25 Years of Peer Group Stories: Chris Jacques and Derek Potter

This article's content originated on Peer Talk podcast ep. 34 from June of 2022

Shaping the Future of Rental Culture and Growth Finding the Right Fit

In a time where workforce challenges are more pressing than ever, two HR leaders in the rental industry—Chris Jaques of Bottom-Line Equipment and Derek Potter of Vandalia Rental—are reimagining what it means to attract, retain, and grow talent. As their companies expand rapidly, the role of human resources has evolved from a back-office necessity to a strategic powerhouse. 

Chris and Derek share more than job titles. Both are certified professionals with years of experience in human resource management. More importantly, both have earned a reputation for placing people at the center of operational growth. They are not just hiring employees; they are shaping careers, building culture, and setting new standards for what it means to be an employer of choice in equipment rental.

Starting With Culture 

For Derek Potter, joining Vandalia Rental was about more than a job—it was about alignment with a vision. When he first met company president Kurt Barney, he was inspired by the passion and roadmap laid out for the company. At the time, Vandalia was a one-location operation with thirty employees. Fast forward to today, the company boasts over 100 employees across six rental branches and one maintenance facility. 

"The fire that started nine years ago still burns today," says Derek. "Our challenge is making sure that fire spreads, that the message doesn't get lost as we grow." 

For Bottom Line Equipment, the story is similar. Chris Jaques, with decades of experience in heavy construction equipment, came onto the rental side just a few years ago. What drew him to Bottom Line was a company culture built on energy, vision, and relentless pursuit of excellence. 

"Our owner, Kurt Daire, is a visionary," Chris says. "He never settles. He puts people first, and he backs that up with action." 

Communicating Vision 

As these companies grow, so does the challenge of maintaining a cohesive culture. Communication, both leaders’ stress, is the glue. For Derek, that means cascading messages from leadership through every branch. Tools like Paylocity and regular Monday Minute newsletters ensure that everyone—whether in operations or administration—is on the same page. 

Bottom Line uses Traction Tools as part of its EOS implementation, facilitating weekly leadership meetings and cross-location alignment. Their functional organizational structure, as opposed to a strictly site-based one, allows management to remain flexible and engaged with daily operations across regions. 

"We're transparent," Chris says. "And we believe everyone should share in the dream of expansion."

The Evolving Org Chart 

Both HR departments are expanding along with their companies. Derek leads a full HR team, including recruiters, generalists, trainers, and administrative support. He's also moving one of his trainers into a dedicated safety role—a response to the increasing complexity of compliance and workplace safety. 

Chris's team is similarly agile. While most HR functions are kept in-house, they occasionally use contractors for specialized roles. The organization recently adopted UKG (formerly UltiPro/Kronos) as an all-in-one HRIS platform—supporting everything from performance reviews to electronic training and payroll. 

Recruitment: Becoming the Red Goose 

In today's labor market, simply being competitive is not enough. You must stand out. Derek describes Vandalia's approach as becoming "the red goose” the employer who dares to look and act different.

"We create job ads that are funny, creative, and different. We want people to stop scrolling," he says. "We're not just offering a job. We're telling a story." 

Chris emphasizes speed and engagement. Bottom Line hired a talent acquisition manager with a marketing background to take a more proactive approach. They've also leaned heavily into social media, indeed sponsorships, and direct outreach to vocational schools and high schools. The goal? Become the employer that not only attracts candidates—but also wins over their parents. 

"We are in the business of growing our own," Chris says. "That's the only way forward." 

Career Planning and Retention 

With acquisition and hiring strategies in place, the focus shifts to retention. Both companies aim to offer more than just paychecks—they want to build careers. That means benefits like boot and tool allowances, robust 401(k) plans, and clear developmental pathways. 

"It used to be about what the employee could do for the employer," says Chris. "Now, it's about what the employer can do for the employee." 

Vandalia takes a compassionate, proactive approach to career transitions, even helping employees exit well. Derek has personally helped employees build resumes and find new opportunities when the fit wasn't right. This goodwill, he says, keeps bridges intact and bolsters the company’s reputation. 

Learning as a Culture 

Training is critical. Vandalia uses a robust LMS built into Paylocity and leverages ARA’s RentalU. They’re even moving into video-based, self-paced modules to support learning across branches. 

Bottom Line has developed departmental playbooks—detailed manuals outlining processes and interdepartmental touchpoints. This ensures new hires aren’t navigating blindly and encourages transparency and teamwork. 

Both companies integrate technical training, soft skills development, and onboarding into a broader HR strategy. It’s not just about efficiency, it’s about engagement. 

Looking Ahead 

So, what does the future hold? Growth, of course. Derek projects three to five new locations and 200 employees within three years. Chris sees Bottom Line potentially doubling its headcount, though the geographic scope remains flexible. 

"We're going to keep growing—fiscally, operationally, and organizationally," says Derek. "And we're going to do it while holding onto what makes us great: our people." 

The rental industry may be built on equipment, but its future lies in people. And thanks to leaders like Chris Jaques and Derek Potter, the next generation of employees won’t just be joining a company. They’ll be joining a movement.