Her Story
About Laurie
Laurie Yarborough is the CEO and President of USA Fleet Solutions, a nationwide GPS fleet tracking and telematics company based in the Greater Reno Area. Since assuming full leadership of the company in 2011, she has grown it from a regional operation into a national provider supporting more than 28,000 active units. Under her direction, USA Fleet Solutions has become the largest Platinum reseller for Verizon Networkfleet and a Gold Star certified partner for Omnitracs, serving government fleets, municipalities, construction, field services, and public works organizations.
She entered the telematics industry in 2006 while co-owning service stations, when she was introduced to GPS fleet tracking as a solution for vehicle diagnostics and fleet monitoring. Recognizing its potential, she expanded the concept into a dedicated business and, alongside her son, personally managed early installations across Nevada for clients such as Western Nevada Supply. In those formative years, she oversaw all aspects of operations, including installations, training, billing, and client support, establishing the foundation for a scalable national business.
Today, Laurie leads the company with a focus on strategic growth, customer success, and operational excellence. She continues to guide account development and quarterly business reviews while empowering a strong internal team to manage evolving systems and technologies. Her son Paul, a Gonzaga University mechanical engineering graduate, has rejoined the company and contributes to advancing its technology roadmap, including AI-driven enhancements and system integration initiatives.
Her Interview
Ten minutes with Laurie
01What do you attribute your success to?
I have a really amazing team. People need to feel valued I don't believe in coddling, we have bills to pay and everyone needs to do their share, but I also want to know how's your mom, how's the baby. I keep that personal element. I walk in and hug people (well, except George who can't handle physical touch). I love my team and I want to hear what they have to say. As the business grew, I had to pull back and let them fill in different roles, so instead of me being customer service rep and bookkeeper, I now have department heads. I go to them in learning mode and ask them to teach me how they're doing things - how they're using the CRM tools, the workflows. I think it's fun for the team to be teaching me. I don't micromanage - I give people leadership roles and hold them accountable, and when that happens, everybody grows. We put pressure on the department managers, not the direct employees. When people realize they've been given responsibility, everybody grows. One anonymous comment from our Best Places to Work nomination said 'I just really feel respected and heard' and that when things get really hard, the whole team tries to figure out how to take off the load. They even showed up on a Friday night unpaid to go to the celebration dinner instead of going home to family. When we had a huge flood that required six months of reconstruction, by the time I got to the office, I already had four team members there moving stuff. I don't know how to thank them for that. It's the team - we come together really well.
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