streamline how teams support equipment, from acquisition and maintenance to utilization and disposal.

If you manage, maintain, or rely on heavy equipment and you’re responsible for how that equipment supports productivity, this class is for you. I’ll add that it’s not just for top execs or field techs. Anyone can learn to craft better processes. At EquipmentSHIFT, our focus will be on training asset managers, maintenance supervisors, operations leaders, and even admin teams to better understand the big picture. Anyone who wants to grow as a leader, sharpen their business skills, or simply make their day-to-day smoother will walk away with something valuable.

ET: How does this fit in with the broader EquipmentSHIFT event?

AJ: The master class ties directly into the “Best Practices in Equipment Maintenance” session and reinforces themes like life cycle cost planning and tech integration. While EquipmentSHIFT covers the big trends—tariffs, rentals, workforce—this class zooms in on how work actually gets done and how to make it better. It’s a practical complement to the strategy-heavy panels. And we know it works because it was a big hit in Vegas in 2023. That’s why we added it to the Miami agenda.

ET: So, how exactly does process mapping impact efficiency?

AJ: Process mapping helps you see your work. It visualizes every step in a task or workflow, who’s responsible, what decisions need to be made, and how the information flows—or doesn’t. The reality is most teams struggle with gaps in understanding. People know their piece of the puzzle but not how it fits into the whole. That creates miscommunications, delays, and rework. When you build a process map, those gaps get exposed so you can start fixing your workflow.

Think of it this way: If everyone on your team understands what happens before and after their role, they can anticipate needs, eliminate handoff issues, and provide better information. That clarity alone boosts effectiveness. And when the team collaborates on refining that process, you can re-sequence steps, remove redundancies, improve quality, and save time. It’s not magic. It’s intentional by design.

ET: Can you share a real-world example?

AJ: Certainly. Let’s compare two scenarios:

In Scenario One, a critical piece of equipment goes down unexpectedly. Mechanics scramble to make room in the shop. Parts have to be sourced on the fly. While the machine sits disassembled, space is consumed, work gets delayed, and accounting eventually chases paperwork to approve the invoice. It’s a fire drill. Costly, chaotic, and frustrating.

In Scenario Two, a service interval is already scheduled. Parts are ordered ahead of time. The mechanic prepares space in the shop. When the equipment arrives, maintenance is completed on time, the paperwork is in order, and the invoice is paid smoothly. Business as usual.

Both teams are hardworking. The difference? One had a smart process. The other didn’t. This class teaches you how to build the kind of process that makes the second scenario your norm.

ET: So, what does process mapping actually involve? How do you do it?

AJ: A process map is a horizontal flowchart, often in a linear format called a “swim lane.” Each lane represents a role or department. We start with a clear beginning and end, then walk through each task and step required to get from A to B. Think of tasks as the what and steps as the how.

Say you're mapping the accounts payable process. Tasks might include:

• Match documents
• Resolve discrepancies
• Approve invoices
• Issue payment

Each task breaks down into steps that clarify who does what and when. But here’s the key: You need the people who do the work in the planning room. They know where the gaps are, even if they can’t always articulate it upfront. That’s where the mapping session creates real breakthroughs.

ET: Where does optimization come in?

AJ: Once you’ve mapped the current state, the team defines the “future state”—what the process should look like. Optimization is the act of closing the gaps. You remove unnecessary steps, automate where possible, reassign responsibilities to improve flow, and add decision points with clearly defined criteria to avoid stalls.

Think of it like tuning an engine. It runs OK now, but with a little insight, you can get a lot more out of it: better speed, smoother performance, and less waste.

ET: Who usually leads this effort in an organization?

AJ: Ideally, someone who has both influence and an eye for improvement. This could be a department head, project lead, or even a motivated frontline supervisor. Leadership doesn’t require a title, but it does require someone who can rally the team, guide discussions, and follow through on change. You can lead this yourself, delegate to a facilitator, or bring in outside support, but leadership must stay engaged.

