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Mile Marker
How New Ideas and Innovative Programs Drive Fleet Efficiency with David Hayward of ABM
In this episode of the Mile Marker podcast David Hayward, Global Fleet Manager at ABM, shares his unconventional entry into fleet management, his diverse experience across pharmaceutical, service, and government fleets, and the challenges of managing vehicle lifecycles and electrification. He highlights strategies for improving fleet efficiency, including a vehicle pool program and planning for electric vehicles amidst supply chain constraints. Hayward also emphasizes the importance of safety and future technologies like AI and autonomous vehicles.
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You are listening to the Mile Marker Podcast,
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where we explore trends and innovations in fleet automation
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and shared mobility, helping fleet based businesses make
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better informed decisions
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and achieve full digital transformation.
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Welcome everyone to the Mile Marker podcast.
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I am Angela Simoes, your host,
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and today we have David Hayward,
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global Fleet Manager of ABM. How are
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you, David? I'm very well. Nice
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to meet you, Angela.
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Nice to meet you. So your journey in the fleet industry
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has been quite diverse.
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Can you share your journey?
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Sure. So, like everyone else got into Fleet by accident.
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That is such a theme. It is such a thing.
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It truly is. And,
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and everyone you talk to, there's always a fun story right
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behind how they got into it.
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So somebody came to them
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and said, you're in charge of this now.
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Or in my case, they were looking
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for a European based in America to, um,
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to manage the fleet in Europe.
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Okay. And they said, we're looking
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for a European fleet director. And you're European, right?
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That accent is European, right? Yeah.
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And I said, well, I got that down, but what, what's Fleet?
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Fleet? Yeah. He said, don't worry about that.
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We can't teach you the European thing,
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but we can teach you the fleet thing.
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So I'm like, great. That's hilarious.
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So that was at Wyeth and that was a pharmaceutical fleet.
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Okay. So that began my journey
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and I, over the years I've worked
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for a couple of pharma companies.
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So Pfizer bought Wyeth
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and I was with them for a little while,
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and then I went to Teva Pharmaceuticals
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and I was the Global Fleet director there.
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Okay. That was, that was a, a very fun job.
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Got to do a lot of travel and got to actually implement some
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of the, the programs that I had developed,
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but had not yet, yet had a chance to implement at eth.
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So, okay. It, it was nice to kind
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of bring that experience along.
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I've also worked in service fleets, so, okay.
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And that's a very, very different type of feat.
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In fact, I'll tell fun story.
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I remember somebody at in the pharma world saying,
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I don't know why fleet is so complicated.
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The the cars are just red
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or blue, you know, so you just pick, you just pick the car.
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Mm-Hmm. And of course we're, we're all saying, well,
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now there's TCO, there's safety options.
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Like, you really need to be careful.
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There's ergonomics and whatnot.
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But they, they, they were quite adamant
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that this was a simple job, simple task.
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Then I went to work in service fleets.
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So we went from choosing cars to choosing up
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to 13 suppliers for one vehicle.
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'cause you like upfit, right? Yeah.
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Upfit, upfit caps, ladder ax decals, you, you name it.
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And, um, I remember calling my friend Jonathan
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and saying, oh, Jonathan, I long for red and blue.
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The simple life. The simple life.
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But I mean, it, it's, it's, there's
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so much that is the same Mm-Hmm.
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Between the, the different fleets.
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But then you do get these nuances in a service fleet,
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like at AmeriGas, where we had 37 parts in a bobtail Wow.
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For, uh, delivering propane Mm-Hmm.
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And then, um, Rentokil was an interesting one for me
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because they, they were a pest control company,
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but they merged three pest control companies together
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to form the North American Pest control company.
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And none of them had true fleet management.
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It was very decentralized.
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And that's something unique in this day and age,
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because most people inherit their fleet program
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and then do what they need to do to improve it, et cetera.
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Mm-Hmm. But in my case,
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I actually got to start it from scratch.
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Wow. So we, we went out, first of all, we had
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to do the business case is,
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is owning versus leasing the right move for our company
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with our cost of capital.
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And then we, once we determined
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that leasing was the best option,
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then we started looking at fleet management companies
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that also offered, uh, financial, um, uh, products.
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Okay. So from there, we ultimately selected wheels.
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And I, I was, uh, very happy with them.
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We started everything from the ground up.
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So we had, we had a basis for how we did the,
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the pickup trucks because we, we used
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to do them all centrally in, in, um, Pennsylvania,
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but we were shipping vehicles to Georgia and, and all over.
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And that was expensive.
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So by, by using Upfitters
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and, uh, standardizing the, the vehicles, we, we, uh,
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we worked very closely with the truck engineering team at
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Wheels, created a whole program
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and we were very, very happy with how that turned out.
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So we went from 1500 vehicles by the time I started,
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at the time I started, and then by the time I left,
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it was 3,500 vehicles.
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Wow. So nice growth.
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And then at one point somebody said, oh,
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do you hear Rentokil has 5,000 vehicles?
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And I said, it doesn't really surprise me.
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And last year they merged, uh, with Terminix
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and they have 20,000 vehicles.
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Oh My gosh. So I think those guys probably
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long for red and blue as well. Yeah,
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Absolutely.
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Um, and so then now how in from there, you went to A BM?
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Um, so in between I went to Deloitte. Oh, okay.
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So there, that was an interesting ride.
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Um, it was just before Covid
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and I got to work, uh, primarily in government fleets,
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so assisting various government agencies with what,
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what their plans were for not just, um, ice engine engines,
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but also electrification at the very early stages of Mm-Hmm.
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Of, uh, gov government plans.
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Um, primarily worked actually in Puerto Rico with the, uh,
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the equivalent of GSA over there.
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So that was, that was, uh, interesting.
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I spent a year traveling back and forth to there
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and shamefully I did not learn Spanish, so, oh,
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I'm making up for that now with my Duolingo.
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Okay.
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So given your diverse journey, uh,
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and when you got into it,
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you knew nothing about Fleet Mm-Hmm.
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Has, as this is a common theme. Yes. Yeah.
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I'm, I'm finding that, uh, in speaking with lots of people,
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um, has there been sort of some common themes
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and all of your experiences, you know, uh, this is sort
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of a consistent challenge that I'm always having
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to address, right?
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Mm-Hmm. And, and then how have you addressed that?
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I mean, um, you're definitely a problem solver, and, and,
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and I think we'll get into some of the programs
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that you've created and things like that.
