Joshua Seley: From the Flight Deck to Deckplate Diesel

What lessons from the Navy have been most valuable in running your business?

Leadership, without question. The military is very good at training leaders, and during my time in the Navy, I was always eager to take on the next available role.

At 21, I led a diesel engine work center of four technicians while deployed in the Persian Gulf. Some of those technicians were older than me. By 24, I was an instructor and course supervisor, training, leading, and mentoring 35 other instructors at the Center for Naval Aviation Technical Training Unit at North Island.

That leadership experience has directly fueled my ability to run a business.

Another major lesson was attention to detail. In the Navy, especially when you’re involved in aviation, attention to detail isn’t just a good habit. It’s mandatory.

One small mistake could cost someone their life. Leave a tool in the wrong place, and it could get sucked into a jet engine. If you’re not paying attention while aircraft are landing and taking off, you might not get a second chance.

You have to do things right the first time, every time.

The Navy does an excellent job of creating and enforcing policies and procedures to prevent accidents. I’ve adapted similar policies and procedures in my business.

How did military service influence your work ethic and time management?

In the Navy, you’re a sailor 24/7. As a business owner, you’re a business owner 24/7.

The Navy taught me to make the most of my time. Scheduling, showing up on time, and being prepared are all mandatory. Those habits have directly influenced the business owner I am today.

People always tell me, “I don’t know how you get it all done.”

The answer is that I plan my days down to the minute. I carefully plan my schedule weeks in advance, and when something comes up, I already have a Plan B in mind. I’m constantly thinking through the what-ifs and keeping organized lists and calendars.

Military service gave me a perspective that I still carry with me.

What was the most difficult part of going from a one-person operation to a business with eight full-time employees?

The toughest decision is always that initial decision to get the ball rolling.

You’re leaving a comfortable job where you make good money and diving into the uncertainty of entrepreneurship. You’re probably going to make less money personally, work much longer hours, and receive far more criticism than praise.

The first two years were the toughest.

From there, the wheels keep rolling, but growth brings new challenges. Every time we hire an employee, it’s a significant financial and time investment. Hiring the right candidate is crucial. New technicians require training, and it usually takes several months before they are fully up to speed.

Growing a company means accepting those investments while making sure you’re building the right team for the long term.

You’re now attending law school while continuing to own Deckplate Diesel. How have you divided responsibilities among your management team?

We have an excellent management team, and everyone is focused on the same goals.

Ryan is our general manager. He has my authority to make any decisions I would make if I were physically in the shop.

Talayia is our office manager. She handles accounts payable and receivable, payroll, in-house human resources, and assists with customer communication.

Kreig is our technical leader on the shop floor. He helps train technicians and guides them through complex repairs.

Those are just the broad responsibilities. As with any small business, everyone wears many hats.

I’m incredibly thankful to have a team that works together, looks out for one another, and gets the job done. Having that kind of trust is what has allowed me to pursue my law degree while remaining actively involved in the business.

What parts of the business still require your direct involvement?

Nowadays, I focus more on working on the business rather than in the business. That means working on the overall business oversight, process improvements, workplace improvements, bridging communication gaps, and creating the best possible customer experience. A major priority is making Deckplate Diesel the best place to work that we can.

But I still get out and work on equipment. In fact, I carry the after-hours service phone about 95% of the time.

When an emergency call comes in, I’m usually the one getting into the service truck to handle the repair.

I do that because I want our team to be able to rest and relax when they’re not at work. It’s one way I can contribute and lead by example.

How do you continue supporting the military community through your business?

As a veteran and business owner, I’m very thankful for those who served before me and those who are still serving.

At Deckplate Diesel, we regularly make blankets during our company Christmas party and donate them to the Fargo VA.

I also volunteer with North Dakota Employer Support of the Guard and Reserve, or ESGR, where I help bridge the gap between service members who are currently serving and their civilian employers.

Deckplate Diesel

240 39th St. N, Fargo | 701-929-0199 | service@deckplate-diesel.com

Joshua Seley’s profile ran in the Veterans in Business section of Fargo INC!’s November 2026 issue. The original print pages are below.