Larry Campbell has seen it all in fleet management — from punch cards and DOS to predictive analytics and cloud-based dashboards. But through every shift in technology and every challenge in operations, one message has remained clear.

“It’s the people. It’s those people on the floor,” Campbell said.

In this Legends of Fleet interview, Campbell reflects on a career defined by leadership, learning, and long-term thinking. He opens up about the hurdles he faced, the goals that took 20 years to accomplish, and why new fleet professionals shouldn’t try to go it alone.

From Punch Cards to Predictive AI

Fleet management has changed dramatically since Campbell first got started. When he entered the field, digital tools were virtually nonexistent.

“When I started, there was no such thing as fleet management software,” he said. “We had punch cards. I learned Lotus and DOS. And now, we’re tracking distracted driving and vehicle diagnostics from our phones.”

Over the years, Campbell witnessed a steady stream of changes — from fuel types and emissions standards to the introduction of hybrids, EVs, and modern telematics systems. The key, he said, is staying adaptable.

“It never stops. It’s always evolving,” he explained. “If you stop moving forward, you’re going to get left behind.”

Building a Vision Takes Time

Campbell points to the decision to bring a previously outsourced city fleet operation back in-house as one of his proudest moments. It was a big undertaking that required proving to leadership that his department could not only do the job, but do it better.

“We showed the elected officials that we could hire the right people, do the work ourselves, and save money. And we did,” he said.

Another accomplishment that stands out was the construction of a new fleet facility—something that took two decades to achieve.

“That facility was one of the first goals I wrote down in 2003,” he said. “We got it done in 2023. It took 20 years, but we got there.”

Campbell emphasized the importance of putting ideas and plans on paper and reviewing them regularly. “I kept that plan going year after year,” he added. “When I retired, I looked back and saw how far we’d come.”

Advice for New Fleet Managers

For those just entering fleet leadership roles, Campbell shared several lessons drawn from real experience.

“Always think five to ten years out. You own that decision, so make sure it’ll hold up,” he advised.

He also emphasized the value of building strong relationships. “Know your elected officials, your controller’s office, and your people. Those connections matter when things go sideways.”

Campbell noted that being a fleet manager is not a clock-in, clock-out job. “There’s no shortcut to hard work. You have to read, network, and keep learning. It’s not an eight-hour-a-day job.”

Listening to employees and involving them in decision-making was another key theme. “Roll out your plans. Get their input. Listen. They might see things you don’t,” he said.

Perhaps most importantly, Campbell cautioned against trying to handle everything alone. “You’ll miss family time, you’ll burn out, and your people won’t grow,” he said. “Trust your team. Get to know them — not just on the job, but as people.”

Leadership That Sticks

For Campbell, being a strong leader was about more than hitting KPIs—it was about showing up, listening, and leading by example.

“If you’re running two shifts, don’t disappear after first shift. Bring pizza, show up, get to know them. Second shift is just as important,” he shared.

He also stressed the importance of owning mistakes and showing accountability. “I’ve made bad calls. I’ve had to stand in front of my team and say, ‘You were right. I was wrong.’ And that honesty built more respect than pretending everything’s fine.”

Campbell encourages other leaders to stay grounded and ethical, even when things get tough. “Treat people the way you want to be treated. Talk to people the way you want to be talked to. Respect is earned, not given,” he said.

Looking Ahead in Fleet Management 

While AI and predictive technology are changing how fleets are managed, Campbell believes core values still lead the way.

“Use your data to make smart decisions. But never lose your ethics. That’s your name. That’s what you’re remembered by,” he said.

He closed with a favorite saying that ties together his philosophy of long-term planning and meaningful action.

“Vision without action is a daydream,” Campbell said. “Action without vision is a nightmare. You need both to change your fleet for the better.”