Vice President, Fleet & Asset Management

At JC Davis Ventures, LLC dba JC Davis Power, we keep work moving with smart, reliable solutions that allow our people and our partners to stay safe, focused, and ahead. Powering a jobsite shouldn’t be a hassle. But too often, crews are left waiting, equipment breaks down, vendors go dark, and deadlines slip.

We started JC Davis Power to fix all of that. We’re a full-service jobsite operations partner, delivering and maintaining temporary power, climate control, and associated services. All with one reliable crew. No handoffs. No confusion.

We show up, set up, and keep your site running, so you can stay focused on the work that matters.

Simple — Reliable — Done Right.

We provide reliable, 24/7 temporary power to commercial and industrial construction projects, built on a highly standardized fleet of mobile diesel generators and power distribution equipment. We have roughly doubled revenue every year and are scaling rapidly toward $1B.

Our fleet is our product and our largest investment — but it's our people who make it run. The technicians and shop leaders who repair and maintain that fleet are the real engine behind our reliability, and great ones are our hardest constraint to scale. So as we grow, the difference between a good year and a great one comes down to two things: how well we acquire, deploy, maintain, and retire the fleet, and how well we build and develop the team that does it.

We are hiring a VP of Fleet & Asset Management to own both — and to bring financial discipline to fleet decisions that have until now lived largely in the founder's head.

You own the full life of the asset: what we buy, when we buy it, how we standardize it, how we keep it running, how we measure its returns and when we retire or resell it. You will run our shop operations, maintenance organization, and you will partner with the CEO, COO and CFO to manage the fleet as a financial portfolio — making capital-allocation calls grounded in utilization, reliability, and return on invested capital rather than intuition.

The goal is a fleet that is more predictable, more productive, and more profitable every year, even as it grows.

• People: build and develop the technician and shop leadership bench across the regions where great talent is available.
• Asset acquisition & disposition: sourcing and evaluating assets, negotiating purchases, and managing disposition / resale to keep the fleet fresh and capital recycling efficiently.
• Shop Operations: Build and run the shops that maintain reliable, standardized, deployable assets — efficiently, and effectively with lean tooling and facilities.
• Maintenance & reliability: preventive maintenance, failure analysis, and reliability engineering that keep uptime high across a growing, geographically distributed fleet.
• Standardization: protect and extend our standardized-fleet strategy — fewer configurations, cleaner economics, simpler operations.
• Fleet economics & capital allocation: own the unit economics of the fleet — utilization, ROIC by asset class, total cost of ownership, and buy / repair / hold / retire decisions. Build the model and the discipline so these decisions no longer depend on any single person.
• Data-driven asset performance: turn our remote-monitoring and telematics data into predictive maintenance, smarter deployment, and better asset-level decisions.

The outcomes you own (KPIs) and the leading indicators that predict them (KLIs). You will help set the exact targets, but you should expect to be accountable for metrics like these:

Key Performance Indicators — the outcomes you own

• Reliability: Uptime and mean time between failures (MTBF).
• Utilization: Available fleet, physical utilization (share of fleet on rent) and financial utilization (revenue per dollar of fleet).
• Returns on capital: return on invested capital (ROIC) by asset class and overall return on fleet assets.
• Cost discipline: total cost of ownership per asset class and maintenance cost as a percentage of fleet revenue.
• Standardization ratio: percentage of the fleet on standard configurations.
• Capital recycling: disposition value versus book and…