Alexa B. Long, MBA | Senior Fleet & Asset Management Executive

Fleet Ownership

Asset Utilization

Equipment Lifecycle

Capital Planning

Vendor Negotiation

M&A Integration

Procurement Strategy

Fleet Right-Sizing

Telematics & IoT

Contract Negotiation

Interim Leadership

Safety & Compliance

Fleet Ownership

Asset Utilization

Equipment Lifecycle

Capital Planning

Vendor Negotiation

M&A Integration

Procurement Strategy

Fleet Right-Sizing

Telematics & IoT

Contract Negotiation

Interim Leadership

Safety & Compliance

Executive Profile

A fleet leader who owns the number.

For more than a decade I have led enterprise fleets where the assets are expensive, the spend is large, and the margin lives in the details. I take ownership of capital planning, procurement, and utilization, stand up the governance, and answer for the result. Construction, utility infrastructure, and data center operations are where I do my best work.

$4M

driven out in year one the last time I built a fleet department from scratch and put real governance behind it.

Cost Discipline

I find the spend that hides in plain sight: idle equipment, stale vendor contracts, manual processes. On a 30,000-asset fleet that discipline returned roughly $20M, governed through SAP and Power BI.

Fleet + Procurement

I run the fleet and the procurement side of the table, a combination most fleet leaders don't bring. That means I see total spend, negotiate from strength, and own the OEM and vendor relationships outright.

Structure That Scales

The fleet that ran on spreadsheets at $10M breaks at $50M. I build the systems, the cadence, and the org so growth creates margin instead of chaos, and I have done it through M&A integration.

The Mandate

Every asset in the yard is a decision. I am the one who makes it.

Replacement cycles, utilization, vendor mix, maintenance spend. Made on instinct, those decisions default to the most expensive answer. I make them on the data, on purpose, and I answer for the outcome.

Signature Discipline

The most expensive asset is the one sitting still.

Idle equipment does not stop costing money. It depreciates, it ties up capital, it carries insurance and storage, and it earns nothing on the ground. On a construction or infrastructure fleet, a few points of utilization is the difference between buying the next machine and sweating the one already in the yard. Driving utilization up is a discipline, not a dashboard, and it is the work I am known for.

$40M

in capital recovered by right-sizing fleets, redeploying idle assets, and converting dead iron back into cash through disciplined disposition.

See the Idle

You cannot fix what you cannot see. I instrument every asset, hours, location, and utilization, and surface the units that are earning nothing. The idle hides in plain sight until a leader goes looking for it.

Redeploy or Retire

Every underused unit gets a verdict: move it to where the work is, or convert it to capital through disciplined disposition. No machine sits in a yard out of habit while the business finances another one just like it.

Hold Utilization Up

Utilization is not a one-time cleanup. I set the targets, the cadence, and the accountability so the fleet stays right-sized as the work moves. The number holds because someone owns it.

Core Competencies

Six areas I command.

These are the six disciplines a senior fleet leader is measured on, and the six I have owned end to end across enterprise operations. Fleet, procurement, and the systems that tie them together, run as one accountable function.

Heavy-duty work truck in an infrastructure fleet at dawn

Fleet Ownership

I right-size the fleet, run the telematics, set the replacement cycles, and manage the maintenance program. Every vehicle earning its keep, every mile accounted for, every decision owned.

Lifecycle Management Telematics & IoT Predictive Maintenance Alt Fuel Strategy

Idle construction and utility equipment parked in a yard

Asset Utilization

An idle machine earns nothing and costs plenty. I surface the units sitting on the ground, redeploy what can work, retire what can't, and push utilization to where the capital actually pays off.

Utilization Rate Idle Recovery Right-Sizing Disposition

Vendor contracts and procurement analysis on a desk

Procurement & Vendor

A second discipline most fleet leaders never develop. I renegotiate the OEM and vendor contracts and run the procurement side too. Supplier rationalization, contract negotiation, category sourcing. Total spend visibility, not just fleet spend.

Vendor Negotiation Strategic Sourcing Supplier Rationalization TCO

Technician servicing a vehicle for compliance and maintenance

Compliance & Risk

I own the DOT and FMCSA posture. CSA scores get watched, audits get prepared for before they show up, and the registration and inspection paperwork stops being a fire drill. I have stood up full safety and driver-qualification programs where the scope called for it.

DOT/FMCSA CSA Scores Audit Readiness Safety Programs

Analytics dashboard for fleet telematics and KPI reporting

Tech, Automation & Systems

I select the TMS, run the telematics rollout, and own the automation stack. The systems get implemented instead of shelved, and the spreadsheets retire. I have led three system implementations inside a single year.

TMS Selection Automation Predictive Analytics

Executive leading an operations strategy meeting

M&A & Department Build-Out

I run the fleet side of the deal: due diligence, asset valuation, and post-merger integration. I have built fleet departments from nothing ahead of an acquisition wave, designed the org and governance, and now lead fleet integration for every deal in the pipeline.

M&A Due Diligence Post-Merger Integration Dept. Build-Out Interim Leadership

How I Lead

Four principles I run by.

