# Services _Published: 2026-09-20_ # Fractional Transformation Outsourcing responsibility for the equipment lease program to one person who owns it. It applies to the most commonly leased asset classes, and needs no project in front of it. Need-specific changes to the way you buy, service and finance the fleet. Offered as a menu, once the program is visible and the opportunities are documented rather than asserted. ![A line of ready-mix concrete mixer trucks parked at a plant yard, with an aggregate stockpile behind them.](/wp-content/uploads/2026/10/services-banner-mixer-trucks-scaled.jpg) 1 Pillar one ### Fractional administration Most commonly leased classes · one package, no menu · no project required first Minimum engagement The whole portfolio, across every lessor — no carve-outs. A portfolio with one lessor excluded is not a portfolio view, and every number in the reporting stops meaning anything. Twelve months, cancelable anytime if you are not satisfied and I am unable to address your concerns. Equipment leasing touches procurement, operations, finance, accounts payable and accounting. Everyone has a role. Nobody coordinates it. **The offer is to be the person who owns the program** — the thing no org chart currently provides. **It is one package, not a menu.** Nothing below is optional, because an owner who owns part of a program is not an owner. The moment one piece sits outside the arrangement it is back where it started — with everybody touching it and nobody answerable for it. Included in every engagement You will know what you have, what is due and what it costs — and someone other than you will be responsible for all three. - The portfolio record. Every lessor, master agreement, schedule, asset, site, term, rate and critical date in one place, and maintained — not a one-time inventory. - Notification of every new schedule. You keep me on the distribution list for equipment lease activity so the record does not decay. No gate, no review, no change to how you run your program. I just have to be told. - The critical date calendar. Every notice window, renewal, expiry and option deadline tracked, with escalation before each one closes. - End-of-term decisioning. Return, renew, buy out or extend — analyzed and put in front of you with a recommendation, ahead of the window. Recommendation only. You decide and you sign. - Document custody and contract compliance. Executed documents held and indexed; terms monitored against what is actually happening — insurance, return conditions, use restrictions, assignment limits. - Invoice reconciliation and approval. Every invoice checked against the schedule, the contracted rate and the assets actually in service, then approved and coded for your accounts payable team to pay. I never execute payments. - Lessor and supplier governance. Single point of contact for lessors and dealers: disputes, credits, billing corrections, service escalations, end-of-term negotiations. - Replacement and order cycle. Approaching operations ahead of an expiring unit, placing the order against the master agreement, and holding the approval document that evidences it was authorized before a new lease was entered. - Portfolio reporting. What it costs, what is coming, what decisions are due, and what has been avoided or recovered. The fee needs a scoreboard. - Accounting access and a complete population. Your accounting group gets its own access to the record, enters its own assumptions and produces its own entries — from a lease population that is finally complete. The accounting judgments stay theirs. #### Why invoice approval sits with the contract **A lease payment is a contractual obligation.** The amount, the timing, the escalation and the end date are all set in the schedule. Once the contract is accurately recorded and each invoice is reconciled against it every month, there is no discretionary judgment left to exercise. This doesn't mean that Operations is cut out of the process. I work in close coordination with the teams running the equipment to accurately reflect the impact of asset location changes and confirm one-off charges as needed. #### Invoice approval responsibility transitions rather than switches on day one I cannot approve an invoice against a contract I have not finished assembling, so this sequences. The record first. A copy of every lessor invoice second. When all parties agree that the database is complete, and after communication and a brief change management project with AP and operations, I assume responsibility for reviewing and approving invoices for payment processing by AP. A bill-audit service checks an invoice against a rate table, flags what looks wrong and hands the exceptions back to you. **This is not that. I am accountable for the outcome, including issue resolution.** Lease financing carries more complexity than the size of the spend suggests, and which parts bite depends on the structure: rate factors, residual assumptions, usage or hour allowances where the structure uses them, return conditions, end-of-term options, and monthly invoices that often don't match what was signed. Managed badly it is not one expensive mistake anyone can point to, but rather death by a thousand cuts. **You are never trapped.** I use a third-party, SaaS-based lease administration software platform and I would be given administrator access, but the license is yours, in your name, and passed through to you at cost — I take no margin on it and you see the invoice. Contracts live in your repository, the lease data is yours by contract and exports in a form you can take anywhere, and the SOP is maintained as the program runs rather than written at the end. If the arrangement ends, for any reason, the only thing it costs you is finding someone else to run the program — the system, the records and the documented process all stay where they are. [How I handle your information→](/wp-content/uploads/2026/10/Working-together.pdf) Why completeness is a core deliverable ## The leases that never reach accounting Equipment often gets acquired where it is used. A plant needs a lift truck, the dealer has paper on the counter, and the manager signs it. Without proper controls and internal reporting processes, the lease never makes it to accounting. Under ASC 842 and IFRS 16 that is an unrecorded liability: right-of-use assets that were never set up, and lease obligations that are not in the number. It is a control matter rather than a measurement