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So I'm just curious if there, if you've experienced some
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commonalities in all of your experiences.
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I think a, a, a commonality,
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but also a major difference between service fleets and, um,
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and, uh, pharmaceutical fleets, for example,
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or sales fleets is there is a different lifecycle.
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So it's typically no more than three years
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before a vehicle will be replaced in the pharma world.
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Okay. And it's pretty well
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established how the program works.
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You get the, the plan of vehicles, somebody goes in
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and they literally choose if it's red or blue,
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and they order the vehicle.
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And eight months later
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or so, the vehicle turns up and they swap them out.
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So that's pretty straightforward. Mm-Hmm.
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Uh, with the upfitting world, you, you have
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to plan not just the vehicle manufacturers themselves,
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but also scheduling with the upfitters.
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So time, timing, the delivery of the vehicle
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to match your kind of window of opportunity
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with the upfitter, and then trying to get folks to plan.
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That's always very difficult.
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Very often they'll wait until the vehicle dies
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or some, some catastrophic event happens.
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Oh, okay. A transmission or, or whatnot,
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or God forbid, a terrible accident.
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And then they will say, okay, we need a,
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we need a new vehicle and we need it tomorrow.
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And so what we've, what I've done in, in, in,
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and I'll talk a little bit about more of that, about
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that later, is, um, created a pool of vehicles so
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that we have something to pull from when we,
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when we can't plan well.
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And then for the rest, we, we plan
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and try and do factory orders.
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And I'm, I imagine maybe it's a cost issue.
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That's why they're not planning. I don't wanna spend money
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that I don't need to spend right now. Right.
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You've got it. You've got it on one. Yep.
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So how, so talk about this program
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that you've created where you have a pool.
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So it's a vehicle placement program,
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I think is, uh, how you refer to it.
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Yeah, yeah. Um, and how do you, uh, convince,
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you know, the company that, listen this,
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you're gonna invest in some vehicles now,
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but it's gonna pay off later.
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It's gonna, you know, save you from not having, uh,
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from having more downtime, that sort of thing.
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So what was that process like?
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So, um, this was immediately, uh, post covid. Okay.
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So supply chain was very difficult.
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Um, manufacturers were putting customers on allocation.
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So I might have wanted a thousand vehicles,
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but I was lucky if I got 200 vehicles.
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And again, I had to try
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and place those where they were most needed.
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Mm-Hmm. So that was very difficult.
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Very, very, very big challenge.
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And we, we ended up having
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to buy a lot of vehicles out of stock.
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So going to a dealer where,
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where you end up not only buying at MSRP versus your,
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your factory pricing, uh,
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but you also pay premium
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for options that maybe you don't want.
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So it might have leather
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seats, or it might have some kind of, or
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Even the type
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of vehicle isn't exactly what you need either. Right,
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Exactly. Yeah. Like that trim level
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might be
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by a bit, a little bit different.
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So I did the analysis
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and we were coming in somewhere between 10
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and $20,000 more expensive per vehicle.
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Wow. Depending on what type of vehicle, obviously. Okay.
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Bigger vehicles are expensive, more expensive.
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So, um, so I, I basically did a, an analysis
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and presented it through the, um, procurement group and,
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and finance and said, Hey, this is
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what I think it will cost us if we go down this pool path.
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Mm-Hmm. There is a variation, um, within the cost
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because we dunno how long we're gonna hold the vehicle for.
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We don't know where it's gonna be delivered.
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So there may be some variation,
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but I reckon we're gonna gonna save somewhere between five
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and $10,000 per vehicle.
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And more importantly, instead of having to wait 180 days
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for the upfit to be completed, we were able
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to get it done in 45.
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So somebody comes to me and says, I need a vehicle,
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I can get it to them roughly in six weeks.
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Some exceptions, they go long, some turn up, oh.
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Two weeks later. So, uh, so
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that, that works out really well.
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So it's not quite overnight.
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It's, it's not necessarily as quick as going to out
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of stock, but it's certainly for the sake of saving $5,000,
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00:09:22.105 --> 00:09:23.885
you can rent a car or a truck Mm-Hmm.
248
00:09:23.965 --> 00:09:25.525
For, for months before you
249
00:09:25.525 --> 00:09:26.565
have to worry about breaking even.
250
00:09:27.025 --> 00:09:29.605
So I mean, that's a significant price difference as well
251
00:09:29.605 --> 00:09:31.485
as a significant delivery time.
252
00:09:31.675 --> 00:09:34.525
Yeah. I was 180 days you said versus I did. Yeah.
253
00:09:35.025 --> 00:09:37.245
Um, versus 45 or even two weeks.
254
00:09:37.445 --> 00:09:39.925
I mean, that's, that's significant. I mean Wow.
255
00:09:39.995 --> 00:09:43.685
Huge, huge. So factory ordering, if you plan ahead
256
00:09:43.685 --> 00:09:45.285
of time, most people will,
257
00:09:45.285 --> 00:09:47.205
will use eight months as their kind of round number.
258
00:09:47.275 --> 00:09:48.525
Okay. And, um,
259
00:09:48.865 --> 00:09:51.965
and that allows time for production variations in Mm-Hmm.
260
00:09:52.045 --> 00:09:53.765
In scheduling and whatnot. Um,
261
00:09:53.825 --> 00:09:55.285
and then allows for delivery,
262
00:09:55.295 --> 00:09:57.925
which sometimes can be a little bit, uh, unpredictable,
263
00:09:58.585 --> 00:10:01.325
but, um, but not everybody has the luxury
264
00:10:01.425 --> 00:10:04.005
of planning eight months in, in, in the future.
265
00:10:04.825 --> 00:10:08.285
So in this case, we, we have more immediate response times
266
00:10:08.345 --> 00:10:09.485
to people who need something,
267
00:10:09.505 --> 00:10:12.485
and we have a work to deal with, uh, this is actually
268
00:10:12.485 --> 00:10:15.565
through wheels as well, an enterprise rental car, um,
269
00:10:15.915 --> 00:10:17.805
that we can rent a truck or a van and,
270
00:10:17.865 --> 00:10:19.445
and get people on the road quickly.
271
00:10:20.305 --> 00:10:21.725
Wow. And so what were,
272
00:10:21.785 --> 00:10:23.325
so talk about the delivery part as well.
273
00:10:23.585 --> 00:10:24.925
So you have this pool of vehicles
274
00:10:24.925 --> 00:10:27.925
and then you figure out, okay, we need to send one
275
00:10:28.625 --> 00:10:30.405
to this state, three to that state.