The same operating philosophy whether I am building a department from scratch or taking over a 30,000-asset fleet. It is how the savings get found and how they hold.

Own the Number

I take accountability for the result itself, not a report about it. Capital, utilization, and spend roll up to a number I am willing to be measured on, and I put it on the board.

Accountability

Instrument Everything

Judgment is only as good as the data beneath it. I stand up the governance in SAP, Power BI, and telematics so every asset, hour, and dollar is visible before a single decision gets made.

Visibility

Negotiate From Strength

Sitting on both the fleet and procurement sides of the table, I see total spend and own the OEM and vendor relationships outright. That is where 30 percent cost reductions come from.

Leverage

Build It to Last

I build structure, cadence, and a team that holds the gains for the long run. The number stays down because the system, not the heroics, keeps it there.

Durability

By The Numbers

Not projections. The numbers I have already put on the board.

$300M+

In fleet & CAPEX spend
I've managed across my career

$0M

Saved across a 30,000-asset
utility infrastructure fleet

Cut from vehicle purchase
costs as sole OEM negotiator

Assets under enterprise
fleet management at scale

Alexa B. Long

MBA · Fleet Executive

MBA · 4.0 GPA

Summa Cum Laude

Who I Am

I run the fleet, and the contract.

I have spent more than ten years running enterprise fleets for asset-intensive infrastructure businesses. At Centuri Group I led fleet and equipment strategy across utility infrastructure operations: roughly 30,000 assets, $150M+ in annual CAPEX, and about $20M in savings driven through utilization, right-sizing, and sourcing, all governed through SAP and Power BI. At Circet USA I was recruited to build the fleet department from nothing ahead of a wave of M&A. A smaller footprint near 1,200 assets, but the same mandate: structure, governance, and three system implementations in the first twelve months.

Before that, I ran fleet and procurement for Student Transportation across 64 terminals in 26 states and Canada, a $130M CAPEX budget. As the sole OEM and dealer relationship owner I negotiated 30% reductions in vehicle purchase costs, generated $40M in capital through strategic disposition, and built the company's enterprise EV adoption strategy. The road taught me what spreadsheets never could.

The unusual part: I run procurement too, and I run the fleet side of M&A. Most fleet directors don't. Most procurement leaders don't know a CSA score from a DOT number. Sitting on both sides of the table means I see total spend, not just fleet spend, and I make decisions with the full picture in view. I am now looking for a VP or Senior Director role where that combination drives the result for one organization I can call my own.

MBA, Rutgers University

10+ Years Enterprise Fleet Leadership

Fleet + Procurement, One Operator

Professional Experience

Where I have delivered.

Four enterprise operations, one consistent pattern: take ownership, find the money, and put a real number on the board. The quantified record across more than a decade of fleet leadership.

Utility Infrastructure Centuri Group

$20M pulled out of a 30,000-asset infrastructure fleet.

The situation: a multi-billion-dollar utility infrastructure operator running roughly 30,000 assets across multiple operating companies, with capital and utilization decisions scattered and no single owner. What I did: took ownership of capital planning, procurement, and utilization on a $150M+ CAPEX budget, stood up governance in SAP and Power BI, and drove about $20M out of the fleet through right-sizing, sourcing, and pushing idle assets back to work.

~30,000assets managed

~$20Msavings driven

$150M+annual CAPEX owned

SAP+ Power BI governance

Multi-State Fleet Student Transportation Inc

30% off vehicle cost. $40M in capital recovered.

The situation: a 64-terminal fleet across 26 states and Canada on a $130M CAPEX budget, buying and disposing of vehicles with no real leverage. What I did: became the sole OEM and dealer relationship owner, negotiated 30% reductions in purchase costs, generated $40M in capital through disciplined disposition, and built the enterprise EV adoption strategy.

30%OEM cost cut

$40Mcapital recovered

64terminals · 26 states

Built From Scratch Circet USA

A fleet department built from nothing, ahead of M&A.

The situation: a fast-growing telecom infrastructure company with no fleet function and a wave of acquisitions coming. What I did: built the department from the ground up, designed the org, governance, and operating cadence for a focused ~1,200-asset footprint, ran three system implementations in the first year, and now lead fleet integration for every deal in the pipeline.

~1,200assets, dept. built

3systems, year one

M&Aintegration lead

SaaS Transportation Zeelo

A national operator network, governed and performing.

The situation: a SaaS transportation platform that needed a national network of ground transportation partners it could actually trust. What I did: built and ran the go-to-market partnership strategy, recruiting operators nationwide under a structured governance and performance-review framework that kept quality and compliance measurable.

Nationalpartner network built

GTMpartnership strategy

QAgovernance framework

I do not lead a fleet from arm's length. I am in it: building the systems, negotiating the contracts, managing the vendors, and owning the results. That is the only way I know how to run one.

Alexa B. Long

Senior Fleet & Asset Management Executive

Let's Talk

Open to the right role.

I am exploring VP and Senior Director roles in fleet and asset management, ideally with a construction, utility infrastructure, or data center operator that runs serious equipment. If that is the kind of role you are filling, I would welcome the conversation. Send a note and I will reply with my full résumé.

Or reach me directly at alexablong@gmail.com