FOUNDER TO THE PROFILE
Assistant Director-Property Management / Fleet Director, City of Fort Worth
““My greatest passion is bringing people and purpose together—bridging the gap between executive strategy and everyday operations, championing those who do the work, and turning organizational vision into meaningful service.””
Brad Hunter serves as Assistant Director of Property Management and Fleet Operations for the City of Fort Worth, overseeing nearly 5,800 municipal assets, 106 employees, and five service centers. With more than 33 years of experience in the automotive, diesel, and fleet management industries, Hunter has built his career from the ground up, advancing from an entry-level technician to executive leadership.
His career includes nearly 18 years with MHC Kenworth, followed by municipal fleet leadership roles with the City of Irving, City of Carrollton, and Town of Addison. Since joining Fort Worth in 2020, Hunter has advanced through leadership positions, assuming his current role in 2022. He holds an associate degree in automotive and diesel technology, along with professional certifications including Certified Automotive Fleet Manager (CAFM), Master Emergency Vehicle Technician (EVT), and ASE credentials.
Hunter's responsibilities extend well beyond fleet maintenance. As a subject matter expert in municipal asset management, he works closely with city departments and procurement teams to develop equipment specifications, evaluate available technologies, and make strategic acquisition decisions. His approach balances operational needs, local market support, equipment reliability, and long-term fiscal responsibility to ensure the city receives the greatest value from its investments.
Drawing on his extensive experience in emergency vehicle operations, Hunter served as a strategic advisor and lead fleet and asset management subject matter expert during the transition of emergency medical services into the Fort Worth Fire Department. His involvement helped guide fleet-related planning, equipment requirements, and asset management considerations in support of this significant public safety transition.
Having worked at nearly every level of fleet operations, Hunter is passionate about connecting executive strategy with frontline experience. He advocates for employees, values practical expertise, and believes municipal support operations should deliver the same customer service, responsiveness, and accountability expected in the private sector.
For Hunter, success isn't simply measured by the assets managed or budgets overseen. It's measured by the strength of his team, the value delivered to city departments, and the ability to support the first responders and public employees who serve Fort Worth residents every day
IN HIS OWN WORDS
I attribute my success to persistence, self-reflection, and a willingness to learn from my mistakes. I started my career as a hands-on mechanic, turning wrenches and getting my hands dirty, and worked my way into executive leadership. That journey wasn't without setbacks. I've made mistakes, faced challenges, and had to take a hard look at myself and what I could have done differently. Those experiences taught me to adjust my approach, keep learning, and never lose sight of where I started.
Having worked on both sides of the business, I've developed a strong appreciation for the relationship between executive strategy and frontline operations. I believe one of my greatest strengths is understanding both perspectives and bringing them together. I'm a strong advocate for employees because I know firsthand the value of their experience, knowledge, and commitment. To me, successful leadership is about listening, bridging those gaps, and building a unified team where everyone understands the bigger picture and the role they play in achieving it.
Some of the best advice I've received came from my grandfather and a former mentor, Russell Peppers. They taught me to never put blinders on and to always approach people and situations with positive intent. It's easy to get caught up in who's right, who's wrong, or what's not working. I've learned there's far more value in listening, understanding different perspectives, and looking at challenges as opportunities to improve.
Equally important is honest self-reflection. You have to be willing to have those tough conversations with yourself about what you did right, what you could have handled differently, and what you need to change. It's not always easy. In fact, it can be downright frustrating to admit your approach wasn't the best one or that someone else's idea might be better. But that's where growth happens.
My advice is to stay open-minded, assume positive intent, and never let pride prevent you from learning or changing direction. You can be confident in your experience and still recognize there's always another way to look at things.
Don't get so caught up in being right that you lose sight of understanding someone else's perspective. One of the biggest lessons I've learned is that your intentions and how others perceive them can be two completely different things. With today's technology, social media, emails, and text messages, it's easier than ever for something to be interpreted differently than you intended.
Take the time to listen, ask questions, and try to see yourself through someone else's eyes. Be willing to step back and reflect on how your words and actions may have come across, even when you believe you were right. You don't always have to agree with someone's perspective, but you need to respect it and understand it.
My advice is simple: Don't focus on winning the argument. Focus on understanding the person, learning from the experience, and finding a better way forward.
I believe one of the biggest challenges in our industry is bridging the gap between business strategy and frontline operations. The people managing budgets, planning investments, and making strategic decisions don't always see things the same way as the mechanics, welders, and technicians doing the work every day. Both sides bring tremendous value, but the real opportunity lies with those who can understand both perspectives and bring them together.
With technology and AI changing the way we work, I believe those who can connect business, technology, and hands-on experience will have a tremendous advantage.
The exciting part is that the canvas is still blank. We're entering a time when professionals can help shape what this industry looks like for the next generation. My advice is to embrace the technology, stay adaptable, and don't wait for someone else to paint the picture for you. The opportunity is there for those willing to step forward and take it.
At the end of the day, what matters most to me is knowing I've made a positive difference in the lives of the people I've encountered, whether I've worked for them, alongside them, or had the privilege of leading them. I place a tremendous amount of value on personal accountability, self-reflection, and continually investing in myself and those around me.
I want to know that my experience, effort, and willingness to grow have contributed to something bigger than myself. Whether that's helping someone advance in their career, mentoring an employee, solving a difficult operational challenge, or helping an organization become stronger, I want my involvement to have mattered.
For me, success isn't about a title or recognition. It's about being someone others can count on, making a meaningful contribution, and leaving people and organizations better than I found them.
PERSPECTIVES
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