276
00:10:30.625 --> 00:10:34.325
And so what was your approach in, in delivery?
277
00:10:34.705 --> 00:10:36.245
So within the program,
278
00:10:36.385 --> 00:10:37.925
we actually have six different sites
279
00:10:37.975 --> 00:10:39.325
where we stage the vehicles.
280
00:10:39.345 --> 00:10:40.765
Oh, okay. Yep. Around the country.
281
00:10:40.785 --> 00:10:44.085
So California, Midwest, uh, Baltimore, and Texas.
282
00:10:45.145 --> 00:10:47.725
And depending on the type of vehicle,
283
00:10:47.985 --> 00:10:49.765
and when it is ordered, we try
284
00:10:49.765 --> 00:10:52.085
and find the one that is closest so we can minimize that,
285
00:10:52.465 --> 00:10:53.645
uh, transportation cost.
286
00:10:53.795 --> 00:10:57.685
Okay. Um, it is, sometimes it's
287
00:10:58.565 --> 00:10:59.565
a thousand, 2000 miles,
288
00:11:00.025 --> 00:11:01.085
and there's not a lot we can do about that.
289
00:11:01.085 --> 00:11:05.245
So what we do is we truck the vehicle for those, uh, up
290
00:11:05.265 --> 00:11:07.005
to the last 500 miles,
291
00:11:07.385 --> 00:11:10.645
and then we'll, we'll, um, they'd call it drive away Mm-Hmm.
292
00:11:10.725 --> 00:11:14.645
To drive it then from that final stage to the, um, to the,
293
00:11:15.065 --> 00:11:16.125
the end delivery state.
294
00:11:16.785 --> 00:11:20.085
Um, so it never arrives more than 500 miles on the clock.
295
00:11:20.345 --> 00:11:24.045
Got it. Um, and then we also have the ability to do license
296
00:11:24.145 --> 00:11:27.125
and titling along the way, which helps, um, kind
297
00:11:27.125 --> 00:11:30.765
of give you a more of a, um, holistic approach.
298
00:11:30.825 --> 00:11:32.765
So somebody's not getting the vehicle then,
299
00:11:32.835 --> 00:11:34.445
then gets a temporary plate
300
00:11:34.445 --> 00:11:36.485
and has to go do VIN inspections or whatnot.
301
00:11:36.825 --> 00:11:38.805
So it's more, uh, custom delivery.
302
00:11:39.985 --> 00:11:44.125
Um, so let's talk a little bit about, uh, electrification
303
00:11:44.345 --> 00:11:45.845
and AI and autonomy
304
00:11:46.065 --> 00:11:49.285
and all those fun new technologies
305
00:11:49.315 --> 00:11:51.365
that everyone is trying to figure out.
306
00:11:51.875 --> 00:11:53.885
Yeah. Do I do it, it, do I not do it?
307
00:11:53.885 --> 00:11:56.245
If I'm gonna do it, how do I do it? Those kinds of things.
308
00:11:56.245 --> 00:11:58.085
Right? Yeah. So at a BM,
309
00:11:58.385 --> 00:12:00.805
how are you approaching electrification?
310
00:12:00.985 --> 00:12:04.405
So we have a science-based approach to decarbonization.
311
00:12:04.545 --> 00:12:06.845
So we have Okay. We've, at various stages that we,
312
00:12:06.865 --> 00:12:10.325
we have committed to by 20 35, 20 40, et cetera.
313
00:12:11.085 --> 00:12:12.965
I, um, we were doing this slowly.
314
00:12:13.065 --> 00:12:15.845
Now, when I started out with a BM, it was just post covid.
315
00:12:16.065 --> 00:12:17.765
So again, that same allocation issue
316
00:12:17.765 --> 00:12:18.925
with, with manufacturers.
317
00:12:19.265 --> 00:12:22.525
So it was very hard to plan a, a long term.
318
00:12:23.225 --> 00:12:24.805
Um, or, sorry, I beg your pardon.
319
00:12:24.905 --> 00:12:28.365
It, very difficult to plan a short term, um,
320
00:12:28.545 --> 00:12:29.845
electrification strategy
321
00:12:29.845 --> 00:12:31.765
because you didn't know when you could get the vehicles.
322
00:12:31.765 --> 00:12:32.965
Mm-Hmm. Um, and,
323
00:12:32.965 --> 00:12:33.885
and there's a lot more to
324
00:12:33.885 --> 00:12:35.565
electrification than just the vehicle, of course.
325
00:12:35.575 --> 00:12:37.045
Right. We'll talk about that. But, um,
326
00:12:38.065 --> 00:12:40.365
but essentially, uh, what we did is we,
327
00:12:40.385 --> 00:12:41.565
we, we got what we could.
328
00:12:41.705 --> 00:12:43.685
It, it was one of those things where the manufacturers kind
329
00:12:43.685 --> 00:12:44.765
of treated us like, you get
330
00:12:44.765 --> 00:12:46.085
what you get and you don't get upset.
331
00:12:46.735 --> 00:12:48.045
Right. And, um, and,
332
00:12:48.105 --> 00:12:50.085
and we, we didn't, we, we took what we could get.
333
00:12:50.265 --> 00:12:53.085
And so for electrification, it was very slow to begin with.
334
00:12:53.745 --> 00:12:56.405
Uh, then of course there's a CF in the,
335
00:12:56.425 --> 00:12:58.165
the advanced clean fleets, um,
336
00:12:58.315 --> 00:12:59.965
rule under carb in California.
337
00:13:00.465 --> 00:13:02.685
So that, that has kind of rushed folks,
338
00:13:02.985 --> 00:13:05.725
but on both sides of the, of the aisle, so to speak.
339
00:13:05.725 --> 00:13:08.645
Mm-Hmm. Both the, uh, manufacturers have
340
00:13:08.645 --> 00:13:10.525
to hit certain targets in order to continue
341
00:13:10.525 --> 00:13:11.645
to sell ice vehicles.
342
00:13:12.065 --> 00:13:14.325
And the, um, the, the businesses with,
343
00:13:14.645 --> 00:13:16.405
I think it's over 50 million in revenue.
344
00:13:16.945 --> 00:13:19.565
You, you have to hit, um, one of two options.
345
00:13:19.585 --> 00:13:22.005
And the option we selected was 10% of our,
346
00:13:22.025 --> 00:13:25.525
of our new orders, sorry, 10% of our fleet needs to,
347
00:13:25.655 --> 00:13:26.965
needs to hit Okay.
