Fleet may revolve around vehicles, but careers like Mark Petersen’s are proof that it’s the people behind the wheel and behind the desk who shape the industry.

With more than four decades in fleet, Petersen has done just about everything. He’s managed fleets ranging from a few hundred to several thousand vehicles. He’s worked in consumer products, pharma, security, and commercial operations. He’s been a solo fleet manager, part of a team, an outsourced fleet leader, and even spent nearly two decades on the sales side of the industry.

And somehow, after all of that, he still says fleet is exactly where he was meant to land.

A Deliberate Start in Fleet

Petersen officially entered fleet management in 1984, but his path started earlier and very intentionally. While managing office services for multiple locations in New York and New Jersey, he became close with his company’s fleet manager and quickly realized the role intrigued him.

Instead of waiting for opportunity to knock, Petersen made his move early. He told leadership he wanted the fleet job well before it was available and waited two years until the timing was right.

When the role finally opened, he stepped in and never looked back.

But it wasn't until 2014 that he jokingly admitted, “I finally figured out what I wanted to be when I grow up,” Petersen said, reflecting on his decision to return to fleet management later in his career.

That clarity became a recurring theme in his journey.

Seeing Fleet From Every Angle

After 11 years as a fleet manager, Petersen experienced a career shift that many fleet pros never make. Following layoffs, he transitioned into fleet sales, relocated from New Jersey to Colorado, and later even purchased and operated a vehicle transport franchise with his wife.

At the time, fleet managers moving into sales roles were rare. Many didn’t last long. Petersen did. And the experience changed how he viewed fleet entirely.

When he returned to fleet management years later, the transition was smoother than expected. Technology had advanced, but the fundamentals had not.

“The basics of Fleet 101 didn’t change,” he said. “The sales side actually helped me more than anything.”

It also reinforced something he still believes strongly today. Understanding the business from multiple perspectives makes you a better fleet leader.

The Changes That Matter Most

When Petersen looks back at how fleet has evolved since the 1980s, technology stands out, but not in the way many expect.

Yes, digital systems replaced file cabinets. Yes, ordering and reporting became faster. But the biggest shifts were driven by regulation and compliance, especially around emissions, taxation, and personal-use reporting.

Early in his career, much of that work was manual and time-consuming. There were no automated systems or dashboards. Getting basic information from drivers alone was a challenge.

Today’s fleet managers may feel overwhelmed by compliance demands, but Petersen offers some perspective.

“You’ve got it easy compared to what we had,” he said with a laugh.

Be the Expert and Be Ready to Push Back

One lesson Petersen returns to repeatedly is the importance of owning your role as the subject matter expert.

Fleet managers must know when to stand their ground, even when the pressure comes from senior leadership, procurement, or service providers.

That mindset once paid off in a major way. When his organization mandated a 100% diesel fleet, Petersen questioned the decision and quietly prepared a backup plan. When the diesel landscape shifted overnight, he already had an alternative selector ready.

Preparation made the difference.

“You’re the captain of the fleet,” he said. “That means pushing back internally and externally when it matters.”

Why Networking Is Not Optional

Ask Petersen what fueled his career longevity and success, and networking rises quickly to the top.

In more than 40 years, not a single job came from a blind application. Every opportunity came from relationships.

And for Petersen, networking goes far beyond peers. OEM reps, service providers, and vendors he never even did business with all played a role in shaping his understanding of fleet.

“If someone wanted a few minutes of my time, I gave it to them,” he said. “You’re missing a huge resource if you don’t.”

Fleet Is Still a People Business

Despite all the technology and data now available, Petersen believes communication remains the foundation of effective fleet management.

That includes leadership, service partners, and especially drivers.

Drivers may push for more than they are entitled to, but Petersen sees that as a sign of engagement, not a problem.

“They’re out there doing the job,” he said. “I’ll still tell them no, but I respect the push.”

Some of his favorite moments in fleet came from driver training sessions and face-to-face interactions. At one company sales meeting, his fleet booth drew a line that lasted most of the day.

Fleet, he believes, is about service. And people notice when you show up.

Leading Teams and Building What’s Next

As a leader, Petersen leans heavily on humor, clarity, and trust. He believes in setting expectations, then getting out of the way.

Mistakes happen. That’s how people learn.

He’s also a strong advocate for developing future leaders, encouraging team members to build their own networks and seek out opportunities to learn. One of his favorite ongoing examples is an informal peer group that grew out of virtual meetings during COVID and continues to meet regularly today.

If someone on his team wanted his job someday, Petersen saw that as a win.

“That’s exactly how it should be,” he said.

Advice for the Next Generation

For those entering the fleet industry today, Petersen’s advice is simple and direct:

Be open. Ask questions. Read everything. Learn from unexpected places and unexpected people.

And when someone says something cannot be done, ask why.

“Management thinks you can do everything if you’re good at what you do,” he said. “You have to be educated enough to explain why some things can’t happen the way they want.”

After four decades, that mindset still defines his approach.

Fleet may change, but leadership, preparation, and curiosity never go out of style.