RTA Fleet Ranks No. 48 on Fortune’s 2026 Best Workplaces in Technology List
RTA: The Fleet Success Company, a leading provider of fleet management software and consulting services, has been ranked No. 48 on the 2026 Fortune Best Workplaces in Technology™ list. Developed in partnership with Great Place To Work®, the recognition highlights the company’s commitment to creating a positive workplace culture, supporting employees, and building an environment where people can perform meaningful work.
The latest ranking represents another important milestone for RTA Fleet in 2026. The company previously secured the No. 34 position on the Fortune Best Small Workplaces™ list in September. Earlier in March, RTA also received its third Great Place To Work Certification™ in four years, demonstrating its continued focus on employee satisfaction, trust, and workplace development.
For RTA, these achievements reflect more than external recognition. They demonstrate the company’s efforts to build an organization where employees feel respected, supported, and connected to a shared purpose. The company believes that a strong internal culture contributes to better teamwork, stronger relationships, and improved service for the fleet professionals who rely on its products and expertise.
Employee Feedback Highlights a Strong Workplace Culture
Employee feedback played a central role in RTA Fleet’s recognition. The company’s latest Great Place To Work survey results showed exceptionally positive responses across several important aspects of the employee experience.
According to the survey, 99% of employees said RTA is a great place to work. In addition, 100% of respondents said management is honest and ethical, 100% reported that people care about each other, and 100% said new employees are made to feel welcome.
These results highlight three important elements of the company’s workplace philosophy: trust in leadership, positive relationships among colleagues, and a welcoming environment for new team members.
Trust is an important foundation for any organization, particularly one that provides technology and consulting services to businesses operating in complex industries. Employees who trust their leaders and understand the company’s goals may be better positioned to collaborate, share ideas, and work together to solve customer challenges.
RTA’s survey results also suggest that the company places considerable importance on interpersonal relationships. A workplace where employees feel that colleagues care about one another can support communication, cooperation, and a stronger sense of belonging.
The positive response regarding new employees is another significant indicator. Welcoming new team members can help them become familiar with company expectations, understand their responsibilities, and establish productive working relationships. A supportive onboarding experience can also help employees feel connected to the organization from the beginning of their employment.
Although workplace rankings provide an external measure of employee experience, RTA’s leadership views the feedback itself as a particularly meaningful indicator of progress.
Leadership Emphasizes Intentional Culture Building
Josh Turley, CEO of RTA Fleet, said the company has worked deliberately to establish an environment built around trust, respect, and meaningful work.
According to Turley, strong workplace cultures require consistent attention and cannot simply develop without leadership commitment. Organizations must make conscious decisions about the environment they want to create and ensure their actions reflect those priorities.
Turley explained that RTA has focused on creating a workplace where employees trust one another, feel valued, and have opportunities to contribute to meaningful outcomes. While receiving two Fortune workplace rankings in a single year is an encouraging achievement, he emphasized that employees’ confidence in the company’s culture remains the most important measure of success.
This approach reflects a broader understanding of workplace culture as an ongoing management responsibility rather than a one-time initiative. Company values become meaningful when they influence everyday decisions, leadership behavior, communication practices, and relationships across the organization.
For a technology company serving fleet operators, a supportive workplace can also help employees respond to the changing needs of customers. Fleet management involves numerous operational challenges, including vehicle maintenance, equipment availability, resource allocation, and service continuity. Addressing these challenges often requires employees from different functions to work together effectively.
A culture that encourages trust and accountability can provide a foundation for this type of collaboration.
Intentional Culture Is Part of The Fleet Success Playbook
RTA Fleet’s approach to workplace culture extends beyond its own organization. The company incorporates similar principles into its guidance for fleet professionals through The Fleet Success Playbook, a framework designed to help fleet operations improve performance and achieve long-term success.
The playbook identifies four central pillars: Intentional Culture, Stakeholder Satisfaction, Resource Efficiency, and Risk Management.
Each pillar addresses a different aspect of fleet performance, while together they provide a broader framework for managing people, resources, relationships, and operational challenges.
Intentional Culture focuses on the role of leadership in shaping workplace behavior and organizational expectations. It encourages leaders to decide what kind of workplace they want to build and take responsibility for making that vision a reality.
For fleet departments, this can be particularly important. Fleet managers are responsible for maintaining vehicles and equipment that support essential services, often while working with limited staffing, budgets, and time. Their teams may include technicians, mechanics, administrative personnel, supervisors, and other employees whose work must be coordinated to keep operations running.
A workplace culture based on clear expectations, mutual respect, and accountability can help these teams operate more effectively.
The second pillar, Stakeholder Satisfaction, emphasizes the importance of meeting the needs of the people and organizations that depend on fleet services. These stakeholders may include internal departments, drivers, management teams, public agencies, and the communities served by the vehicles.
Resource Efficiency addresses how fleets use their available resources, including vehicles, labor, equipment, facilities, and budgets. Efficient resource management can help organizations control operating costs while maintaining service quality.
Risk Management focuses on identifying and addressing operational risks that could affect safety, reliability, compliance, or service continuity.
By bringing these four pillars together, RTA aims to help fleet leaders take a more structured approach to their responsibilities. The framework also reinforces the company’s belief that organizational performance depends not only on technology and processes but also on the people responsible for implementing them.