348
00:13:27.505 --> 00:13:29.965
Hit be electro. Okay. Fully electrified. Mm-Hmm.
349
00:13:30.345 --> 00:13:32.485
Um, the alternative is a hundred percent
350
00:13:32.485 --> 00:13:34.085
of your new orders are electrified.
351
00:13:34.385 --> 00:13:36.085
And that, that's not sustainable for,
352
00:13:36.085 --> 00:13:37.205
for us in the short term.
353
00:13:37.665 --> 00:13:39.045
So we went with the 10% option.
354
00:13:39.045 --> 00:13:41.165
So that then kind of accelerated our plans. Okay.
355
00:13:41.305 --> 00:13:43.565
Um, we, we have worked with the manufacturers.
356
00:13:43.565 --> 00:13:45.085
We, we, we know how many we need,
357
00:13:45.105 --> 00:13:48.045
and now we're working on where, where do they need to go by,
358
00:13:48.185 --> 00:13:50.085
by January 1st, 2025.
359
00:13:50.825 --> 00:13:54.165
So what have been some of the, I would say, well,
360
00:13:54.325 --> 00:13:55.685
I was gonna ask you what are the biggest challenges?
361
00:13:55.685 --> 00:13:58.205
But I, I feel like, uh, some of the challenges are the,
362
00:13:58.225 --> 00:14:01.085
the same across the board as far as charging infrastructure
363
00:14:01.505 --> 00:14:04.205
and driver education and things like that.
364
00:14:04.425 --> 00:14:06.485
Yep. Um, so what are the biggest learnings for you
365
00:14:06.785 --> 00:14:10.565
as it comes to, uh, you know, growing your,
366
00:14:10.955 --> 00:14:12.325
your fleet, your electric fleet?
367
00:14:12.355 --> 00:14:14.965
Sure. So I think the number one is don't go it alone.
368
00:14:15.465 --> 00:14:18.005
Mm-Hmm. So you're like, for someone like myself,
369
00:14:18.485 --> 00:14:21.885
A BM is a very large organization, 120,000 employees,
370
00:14:22.385 --> 00:14:23.405
6,000 vehicles.
371
00:14:23.545 --> 00:14:25.605
So it's not as many drivers as there are employees,
372
00:14:25.945 --> 00:14:27.405
but we have a whole real estate team.
373
00:14:27.985 --> 00:14:30.885
We have an electrification and, uh, e mobility team. Okay.
374
00:14:30.985 --> 00:14:32.405
So we, we do, um,
375
00:14:32.715 --> 00:14:35.685
like literally the full suite from helping the plan site
376
00:14:35.845 --> 00:14:38.845
planning, um, working with utility companies, um,
377
00:14:39.185 --> 00:14:43.685
to getting permits from the local localities, um, getting,
378
00:14:43.825 --> 00:14:45.245
we do the installations themselves.
379
00:14:45.305 --> 00:14:47.285
Oh, wow. Okay. We're, we're a reseller of the,
380
00:14:47.785 --> 00:14:48.885
of the charges themselves.
381
00:14:48.995 --> 00:14:50.365
Okay. And, and, uh,
382
00:14:50.685 --> 00:14:53.085
ultimately then we will maintain them after the fact.
383
00:14:53.545 --> 00:14:56.005
So we're very lucky like that, um, in the sense
384
00:14:56.005 --> 00:14:58.805
that we have a lot of expertise within our own organization.
385
00:14:59.225 --> 00:15:00.845
And then I mentioned real estate
386
00:15:00.845 --> 00:15:02.245
because we need to know, do we own
387
00:15:02.245 --> 00:15:03.525
the own the building or not.
388
00:15:03.535 --> 00:15:05.925
Right. So if it's not our building, then we need to work
389
00:15:05.925 --> 00:15:08.045
with the landlord on a, on an improvement.
390
00:15:08.665 --> 00:15:12.685
Um, and I don't think most, um, landlords are gonna object
391
00:15:12.705 --> 00:15:14.805
to adding electrification, especially in California
392
00:15:14.805 --> 00:15:16.565
where it's essentially required anymore.
393
00:15:16.565 --> 00:15:17.645
Mm-Hmm mm-Hmm. Um,
394
00:15:17.705 --> 00:15:19.885
but it's, it's just another step in the, in the process.
395
00:15:20.505 --> 00:15:22.765
So that, that, that I think was the biggest learning.
396
00:15:23.005 --> 00:15:24.565
'cause initially I was like, oh, my word,
397
00:15:24.565 --> 00:15:26.005
how am I gonna do this all my own?
398
00:15:26.005 --> 00:15:28.165
Mm-Hmm. And then I started to reach out
399
00:15:28.165 --> 00:15:29.405
to folks within the organization
400
00:15:30.185 --> 00:15:31.245
and it's worked out pretty well.
401
00:15:32.185 --> 00:15:35.725
And so we're here at ALA recording this live,
402
00:15:35.955 --> 00:15:37.205
well Recorded live.
403
00:15:37.625 --> 00:15:42.365
Um, and so in this realm, um,
404
00:15:42.915 --> 00:15:44.845
what are some of the things that you are hoping
405
00:15:44.845 --> 00:15:47.165
to take away, whether it's from the
406
00:15:47.165 --> 00:15:48.365
sessions or the networking?
407
00:15:48.745 --> 00:15:50.085
Are you having the,
408
00:15:50.105 --> 00:15:52.045
are your conversations more focused about
409
00:15:52.255 --> 00:15:53.685
furthering the electrification?
410
00:15:53.745 --> 00:15:54.765
Or what are some of the other things
411
00:15:54.765 --> 00:15:55.645
that you're talking about and
412
00:15:55.645 --> 00:15:57.325
you're hoping to, to take from? Sure.
413
00:15:57.465 --> 00:16:00.365
Um, I think everyone has talked out about electrification.
414
00:16:00.665 --> 00:16:01.925
You're like, I don't wanna talk about it.
415
00:16:02.145 --> 00:16:04.085
So we, I would say 50%
416
00:16:04.085 --> 00:16:05.805
of our conversations are still about
417
00:16:05.805 --> 00:16:07.365
electrification 'cause it is so prevalent.
