Equipment lease administration and fleet transformation
Equipment leasing lives in no man's land. Procurement buys it, Operations runs it, Finance funds it, Accounting depreciates it, and often nobody owns it.
I take it over and run it end to end.
One program I built still has a single accountable owner inside the company, twenty years on. Another program built in 2025 is on track to save $3.5 million a year.
The ones you recognize are costing you money today. The ones you don’t are usually costing you more.
An area nobody owns is an area of weakness. Owned and run properly, it becomes a strength — and in a business where equipment sits inside cost of goods, a competitive advantage.
Over four years at a $2.5 billion construction materials producer, centralized ownership of the $620 million equipment lease portfolio led to a 114 basis point spread reduction.
Pillar one
The offer is to be the person who owns the program.
Not advice about the leased portfolio — the portfolio itself. Every schedule and the date its term ends. Every invoice checked against the contract that governs it. Every unit accounted for when the term runs out. Where the billing and the contract disagree, I take it to the lessor and resolve it, then package the correction so your AP can execute it.
It needs no project in front of it. It starts on the portfolio you already have — whatever you signed, and whoever you signed it with. That is why most engagements start here.
The scope is set per engagement according to client needs.
No diagnostic, no sourcing event, no implementation in front of it. The contracts you already hold are the input.
It applies to the most commonly leased asset classes — lift trucks, ready-mix and other vocational trucks, over-the-road tractors and trailers, yard equipment.
The program runs on third-party lease administration software, licensed in your name and passed through at cost, carrying its own SOC 2. The records, the system and a maintained SOP all stay yours. If this stops working, the only thing it costs you is finding someone else to run the program.
Pillar two
A menu, not a program.
Administration makes the portfolio visible. What you do about what it shows is a separate decision, taken separately and priced separately. Few clients want all of it, and none of it is a condition of the first pillar.
A clean record of what you operate, what it costs by layer, and where the gap is.
One facility, competitively bid, with usage and return conditions written to the asset rather than copied from a template.
Materials handling
Equipment price, service rate and lease financing bid as one package rather than three.
Site by site, until the contract is actually in force.
What applies to which asset class
Equipment price and service rates are negotiated for materials handling and facility sanitation equipment. For over-the-road and off-road assets the work is the lease facility, the contract terms and the administration — not the service rate.
A clean equipment record, the cost gap by layer, and a savings range you can act on.
Every site’s volume in one competitive event, with the negotiable cost layers bid together rather than separately.
Site by site, until the contract is actually in force.
Ongoing, so the savings don't quietly reverse.
Scroll sideways to follow the full curve.
Illustrative: the shape of a typical engagement, not modeled output.
Fractional Transformation
Sourcing sets the price. Implementation installs the process. Administration defends both.
That is the usual starting point. A first conversation is 30 minutes and there is no charge. If there is nothing here for you, I will say so.
