Twenty years turning chaotic build cycles into shipped product.

A commercial fleet underwritten, financed, insured, and operated as a yield-bearing asset class — with embedded material planning when supply signals go sideways.

Vehicle co-host operator platform — hirecar.la. Each unit treated as its own micro-asset: financing structured, insurance bound, residual modeled, yield tracked. Concurrent embedded program management on a fast-moving hardware build — material planning, BOM verification, and risk-flagged sourcing across changing build priorities.

Vehicle financial services — what that actually means

• Auto financing structured per unit. Lease vs. loan decision, APR/term modeled against projected utilization — so monthly carry is sized to expected revenue, not just "what the dealer offered." Each VIN has its own unit economics file.
• Commercial insurance underwriting. Livery / hire-and-reward policies bound through commercial carriers (not consumer auto) — the right coverage class for vehicles operated for revenue, with named-driver schedules and proper liability limits for fleet exposure.
• Unit economics & yield modeling. Per-unit P&L: gross revenue → carry − insurance − maintenance − ops = net yield. Break-even utilization tracked monthly. Underperforming units flagged for re-assignment, refinance, or disposal before they drag the portfolio.
• Residual & depreciation strategy. Depreciation curve mapped against lease residuals so refinance / sell / hold decisions are made before the value crosses the loan balance — not after.
• JV / co-host capital structure. DocuSign-distributed schedule addenda let capital-providing partners onboard a vehicle into the operating fleet under a single master ops contract, with a clean revenue-split mechanic and operating-cost waterfall.
• Registration, DMV & compliance ownership. CA commercial registration, smog & renewal cadence, livery permits, and the document trail that keeps each unit operational and insurable.

Concurrent: embedded supply-chain PM

• Owned material planning against shifting build priorities and part availability — kept build cadence intact when supply signals went sideways and engineering specs moved week-over-week.
• Partnered with sourcing and engineering on BOM verification — surfaced material-delay risks before they hit the build floor and rerouted to backup suppliers when long-lead parts slipped.
• Built the long-lead-item watch list and on-time PO discipline that kept the program off the critical-path delay list quarter after quarter.
• Operated the ERP layer (stock levels, build timelines, lead-time visibility) as the single source of truth across product, ops, and finance.