ET: Once improvements are made, how do you sustain momentum?

AJ: First, remove tools that let people slip back into old habits. Second, tie the new process to performance metrics. Third, track those metrics and adjust when needed. And always keep an eye out for new opportunities to improve. A process map isn’t a static document. It should evolve with your business.

ET: What will participants be able to apply right away?

AJ: On day one, attendees will walk away with templates, tools, and a mindset shift. You’ll be able to start mapping processes immediately. And more importantly, you’ll start seeing your organization through a new lens. Whether you’re documenting for training, solving workflow issues, or preparing for audits, you’ll have a solid foundation to build on.

ET: What’s the ROI, and why should I prioritize this now?

AJ: Right off the bat, this class makes you more valuable, more promotable, more credible, more effective. Imagine getting a $3,000 raise or promotion because you brought clarity to chaos. That’s a 900% return on a $300 class investment.

From a company perspective, the upside is even bigger. One well-run process can save thousands in downtime, rentals, and labor hours—not to mention reduced headaches, better employee retention, and improved internal customer satisfaction. One good process can ripple through the whole business, ultimately improving the brand.

ET: Any final thoughts?

AJ: This skill applies everywhere. You don’t need an MBA to master process mapping. You just need curiosity, a desire to make things better, and the willingness to see your work differently. It’s one of the most powerful skills you can bring to the table. And it pays off for years to come. No matter your title, team, or industry, if you want less friction, better communication, and stronger performance, a smarter process can make it happen.

“Roger was ever-present and added well-thought-out input to our AEMP Board of Directors meetings. His passion for the industry will live on,” said Ken Burke, CEM, 2015-2016 AEMP board chairman.

Mohr’s family invites you to share your memories on his memorial page.

As summer kicks into full gear, I hope you're finding time to recharge and reflect on the exciting momentum in both your professional lives and our AEMP community.

Here’s a fun—and thought-provoking—fact: We are now closer to the year 2050 than we are to 2000. That perspective underscores how quickly our industry is evolving and why our work today is so important in preparing for the future.

With that in mind, I’m thrilled that Catherine Gahres has accepted the position of CEO of AEMP. Catherine brings a powerful combination of strategic vision, operational experience, and a passion for our mission. We are confident that her leadership will help propel AEMP forward and continue building value for our members in new and exciting ways.

Speaking of momentum, AEMP membership is on the rise! We’re proud to share that we now have 985 individual members, representing 8% growth in 2025 alone. This growth reflects the energy within our industry and the increasing relevance of AEMP’s resources, events, and initiatives.

That energy was on full display at CONNECT 2025 in Dallas, where we welcomed 345 registrants, up from 275 in 2024. The event delivered outstanding educational content and high-impact networking that reminded us all why coming together in person is so valuable.

Now, we look ahead to our next big event: EquipmentSHIFT 2025, happening this November in Miami. Registration is now open, and we’re excited to bring the AEMP community together again for another top-tier slate of education, insight, and connection. We hope to see many of you there, ready to engage, learn, and grow in one of the country’s most vibrant cities.

As we plan for the future, I also want to highlight a few exciting new initiatives:

• AI Academy – AEMP is launching a new educational course focused on artificial intelligence and its role in fleet and equipment management. Expect practical, forward-looking learning that can help your teams stay ahead of the curve.
  
  
• HEC Relaunch – This August, we’re rolling out a new and improved Heavy Equipment Comparator (HEC). The redesigned survey will be shorter and “tiered,” making it easier for organizations of all sizes to participate and benefit from the benchmarking data.
  
  
• AEMP Career Center – We’re also preparing to launch our own career hub to support job postings and talent searches specific to the equipment management field. It’s another step toward helping members grow their teams and careers within our industry.

Finally, I want to express my sincere appreciation to all our committee members and volunteers. Your dedication, insight, and hard work have powered every success we’ve celebrated this year. Thank you for all that you do.

