Yehuda Levy, CEO, EzFill

In an interview with Invest:, Yehuda Levy, CEO of EzFill, discussed the company’s growth from a South Florida mobile fueling provider into a multistate operation serving commercial fleets, consumers, construction companies, and other sectors. “Technology is what allows us to expand further, even as of right now, and offer other types of products and services,” Levy said.

What customer behavior shifts convinced you that EzFill’s mobile fueling model could scale?

I started this company about 10 years ago, and one example that shows the shift is Michael Farkas, who has not gone to a gas station in five or six years. That small example shows how consumer behavior can change when there is a convenient alternative.

We also see that change across commercial and corporate accounts. We service national fleet accounts, commercial fleet accounts, construction equipment companies, and businesses that operate nationally or globally. The volume and sales we are gaining from these customers are rapidly increasing.

Over the last year, we have gone from operating only in Florida to operating nationwide. Our sales have grown from about $28 million to over $80 million. We are proving the model, proving that it works, and enhancing our technology. The technology is what allows us to be on demand and deliver at our customers’ convenience, which saves them time and money.

How do you balance pricing competitiveness with the added convenience of mobile fueling?

We are always looking at local competitive gas stations near our customers, whether they are commercial or consumer customers. On the consumer side, we offer a price comparison on the app. When customers open the app, they can see a map of local gas station prices, and we compete with those prices, whether we are the same or lower. We have an API integration that allows us to show gas station prices in the area directly in the app.

On the commercial side, it is different because it is harder to pinpoint which gas stations drivers are using. Their drivers are often all over the place. We take an average of local gas station prices and provide a competitive price. If needed, we add a delivery or service fee for the convenience of going to them.

The value is in the time savings. If a commercial fleet has 100 trucks and 100 drivers on the road every day, those drivers may all be stopping at gas stations and bringing back receipts to the accounting department. We provide the service and save 15 to 20 minutes per driver every day. We want to be competitive on pricing, but we also want to show that the savings and value are there.

What has been the hardest operational challenge to solve at scale?

Managing our own fleet of trucks nationwide is something you learn as you grow. Logistics also has many variables, including traffic, weather, and driver schedules. Drivers may come in late, routes may change, and each state has different roadways and requirements for commercial vehicles transporting gasoline or diesel.

The key is being able to identify differences you may not have predicted, learn from them, and solve for them. Technology is what allows us to do that well. Our technology is constantly improving, and we have an incredible technology team. We are also utilizing AI, and part of our routing systems are AI-driven.

The system constantly optimizes based on weather, traffic, and driver patterns. It gives drivers updated routes based on outside variables that would normally be hard to see. In Miami, where I live, I know the routes and can tell the team to prepare if it is going to rain. But we operate in Houston, Los Angeles, San Francisco, Dallas, and Nashville, and in some of those places I have never been. It is hard to rely only on drivers to communicate those variables. Technology, especially AI, allows us to adapt on the fly.

How do you prioritize product and technology development across consumer, commercial, construction, marine, and other use cases?

Volume, sales, and value points help guide where we go. We originally started by delivering on-demand fuel to consumers. For example, someone coming home from work or a parent coming home from school with a low tank could place an order with EzFill, and we would come fill up the car so they did not have to stop at a gas station. It was convenient.

Over time, we learned that commercial fleets, construction equipment, and generators on the commercial side grew exponentially. Today, the majority of our sales and revenue are on the commercial side, so we often prioritize technology around that side of the business.

When we expand into new markets, our model is to first secure an anchor customer with significant volume and gallons. That gives us a footprint. From there, we add smaller commercial fleet accounts that are easier to onboard. After that, we introduce the consumer side and other services. We are always prioritizing national footprint accounts that can help us open new markets, while also continuing to build technology for consumers and other areas of the business.

What allowed EzFill to scale from a local Miami operation into a multistate business?

Technology and acquisitions. Acquisitions opened the door, but without the technology in place, we would not be able to handle the expansion.

Over the last several years, as we were building the business before the IPO and after going public, we put significant resources into our technology. At that point, we were operating only in South Florida. Once we built the technology for scaling and expansion, the process became much more seamless.

We expanded from South Florida to Central Florida, including Tampa and Orlando, then to North Florida, including Jacksonville and recently Gainesville, and then outside Florida. In December 2024 and January 2025, we completed two major acquisitions. We took over drivers, trucks, and operations, but we did not have to take on much back-office or upper management because the technology handled much of the work and burden.

Technology is what allows us to expand further, even as of right now, and offer other types of products and services. Those two acquisitions were also a catalyst for getting us outside Florida.

Where does EzFill have a durable competitive advantage in the mobile fueling market?

Technology and service are where we differentiate ourselves. On the service side, we provide excellent service and white-glove service to customers, whether they are consumers or commercial accounts. What allows that to happen is the technology.

With technology, we can optimize routes and find ways to be more profitable and efficient in how we deliver fuel. That can allow us to provide better pricing to customers. We also provide drivers with the information they need to execute successfully at each account.

We also offer a fleet portal, or customer portal, that most competitors do not have. Customers can see their full fleet and assets, track gallon and fueling consumption, review reports, billing, invoices, and payments, and schedule fuel directly. They can manage the fueling and billing process at their fingertips.

That information allows us to react quickly. Orders come through the portal, pass to the driver through technology, and appear in the driver app on a tablet. The driver receives the order and information, then is dispatched to the location in the most optimized manner.

How do route optimization, delivery density, and subscription models impact margins and long-term profitability?

With our technology, we are able to act quickly, deliver efficiently, and lower our costs. In an operational or transportation business like ours, the cost is in transportation, driving time, and the time it takes drivers to execute the service or deliver the product.

If we can use technology to operate more efficiently, we can cut down that time. That can improve profitability or allow us to pass some savings to the customer, which helps our competitive advantage.

From the client perspective, our value is that their drivers do not need to stop at the gas station. Companies want their drivers delivering packages, products, or whatever they are supposed to be doing. Every time a driver stops for gas, there is lost time. It could become a cigarette break, a food stop, a restroom break, or time spent waiting at the pump. There can also be bottlenecks at gas stations.

By delivering fuel directly to the office or yard overnight, when the trucks are sitting and no one is waiting, we save customers a tremendous amount of time. They can see efficiency gains and savings by having their drivers deliver more products or packages per hour instead of wasting time at the pump.