Q&A: When Is It Time to Leave Your Fleet Job?

This article is based on a recent episode of The Fleet Success Show podcast.
Watch the full episode here: 

Leaving a job is never easy, especially when you’ve dedicated years to running a successful fleet operation. But sometimes, staying too long can limit your growth, kill your passion, and stall your career.

We sat down with Marc Canton, Steve Saltzgiver, and Scott Rood, three of the most respected names in the fleet world, to answer the tough questions every fleet professional should ask themselves before deciding to stay or go.

Q1: What’s the biggest red flag that it’s time to leave?

Steve: If you’ve lost faith in leadership, whether it’s their ethics, direction, or communication style, it’s probably time to move on.

Scott: For me, it was when leadership changed and I couldn’t stand behind the new direction. That’s when I knew.

Marc: Agreed. If your leadership doesn’t align with your values, the trust is gone. That’s a dealbreaker.

Q2: What if I feel like I’ve “maxed out” at my current job?

Marc: That’s a major sign. If there’s no more challenge, no more mountain to climb, you’re likely just coasting. And that’s dangerous.

Steve: I left Utah Transit Authority after 15 years. Everything was running perfectly… and I was bored. If you’re not growing, you’re dying.

Scott: Growth is personal. If the role isn’t helping you progress, it might be time to look up or out.

Q3: How important is training and professional development?

Scott: Critical. I recommend 35–40 hours of technical training per year for everyone, techs, parts staff, even fleet managers.

Steve: If your organization doesn’t invest in training, they’re not investing in you. It’s also a competitive disadvantage in fleet maintenance and technology.

Marc: If you’ve been in the role for years and never been to NAFA, NTEA, or another fleet-specific event, that’s a red flag. Good organizations prioritize growth.

Q4: What if I just don’t enjoy my job anymore?

Steve: That “icky Monday feeling”? Yeah, that’s real. If work makes you feel physically uncomfortable or emotionally drained, listen to that.

Scott: Been there. I loved my work, but after leadership changes, I started to hate going in. That feeling means something.

Marc: We don’t talk enough about joy. You should enjoy your work more often than not. If you don’t, something needs to change.

Q5: I don’t see a clear career path. Is that a problem?

Marc: Huge problem. If you can’t see your next step, or leadership hasn’t talked about it, that might mean there isn’t one.

Steve: When I left one of my roles, the GM said I was on the path to become superintendent. I had no idea. If they don’t tell you, it doesn’t matter.

Scott: Don’t wait for someone to hand you a path. If it’s not visible, ask. And if the answer is vague, that tells you a lot.

Q6: What if I get a great offer somewhere else, but I like where I am?

Steve: Go where the growth is. I moved into consulting and learned more in three years than I had in the previous decade.

Scott: I left a job I loved because a better opportunity came through networking. No regrets.

Marc: You don’t have to hate where you are to want something better. Ambition is not disloyalty.

Q7: I’m afraid to make the wrong move. What if I regret it?

Steve: I don’t believe in regret. You make the best decision you can and keep moving forward.

Scott: There’s always a little doubt, but that’s normal. If you trust yourself and your reasons, you’ll be okay.

Marc: Regret is often just fear talking. Be honest with yourself about what you need, then go get it.

Q8: Any final advice about how to leave the right way?

All three: Don’t. Burn. Bridges.

Marc: This industry is smaller than people think. That old boss might be your future client or reference.

Steve: One of the people who made my life miserable came back years later... and asked me for a job.

Scott: Leave professionally, leave with dignity, and never badmouth the organization, even if it was the right call to leave.

Final Takeaway:

Whether you’re overseeing a city fleet, managing fleet maintenance software, or leading a team of 50+ techs, your professional happiness, growth, and integrity matter.

Ask yourself:

• Am I still learning?
  
  
• Do I feel challenged?
  
  
• Do I enjoy what I do?
  
  
• Does this organization invest in my growth?

If the answer is “no,” don’t ignore it. Start planning your next step.

Because in fleet management, standing still is falling behind.