I look forward to connecting with many of you soon at EquipmentSHIFT 2025. Until then, enjoy your summer, and thank you for being an essential part of AEMP’s continued success.

Warm regards,
Ernie Stephens
Chairman of the Board of Directors
Association of Equipment Management Professionals (AEMP)

After taking on the position of interim CEO in early 2025, Catherine helped facilitate a successful CONNECT conference, optimized internal operations, and established a high-performing staff team. She has also led immediate and positive program changes, such as rethinking the Heavy Equipment Comparator to create a more accessible benchmarking program that will provide greater individual value and industry impact.

Catherine brings more than 20 years of association leadership experience to AEMP, including expertise in strengthening member value, expanding audiences, and positioning organizations as thought leaders in their respective industries. Catherine’s extensive background in association marketing will help AEMP grow its membership and develop new member benefits and resources to positively impact an equipment manager’s quality of work and their company’s bottom line. 

Catherine is well-equipped to help AEMP innovate, grow, and thrive now and in the future. We look forward to our continued collaboration with Catherine and further successes for our organization.

Sincerely,
Ernie Stephens, CEM
AEMP Chairman

Each year, the Association of Equipment Management Professionals (AEMP) and Construction Equipment Magazine honor outstanding fleet managers with its prestigious Fleet Masters Award—a recognition of industry leaders who demonstrate excellence in cost-effective, efficient, and innovative fleet management. The 2025 winners, Ryan Incorporated Central and Ajax Paving Industries of Florida, exemplify the highest standards in fleet operations, setting new benchmarks for professionalism, sustainability, and technological integration.

In this article, we take a look at small fleet winner Ajax Paving Industries of Florida.

Ajax Paving Industries of Florida has long been recognized for its commitment to innovation and operational efficiency. With a fleet valued under $100 million, Ajax has focused on enhancing maintenance reliability, data-driven decision-making, and inventory control, earning this year’s Small Fleet Master Award.

Leveraging Technology for Smarter Maintenance

One of Ajax’s key advancements this year was prioritizing planned maintenance and improving work order data capture. By utilizing insights from its Computerized Maintenance Management System (CMMS), Ajax transitioned from relying on institutional knowledge to making analytics-based business decisions.

Key achievements include:

• Increased planned maintenance efforts, reducing unexpected downtime
• Enhanced inventory control, ensuring parts availability while reducing costs
• Reduced Mean Time To Repair (MTTR), boosting fleet reliability
• Optimized spare parts selection, improving efficiency without increasing inventory expenses

By strategically utilizing CMMS data, Ajax has streamlined operations and reinforced a culture of continuous improvement, aligning with best practices in maintenance and reliability.

A Model of Continuous Improvement

Over the past five years, Ajax has embraced Total Process Reliability (TPR)—a methodology that integrates preventive maintenance, asset management, and workforce training. Their commitment to data-driven operational efficiency has made them a standout in fleet management innovation.

Each year, the Association of Equipment Management Professionals (AEMP) and Construction Equipment Magazine honor outstanding fleet managers with its prestigious Fleet Masters Award—a recognition of industry leaders who demonstrate excellence in cost-effective, efficient, and innovative fleet management. The 2025 winners, Ryan Incorporated Central and Ajax Paving Industries of Florida, exemplify the highest standards in fleet operations, setting new benchmarks for professionalism, sustainability, and technological integration.

In this article, we take a look at large fleet award winner Ryan Incorporated Central.

As a large-scale earth-moving company with a fleet valued at over $150 million, Ryan Incorporated Central operates across the eastern half of the United States, leveraging cutting-edge equipment to maintain its competitive edge. Recognizing the volatility of used equipment values in recent years, Ryan Inc. Central developed a groundbreaking solution to improve asset disposal values: the Equipment Information Portfolio (EIP).

A Game-Changer in Equipment Remarketing

Historically, the company relied on auctions, lease turn-ins, and dealer trades for asset disposal—methods that often yielded wholesale residual values. With fluctuating market conditions driving down equipment resale prices, Ryan Incorporated Central sought a data-driven approach to enhance its remarketing strategy.

