Todd Hawkins, a veteran with nearly 46 years in vehicle maintenance, has a larger-than-life role. As senior vice president of maintenance at First Student, he oversees over 44,000 school buses across North America. His focus isn’t just on the fleet or the numbers. What stands out most about his leadership style is his unwavering emphasis on people. He prioritizes training, retention, and development over mere operational logistics.
“There’s three jobs for every technician looking right now,” Hawkins states. “So, you better be the place where they want to stay.”
Hawkins’ approach offers a strategic playbook for attracting and retaining skilled workers in an industry grappling with technician shortages- from logistics to transit services. First Student has seen impressive results by combining thoughtful leadership with advanced technology. For example, certified technicians leave the company at nearly half the rate of their uncertified counterparts.
Here are key takeaways from Hawkins’ leadership philosophy that can inspire and guide others managing large-scale fleets.
1. Prioritize Developing People Over Tools
Hawkins began his career as a technician at Ryder Truck Rental, building knowledge and skills from the ground up. But even from the start, he recognized that mindset often outweighs skill.
“What I’m looking for is attitude more than aptitude,” Hawkins explains. “I can teach the aptitude.”
Under his leadership, First Student fully funds technician training and strongly encourages ASE (Automotive Service Excellence) certification. With over 5,000 certifications awarded, including more than 300 master technicians, this strategy undeniably ties professional development to improved retention rates.
“We celebrate certifications,” Hawkins adds. “Shoutouts in the newsletter, pizza parties, small things like that show we value the work.”
Certified employees are more likely to stay, and the statistics align. First Student has built a culture where certifications are celebrated, fostering pride and loyalty among their technicians.
2. Transparency Builds Accountability and Collaboration
Every First Student maintenance shop is ranked monthly based on performance metrics, but the intention isn’t punitive. Hawkins has transformed these rankings into tools for mentorship and teamwork.
“You don’t just go fire people,” Hawkins advises. “You go help them. Jim did great on brakes, Johnny didn’t—Jim’s gonna help Johnny on the next brake job.”
This transparency shifts the workplace culture from one of blame to one of support and improvement. Shops that struggle are paired with higher-performing teams, fostering cross-learning. By encouraging mentorship between technicians, the organization underlines collaboration over competition.
3. Integrate Technology Thoughtfully
Technology plays an essential role in First Student’s operations, but Hawkins stresses the importance of helping his team understand why innovation matters—not just implementing it for its own sake.
“People think that not fixing things is how you save money. That’s the opposite,” he explains. “Bring the bus in, fix everything, and don’t bring it back for 90 days. That’s good maintenance.”
First Student employs predictive analytics to identify mechanical concerns before they escalate into breakdowns. Their custom-built asset management system, Hexagon, has been operational for over 20 years. It tracks diagnostic data, failure trends, and readiness across the fleet.
Additionally, modern tools like iPads have replaced old paper systems, making the job not only more efficient but also appealing to younger recruits who thrive in a digital-first environment. The company’s HALO platform consolidates maintenance data, training resources, vehicle telematics, and real-time analytics for enhanced safety and operational efficiency.
Predictive tools also enhance how junior technicians refine their diagnostic skills, accelerating the learning curve in a supportive framework.
4. Cultivate Leaders from Within
Hawkins is a firm believer in internal promotions and structured career growth. “My goal is to be the dumbest person on my staff,” he jokes.
He creates opportunities for technicians to advance within the company. Maintenance shops undergo a structured certification process (bronze, silver, and gold tiers), providing a clear professional development framework while recognizing achievements.
Hawkins specifically looks for candidates with a strong ability to mentor and uplift their teams when considering candidates for leadership positions. “It’s really about developing people,” he notes. “Show them what good looks like, measure their performance, and help them succeed.”
5. Address Generational Shifts with Patience and Adaptability
Generational differences present unique challenges, but Hawkins has learned to turn these challenges into advantages.
“A lot of these guys, after five years, think they should be running the place,” he shares. Rather than dismissing this ambition, Hawkins channels it by creating clear training programs and career advancement pathways.
The integration of artificial intelligence into operations has also been an exciting prospect for younger workers and new hires. Currently, First Student is piloting AI tools to analyze vehicle specifications and optimize bus assignments across regions, signaling ongoing business transformation.
The Intersection of Fleet Performance and People-Centered Leadership
Over a career spanning transit, school buses, and even Greyhound services, Hawkins’ legacy boils down to one simple truth: the best systems and tools aren’t enough without strong human support. For him, success in vehicle maintenance is as much about enabling people as it is about fixing machines.
“You’ve got to show people the tools to do their job well,” Hawkins emphasizes. “And then help them do it.”
Source: Bus and Motorcoach News
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