Steve Hart, founder of NS Diesel in Dartmouth, Nova Scotia, pictured here fourth from left with the shop’s crew, is fostering a new generation of technicians by mentoring apprentices, a practice inspired by his own career beginnings.

By Lois Tuffin

Steve Hart will never forget the man who took a chance on him. As a young apprentice, Hart didn’t just need a job; he needed a north star. Now, 17 years into a career ad owner of NS Diesel and Automotive in Dartmouth, N.S., he’s paying that debt forward by building a culture where the next generation of technicians can thrive.

From Forestry to the Forefront

After graduating high school “by the grace of God,” Hart went looking for a way to turn his upbringing in a forestry family into a career. He grew up fixing whatever broke to get the job done, knowing his future lay under a hood. Unable to afford trade school, Hart cut his teeth at J. Campbell’s Auto Service in Westville, Nova Scotia, then Atlantic Radiator in Windsor N.S. But his trajectory changed in 2010 when Fred Schofield took him under his wing at Scholfield’s Autopro.

“He gave me the opportunity and the tools to be the best,” Hart recalls. It was more than a technical education; it was a blueprint for leadership.”

By age 25, Hart was the foreman of a Ford dealership diesel shop in Dartmouth. For years, he worked very long shifts fueled by pure passion, watching his own apprentices earn their Red Seal certifications. But as the dealership expanded, Hart felt a disconnect. The corporate purpose no longer aligned with his personal mission or values.

The Leap of Faith

In 2017, Hart returned to his roots in Windsor to open his own shop, NS Diesel. He carried with him a piece of advice from Schofield that would define his business model: Specialize. You can’t be the best at everything.

Hart spotted a massive gap in the market: specialized fleet service for light-to-medium diesel trucks from the “Big Three” automakers. However, geography proved to be a hurdle; clients hesitated to “float” their vehicles the 70 kilometres from Halifax to Windsor.

However, in April 2018, Hart made a high-stakes move to a 3,600-square-foot shop in Burnside Industrial Park, Dartmouth. The stakes were literal: he paid his $5,000 monthly rent and the salary of his sole employee at the time, Brent Chiasson, on his personal Visa card for the first month.

After a “painfully slow” first month, the tide turned one Monday morning when a large company called for a second opinion on a “broken” GMC Savana Van. “We’ve been going flat out ever since,” Hart says.

Precision and Proactive Power

Today, NS Diesel is a juggernaut spanning two units and 8,600 square feet. It has eight bays, a section for trailers, two inventory rooms and massive office space. The facility features a specialized fleet of lifts—from 15,000 to 20,000 pounds—to handle everything from a 36-foot motorhome to a Nissan Leaf.

Eighty-five percent of the business is fleet-based. To manage it, the team designed a proprietary tracking method for clients and currently manage clients with up to 400 assets. Every Friday, service advisors pull data from their computer systems to contact and schedule maintenance two weeks in advance.

“These companies cannot manage it properly on their own,” Hart notes. “With a fleet, customers are more willing to be proactive. We prevent problems from happening and the data shows it!”

The numbers back up the strategy. In January 2026, the shop’s ARO sits at a healthy $2,100.

Owning the Bay

Despite the growth, Hart’s focus remains on the team and the customers experience. His crew includes seven technicians (four Red Seal certified) and three apprentices. His management style is a blend of grit and generosity. He books the shop at 80% capacity to account for “unexpected 45-hour jobs” and unexpected flat tire repairs or parts delays.

He shares the wealth, too, offering full hourly compensation with tech bonuses based on hours produced and service advisor bonuses based on net labour sales. He also hosts quarterly team dinners and fishing trips, while offering three weeks of paid vacation and a two-week paid shutdown at Christmas.

On any given day, you’ll find Hart in the same attire as his techs, ready to jump in. But his ultimate goal is to see them stand on their own.

“I wouldn’t be where I am today if it wasn’t for the people I surround myself with,” he says. “I am so very fortunate to have a shop of 10 to 14 employees at all times to help me achieve my goals. I am only one man helping 14 people achieve theirs. I will always be forever grateful for them.” 

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