The EIP—often described as a “CARFAX® for equipment”—compiles comprehensive service records, including:

• Maintenance history
• Fluid sample reports
• Electronic Control Module (ECM) data
• Undercarriage and major component condition
• Factory configurations

By reducing perceived buyer risk, the EIP significantly boosted residual values—outperforming initial projections by improving resale prices by 10-15%. Additionally, Ryan Incorporated Central cultivated a direct buyer network, eliminating third-party costs and reducing asset disposal time. This initiative has not only cut lifecycle costs but also enhanced the company's market competitiveness.

Setting a New Industry Standard

Ryan Incorporated Central’s success with the EIP reflects its commitment to data-driven decision-making and operational efficiency. By leveraging fleet management technology to provide transparency in the resale market, the company has demonstrated a best-in-class approach that raises the bar for equipment managers across the industry.

In honor of Women in Construction Week (March 2-8, 2025), we spoke with Speiser about her career journey, the evolving role of technology in fleet management, and her advice for the next generation of women looking to make an impact in construction and equipment management.

Can you share a bit about your career journey—what led you to the construction and equipment management industry?

I grew up around the industry, so I like to think construction runs in my blood. My dad was a paver operator and foreman for 40 years, my mom was a flagger and office manager, and my stepdad founded the company I work for today. Even with that background, I didn’t plan on a career in equipment management, but once I got into it, I was hooked. Over the past decade, I’ve tackled everything from budgeting and maintenance to filling equipment needs and life cycle planning. Along the way, I’ve learned that this industry isn’t just about machines; it’s about strategy, relationships, and always staying ahead of the curve.

Are there any key mentors or role models who have influenced your career path?

I’ve been fortunate to have strong mentors who shaped my career. My stepdad has been one of my biggest influences. His work ethic, strategic mindset, and leadership in building a successful company taught me how to think big and push for excellence. My boss, Chad, has also played a key role in my growth, challenging me to step up, take ownership, and refine my decision-making as a leader. Through AEMP and industry connections, I’ve also learned from some of the best fleet professionals, gaining insights that continue to shape how I approach equipment management. These relationships have been invaluable in helping me navigate and elevate my career.

As the first female chair of the AEMP Innovation Committee, what does this milestone mean to you?

Being the first female chair of the AEMP Innovation Committee is an exciting milestone, and I don’t take it lightly. It represents progress not just for me but for all the women working in this industry who are breaking barriers. While I’ve always believed in innovation and pushing boundaries, this role is about more than just technology; it’s about changing mindsets and fostering an industry culture where fresh ideas are encouraged and diverse perspectives are valued. I hope this moment inspires more women to step into leadership roles and claim their space in equipment management.

What are the primary goals of the Innovation Committee, and what initiatives are you currently focused on?

The Innovation Committee is focused on leveraging technology, data, and forward-thinking strategies to drive the future of equipment management. Right now, we’re looking at advancements in telematics, automation, and AI-driven analytics to optimize fleet operations. Another discussion point is improving the way we use data to make strategic business decisions and hopefully shifting from reactive to proactive fleet management. We also want to bridge the gap between OEMs and end users to ensure that new technologies truly serve as productive tools rather than just being introduced for the sake of innovation.

How do you see technology and innovation shaping the future of equipment management?

Technology is going to continue redefining the way we manage fleets. AI and machine learning will play a huge role in predictive maintenance, reducing downtime and optimizing costs. Electrification and alternative fuels are making their way into the industry, and while they’re not a universal solution yet, they are pushing us to rethink sustainability. I also see a shift toward more integration between software platforms. Equipment managers need real-time visibility, not just a collection of disconnected tools.

What trends in equipment management are you most excited about right now?

