Smokey Point Distributing

Turning Technical Expertise into Maintenance Leadership

My hands-on experience with diesel systems, electrical diagnostics and fleet maintenance has had a major influence on how I approach maintenance leadership. Coming from the technical side of the business taught me that good maintenance leadership starts with understanding the equipment and the people responsible for maintaining it.

As a leader, my focus is on taking that technical knowledge and turning it into a maintenance strategy that improves reliability, controls costs, reduces downtime, and supports the overall operation.

Using Data to Drive Fleet Reliability

I believe fleet reliability comes from being proactive and managing the maintenance process with data rather than waiting for failures to dictate our schedule. I look at preventive maintenance compliance, repeat repairs, component failures, downtime, road calls, parts usage and maintenance history to identify trends. I also place a lot of value on the technicians' experience.

If we see the same failure repeatedly, I want to understand why. Is it a parts issue, an operating condition, a training issue, an inspection process or a problem with how we are repairing the equipment?

My approach is to find the root cause instead of simply fixing the symptom. I also believe in setting clear expectations and accountability while making sure technicians have the training, equipment, diagnostic tools and support necessary to be successful. A strong maintenance department should be measured by reliability and uptime, not simply by how many work orders it closes.

Coordinating Maintenance with Fleet Demands

In specialized transportation, equipment availability is critical. You may have a very specific piece of equipment assigned to a customer or a load and taking that unit out of service can have a significant operational impact. The key is communication and planning.

I want maintenance working closely with operations and dispatch so we know what equipment is needed, when it is needed, and what maintenance can be scheduled around those requirements. I prioritize maintenance based on safety, mileage, engine hours, vehicle condition, maintenance history and upcoming assignments.

I do not believe in postponing necessary maintenance simply to keep a truck moving. Instead, the goal is to plan the work well enough so that we can maintain the equipment without creating unnecessary operational disruption.

Using Diagnostics to Reduce Downtime

Advanced diagnostics are extremely important in today's fleet environment. My background in diesel and electrical troubleshooting has reinforced the importance of properly diagnosing a failure before replacing components.

Modern trucks provide a tremendous amount of information through electronic control modules, fault codes, sensors, data parameters, and diagnostic software. The challenge is making sure technicians understand what that information means. I want technicians using diagnostic technology as a tool—not simply chasing fault codes.

We need to verify the failure, understand the system, and identify the root cause. When we do that correctly, we reduce unnecessary parts replacement, shorten diagnostic time, and get equipment back into service faster.

Building Safety into Maintenance Culture

Safety and compliance must be built into the maintenance culture. They cannot be something we address only when an inspection or audit is coming. I focus on consistent inspections, accurate documentation, timely corrective action, and making sure technicians understand why procedures and standards matter.

I also want an environment where technicians feel comfortable identifying and reporting safety concerns without feeling pressured to put equipment back into service when it is not ready. At the leadership level, my responsibility is to balance safety, compliance, maintenance costs and operational demands.

Ultimately, my leadership philosophy is simple: keep the fleet safe, keep the equipment reliable, develop the people, and support the operation. My hands-on background allows me to understand what is happening in the shop, but as a senior leader, my responsibility is to take that knowledge and build systems, processes and teams that perform consistently across the entire fleet.