My introduction to the automotive industry was sort of an accident. As an unmotivated teenager growing up in the Bronx, New York I went through the motions going to school, doing the least as possible.
When my grades began to suffer, my mother paid a visit to the high school unbeknownst to me, the most embarrassing thing ever to a teenager. In an effort to make her leave and end the guidance counselor’s session, I blurted out, “Yeah, I kind of like cars.”
This was intentional, because I knew the school had an automotive program and the guidance counselor would sign me up and end this embarrassing/painful session.
Introduction to Skilled Trades
My first automotive class was in 10th grade. Little did I know it would be a life-changing decision that still inspires me today. Accidentally, I found out I was good at repairing cars. Given my competitive nature, I wanted to be the best.
While most wanted to disassemble and reassemble, I focused on diagnostics and electrical. This led me to internship opportunities with repair shops in the Bronx. Still unsure of my abilities, I went to college, majoring in Automotive Technology in Troy, New York, where my diagnostics skills enhanced.
I landed an “internship” for a high-volume Cadillac dealer in downtown Manhattan. Technically, I was an intern; however, the workload was the same as a line technician, given my skills. I absorbed knowledge like a
sponge and was paid well for my age.
Service: Shifting from Profit-Driven Repairs to Meaningful Contributions
Although the money was good, I wouldn’t say I liked the flat rate system. You had to upsell constantly to make money and could not take time diagnosing vehicles. The Florida Department of Transportation fleet hired me, and I immediately enjoyed working on vehicles and repairing them correctly without having to upsell.
More importantly, I realized what the service I was conducting meant. It wasn’t just repairing a utility truck; it was ensuring a utility truck was ready to service any sewer breaks and ensure the public was safe. Additionally, our customers were our colleagues. I wanted to ensure that my friends who operated this equipment were as safe as possible. Service of vehicles turned into service of our departments.
Understanding Your Customers Challenges and Providing Solutions
The routine of repairing vehicles became mundane, and I found myself interested in using these vehicles. Fortunately, I had the director, Doug Weichman, take a chance on me to manage automotive contracts and spec vehicles for acquisition.
This was a major game changer, and I left no crumbs. I embodied every aspect of the fleet industry and was obsessed with ensuring our department got the right equipment. GVWR, tow capacity, and how to build and negotiate vehicles were part of my duties. My job was essentially to provide solutions.
People, customers, and bosses want solutions; I was good at providing them. Fortunately, I was promoted to manage a satellite shop. This was fleet management 101 boot camp. I had the opportunity to lead a crew and manage a parts operation and fuel sites while still procuring equipment.
I had risen the ranks relatively fast, so my ego was on full blast. The confidence allowed me to serve at numerous government levels, from fleet administrator to director of support services and director of public works.
Data: Telling your Story and Quantifying Success
Is your team awesome? Can you prove it? All great leaders have the best things to say about their staff; however, if you cannot give data to back up your successes, your sentiments are anecdotal at best. Using data is a multi-phased approach. First, knowing what to collect, how to collect it, and then, most importantly, telling the story behind the data and why it’s beneficial.
The higher you move up in the organization, the more you realize that attention spans diminish. I always have my two-minute speech ready with data to back it. I like to give wins. Data affords the opportunity to prove cost savings, productivity, efficiency, and effectiveness and assists in capital planning.
How Teamwork and Leadership Drive Success in Fleet Management
Earlier in my career, my leadership style was aggressive, and it brought results. Truthfully, I lacked proper leadership training. I was good at finding solutions, so I preferred solving issues myself. Hence, this created an environment where Mario had all the solutions.
That might sound nice (ego padder), but I was the director of a department where my staff had to come to me for everything, a total recipe for disaster, and I was burnt out within two years. I realized I was robbing my team of their potential by not investing in them.
As the saying goes, you can go faster alone but farther as a team; it is a paradigm shift with a slice of humble pie. I worked much less, and so much was accomplished when I involved everyone. To the extent that I had
limited involvement in fleet because I was needed for other responsibilities such as emergency management, capital improvements, and facilities.
Our team was one of the highest-ranking among 17 other departments in an employee happiness survey. The most rewarding aspect was seeing the impact on others, like seeing team members get promoted and better their livelihood.
Aside from team members, seeing our impact on the community was just as rewarding. As the public works director, it was gratifying to see how we can positively affect people’s lives. Over 50% of the staff were promoted. Collectively, we enhanced fleet, facilities, parks maintenance, streets, solid waste operations, engineering, capital improvements, and construction services.
Using Trade & Industry Knowledge in the Technology Space
The aforementioned skills brought me to where I am today. I am not a tech guy in the industry, I’m an industry guy in technology. The transition thus far has been phenomenal. The team at Assetworks is like family. I have known most of them for the past eight years.
Although I have a learning curve related to in-house processes, my government operations experience has been significant to the transition. I can support and assist my industry professionals on a national level.
Purpose: Finding the ‘Why’
Finally, why do you do what you do? What is your why? These are different for everyone as they may change as time prevails. Some people have their why dialed in, and seeing them operate in their environment is beautiful. For others like me, the why may be unclear at times. However, I enjoy the process of figuring out my why and becoming the best version of myself.
One of the ‘whys’ that is clear to me is giving back. I reflect on my upbringing and numerous achievements and realize it is important to pave a path for the upcoming generation. With such a demand for trades, I feel it is our duty to involve our youth in trades and give them an opportunity to better their livelihood.
Key Takeaways & Lessoned Learned for Continued Success
Focus on trades staff as they make you successful and are at the front line of service and data. Focus on the service, no matter whether you are in a public or private entity. The service will define your brand, strengthen relationships, and hopefully bring solutions to people or organizational problems.
First, put out the fires and imminent needs, then stay in tune with your industry and provide solutions before they even become problems. Play offense! Use data to make fact-based decisions. Master the art of articulating complex analytics in layman’s terms.
Tell the story and how the data illustrates we need to do X. Be a leader with yourself first. You don’t have to have a title to be able to influence others. Lead and make a positive impact. These lessons learned have brought me to where I am today—being comfortable outside of my comfort zone.
About the Author: Mario Guzman is the former Director of Public Works & Engineering for the City of Boynton Beach, Florida. He currently holds the role of Customer Success Manager for AssetWorks Inc.
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