418
00:16:07.565 --> 00:16:09.165
Prevalent right. In what's going on. But, um,
419
00:16:09.465 --> 00:16:10.925
but one of the things that I love about,
420
00:16:11.135 --> 00:16:13.965
about the networking aspect of, of Afla is there's so many
421
00:16:14.565 --> 00:16:16.285
suppliers and peers here Mm-Hmm.
422
00:16:16.365 --> 00:16:18.445
That you can have conversations about all kinds of issues.
423
00:16:18.745 --> 00:16:22.045
Uh, um, we, we had a corporate buyer workshop at the very
424
00:16:22.045 --> 00:16:25.205
beginning, so fleet manager workshop, uh, where we had,
425
00:16:25.685 --> 00:16:26.965
I would say 30 people in the room.
426
00:16:26.985 --> 00:16:29.485
And we all just shouted out what our problems were. Okay.
427
00:16:29.505 --> 00:16:31.325
And of course, electrification was okay,
428
00:16:31.725 --> 00:16:32.925
probably about 50% of the conversation.
429
00:16:33.025 --> 00:16:35.405
But we, we also talked about title management
430
00:16:35.425 --> 00:16:38.045
and transportation and, um, other issues that,
431
00:16:38.045 --> 00:16:42.445
that have been an, uh, an ongoing problem since covid.
432
00:16:42.585 --> 00:16:45.565
So titles, for example, states were backlogged
433
00:16:45.565 --> 00:16:46.885
because they didn't have people in the offices.
434
00:16:47.435 --> 00:16:50.205
Then they kind of got used to telling people
435
00:16:50.205 --> 00:16:51.205
that it takes six weeks
436
00:16:51.205 --> 00:16:52.525
to do something that should take a week.
437
00:16:53.465 --> 00:16:56.485
And, and so we, we now have to plan that into that, um,
438
00:16:56.985 --> 00:16:59.805
180 day or, or 45 day delivery Wow.
439
00:16:59.955 --> 00:17:01.565
Timeframe. Uh,
440
00:17:01.625 --> 00:17:04.005
and so we, we, we found out that we're not alone.
441
00:17:04.005 --> 00:17:05.765
That it's, uh, and it's affecting,
442
00:17:05.765 --> 00:17:07.165
some states are getting much better.
443
00:17:07.165 --> 00:17:08.805
Others, you, you literally just
444
00:17:08.805 --> 00:17:09.885
have to plan that extra time.
445
00:17:10.345 --> 00:17:12.605
Uh, within my fleet management company at Wheels,
446
00:17:12.605 --> 00:17:14.485
we actually have a special, uh, button
447
00:17:14.625 --> 00:17:15.925
for the registration state.
448
00:17:16.265 --> 00:17:18.605
So if it's in Colorado, for example, you click that button
449
00:17:18.605 --> 00:17:21.365
and it gives you all the, all the latest information about
450
00:17:21.745 --> 00:17:25.725
how long the last batch of, of, um, titles took to,
451
00:17:25.725 --> 00:17:26.885
to come through, et cetera.
452
00:17:27.025 --> 00:17:29.165
So you can kind of get a, a more real time Mm-Hmm.
453
00:17:29.245 --> 00:17:31.205
Estimation of what it's that you're, you're gonna do.
454
00:17:32.065 --> 00:17:33.525
Um, and then transportation.
455
00:17:33.705 --> 00:17:35.205
One of the biggest issues, uh, and,
456
00:17:35.205 --> 00:17:39.165
and I feel for them, um, so companies like Pars and Erti
457
00:17:39.265 --> 00:17:41.365
and Auto Driveway, they,
458
00:17:41.555 --> 00:17:43.565
they don't necessarily employ drivers.
459
00:17:43.755 --> 00:17:45.005
They, they contract them.
460
00:17:45.505 --> 00:17:48.005
And, and before, um,
461
00:17:48.585 --> 00:17:50.325
before Covid, there was an awful lot
462
00:17:50.325 --> 00:17:51.445
of retirees who would do this.
463
00:17:51.445 --> 00:17:53.005
It's, it's a, it was a nice little job.
464
00:17:53.185 --> 00:17:54.885
You know, do a three hour job in the morning,
465
00:17:54.885 --> 00:17:55.965
and that's all you do for the
466
00:17:55.965 --> 00:17:57.045
entire week, if that's what you want.
467
00:17:57.325 --> 00:17:59.205
Hmm. So it, so it was a nice, nice setup.
468
00:17:59.665 --> 00:18:02.765
But post covid, a lot of retirees don't want to drive. Hmm.
469
00:18:02.865 --> 00:18:05.405
So now the pool of drivers is, is diminished.
470
00:18:05.405 --> 00:18:09.965
So what used to be a three day move from, from start
471
00:18:09.965 --> 00:18:13.725
to finish now is, well, the three days doesn't start
472
00:18:13.935 --> 00:18:15.005
until we find a driver.
473
00:18:15.225 --> 00:18:17.205
And then if that driver doesn't turn up on the day,
474
00:18:17.205 --> 00:18:19.445
because he might have gotten a better offer somewhere else.
475
00:18:20.105 --> 00:18:22.685
So we're, we're working very closely with our partners there
476
00:18:22.685 --> 00:18:23.725
to try and improve upon that.
477
00:18:24.885 --> 00:18:27.925
Interesting. So I wonder if they could, you know,
478
00:18:28.385 --> 00:18:30.205
target Uber drivers. I know.
479
00:18:30.235 --> 00:18:33.485
Yeah. I mean, so it's just, that's,
480
00:18:33.485 --> 00:18:34.485
that's actually a topic
481
00:18:34.485 --> 00:18:36.485
that has not come up at all. Oh, wow.
482
00:18:36.515 --> 00:18:38.605
Yeah. No, it, it's a, it's a real problem for us.
483
00:18:38.705 --> 00:18:41.525
So, so even the, the moves I do at the end, um,
484
00:18:41.665 --> 00:18:42.725
so if it's trucking mm-Hmm.
485
00:18:42.805 --> 00:18:44.125
That's relatively straightforward. Mm-Hmm.
486
00:18:44.205 --> 00:18:45.365
They're full-time truckers. Mm-Hmm.
487
00:18:45.705 --> 00:18:47.805
Uh, but it's, it's the drive away piece that, uh,
488
00:18:47.805 --> 00:18:50.085
that last 500 miles and that last bit of delivery.
489
00:18:50.225 --> 00:18:53.085
And, um, if you're doing license entitling, generally
490
00:18:53.085 --> 00:18:54.765
that is somebody who does that full-time.
