The AfMA delegation to Geotab Connect 2026 — Mace Hartley, Monalisa Marin, Brad Foan, Michael Mills, David Robinson, Paul Weiss and Teresa Rocha — concluded the Study Tour with a visit to the City of Henderson Fleet Operations team.
What unfolded was a professional exchange marked by honesty, curiosity and shared learning.
We were welcomed by Martin Lane, Fleet Operations and Maintenance Manager, alongside Drew Guthrie and Nick McLemore. From the outset, their leadership was evident in their openness, clarity and the time they willingly invested in conversation. There was no pretence, only authenticity.
Complexity Managed with Intent
The City of Henderson supports approximately 359,000 residents across a geographically diverse area. To do so, it operates a fleet of 1,581 vehicles and equipment assets spanning emergency response, public works, construction, parks and essential infrastructure.
This is a highly varied fleet — fire apparatus and ambulances alongside light passenger vehicles, pickup trucks, heavy construction equipment, street sweepers, generators, trailers and specialised machinery. Each asset class carries distinct operational risks, compliance obligations and maintenance demands.
As Martin reflected during the discussion:
“The diversity is our greatest responsibility. You cannot manage this scale with a single mindset.”
That statement captured the reality of municipal fleet management at this level. Segmentation, clarity and discipline are fundamental.
Structure That Sustains Performance
Henderson operates across four dedicated workshops — Light Duty, Heavy Duty, Parks Equipment and Fire Equipment — supported by coordinators, welding capability, tyre technicians, parts control and administration.
What stood out was how core processes were framed. Scheduling, in particular, was positioned not as an administrative task, but as a leadership responsibility.
“Availability is created in the workshop,” Martin shared. “If we lose discipline in scheduling, we lose control of performance.”
This mindset was visible in the facility layout, workflow design and approach to parts management. Systems were not discussed in isolation. They were anchored in accountability and service continuity.
Governance That Builds Confidence
Throughout the visit, governance was described as an enabler rather than a constraint.
Clear frameworks provided confidence to trial new approaches while managing risk. Data was treated as a leadership tool, not simply a reporting output. Telematics and digitisation were framed as drivers of behavioural change over time, reinforcing safety and responsibility.
The maturity observed aligned closely with themes explored during Connect — technology supports outcomes, but sustained performance depends on disciplined process and visible leadership.
A Genuine Curiosity
Perhaps most memorable was the curiosity shown towards our experience across Australia and New Zealand.
Martin, Drew and Nick were keen to understand how we are navigating electrification, governance complexity, dispersed networks and cultural change. Questions were thoughtful and considered. There was genuine interest in what might translate across jurisdictions and what adaptations may be required.
It did not feel like hosts speaking to visitors. It felt like peers exploring shared challenges.
That willingness to both share and learn reflects confidence grounded in humility.
Thank you
On behalf of the AfMA delegation, we extend our sincere thanks to the City of Henderson Fleet Services team.
The scale and diversity of your operation demand structure and clarity. The culture observed reflects accountability and professionalism. Yet what left the strongest impression was the spirit in which you welcomed us — with openness, generosity and a commitment to advancing the profession together.
Looking Ahead
For AfMA members, the message is unmistakable.
High-performing fleets are not defined by technology alone. They are defined by leadership discipline. By governance that enables rather than restricts. By a culture where scheduling is respected, data is owned and accountability is visible.
The visit to Henderson was a reminder that complexity is not an excuse — it is a responsibility. Scale demands clarity. Diversity of assets demands segmentation. Community reliance demands standards that do not shift under pressure.
The challenge for all of us is not simply to admire mature operations when we see them, but to examine our own. Where can discipline be strengthened. Where can governance be sharpened. Where can leadership visibility be increased.
Exposure creates awareness. Leadership converts awareness into action.
If we are serious about building capability across Australia and New Zealand, the real value of this Study Tour lies not in what we observed, but in what we now choose to implement.
That is where progress begins.
