Welcome to Under the Hood: A chat with Khaled Ramzi the VP of Operations at ServiceUp

Every fleet repair tells a story. Parts delay, approvals, escalations, unexpected breakdowns  and somewhere in the middle of all that chaos is our VP of Field Operations, Khaled Ramzi, and his team.

He keeps the engine warm and running, and part of creating a system that keeps fleets moving. From scaling vehicle operations at Kyte to solving complex problems at EY-Parthenon, Khaled’s career has been built on making chaos efficient. 

Everyone sees the outcomes, but only a few see the thinking.

So we asked Khaled to share his perspective and here’s what he delivered. 

1. If we spent a day shadowing you and your team, what would we see?

“Each day looks a little different depending on the meetings I have lined up, but I try to keep my calendar as light as possible so I have time to make real progress on projects and think ahead about how we should be doing things in the future.

My best deep work usually happens in the morning between 9 AM and 12 PM, before the day fills up with conversations and collaboration. Afternoons are often spent meeting with my team or other department leaders to align on priorities and remove roadblocks.

I handle admin work throughout the day, but I like to clear my inbox early in the morning and again before wrapping up. When projects are nearing the finish line or there’s a deadline approaching, I don’t mind working past 6-7 p.m.—that’s often when I do some of my best work, without distractions or escalations coming my way.

I also make sure to take a proper lunch break and step away for prayers. As a practicing Muslim, that time grounds me, even if I’m not always perfect about doing them exactly on time. It’s something I’m continuously working on.”

2. What’s a project that made you the proudest or one you’re most excited to build next?

“We’re currently working on a project to map out every individual step in our operations and formalize how tasks are created, assigned, and tracked to completion. The swimming lanes in our department can sometimes get blurry, with multiple people touching the same repair order. Our goal is to simplify that—give people clear ownership and the ability to focus on making their part of the operation excellent.

We’ve been interviewing team members to deeply understand existing workflows and pain points, and we evaluated more than 15 workflow and project management tools before landing on the one that fits our needs best. Right now, we’re drafting the implementation plan, and I’m really excited to see it come to life and measure the impact it’ll have on how efficiently our teams operate.”

3. What’s an industry trend you’ve been paying close attention to, and how does it connect to what we’re building at ServiceUp?

“There’s a growing expectation for transparency and control in vehicle repair. For most people, the process still feels like a black box — you drop off your car and just have to trust what the shop tells you. At ServiceUp, we’re changing that by using technology to make every step visible, from estimates to parts tracking to communication.

At the same time, there’s a massive appetite across the industry to understand how AI can reshape operations. We’re already leaning into that — empowering fleets and shops with AI tools so they can focus on what they do best: shops repairing cars efficiently, and fleets keeping their vehicles on the road generating revenue. It’s an exciting space to be in because we’re not just keeping up with the trend — we’re helping shape it.”

4. What keeps you motivated at ServiceUp and excited to keep building?

“I’m a through-and-through automotive enthusiast, so any opportunity to shape how people engage with their vehicles or extend their lifespan gets me excited. I love being part of an industry I genuinely care about and leaving my fingerprint on how it evolves. Beyond that, the team at ServiceUp is a big source of motivation. We’ve built a culture of driven, hungry people who want to make an impact. Leadership doesn’t put people in a box—ideas are valued, challenged, and often turned into action. It’s a place where you can think big and actually see your ideas come to life.”

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The moral of the story: what happens under the hood is not luck. It is intention, discipline, and people who care enough to build something better than what existed yesterday.

We’ll close the hood for now and let the engine cool, but this is only the beginning.

More operators. More perspectives. More of the thinking that keeps fleets moving behind the scenes.

See you in Episode Two.

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