One of the most exciting trends for me right now is the increasing use of data-driven decision-making. Instead of relying solely on experience and gut instinct, fleet managers now have access to detailed analytics that can guide equipment life cycle planning, maintenance schedules, and even operator behavior insights. Electrification and hybrid equipment also intrigue me. I think there are still challenges to overcome before they become mainstream in the construction industry, but the conversations are happening, and that’s progress.

Women in Construction Week (March 2-8, 2025) celebrates the growing role of women in the industry. What progress have you seen in terms of gender diversity in equipment management?

The industry has come a long way, but there’s still work to do. Ten years ago, it was rare to see women in fleet management roles, let alone in leadership positions in this industry. The best progress I’ve seen is that more companies are recognizing the value of diversity not just as a talking point but as a real advantage that brings fresh perspectives and a potential for stronger leadership to the industry.

What advice would you give to young women considering a career in construction or equipment management?

You belong here! This industry needs your perspective, your leadership, and your voice. Don’t shrink yourself to fit in. Speak up, ask questions, and take every opportunity to learn. You don’t have to know everything right away. What matters is your willingness to grow and push forward. Build a network of people who support and challenge you, and don’t be afraid to take up space! The more women who step into this field with confidence, the more we reshape what leadership looks like in construction and equipment management.

What has been one of the most rewarding moments of your career so far?

Two of the most rewarding moments in my career have been earning my CEM certification and winning the Fleet Masters Award … twice! The CEM has validated my position in fleet management and reinforced my commitment to excellence, while the Fleet Masters Awards recognized the strategic planning, innovation, and dedication our awesome equipment team has put into optimizing our fleet.

What skills or qualities do you think are most important for success in equipment management?

Thriving in equipment management takes strategic thinking, problem-solving, and adaptability. Every decision impacts the fleet’s efficiency, the satisfaction of our field members, and the company’s bottom line. I like to look at my daily challenges as puzzles to be solved. Things rarely go as expected, so quick thinking and strong communication make all the difference. Above all, for me, is being people-oriented. Building a culture of respect, trust, and teamwork ensures that those you manage and work with feel valued and motivated. At the end of the day, success isn’t just about machines; it’s about the people who keep them running!

What motivates you every day in your role?

I love the challenge. Equipment management is a constantly evolving space, and there’s always something to improve, optimize, or bring in new perspectives. I also feel a deep responsibility to pave the way for the next generation of leaders, particularly women who want to break into this field. Knowing that my work is making an impact, whether through better fleet efficiency, cost savings, or fostering a positive company culture that is team-focused, keeps me pushing forward.

Outside of work, what are some of your hobbies or interests?

Outside of work, I love hiking and spending time with my dog, especially exploring new trails and being in nature. I enjoy gardening, boating, and anything that gets me outdoors. Meditation is a big part of my routine, as it helps me stay grounded and focused. I’m also passionate about personal development and mentorship, always looking for ways to grow, challenge myself, and help others do the same. My favorite thing, above all else, is spending time with my family any chance I get.

Is there anything else you’d like to share with AEMP members about your journey or vision for the industry?

Innovation isn’t just about technology; it’s about mindset. We have an opportunity to pave the way for the future by embracing new technologies, refining best practices, and setting higher industry standards. Certifications like the CEM validate your expertise and open doors for growth, while networking and strong relationships that AEMP fosters provide the support and opportunities needed to thrive. By working together, pushing for higher standards, and staying committed to innovation, we can shape the future of equipment management and leave a lasting impact on the industry!

Keith Barrett, CEM – Director at Large

Keith Barrett, CEM brings over 40 years of hands-on experience in heavy construction and equipment management.

As director of equipment operations at PC Construction, Barrett leads fleet management, procurement, and equipment strategy across the company’s multi-regional operations. Specializing in water treatment facility construction, PC Construction also maintains a strong presence in the vertical construction market.

Barrett’s journey in the industry began with his family’s heavy construction business, where he gained a deep appreciation for equipment operations. Now, as a Certified Equipment Manager, he applies his extensive knowledge to optimizing fleet performance and ensuring cost-efficient solutions for complex construction projects.