491
00:18:54.875 --> 00:18:56.885
Okay. And so you, you're in in good shape,
492
00:18:56.885 --> 00:18:58.725
but if it's just literally delivering a vehicle
493
00:18:58.725 --> 00:19:01.365
and handing the keys over you, you're kind of at the mercy
494
00:19:01.505 --> 00:19:02.765
of the, the marketplace.
495
00:19:03.945 --> 00:19:05.725
So I'm gonna ask a very futuristic question.
496
00:19:06.215 --> 00:19:08.845
Would autonomous vehicles help in this situation?
497
00:19:08.995 --> 00:19:12.325
Obviously not in the near term, but eventually Yeah.
498
00:19:12.665 --> 00:19:15.165
You know, is that something that you could see as,
499
00:19:15.385 --> 00:19:16.405
as being a solution here?
500
00:19:16.685 --> 00:19:19.485
I think so. So it doesn't help with license entitling,
501
00:19:19.485 --> 00:19:20.645
you still need somebody Sure.
502
00:19:20.785 --> 00:19:23.005
To go in there, but we, we have ways around that. But
503
00:19:23.005 --> 00:19:24.045
As far as the delivery, But
504
00:19:24.045 --> 00:19:25.685
that last 500 miles Absolutely.
505
00:19:26.365 --> 00:19:27.805
Absolutely. We, we wouldn't have to wait at all.
506
00:19:28.545 --> 00:19:31.605
Um, so I, I, you're getting me excited thinking about that.
507
00:19:33.425 --> 00:19:35.325
We might have to make some investments there. There we go.
508
00:19:35.325 --> 00:19:39.285
Yeah. Yeah. Uh, so talking about the future, um,
509
00:19:40.015 --> 00:19:41.085
where do you see,
510
00:19:41.745 --> 00:19:44.605
or what would you like to see, uh, the fleet industry
511
00:19:45.195 --> 00:19:49.045
look like in a year, three years, five years?
512
00:19:50.005 --> 00:19:52.805
I, I think one topic we haven't talked about today is the,
513
00:19:53.505 --> 00:19:54.685
uh, topic of driver safety.
514
00:19:54.905 --> 00:19:57.565
Ah, okay. And I, I think we're gonna see a lot more, uh, we,
515
00:19:57.585 --> 00:19:59.165
we talked about ai, um,
516
00:19:59.225 --> 00:20:02.165
but I think we're going to see a lot more AI in terms
517
00:20:02.165 --> 00:20:05.205
of cameras and identifying
518
00:20:05.955 --> 00:20:07.165
poor and good Mm-Hmm.
519
00:20:07.245 --> 00:20:08.405
Driving behaviors. Mm-Hmm.
520
00:20:08.545 --> 00:20:11.085
So that in real time in the cab, you actually hear,
521
00:20:11.185 --> 00:20:13.125
put on your seatbelt, get off your phone,
522
00:20:13.625 --> 00:20:16.045
do do all the things that we have been saying for years.
523
00:20:16.175 --> 00:20:18.685
Years. Right. And, and un
524
00:20:18.685 --> 00:20:20.765
unless you have some level of enforcement,
525
00:20:21.065 --> 00:20:23.245
and I, I don't like the big brother watching me camera
526
00:20:23.335 --> 00:20:25.005
thing, but if it saves a life,
527
00:20:25.285 --> 00:20:26.525
I think that's worth it. Well,
528
00:20:26.845 --> 00:20:27.845
Absolutely. And you
529
00:20:27.845 --> 00:20:29.645
know, you're not just responsible, it's not just you
530
00:20:29.645 --> 00:20:32.165
and a, as a passenger or as a driver in your personal car.
531
00:20:32.165 --> 00:20:34.405
Right? Yeah. This is, you're responsible for a cargo,
532
00:20:34.405 --> 00:20:35.725
you're responsible for other people.
533
00:20:35.915 --> 00:20:40.805
Exactly. Um, so are you seeing, um, I, I imagine yes,
534
00:20:41.295 --> 00:20:43.725
there could be this sense of, oh, I'm, you know,
535
00:20:43.725 --> 00:20:44.965
being monitored, but then
536
00:20:44.965 --> 00:20:46.325
what if there's some incentives, right?
537
00:20:46.325 --> 00:20:49.925
Like if you have a a hundred percent safe route,
538
00:20:50.475 --> 00:20:52.005
then you get rewarded in some way, shape,
539
00:20:52.005 --> 00:20:53.365
or form. Absolutely. So that, are you seeing that?
540
00:20:53.705 --> 00:20:55.045
I'm seeing a lot more in terms
541
00:20:55.045 --> 00:20:56.485
of the carrot versus the stick.
542
00:20:56.535 --> 00:20:59.605
Right? So gamification has been going on for a number
543
00:20:59.605 --> 00:21:01.485
of years, but to reward somebody
544
00:21:01.485 --> 00:21:03.285
and say, you are the best in our group,
545
00:21:03.825 --> 00:21:05.445
or you are the best in our quarter.
546
00:21:05.465 --> 00:21:08.445
Mm-Hmm. Um, you know, that makes people actually Yeah.
547
00:21:08.555 --> 00:21:09.645
Want, want to participate.
548
00:21:09.645 --> 00:21:10.605
You get a little bonus, extra a hundred
549
00:21:10.605 --> 00:21:11.645
bucks or hundred bucks or whatever. Yeah.
550
00:21:11.865 --> 00:21:14.005
You get 25 bucks toll olive garden.
551
00:21:14.005 --> 00:21:15.725
Like, I'll, it everyone loves, it'll
552
00:21:15.725 --> 00:21:16.725
It, I'll take it. Yeah.
553
00:21:16.725 --> 00:21:20.725
I, I I think that's certainly a incentive is always a,
554
00:21:20.805 --> 00:21:23.245
a great way the, like you said, the carrot versus the stick,
555
00:21:23.245 --> 00:21:24.965
especially if you know
556
00:21:24.965 --> 00:21:27.445
that you're being monitored so closely. Right. Exactly. So,
557
00:21:27.705 --> 00:21:30.685
And I think if you get the buy-in, so there's one company
558
00:21:30.685 --> 00:21:32.685
that I was talking to recently called Bright Mile,
559
00:21:33.265 --> 00:21:35.805
and they, this is kind of a, almost a precursor
560
00:21:35.805 --> 00:21:37.085
to having telematics in your vehicle.
561
00:21:37.145 --> 00:21:38.325
It works with telematics as well.
