Background
RelaDyne’s growth strategy depends on acquisitions. But every acquired company brought its own reimbursement policies, company vehicles, fuel cards, and administrative processes. Over time, that created a patchwork of vehicle programs that became increasingly difficult to manage consistently across the business.
When Tyler Doyle joined RelaDyne as Fleet Management and Acquisition Manager, he recognized the challenge immediately. RelaDyne needed one consistent model that could scale as the company added new businesses year after year.
“An associate in one business unit might get $500 a month flat, no matter what you drive. Another gets $500 plus a fuel card. There was no rhyme or reason,” Doyle said.
To support continued acquisition growth, RelaDyne needed one consistent, fair reimbursement program that could be implemented again and again, regardless of which business joined the organization next.
Challenges
RelaDyne wasn’t simply replacing an outdated reimbursement program—it needed an operating model that could scale alongside the business.
The company needed to:
- Replace multiple inherited reimbursement models running in parallel across business units, with no consistent policy
- Transition associates from company-provided vehicles to personal-vehicle reimbursement, cutting recurring vehicle purchase costs and reducing liability exposure
- Create a repeatable onboarding process that could be reused every time RelaDyne acquired a new business
- Reduce vehicle ownership costs and liability exposure as core parts of the business case
- Build associate confidence during a significant operational change
The Motus Solution
RelaDyne built its standardized reimbursement program on Motus Reimburse using a FAVR (Fixed and Variable Rate) model, creating a foundation designed to scale alongside future acquisitions. The program is further strengthened by Motus Protect insurance and MVR monitoring, and to surface key trends, from mileage waste to field productivity, the RelaDyne team also relies on Insights Pro.
Program Design & Rollout
Doyle and his team rolled out the program in four waves over roughly four months, from May to August. A pilot group of 45 associates went first, followed by a second group of 25, then two larger waves of about 100 associates each.
For the pilot group, Doyle intentionally included the program’s most vocal skeptics. “I picked the complainer, the nitpicker — the one I could go back and forth with,” he said. Feedback from that group shaped the final rollout materials before the broader waves began.
Change Management at Scale
Each rollout wave followed a consistent communication cadence: an introduction meeting 30 days before go-live, a full training two weeks out, and two follow-up sessions within 30 days after associates went live on the program. Doyle led the sessions personally, drawing on a decade of experience using Motus at the company he joined RelaDyne through, to answer questions directly and build trust.
Associate concerns centered on two things: losing a company-provided vehicle, and the perception that mileage capture meant being monitored. Doyle addressed the monitoring concern directly and transparently in every session: “If you stay within the box and don’t color outside the lines, it’s not big brother. If you go outside the line, somebody’s going to notice — but so would anyone managing a team.” Training on the Motus app covered how to separate business and personal trips, so only relevant business mileage is submitted for reimbursement.
As RelaDyne continues to grow through acquisition, this onboarding model gets reused with each new deal rather than rebuilt from scratch. Doyle is now training his team to manage the day-to-day, along with partnership from Motus Customer Success.
Reimbursement & Driver Experience
Associates moved to a FAVR-based mileage capture and reimbursement model through Motus Reimburse, replacing a patchwork of flat rates, fuel cards, and inconsistent policies with a single, fair program built around personal vehicles. As part of the shift, RelaDyne phased out company-provided vehicles, offering associates the option to purchase their vehicle below trade-in value to ease the transition. Doyle described adoption on the ground as straightforward, with minimal ongoing troubleshooting once associates were up and running.
The Results
✓ 320 associates consolidated onto one reimbursement program
✓ Full national rollout completed in four waves over roughly four months
✓ $600K+ in annual reimbursement savings identified
✓ ~$60K/year in evening and weekend mileage waste identified and addressed
✓ Recurring vehicle CapEx avoided as company cars were phased out
✓ Reduced liability exposure tied to company-provided vehicles
✓ An onboarding process now reused for associates coming from each new acquisition
“Motus offers us a scalable, sustainable, repeatable solution that is not dependent on any individual.” — Tyler Doyle, Fleet Management and Acquisition Manager, RelaDyne
Executive sponsorship has strengthened as the program has matured. RelaDyne’s COO is now driving broader adoption of Motus reporting among sales managers, using the data for coaching conversations — helping managers move from general routing feedback to specific, data-backed coaching.
Doyle also pointed to day-to-day ease of use as one of the program’s most consistent benefits:
“The ease of mileage capture and insurance submission — it’s no longer a manual process. It’s simple, troubleshooting is minimal, and you can build any custom report you want.” — Tyler Doyle, Fleet Management and Acquisition Manager, RelaDyne
Looking Ahead
As RelaDyne continues to grow through acquisition, the reimbursement program grows with it.
Instead of creating a new reimbursement process for every acquired company, RelaDyne now applies the same policies, implementation approach, and onboarding model across the organization—making each integration faster, more consistent, and easier to manage.
Conclusion
For RelaDyne, the biggest win wasn’t simply replacing multiple reimbursement programs.
It was building a repeatable operating model that supports growth.
Today, every acquisition starts with one reimbursement model — a consistent, fair way to pay associates no matter which acquisition they came from.
If your organization is growing through acquisition, integration, or expansion, a reimbursement program built to scale with you can turn one more moving piece into one less thing to worry about.