Beyond his professional role, Barrett is an active board member for several professional and nonprofit organizations. When he’s not working, you’ll find him enjoying the great outdoors in Vermont—skiing, snowshoeing, hiking, and even officiating ice hockey games.

C.W. Kick, CEM – Director at Large

With a career spanning 25+ years in the equipment industry, C.W. Kick, CEM, has dedicated his expertise to underground and pipeline construction. As equipment manager for Midwest Mole, he leads a team responsible for equipment life cycle management, logistics, and the design/fabrication of specialized equipment.

A member of AEMP for over a decade, C.W. has been actively involved in various committees, including the Nominating Committee, Certification Commission, and the Education and Training Committee. His extensive experience in underground construction and heavy equipment management makes him a vital addition to AEMP’s leadership team.

C.W. is passionate about industry education, workforce development, and helping shape the future of equipment management. His leadership at Midwest Mole has been instrumental in driving efficiency and innovation in trenchless construction.

Sean Williams – Director at Large

A forward-thinking leader in fleet management and process improvement, Sean Williams joins the board with a strong focus on automation, workforce development, and fleet modernization.

As equipment division manager at Haskell Lemon Group, Sean oversees a $130 million fleet in Oklahoma. He has earned a reputation for implementing strategic automation processes and improving operational efficiency while fostering a culture of mentorship and training for the next generation of equipment managers.

Williams has played a key role in AEMP’s Education and Training Committee, leading initiatives such as the CEFM manual rewrite, conference education programs, and the Heavy Equipment Comparator (HEC) project. His business acumen, combined with his deep industry expertise, positions him to make a lasting impact on AEMP’s future.

Beyond his professional endeavors, Sean is a devoted family man who enjoys motocross, Texas A&M football, the Denver Broncos, and outdoor pursuits like hunting and fishing.

Todd Perrine, CEM – Director of Associates

With a lifelong dedication to the equipment industry, Perrine brings an unparalleled wealth of experience to his role. As vice president of product support at Leslie Equipment Company, Perrine oversees service, training, and product support across eight John Deere dealership locations in Ohio, West Virginia, and Kentucky.

Perrine’s journey in the industry began at just 12 years old, working alongside his father in the family equipment service business. His hands-on experience spans heavy equipment operation, maintenance, and management. Over the years, he has held roles such as shop foreman, master mechanic, and equipment manager before transitioning to leadership positions.

An AEMP member for over 30 years, Perrine has been an active contributor, serving on the AEMP Foundation Board and facilitating benchmarking sessions at AEMP conferences for over a decade. His extensive knowledge in equipment operations, safety, and training will be invaluable as he helps strengthen AEMP’s industry partnerships.

Chad Bubla – Director of Strategic Alliance Partners

A seasoned industry leader with nearly 20 years at United Rentals, Bubla steps into the role of with a strong background in national account management and business development.

Bubla has held multiple leadership positions at United Rentals, including national account manager, region manager, and region director, before being promoted to director of national accounts in 2012. His expertise in fostering industry relationships and optimizing equipment rental solutions makes him a valuable asset to AEMP’s strategic initiatives.

A member of AEMP since 2008, Bubla has played an active role in strengthening the partnership between United Rentals and AEMP. He is eager to further support AEMP’s mission by enhancing collaboration and driving innovation within the equipment management sector.

Outside of work, Bubla and his wife, Sharna, enjoy family life with their three sons, spending weekends cheering on their kids at football games.

Ideal for tracking the position and ignition on/off of heavy-to-mid-sized, engine-powered equipment and machines, TennaINTEL P1 (Plug-In) enables GPS tracking and management for high-value, heavy yellow iron assets – and captures surrounding BLE beacons from ancillary assets, attachments and tools.

TennaINTEL P1 connects to your asset’s ignition system and captures not only construction equipment location but also ignition on/off state, so contractors can make smarter decisions around utilization of their machines.