562
00:21:38.385 --> 00:21:40.805
But the idea is that you have a phone, um,
563
00:21:42.105 --> 00:21:43.245
an app on your phone Mm-Hmm.
564
00:21:43.345 --> 00:21:44.885
And you put your phone in the dash
565
00:21:44.905 --> 00:21:46.325
and you, you don't worry about it again.
566
00:21:46.355 --> 00:21:49.565
Okay. And it's monitoring you for, for your driving behavior
567
00:21:49.905 --> 00:21:50.925
and then rewarding you.
568
00:21:51.225 --> 00:21:54.725
And then every day that you have a, um, a safe day Mm-Hmm.
569
00:21:54.805 --> 00:21:56.765
You get a coin. Okay. And then you get entered into a,
570
00:21:56.845 --> 00:21:57.845
a raffle at the end of every week.
571
00:21:57.845 --> 00:22:00.165
So you actually win a fairly large prize Nice.
572
00:22:00.385 --> 00:22:01.685
If you win the raffle, there you go.
573
00:22:01.685 --> 00:22:03.925
And the more, uh, the safer you are,
574
00:22:03.925 --> 00:22:05.165
the more activities you do
575
00:22:05.165 --> 00:22:06.965
that are safe, the more coins you get.
576
00:22:07.265 --> 00:22:10.685
So I I, I really like that idea of carrot versus, well,
577
00:22:10.685 --> 00:22:12.965
this guy has 12 points on his license and,
578
00:22:13.065 --> 00:22:15.405
and this lady has right seven points on her license.
579
00:22:15.505 --> 00:22:17.645
So she's in category two, right. And he's in category three.
580
00:22:17.775 --> 00:22:20.205
Right. I mean, we need to do that, unfortunately.
581
00:22:20.425 --> 00:22:23.765
Uh, but I'd rather, I'd rather spend the time with the, uh,
582
00:22:24.945 --> 00:22:27.325
uh, rewarding folks Right. Working on that.
583
00:22:27.425 --> 00:22:29.565
But if you also think about the experience of the driver
584
00:22:29.975 --> 00:22:32.845
where it's a job that could be pretty boring.
585
00:22:32.945 --> 00:22:37.485
Mm-Hmm. Right. And if you can add any element of fun
586
00:22:37.505 --> 00:22:39.005
or like you said, gamification
587
00:22:39.265 --> 00:22:42.285
or some sense of excitement, like, yes, okay, I'm driving
588
00:22:42.345 --> 00:22:43.725
and this could be boring, but at the end
589
00:22:43.725 --> 00:22:44.925
of the day, I'm gonna get rewarded.
590
00:22:45.325 --> 00:22:48.205
I mean, there has to be some sort of excitement.
591
00:22:48.205 --> 00:22:49.365
Right? I, I think so I
592
00:22:49.365 --> 00:22:51.685
Would imagine, and, and one, one area, uh,
593
00:22:51.685 --> 00:22:53.845
about driving in general, but it, it affects, um,
594
00:22:54.315 --> 00:22:57.125
battery electric vehicles more than anything is when you're
595
00:22:57.245 --> 00:22:59.845
watching that, that dial go down and go from 10 per,
596
00:22:59.865 --> 00:23:02.125
or sorry, from a hundred percent to 90% Mm-Hmm.
597
00:23:02.125 --> 00:23:04.965
To 70%. And then some of the apps will actually tell you on,
598
00:23:04.985 --> 00:23:08.205
uh, the mapping apps on the, on the car itself will tell you
599
00:23:08.205 --> 00:23:09.365
that when you get to your destination,
600
00:23:09.365 --> 00:23:10.565
you're gonna be at 12%.
601
00:23:10.715 --> 00:23:13.165
Okay. Well, I love when I get there and I'm at 15%.
602
00:23:13.245 --> 00:23:16.245
I mean, I, I know I did a better job, you know,
603
00:23:16.245 --> 00:23:17.885
so it's the same principle as Right.
604
00:23:17.985 --> 00:23:20.605
As, uh, that implication within the safety world as well.
605
00:23:20.625 --> 00:23:22.765
So I didn't get any red, um,
606
00:23:23.035 --> 00:23:25.165
running stoplights, or, oh, sorry.
607
00:23:25.165 --> 00:23:26.365
That's a dramatic one.
608
00:23:26.625 --> 00:23:29.445
Um, but, um, rolling through a, a stop sign. Right, right.
609
00:23:29.465 --> 00:23:32.685
Or, um, speeding more than 10 miles over the, the,
610
00:23:32.865 --> 00:23:35.005
the posted limit and whatnot, so. Right.
611
00:23:35.115 --> 00:23:37.765
Yeah. You should also get points if you, you know,
612
00:23:37.765 --> 00:23:40.965
someone honks at you for not going over the speed limit,
613
00:23:41.035 --> 00:23:42.485
like you're not going fast enough, that's
614
00:23:42.485 --> 00:23:42.885
A bonus. No,
615
00:23:43.185 --> 00:23:44.205
I'm being, I'm being safe
616
00:23:44.225 --> 00:23:46.005
and somebody honked at me so I get, you know,
617
00:23:46.005 --> 00:23:47.325
another two coins or something.
618
00:23:47.645 --> 00:23:50.125
I think that would be fun too. Like, you honk away,
619
00:23:50.145 --> 00:23:52.365
you're giving me coins, so that would be great.
620
00:23:53.025 --> 00:23:55.205
Um, well, to, to round it off.
621
00:23:55.205 --> 00:23:59.045
We'll, we will, uh, ask a sort of off topic question.
622
00:23:59.305 --> 00:24:02.165
Uh, something kind of fun, or maybe not that I know,
623
00:24:02.165 --> 00:24:05.965
but, um, so we're in the tech world, right?
624
00:24:06.185 --> 00:24:07.805
We sit in front of computers all day.
625
00:24:08.145 --> 00:24:10.605
Um, but we have to have balance
626
00:24:11.025 --> 00:24:13.525
or as the keynote speaker from yesterday said,
627
00:24:13.585 --> 00:24:15.165
uh, work life harmony. Right.
628
00:24:15.165 --> 00:24:16.405
Harmony. I like that. Yeah. Yeah.
629
00:24:16.465 --> 00:24:18.325
Uh, and I feel like that has resonated
630
00:24:18.325 --> 00:24:19.365
quite well with a lot of people.
