Equipment Management Software for Enterprise Fleets
On a multi-year build, every machine is an investment, not a rental.
RentalResult carries an asset through its whole life on one record. What it cost to acquire, what it has earned, what it has cost to keep running, and what it is worth holding onto. Not just where it is.
in Brandon
in phase one alone
the fleet committed
A machine committed to one campus for years has a return. You either measure it or you estimate it.
10 questions. No cost, no demo, no follow-up sequence.
Already running on RentalResult
Turner · Messer · Mortenson · Swinerton · Black & Veatch · Balfour Beatty
Yates is general contractor on the six billion dollar Taurus data center campus in Brandon, a 329-acre build with thousands of Mississippi tradespeople engaged across a multi-year effort. Phase one is fast-tracked: more than 600,000 square feet and 116 megawatts, energized in the first half of 2027.
Over a build that long, the buy-or-rent call, the utilization, the service cost and the resale value all compound. Every one of them is a lifecycle question, and none of them is answered by knowing where the machine is.
The lifecycle
Six stages, one record.
An asset earns or loses money at every stage of its life. Managing those stages in separate systems is how the return stops being measurable.
- 1. AcquireBuy, rent or transfer, decided on utilization history rather than on judgment
- 2. DeployEvery machine on an agreement to a job, at a rate, with an expected end date
- 3. UtilizeIdle time by class and area, surfaced while there is still time to move a unit
- 4. MaintainService against runtime hours, so upkeep is a planned cost rather than an emergency
- 5. ChargeCost reaching the job at the cost code, as the work happens
- 6. RetireTotal cost of ownership per asset, so hold and replace decisions carry evidence
Break the chain at any stage and the return stops being calculable. A machine with no acquisition cost against it has no return. Neither does one whose downtime never reached the job that lost the time.
Contractors on the platform eliminate up to 75% of manual equipment tasks, and clients have increased equipment revenue by 20% renting idle units externally rather than letting them sit. It connects to the ERP you already run, including SAP, CMiC, Oracle and Vista Viewpoint.
Where we differ
Knowing where it is, and knowing what it returned.
Most products in this category answer the first question well. Very few carry an asset far enough to answer the second.
Tracking answers
- Where the machine is, or where it was last scanned
- That it moved, without what it was moved onto
- What it has cost, in a period total with nothing underneath it
- That it was serviced, in a log held somewhere else
- That you still own it, with no view on whether you should
Lifecycle answers
- What it earned, on an agreement to a job at a rate you set
- What it cost to acquire, run, fuel and service, on one record
- What it earned against what it cost, per asset and per job
- How hard it worked, as utilization by class and by area
- Whether to hold it, move it, rent it out, or let it go
Contractors with real iron behind them eventually stop asking what the fleet cost this period and start asking what each asset returned.
Turner runs First Equipment Company that way. So do Messer, Mortenson, Swinerton, Black & Veatch and Balfour Beatty.
You do not need a separate equipment company to work this way. You do need one record that follows the asset from purchase to disposal.
The scorecard
The four areas the scorecard measures.
Ten questions, scored separately across four areas. Utilization and cost control are the two that decide whether an owned fleet returns anything. 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.
10 questions. 5 minutes. Results on screen.
How would Yates score today?
Ten questions, five minutes, and a benchmarked result across all four areas. Answer it yourself, or send it to whoever owns the buy-or-rent call.
Score Yates across all fourWhat you get
What the Scorecard Covers
Ten questions about how the equipment operation runs today, benchmarked against contractors at similar scale.
See where Yates stands.
Ten questions, five minutes, and a score across visibility, utilization, readiness and cost control. No cost, no demo, no follow-up sequence.
Score Yates in 5 minutesBuilt to be shared. Forwarding this to whoever runs equipment is a perfectly good outcome.