For nearly two decades, the Fleet Masters™ Award has set the benchmark for excellence in fleet management, with honorees selected by a panel of industry experts. This award is presented annually to both public and private fleet managers who have raised the bar in equipment management.

Eligibility and How to Nominate: The 2025 Fleet Masters™ Award is open to all industry professionals, and AEMP membership is not required to apply. Nominations are anonymous, and self-nominations are encouraged. Nominate a client, colleague, or your own fleet by completing the 2025 AEMP Fleet Masters Nomination Form.

Deadline for nominations: November 8, 2024.

Evaluation Criteria:
Award candidates are evaluated on outstanding achievements in the following five key management areas:

• Finance: Excelling in financial management, acquisition, risk management, and warranty performance guidelines.
• Information Management: Pioneering in benchmarking, life cycle costing, specifications, and technology integration.
• Policies: Establishing comprehensive employee training, environmental, safety, and HR policies.
• Controls: Implementing outsourcing, parts management, preventive maintenance, and shop facilities management.
• Customer Service: Providing exemplary service marketing, communication, and service improvement efforts.

Award Benefits:
Fleet Masters™ Award recipients receive:

• A one-year AEMP group membership for five team members
• Two complimentary registrations to the AEMP CONNECT Conference
• National recognition in Construction Equipment
• Features across AEMP’s social media platforms, website, and Equipment Manager newsletter

Award winners must attend the presentation at their own expense, with complimentary conference registration provided by AEMP.

Take Action – Nominate Now!

Do you know an exceptional equipment professional whose work exemplifies industry excellence? Nominate them for the 2025 Fleet Masters™ Award by November 8, 2024, and help shine a spotlight on the industry's top talent in fleet management.

For more information or to submit a nomination, please visit https://aemp.org/page/FleetMasters# or contact Alexandra Harjung.

by Frank Raczon. Posted by permission of Construction Equipment.

Tim Giggee, CEM, senior manager, CE Maintenance & Repair, Blattner Company, is second generation—he grew up around road construction, watching his dad turn wrenches as a senior mechanic.

"I’ve been around this forever, back to going into the shop on Saturday mornings and helping my dad get loaded out for the week,” Giggee says. "I started in this industry in 1995 as an oiler, chiseled my way in through persistence with a small contractor in Wyoming doing topsoil stripping at coal mines and worked my way up from there, learning lessons and working with a great crew of gentlemen.”

From there, Giggee moved up to mechanics’ jobs. He’s been in mining, aggregates, oil field, and with general contractors. He moved from the field into management during a stint with URS, where he became familiar with the Association of Equipment Management Professionals and its EMS program. Giggee currently serves as AEMP 2024-25 chairman.

Managing a shop and a maintenance planner role followed. But it was at Unimin out of New Canaan, Connecticut, where he went from being a planner to the "big show,” as Giggee calls it, helping to manage a global fleet of equipment.

Two years ago, he was recruited to join Blattner Company and run its maintenance program. Blattner is a nationwide firm that is all about renewable energy construction, putting up wind and solar farms, as well as adding battery energy storage facility construction.

Blattner Company began specializing is renewable energy construction earlier than most of its competitors, Giggee says.

"You don’t have to have a very large crane to do solar, so it’s a little easier to get into it,” Giggee says. "We’re in a great position in that we’ve kind of hit all the [renewable energy construction] milestones first, being in it quite a bit longer than most of our competitors.

“From my end, that management of the ownership of the equipment, it’s making sure the lifecycle cost, all those things hit the bar to not just keep it running, but also keeping it running at a good cost,” Giggee says. "We need to make sure we’re disposing things at the right time in the cycle, as well.”

Tim Giggee, CEM | Photo credit: Blattner Company

Blattner’s fleet encompasses everything from CTLs to some of the largest cranes on the planet. There are also many telehandlers, dozers, excavators, trenchers, and pile drivers. "If I get a survey and it asks what equipment we have, I just check all the boxes,” Giggee says.

