Bill, you are here at this AFLA conference for a very special reason; tell us about it.
I am attending AFLA with Howard Wodack, who is being inducted into the Fleet Hall of Fame. I spent 37 years working directly for Howard at ARI, where he served as the senior vice president of operations and as the company’s first IT executive –senior vice president of management information systems. When I hear his name, it brings to mind all of Howard’s incredible professional accomplishments, and his induction into the Hall of Fame is really very exciting, not just for me but for everybody at ARI.
Howard helped to build the foundation of ARI’s current day IT infrastructure, and he really represents in a very real way the values by which ARI still holds true. He knew the importance of customer information services and systems. He felt so strongly about it that he created a group of IT professionals that were solely dedicated to making sure our accounts, our clients and our sales team were meeting their priorities and stayed focused on delivering the very best in customer service.
He was also a true pioneer in the industry, putting the latest technologies into the hands of our clients so they could proactively understand and manage their fleets more efficiently. I believe his legacy will be the innovation he brought about at ARI and in the fleet industry as a whole, always with the priority of making sure the focus was on the client and their satisfaction.
In addition to his incredible professional accomplishments, I would be remiss if I didn’t mention what a great role model Howard was as well. He always had time for people, and throughout the span of his career he helped many, many people to achieve their personal and professional goals.
I can speak first hand to that. Howard was an incredible mentor and friend to me throughout his career. He gave me great advice, and I truly believe that I wouldn’t be where I am today without his wisdom and guidance. He took me under his wing when I started at ARI in 1967 – when I was really just a kid and didn’t have much experience at all in the business word. When I came in, Howard made sure I got the training, support and direction I needed and made sure I was set up for success early on. I am incredibly grateful for all of the support he has given me throughout the years, and for the friendship we share to this day.
Howard has certainly earned his place in AFLA’s Fleet Hall of Fame. Speaking of quality, tell us about ARI’s Partners in Excellence program.
Partners in Excellence – or PIE – is an employee based quality assurance program that was developed by ARI in 1989 to ensure 100 percent customer satisfaction. Under the program, each department and employee sets annual goals focused on improving the level of service we provide our clients. If we achieve those goals all of our employees share in the profitability of the company. It is the only fleet- specific quality assurance program in the industry and we have found that it allows us to provide flexible fleet management solutions that maximize operational efficiencies, offer tangible cost savings, and deliver quantifiable, value driven results.
What are some of the things that have come out of that program? Can you point to any sort of advancements in your service or the way you manage things?
Absolutely. Clients and prospects who visit our global headquarters can really see and feel the energy our employees bring to all they do every single day. The program has helped to galvanize and motivate everyone at ARI in a very real, tangible way. The PIE program is a great communication tool as well. As ARI has continued to grow both in the number of employees and in the number of offices we have, as well as in the number of programs we offer, it is really more critical than ever to make sure that every employee is up-to-date on the latest company news, our latest programs and services, and on company priorities.
Ultimately, I think that has been one of the keys to our success – making sure every employee is totally engaged in and embraces the operations and the priorities of the company. We like to emphasize the “three pillars” to our success: foundational, protective, and growth. And, every employee knows exactly how their job and their department support those pillars. In this way, they are not just focused on the immediate task at hand, but are looking at the whole picture and the vision of our corporation, our direction, and are engaged directly in our success.
Are you involved with the ARI University?
I oversee the team responsible for ARI University, our comprehensive training and development program. We are very proud of it, because that program has just taken off in the last couple of years. Every employee is encouraged and has been allocated time to get involved and seek training or other business related courses. There are over 200 programs focused around customer service and professional development. Some sessions are about specific initiatives that ARI has, like our truck and equipment programs, while others are focused on skill development or specific computer programs used in the course of business like Microsoft’s Power Point. In addition to courses that help our employees to improve their own skills, we offer a series of courses designed to help them develop a better, more comprehensive understanding of what ARI is all about and the priorities of our clients, so that when they are talking to clients they know and truly understand what they need to get done in order to satisfy the customer’s needs.
I can see that it would be an excellent tool if you have an opening in one department and you can identify a candidate who has completed the training.
Absolutely. ARI University also goes hand in hand with our individual development program. Every employee fills out an individual development plan – or IDP – with the help and guidance of their supervisor. We encourage them to be honest and dream big – we want them to really think about and define all of their goals, both personally and professionally. That plan helps to serve as a baseline of where they currently are and as a roadmap for where they want to go. It also helps them identify ways to achieve the goals they’ve defined for themselves, whether that means they need more education or training in a specific area, or whether they may need to spend time in other areas or departments. It is a tool that they can use to develop themselves so when opportunities come along that align with their goals, they can be ready and confident that they have the training and background they need to jump into these positions.
ARI University is an important piece of it, but it is not just ARI University – it’s much, much more. Much of it is really tied directly to what an employee’s own goals are, how an employee would like to grow and develop, and what areas they feel they would best succeed and thrive professionally and personally.
When ARI is seeking to hire someone, what are some of the characteristics that person must have?
Naturally, we look for individuals whose background, skill and ability fit the position that we are looking to fill. The thing that doesn’t always show up with testing, in interviews, or on paper, however, is the culture side to our business. Culture is a critical part of our success. People that come to ARI find that we are an organization that really supports our employees, believes in teamwork, and seeks to create an environment where we all succeed together. Making sure we communicate our company’s values and foundational beliefs is an important ingredient of our hiring process.
ARI is very community minded as well. How do you approach that?
Well, that’s the fun part of my job and it has really been exciting to be a part of it all. ARI’s focus on community service really starts with the Holman family. They have been involved with charity and deeply committed to community service dating back to the 20’s and our founder Steward Holman. The Holmans have always believed in giving back to the community that supports their businesses, and they truly put their money, time, and resources where their mouth is. It is fun to be a part of that and it is incredibly gratifying to be able to see a need in the community – or, really, too often, needs – and to rally ARI’s employees and the Holman organization around a common cause.
Whether we are building homes as part of Habitat for Humanity, or participating in a walk for Autism Speaks, or serving with the Volunteers of America or the American Red Cross, we are fulfilling the vision of our founder, and that means a lot to everyone at ARI. We support a variety of local, national and international charities, and we also support any employee that has a special interest or nonprofit that is important to them. In that case, the employee will often take the lead in raising funds or support for their our charitable efforts are very involved and very active, and it is really a very satisfying part of my job.
That’s magnificent. What else would you like to tell us?
It has been an unbelievable ride for me working for ARI, working for Howard for 37 years, and then being promoted to my current position. In a way, it is a very natural progression. Howard helped me and guided me when I was a younger employee, and now I am able to help with employee engagement and education programs. In a way, I am able to pass down the lessons and values that Howard taught me so many years ago. Add to that the incredible fulfillment I feel helping to lead ARI’s charitable and volunteer efforts, and it’s just truly amazing to me. It has been 45 years and counting with ARI, and I am still having fun.
BIO
Bill Kwelty is a Senior Vice President, Chief Quality Officer for ARI. In that role, he is responsible for all quality issues related to customers and employees, including the oversight of the company’s Partners in Excellence initiatives and ARI’s Corporate Social Responsibility strategy. His background includes more than 40 years with ARI, during which time he has held several positions within the IT area, including Chief Information Officer.