one, because what is incomplete is the population itself. If equipment is acquired locally in your company, there is a high probability that this is happening. The only open question is how big the gap is. That size is knowable, and finding it is the first thing the engagement does — the population worked backwards from the money, not from what anyone remembers. Completeness reporting to accounting then keeps it that way, which is why it sits in the core rather than the electives. [How the first portfolio was found→](/case-studies/equipment-lease-portfolio-administration/) 2 Pillar two ### Transformation Need specific · a menu, not a sequence · depth varies by class How long the work takes Weeks for a financing-only engagement. Three to six months for a full program, diagnostic through implementation. Then it runs as normal. Transformation is need specific. It can include strategic changes to the way you buy, service and finance the fleet — but which of those are actually available depends on the asset class and on what the data shows. A transformation project can be engaged on a standalone basis. More often it is proposed from inside an administration engagement, written from your own records rather than from an assertion about what is probably there. **The components below are a menu, not a sequence.** Most engagements take one or two. A company that already knows its numbers does not need a baseline; a company that only wants its lease facility re-bid does not need an implementation program. #### Fleet and lease baseline The contracts, asset lists and invoices from across the organization, assembled into a single clean fleet record: type, quantity, ownership status, age, lease expirations, and utilization where it exists — including the long-term rental units that usually sit outside every system. Against that baseline, the cost gap by layer, with a savings range and a roadmap. #### Lease facility sourcing A competitive pricing event based on structure, term, residual assumptions, credit spread, buyout options, usage allowances, return conditions, share-of-wallet considerations and other factors. This one travels across every class I work in, and it is usually the fastest result in the practice — no site visits, no change management, and the savings are provable from the documents on both sides rather than modelled. **A sourcing platform will competitively bid whatever specification you hand it. It will not tell you what is missing from it.** I bring negotiation expertise developed over a thirty-year career in treasury and finance, including seven years of equipment lease portfolio administration. #### Packaged sourcing event — Materials handling equipment only Equipment price, maintenance plan pricing, lease financing and end-of-term conditions bid as one event, to one counterparty, with every site's volume in it at once — economies of scale and scope. A market basket built from the specifications that actually recur across your sites, so bids are comparable. Bid comparison, award recommendation, negotiation and contract support — plus the savings tracking that makes realized value measurable rather than asserted. [Why bidding as one package works→](/strategy/) #### Implementation and transition A contract that isn't implemented is just paper. Procurement can run an RFP — it is what they do. What follows is different work: supplier transition, rental-to-lease conversion, a lease request and approval process, an asset master, accounting workflow, an end-of-term calendar, invoice reconciliation, a change management plan and written SOPs. How much of this is needed depends entirely on how much is changing. A re-bid of a financing facility needs almost none of it; a program replacing how a hundred sites acquire equipment needs all of it. ## How this is priced The two pillars are paid differently, for a reason. **Administration is an onboarding fee, then a fixed monthly fee.** The onboarding period covers the disproportionate work of taking over a neglected process: finding the contracts, building a clean asset register, reconciling what is actually in the field. It produces a concrete deliverable — a fleet record you keep — rather than a readout. The monthly fee is then set per unit under management at the start of each period, which means right-sizing the fleet mid-year does not cut my fee before the next reset. Twelve-month minimum, cancelable anytime if you are not satisfied and I cannot address your concerns. A fixed fee rather than an hourly rate, for one decisive reason: **the service is efficiency, and hourly billing pays for inefficiency.** A contract where my income rises as the work slows contradicts the whole proposition — and it makes clients hesitate before calling, which is exactly wrong for a relationship whose value is being the person who catches the end-of-term notice. **Transformation is a success fee** — a share of the savings actually realized, measured against the baseline established in the diagnostic. There is no base fee. If the program does not produce savings, there is nothing to pay. Rates are set in conversation, against your fleet. Savings are only counted where both sides of the comparison have a document behind them. ## What this covers, by asset class A mixed fleet raises this question immediately, so here is the honest map. **Administration is substantially the same work across the classes I cover** — contracts, invoices, notice dates, returns, replacement planning. What differs is how much transformation is available on top of it. **Materials handling and facility sanitation.** The full package — equipment price, service rate, lease financing and end-of-term conditions in one competitive event. This is where the method was built, and the only class where I negotiate service. **Over-the-road, construction, aggregates and ready-mix.** Administration in full, and transformation at the lease facility — structure, term, residuals, end-of-term terms and spread. No equipment price negotiation and no service plan work in these classes. On over-the-road residuals are largely set by term, so the financing genuinely _is_ the opportunity. Direct portfolio experience also covers TRAC structures on delivery and logistics equipment, FMV, early buyout and fixed price purchase option structures, railcars, and computer and printer equipment. If you are not sure which of this applies to your fleet, that is a short conversation rather than a long one.