Editor’s note: David Aparicio — fleet manager for the Platteville-Gilcrest (Colorado) Fire Protection District — was named the Fire Department Safety Officers Association Fleet Manager of the Year in 2026. Learn more about the award, which is sponsored by FireRescue1, and check the FDSOA website for more information about this year’s nomination process.
By David Aparicio
I had worked for years in heavy-duty mechanics for municipality fleets, mainly trash trucks and some emergency vehicles. So when I came across a lead mechanic position opening at the Platteville-Gilcrest Fire Protection District (PGFPD), I figured I’d give it a try. After all, I had a master ASE certification in Heavy/Medium Duty and Automotive as well as a Level 1 certification in EVT fire apparatus.
I applied for the job thinking I was taking a step up into a lead role, slowly expanding my knowledge in fire apparatus maintenance and repair. I was under the impression that I’d be working with the current fleet manager, but when I turned in my application and asked to talk to someone about the position, I was informed that the job duties included implementing a maintenance division — something I had never done before. Was I ready to take on such a big responsibility? Was I worthy?
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From big news to big job
After countless conversations with my wife, along with some soul-searching, I decided this was a great opportunity to challenge myself — so I hoped for the best. Not long after, I got the news that I had been selected for the role.
After the initial shock wore off, the excitement set in. I was overjoyed by the opportunity and honored when I was told that I was selected primarily because of my character — they trusted me to develop my skills on the job. I felt such a sense of belonging and humility after hearing this, and knew I would work that much harder to prove them right.
The first couple weeks were tough — or at least tougher than I expected — learning a fire district and implementing a maintenance program, but I found a great way to establish an early connection. The district had recently hired many paramedics and firefighters so they were putting on an academy at the same time. I figured it would be a great way to build relationships, so I joined them every morning for PT. That single decision was an immense help as I got my feet wet — and to this day, we still have a great rapport with the line personnel.
That early connection with line personnel helped, but it didn’t change the size of the task ahead. I still had to build a maintenance division while learning the needs, expectations and rhythms of a fire district.
My biggest challenge was moving from a technician to project manager, jumping straight into the management of a fleet division without the traditional progression of becoming lead or supervisor. I overcame this challenge by being honest with myself about my experience, where I needed help and seeking opportunities to learn more. I asked questions about everything I didn’t know — and what I had simply assumed I didn’t know. In fact, I discovered along the way that I was more capable than I thought — a great reminder to table our self-doubt and lean into our strengths.
I also needed to get a lay of the land, identifying where service was lacking, in order to start building a maintenance plan. Line personnel provided valuable input on where service was lacking and what they expected from the maintenance program. Additionally, I had worked with a buddy who took on a supervisor role at our old job, and he and I would bounce ideas off one another, which was extremely helpful.
From there, I started to develop a replacement plan. This was one of the most difficult tasks I had faced, as I had zero experience in this part of the job. I reached out to a former boss who had managed the fleet program for Excel and the City of Thornton. He gave me a great place to start and helped me understand the fluidity of a plan, as it would likely change as new needs arose.
Advice to fellow mechanics
Before joining PGFPD, I had not received much encouragement related to career advancement, so I understand how difficult it can be to pursue a new opportunity without a clear support system. That is one reason I wanted to share this experience. For mechanics and technicians who are considering the next step, my hope is that these lessons offer a practical starting point — and some reassurance that you do not have to feel fully ready before you begin.
Here are the key lessons from my experience:
- Recognize opportunity: For me, recognizing the opportunity was easy, pursuing it was not. To counter this challenge, I used that feeling of not being ready as my trigger to take the next step. This gave me the ability to grow no matter the outcome. Bottom line: Career growth often begins by recognizing and pursuing opportunities, even when they initially seem beyond your current role or expectations.
- Take calculated risks: When I realized the position I applied for was more than I thought, I needed to determine the risk. The risk was low stakes: I simply didn’t get the position. But what was the reward? The reward was getting feedback on areas to improve. So, going through the process would be a growth step for me no matter the outcome. Continuing the application process despite doubts created the chance to step into a larger leadership role and expand professionally.
- Conduct an honest self-assessment: When I was in the hiring process, I had to first be honest with myself about what I knew I could do and where I needed to improve. This allowed me to be honest in the interview. Being honest about personal strengths and limitations helped create a mindset that allowed for learning and growth.
- Grow through challenges: Transitioning directly from technician to building and managing a fleet division presented significant challenges, but facing them revealed untapped capabilities. Growth doesn’t come without challenges.
- Encourage career advancement: Mechanics and technicians should be encouraged to pursue advancement opportunities, ask questions, and push beyond traditional career paths. Some of the best learning I’ve received throughout my career has come through teaching or training. I get asked great questions that help me see more untapped knowledge and areas I need to explore further.
Final thoughts
Stepping into a fleet management role without following the traditional path was one of the most challenging and rewarding experiences of my career. The process taught me that growth often comes from being willing to take on responsibilities before feeling completely ready. By staying honest about my strengths and weaknesses, asking questions and remaining open to learning, I was able to build confidence and develop new skills along the way. For technicians and mechanics considering the next step in their careers, my advice is simple: Don’t let self-doubt keep you from pursuing opportunities that can help you grow both personally and professionally.
ABOUT THE AUTHOR
David Aparicio is the fleet manager for the Platteville-Gilcrest (Colorado) Fire Protection District. Aparicio was named the Fire Department Safety Officers Association Fleet Manager of the Year in 2026.
