VP, Fleet Strategy & Asset Management at JC Davis Ventures LLC dba JC Davis Power

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Full Time

Start Date

Immediate

Expiry Date

16 Oct, 26

Salary

0.0

Posted On

18 Jul, 26

Experience

10 year(s) or above

Remote Job

Yes

Telecommute

Yes

Sponsor Visa

Skills

Fleet Strategy, Asset Management, Capital Allocation, Financial Modeling, CAPEX Planning, ROIC Analysis, Total Cost of Ownership, Demand Forecasting, Asset Acquisition, Asset Disposition, Telematics Data Analysis, Strategic Planning, Vendor Negotiation, Standardization Strategy, Performance Metrics, Leadership

Industry

Construction

Description

At JC Davis Power, we keep work moving with smart, reliable solutions that let our people and our partners 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. The opportunity 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. At our current scale, running it well has become two distinct jobs: owning the economics and strategy of the asset base, and running the shops and people that keep it in service. So we're building a two-person fleet leadership team, both reporting to the EVP of Operations — a VP, Fleet Strategy & Asset Management who owns the first, and a Director of Maintenance & Reliability who owns the second. This is the strategy-and-economics half. You own how we think about the fleet as capital: what we buy, when, how we standardize it, what returns it produces, and when we retire or resell it. Until now, these calls have lived largely in the founder's head. Your job is to get them out — into a model, a discipline, and a set of decisions the business can make on data and returns. The mandate You own the full economic life of the asset — purchase through disposition. You build and run the fleet-economics model, set the CAPEX plan, and partner with the executive team to manage the fleet as a financial portfolio: capital-allocation calls grounded in utilization, reliability, and return on invested capital rather than intuition. You do not run the shops — that's the Director of Maintenance & Reliability. Instead, you are the fleet's strategic owner and its economic conscience. You hold maintenance accountable to the numbers and ask the hard questions the operator shouldn't be asked to answer about their own work: Why are we rebuilding these units instead of replacing them? Why is maintenance cost per operating hour rising? Should we retire this product line? Because you and the Director are peers under the EVP of Operations, this challenge stays honest — you own the economics, the Director owns execution, and the EVP balances investment decisions against operational reality. The goal is a fleet that is more predictable, more productive, and more profitable every year, even as it grows. What you'll own Fleet strategy & CAPEX: the multi-year plan for how the fleet grows, standardizes, and refreshes — sized to the demand forecast and built on returns, not gut feel. Asset acquisition & disposition: sourcing and evaluating assets, negotiating purchases, and managing disposition and resale to keep the fleet fresh and capital recycling efficiently. Fleet economics & capital allocation: own the unit economics — utilization, ROIC by asset class, total cost of ownership, and every buy / repair / hold / retire decision. Build the model and the discipline so these decisions no longer depend on any single person. Standardization strategy: protect and extend our standardized-fleet strategy — fewer configurations, cleaner economics, simpler operations — and defend it against the entropy that comes with fast growth. Demand & availability forecasting: partner with commercial, the EVP of Operations, to project fleet availability against demand, so acquisition and deployment stay ahead of the business. Asset-performance insight: turn remote-monitoring and telematics data into smarter deployment and better asset-level economic decisions. You are the primary consumer and sponsor of this data — the predictive-maintenance and analytics build sits with maintenance today and a future Fleet Analytics function, but you set the demand for it and put it to work. Leadership bench: build and develop the fleet leadership team, so the fleet's economics and strategy don't live or die with any one person — starting with you. What you'll be measured on You'll help set the exact targets, but expect to be accountable for outcomes (KPIs) and the leading indicators that predict them (KLIs). Key Performance Indicators — the outcomes you own Returns on capital: ROIC by asset class and overall return on fleet assets. Cost discipline: total cost of ownership per asset class. (Maintenance cost as a % of fleet revenue is shared with the Director — you own the economics and target, they own the execution.) Utilization: financial utilization (revenue per dollar of fleet). (Physical utilization and available fleet are shared — they depend on both reliability and demand.) Standardization ratio: percentage of the fleet on standard configurations. Capital recycling: disposition value versus book, and accuracy of acquisition / valuation decisions. Reliability — shared: uptime and mean time between failures (MTBF). You can't walk away from uptime — it drives revenue and residual value — but the Director owns the execution that produces it. The EVP owns the tie-break. Leadership bench: depth and retention of the fleet leadership team you build. Key Leading Indicators — the early signals Forecast accuracy: projected fleet availability versus the demand forecast. Standardization discipline: share of new acquisitions landing on standard configurations. Acquisition & valuation accuracy: actual returns and residuals versus what the model predicted at purchase and sale. Decision independence: share of buy / hold / retire and CAPEX decisions made through the model without escalation to the CEO — the direct measure of getting these calls out of the founder's head. Data readiness — shared: percentage of assets with clean, usable telematics data feeding the economics model. What success looks like in your first 12 months There is a clear, shared fleet-economics model — fleet decisions are made on data and returns, and are no longer a bottleneck on the CEO. A CAPEX plan and a buy / repair / hold / retire framework are in place and running through the model, not through intuition. Capital recycling is a discipline, not an event: a repeatable process for acquisition, valuation, and disposition, with accuracy you can measure. Standardization is maintained or tightened as we scale, not eroded by growth.

Responsibilities

Own the full economic lifecycle of the fleet, from strategic acquisition and CAPEX planning to disposition and resale. Develop data-driven models to manage the fleet as a financial portfolio, focusing on utilization, ROIC, and standardization.