631
00:24:19.665 --> 00:24:21.845
Um, but I've been speaking with, um, so
632
00:24:21.945 --> 00:24:25.405
how do you achieve work life harmony or balance
633
00:24:25.505 --> 00:24:27.525
or, you know, step away from the computer?
634
00:24:27.865 --> 00:24:30.085
Any, any tools that you use, any routines that you have?
635
00:24:30.565 --> 00:24:34.085
Absolutely. Um, so it's one of those, one of those things
636
00:24:34.085 --> 00:24:35.125
with remote working and,
637
00:24:35.125 --> 00:24:36.605
and I do work from home, uh, most
638
00:24:36.605 --> 00:24:39.525
of the time is it's very easy to leave the laptop open
639
00:24:39.585 --> 00:24:42.165
and just go wander back into the office and,
640
00:24:42.225 --> 00:24:44.365
and check to see if there's an email or whatnot.
641
00:24:44.425 --> 00:24:46.765
So I actually have created for, for myself,
642
00:24:46.885 --> 00:24:50.565
I read a book called Atomic Habits by, um, James Clear.
643
00:24:50.715 --> 00:24:54.485
Okay. And it put together a, he, he, he,
644
00:24:54.505 --> 00:24:55.885
he teaches you how to build habits.
645
00:24:56.475 --> 00:24:59.325
Okay. And so ultimately what I did is I created a list
646
00:24:59.505 --> 00:25:01.285
of things that I wanna do every day.
647
00:25:01.285 --> 00:25:03.085
So I want to get up by a certain time.
648
00:25:03.165 --> 00:25:04.525
I wanna go to bed by a certain time.
649
00:25:05.005 --> 00:25:07.125
I want to make sure I drink water before I drink coffee.
650
00:25:07.405 --> 00:25:09.805
I, I wanna make sure that I have my 30 minutes
651
00:25:09.945 --> 00:25:12.885
to do my fun Instagram if that's what I wanna do.
652
00:25:13.345 --> 00:25:14.885
But, you know, Mm-Hmm. Try, try
653
00:25:14.885 --> 00:25:16.765
and limit, limit the screen time in
654
00:25:16.765 --> 00:25:17.845
that, in that respect as well.
655
00:25:18.105 --> 00:25:20.205
But then also make sure I have time for reading a book
656
00:25:20.585 --> 00:25:23.325
or, um, you know, I actually, one
657
00:25:23.325 --> 00:25:24.845
of mine is, uh, networking.
658
00:25:25.085 --> 00:25:27.845
I try to have a at least five minute conversation with,
659
00:25:28.035 --> 00:25:30.805
with somebody either in the industry or a friend Okay.
660
00:25:30.825 --> 00:25:34.365
So that it's not 100% work for, you know, 12 hours a day.
661
00:25:35.095 --> 00:25:37.165
Great. And so, so you read the book
662
00:25:37.165 --> 00:25:38.245
and it, how is that going?
663
00:25:38.265 --> 00:25:39.965
How is your list going? Uh, it's going
664
00:25:39.965 --> 00:25:40.965
Pretty well. Um, I
665
00:25:40.965 --> 00:25:44.765
also found another thing called, um, the,
666
00:25:45.945 --> 00:25:47.565
the theme system. The
667
00:25:47.565 --> 00:25:49.045
Theme system. Okay. I haven't heard
668
00:25:49.045 --> 00:25:50.045
Of that. And so it, it
669
00:25:50.045 --> 00:25:51.645
actually has printed out the book
670
00:25:51.755 --> 00:25:54.725
with the sections for you to fill in what your,
671
00:25:54.805 --> 00:25:56.005
what your traits are, what the
672
00:25:56.025 --> 00:25:57.365
habits are that you're trying to do.
673
00:25:57.365 --> 00:25:59.525
Mm-Hmm. And then you, you circle them as you do them.
674
00:25:59.525 --> 00:26:02.645
So you can actually go back over the course of two a week
675
00:26:02.645 --> 00:26:04.245
or two or a month and say, well,
676
00:26:04.325 --> 00:26:05.725
I haven't really been doing this one very well.
677
00:26:05.805 --> 00:26:06.965
I need to work on that. Oh, okay.
678
00:26:06.985 --> 00:26:08.365
You know, so you have to be honest with yourself.
679
00:26:08.465 --> 00:26:10.365
And so, yeah. Yeah. I don't get every check mark
680
00:26:10.365 --> 00:26:13.285
that I would like, but, uh, but then I go back and I check
681
00:26:13.285 --> 00:26:14.965
and I say, well, alright,
682
00:26:14.965 --> 00:26:16.405
seriously, 30 minutes for Instagram.
683
00:26:16.405 --> 00:26:18.245
That's not enough time. I need, I need to fix that.
684
00:26:19.915 --> 00:26:23.445
Well, I mean, kudos to you for even identifying the things
685
00:26:23.445 --> 00:26:25.165
that you know, you wanna do in a day, right?
686
00:26:25.165 --> 00:26:26.565
Yeah. Because I think sometimes you sit down
687
00:26:26.565 --> 00:26:27.885
and you think, what do I wanna do?
688
00:26:27.925 --> 00:26:29.685
I don't know. Mm-Hmm. Like, if it's not work related,
689
00:26:30.315 --> 00:26:32.245
what is that like to not have a work,
690
00:26:32.445 --> 00:26:33.725
a non-work related task?
691
00:26:33.725 --> 00:26:36.965
Right. Um, well David, this has been a lovely conversation.
692
00:26:37.015 --> 00:26:39.405
Thank you. Thank you so much for joining us. Absolutely.
693
00:26:39.405 --> 00:26:40.645
My pleasure. And I hope you have
694
00:26:40.645 --> 00:26:41.685
a wonderful rest of the show.
695
00:26:41.685 --> 00:26:43.285
Thank you. Um, and we'll talk again soon.
696
00:26:43.485 --> 00:26:45.645
I, I really would hope that, hope to do that. Awesome.
697
00:26:45.645 --> 00:26:47.445
Thank you David. Alright, thanks. Bye-Bye bye-Bye.
698
00:26:48.065 --> 00:26:49.925
Thanks for listening to The Mile Marker podcast.
699
00:26:50.385 --> 00:26:52.645
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700
00:26:52.735 --> 00:26:54.325
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701
00:26:54.625 --> 00:26:57.205
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702
00:26:57.205 --> 00:26:59.125
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703
00:26:59.705 --> 00:27:02.125
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704
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705
00:27:04.285 --> 00:27:07.245
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