Run your equipment like a business.
Assets, tools, rentals, maintenance, transport and billing on one record. Everything you need to know what the fleet costs, what it earns, and what to do next. RentalResult replaces the spreadsheets and separate tool-tracking products most equipment operations grow out of, and connects to the ERP you already run.
Dick Anderson keeps widening its footprint. Eight offices across Montana, Wyoming and Arizona, a Phoenix operation added through Chanen, and three Helena school projects running at once under a 283 million dollar bond.More offices and more concurrent jobs means equipment moving further, more often, between teams that do not sit together. The tools that managed it at one size rarely manage it at the next.
Turner, McGough, and Mortenson run their equipment operations on RentalResult.
See where Dick Anderson stands10 questions. No cost, no demo, no follow-up sequence.
What RentalResult manages.
One platform across the whole equipment operation, from the yard to the job site to the charge on the job.
- Assets and toolsWhat the business owns and which job it is working on, in real time
- RentalsInternal and external, with daily, weekly, monthly and project rates
- Job costingCost charged to the job, at the cost code, as the work happens
- MaintenanceService scheduled against runtime hours rather than calendar dates
- LogisticsTransport and moves between the yard and the job sites
- BillingCharges raised from the same record that tracked the asset
One platform for project teams, equipment managers, accounting, warehouse staff and field crews. Everyone reading the same record rather than three copies of it.
Contractors on the platform eliminate up to 75% of manual equipment tasks. Clients have increased equipment revenue by 20% renting idle units externally. It connects to the ERP you already run, including SAP, CMiC, Oracle and Vista Viewpoint.
Tracking equipment and running it
are two different things.
Most products in this category answer where an asset is. Useful, and where most contractors start. Fewer of them do the rest.
What tracking gives you
- Where a machine is, or where it was last scanned
- A transfer record when it moves between jobs
- A flat internal rate, applied after the period
- A separate service log, held somewhere else
- A spend total at close, with nothing underneath it
What running it gives you
- Every machine on a rental agreement to a job, with a start, an end and a rate
- Daily, weekly, monthly and project-negotiated rates, with maximum caps applied
- Cost charged to the job at the cost code, as the work happens
- Service scheduled against runtime, on the same record as the rental
- Cost and utilization per asset, per job, while the job is still running
Contractors with real equipment behind them eventually stop treating it as an overhead line and start running it as a business.
Turner does it through First Equipment Company. McGough does it through Six Side Supply. Both run on RentalResult, and so does Rosendin, who implemented in 2015 when revenue first passed one billion dollars and closed 2025 at 5.6 billion across 23 branches.
You do not need a separate company to work this way. You do need a system that can.
The four areas the scorecard measures.
Ten questions, scored separately across four areas. Open any of them to see what it covers.
Fleet Visibility Across Jobs
Can every job, yard, and branch work from the same current picture of the fleet?
Visibility is the foundation the other three areas sit on. When the asset register and the ground disagree, every decision downstream inherits the error. Real-time visibility across the entire fleet lets equipment managers, warehouse staff, and field crews focus on high-impact work instead of chasing status.
Common signs of strain:
- Teams call or message the yard to find out what is available.
- The same asset exists in two systems with two different statuses.
- Buy, transfer, or rent gets decided one order at a time, by judgment.
- Asset numbers are keyed in by hand rather than scanned.
Utilization You Can Act On
Do you learn about idle equipment while you can still act on it?
Utilization creates value only when it arrives in time to change a decision. Exposing idle time by class, branch, and job lets teams transfer assets, avoid third-party rental spend, and turn downtime into dollars before the period closes.
Common signs of strain:
- Utilization arrives in a monthly report, after the window to transfer has passed.
- Equipment stays on charge because releasing it requires a phone call.
- Crews rent externally while the same class of machine sits idle on another job.
- Nobody can say what the fleet is earning this week without building a report.
Service and Equipment Readiness
Does maintenance run to a plan, or to a breakdown?
Downed equipment does not generate revenue. Unplanned failure costs more than the repair, because it also costs the crew standing beside the machine and the schedule that assumed the machine would run. Scheduling against runtime extends asset lifespan and avoids costly emergencies.
Common signs of strain:
- Service intervals follow calendar dates rather than runtime hours.
- Maintenance history lives apart from the record that tracks where the asset is working.
- A machine is unavailable because its service status is unclear.
- Downtime cost never reaches the job that lost the time.
Job-Level Cost and Profitability
Does equipment cost reach the right job, at the right time, at the right number?
Equipment runs as a business inside the business. It performs like one when precise job costing puts the cost of an asset in front of the project while the project can still respond, and when finance can separate owned cost from third-party rental spend.
Common signs of strain:
- Cost codes get reconstructed after the fact instead of captured at the request.
- Rates sit at a single flat structure because the system cannot handle more.
- Project-negotiated rates and cap agreements live outside the system that bills them.
- Finance and the project teams meet the numbers for the first time at month-end close.
How would Dick Anderson score today?
Ten questions, five minutes, and a benchmarked result across all four areas. Answer it yourself, or send it to whoever runs equipment.
Score Dick Anderson across all fourWhat the Scorecard Covers
Ten questions about how the equipment operation runs today, benchmarked against contractors at similar scale.
See where Dick Anderson stands.
Ten questions, five minutes, and a score across visibility, utilization, readiness and cost control. No cost, no demo, no follow-up sequence.
Score Dick Anderson in 5 minutesBuilt to be shared. Forwarding this to whoever runs equipment is a perfectly good outcome.