Interestingly, the fleet is about 80% rental right now but has been increasing owned pieces.

"That number probably won't change a lot,” Giggee says. "We'll add more owned, especially in categories where it makes sense to, but a lot of it is that with the transient nature of our work, it's often easier to engage rentals in some of these classes of equipment and get them locally, especially where you don't see the life cycle benefits being there.”

Cost analysis has led to some adjustments.

"From the analytic side, we've done a lot of cost analysis,” Giggee says. "Sometimes we find ‘Owning these doesn't really benefit us in any manner.’ Telehandlers are a good example of that. It’s rough use that we see with them and we're asking them to do quite a bit. So, it’s a lot easier just to move those through as rentals, maybe keep them on long-term rent for a couple years and roll those out of the fleet to make sure the capital dollars are going in the right direction.”

The right direction for Giggee in these cases would be acquiring a crane or larger dozers, things that may be more difficult to find for rent.

Growing people
"With the scale and the size of the company we are, it can be fun in that there are so many people, so many different departments to work with,” Giggee says. "Even how we approach equipment's a bit different in that we're broken into different segments within the equipment group; one team does the analytics, and one team just does acquisitions. Another team manages cranes and then my team manages life cycle.”

That makes communication and team development vital. Giggee says one of the biggest things that has changed in his time in the position is personnel development.

“We’ve really opened up the door and started developing the people we have,” he says. "With growth and our acquisition by Quanta, we needed to scale up our maintenance operations, so it was time to get some more education for our folks. I think we had nine people acquire their CEMs through AEMP right off the bat.

"Give to the people, educate your folks, and they will give back,” Giggee says.

Succession in today’s labor shortage environment is a concern, but Blattner has some safeguards in place.

"One of the things we did is we went out and started creating apprenticeship programs through the Department of Labor,” Giggee says. "We got all the right boxes checked. We currently have a two-year oiler apprenticeship program and a four-year mechanic apprenticeship program. We make sure they get the education, the field time, everything else like that, and they should come out of that being very well-rounded individuals.

"I think we’ve risen to the challenge fairly well overall, but I do know it’s an industry struggle,” Giggee says. "We’re seeing a lot of support through social media, a lot of folks are doing that and really driving it. I’ve got a couple of good younger folks on my team, and they have been doing a good job of going out and getting people engaged and brought in.”

Passing knowledge 
Giggee, whose term as AEMP chairman is up in March 2025, has tried to bring that emphasis on development to his time at the helm. Part of it is passing on knowledge to the younger generation.

"I’ve still got some time left in the industry and we have a great group of younger folks coming up. That’s been my role in AEMP, bridging generations and bringing that all together,” Giggee says.

He points out that while equipment managers are coming up both through the maintenance side and the equipment side, there are other disciplines stepping into the role.

"I talked to a gentleman in Oklahoma earlier while interviewing for board positions that was an attorney before coming into equipment,” Giggee says. "We see IT, finance, it’s all these different backgrounds because the job is so much more now than just managing equipment. You’re managing budgets, you’re managing those lifecycles, the analytics, and all the technology that goes in. You can come here from any path.”

Despite all the changes to the role and the use of different tools and technology, Giggee says the problem managers face is still the same: “How do we do more with less? How do we get there?”

"I’ve seen that as my bit in here, connecting the past with the future, weighing in the importance of both,” Giggee says. "If we forget where we came from, we are not going to go forward very well. But we don’t need to dwell on where we used to be, either. I’ve wanted to bridge those aspects and make sure we have a well-rounded group of folks from different backgrounds to drive the industry and make sure we’re providing the right education as AEMP.”

As for the organization’s future, it’s about adaptation to new technology.

"We’re looking at rewriting the CEM manual and refreshing the testing, but I think a lot of it is making sure that as the technology curve swings, that we keep up,” he says.

"I see more pairing with other organizations as we’re doing with CFMA on the Heavy Equipment Comparator and offering more education. We’re crowdsourcing how we’re going to do things.”