RTA Connect 2026 Recognizes Workplace Culture Leadership
RTA also highlighted the importance of Intentional Culture at its annual conference, RTA Connect 2026, held in Chicago on October 14, 2026.
During the event, the company presented its inaugural Intentional Culture award to Lehi City, Utah, recognizing the city’s efforts to build a strong workplace culture.
The award reflects RTA’s interest in encouraging fleet organizations to consider how leadership decisions and workplace practices influence employee engagement and operational outcomes.
For public-sector fleet departments, culture can have a direct connection to service delivery. Municipal fleets support a variety of activities, including road maintenance, public works, emergency response, sanitation, and other essential community services. The availability and reliability of vehicles and equipment can influence how effectively these services are delivered.
Employees working in these departments may face demanding schedules, complex maintenance requirements, and pressure to keep vehicles available for daily operations. Leaders who invest in communication, employee development, teamwork, and accountability can help create an environment where employees are better equipped to manage these demands.
Recognizing organizations that prioritize workplace culture can also encourage fleet managers to share successful practices and consider new ways to strengthen their teams.
Through its conference and award program, RTA is extending the principles associated with its own employee experience into the wider fleet management community.
Supporting the People Behind Essential Fleet Operations
RTA Fleet serves professionals responsible for maintaining vehicles and equipment that perform important functions across communities. These fleets transport students, support first responders, and help keep public and private operations running.
School transportation fleets, for example, depend on reliable vehicles to move students safely and consistently. Emergency service organizations require dependable vehicles and equipment to support first responders. Municipal and commercial operators also rely on their fleets to perform essential work and maintain service continuity.
Fleet managers must coordinate maintenance schedules, monitor vehicle conditions, manage available resources, and ensure equipment remains ready for use. These responsibilities can become particularly challenging when organizations face staffing shortages, aging vehicles, increasing costs, or limited budgets.
RTA believes that supporting the people responsible for these operations is an important part of improving fleet performance.
Turley noted that fleet managers often have difficult responsibilities and must keep essential services running despite constraints involving people, time, and resources. He emphasized the importance of trust and leaders who care about their teams, explaining that RTA wants to build those qualities within its own organization while helping fleet leaders establish similar environments in their departments.
This philosophy connects employee engagement with operational performance. While software and consulting services can help organizations improve processes, successful implementation also depends on the people who use those tools and make day-to-day decisions.
When employees understand their responsibilities and feel supported by leadership, organizations may be better positioned to identify problems, communicate effectively, and respond to operational demands.
Technology and People Remain Central to Fleet Management
The fleet management sector continues to require solutions that help organizations balance operational reliability, cost control, and resource utilization. Fleet software can support these goals by helping managers organize information, monitor assets, and make informed decisions about maintenance and operations.
However, technology alone cannot address every organizational challenge. Successful fleet management also depends on leadership, employee capabilities, communication, and the effective coordination of teams.
RTA’s workplace recognition reinforces the company’s emphasis on combining technical expertise with a supportive organizational environment. Its business includes fleet management software and consulting services, while its Fleet Success Playbook provides guidance on broader management priorities.
The relationship between these activities reflects an approach that considers both operational systems and the people responsible for using them.
For organizations operating large fleets, a balanced approach can help align maintenance activities, staffing decisions, resource allocation, and service expectations. Establishing a culture of accountability may also encourage employees to take ownership of their work and contribute to continuous improvement.
RTA’s emphasis on Intentional Culture suggests that the company sees workplace development as an important part of helping fleet departments address their operational challenges.
Fortune Ranking Reflects Employee Experience Across the Technology Industry
Fortune and Great Place To Work developed the 2026 Best Workplaces in Technology™ list using survey feedback from 144,000 employees in the United States who work in the technology industry.
The ranking provides recognition for organizations that demonstrate positive workplace experiences based on employee feedback. For participating companies, inclusion on the list can highlight their efforts to create environments where employees feel respected, supported, and confident in their leadership.
RTA’s No. 48 placement adds to a series of workplace achievements in 2026, including its No. 34 position on the Fortune Best Small Workplaces list and its third Great Place To Work Certification in four years.
Together, these recognitions demonstrate the company’s continued focus on employee trust, workplace relationships, and organizational culture.
The results also provide a foundation for RTA to continue developing its internal practices while promoting similar principles among the fleet professionals
RTA Fleet’s latest Fortune ranking represents an important milestone in its efforts to build a workplace centered on trust, respect, and meaningful work. The company’s survey results show strong employee confidence in management ethics, relationships among colleagues, and the experience of new team members.
Beyond its own workplace, RTA is applying its culture-focused philosophy through The Fleet Success Playbook and initiatives such as the Intentional Culture award presented at RTA Connect 2026.
By connecting workplace culture with fleet management principles, the company aims to encourage leaders to consider how employee experience, resource efficiency, stakeholder relationships, and risk management contribute to organizational success.
As fleet operators continue to manage demanding service requirements and resource constraints, the people responsible for maintaining vehicles and equipment remain essential to reliable operations.
RTA’s recognition on the 2026 Fortune Best Workplaces in Technology list underscores its commitment to supporting those people, both within its own organization and across the broader fleet management industry.
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