Meet the Experts: Simon Young, Business Development Manager
Simon has always seen himself as someone who enjoys connecting with people - not necessarily as a “fleet guy” or a traditional Business Development Manager. He just genuinely likes learning about others, having real conversations and seeing where they go. That instinct has shaped the way he works at Interleasing, and it’s given him a huge amount of fulfilment and success along the way.
What does your role entail and what excites you about it?
At its core, my role is about meeting people, understanding their business and exploring where we can make a genuine difference. I feel pretty lucky to be invited into organisations, often sitting down with C-suite leaders - and to be welcomed into conversations about how their fleet supports their strategy and growth.
What excites me most is that what I do seems to work. I don’t script or over‑engineer my approach. I go in curious, open and ready to listen. Over time, I’ve seen that approach build trust quickly, create meaningful conversations and open doors in an authentic way.
I feel blessed that this is my job - talking to people, learning about them and helping them solve real problems.
What skills are essential in your area?
For me, the most important skill is being yourself. Curiosity, confidence, and the ability to genuinely listen are far more important than having a “BD persona”.
That said, I’m also very methodical. I’m extremely goal-oriented - not in a competitive sense, but in a “sense of accomplishment” way. I like to know where I stand, what I’ve achieved and what’s left to do. Tracking my pipeline and mapping my goals isn’t something I do to motivate myself; it’s just my nature. One foot in front of the other, consistently.
It’s a simple approach, but it’s effective.
What are some of the challenges that you help solve for clients?
Taking cost off the table - because that’s a baseline - the biggest issue I see in prospect organisations is a need for good, reliable service provider and partner.
Most prospects who come to market aren/t considering leaving their current because of price. They’re leaving because they don’t feel looked after. They feel like one name in an enormous client pool and they want an engaged FMO that actually cares about their fleet.
That’s where Interleasing stands out. We offer genuine attention, strong delivery and a partnership mindset rather than a supplier/client dynamic. And I don’t just say that - I truly believe it, because I see it in action every day.
What makes Interleasing different?
I’ve been with the McMillan Shakespeare Group for almost 10 years, and what makes Interleasing unique is that we’re big and small at the same time.
As a group, MMS manages around 95,000 vehicles. Interleasing accounts for about 15,000 of those - which means we have the scale, supplier relationships and commercial strength of a major player but we operate with the intimacy, responsiveness and attention of a boutique provider. We also have one of the lowest “Relationship Manager to asset” ratios in the industry. That translates directly into better service and more proactive, personalised fleet management. It’s genuinely the best of both worlds - and a huge differentiator in the current market.
What sort of future trends do you think are coming up or continuing?
A lot of organisations are talking about EVs. There’s pressure from leadership teams to “go EV”, but when fleet teams dig into the detail, they often realise it’s not yet practical for their operations. That gap between aspiration and reality is something I see all the time. But the biggest shift I’m seeing right now is service becoming the primary decision factor - more than cost. With major consolidations in the market (large FMOs merging, brands being absorbed), service levels have dropped in many places. Customers are feeling it.
That’s created a major opportunity for mid-tier FMOs like Interleasing and others who offer genuine engagement without the bureaucracy. The last few opportunities I’ve worked on have all been driven by service dissatisfaction. The market is changing, and customers want attention, responsiveness and partnership.
What inspires you outside of work?
People inspire me - especially people who push themselves, stay curious and step outside their comfort zones. I’ve always believed the biggest growth happens when you’re out of your comfort zone. That’s why I recently stepped into coaching my son’s under-7s soccer team, despite knowing nothing about soccer. I’ve been watching videos, learning the rules, figuring out how to manage a group of energetic kids - and am loving the challenge. It’s chaotic, hilarious, and completely outside my comfort zone, which means I’m learning.
What also inspires me is recognising how lucky we are to live in a country full of opportunity. There’s always more out there - more to try, more to learn, more to become - and it’s up to me to go after it. That idea motivates me every day.
What was your first job?
My first job was doing a chemist round on my bike in Malvern. I’d deliver medication to elderly customers who couldn’t get to the pharmacy. I must’ve been about 14. I also remember the bikes I used: first a Mongoose Villain freestyle BMX, then a $20 racing bike from the Trading Post when the kilometres got too much. Very basic, but it got me around.
It taught me the basics of work ethic - showing up, doing the job, taking responsibility - all values that stuck with me. My parents owned a business, so I grew up around that mindset, and that entrepreneurial mindset is what I believe I bring to this role and to our brand.