This excerpt is shared for portfolio purposes. It is based on a real client engagement and includes limited material reproduced with permission. Additional context and language have been adapted to fit this format.

A family-run power and infrastructure maintenance firm was entering a time of growth. As operations expanded, leadership began to rethink how time was being spent, specifically in managing its large vehicle fleet. Hiring an external partner to manage the company vehicles became part of the solution. When choosing a partner, the firm kept its relationship-first values at the forefront. Leadership focused not just on a vendor's technical ability, but considered how a potential partner built relationships alongside operational results.

The firm chose to partner with a family-run fleet management company whose approach aligned with its people-centered values. This alignment built the trust leadership needed to look more closely at its operations. It became clear that while the firm was tracking fleet-related costs effectively, it lacked processes to reduce both the costs and the time needed to manage them. 

The firm’s Chief Operating Officer explains that “the initial reason we began considering an external vendor was to free up some of my time.” Among his many other responsibilities, the COO was buying all of the company vehicles at the time. Yet he didn’t have the leverage or expertise to make the purchasing more efficient and cost-effective. “So I was looking for someone with a better skill set to take some things off my plate. I just had too much to do.”

Ultimately, this partnership reduced the day-to-day strain on leadership and improved time and cost management, all while honouring the firm’s relationship-first values. 

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