Wisfe Aish builds a fuel empire on data, instinct and community roots
Wisfe Aish stands in his office near a Tesla charging station that works about half the time. The irony is not lost on him. California wants electric vehicles on every street, but the grid cannot handle the load. Meanwhile, refineries are closing.
“If refineries close and EV demand spikes, gas prices could hit $10 a gallon,” Aish says. “People might rush to buy electric cars, but then they’ll face higher costs and power shortages. We’re preparing for those scenarios.”
For over 35 years, Wisfe has navigated the petroleum industry with a blend of intuition and complex data. In 1999, he founded Double AA Corporation, turning it into a premier fuel service provider that now serves California and beyond. The company has built partnerships with major petroleum players, including Valero, ConocoPhillips, and Marathon Petroleum.
But Aish is not content to simply ride on old successes. He has pushed the company into renewable fuels, such as biodiesel and E-85, invested $100,000 in quantum computing research, and utilizes six different software platforms daily to track everything from shipping disruptions to refinery changes.
His son, Abed Aish, who serves as COO, describes his father as nimble with technology. “If he sees a new opportunity, a new tool, a new platform, he’s ready to pivot immediately,” Abed says. “That mindset is part of our culture.”
The elder Aish grew up in San Francisco, where early connections with organizations like the Boys & Girls Club shaped his values around opportunity and service. Today, he channels that upbringing into philanthropy, supporting youth programs, local charities, and people who strengthen communities.
The company uses artificial intelligence and multiple information sources to track global developments, translating data into real-time insights. “AI has been a game changer for us,” Abed says. “It has made us more efficient. We can do more with fewer people, and those savings go directly to our customers.”
Aish is already looking further ahead. He talks about quantum computing the way some people talk about a favorite sports team. He believes it represents the next frontier, capable of analyzing not hundreds but millions of variables at once.
Staying ahead through technology and experience
Double AA Corporation has built its reputation on a foundation of historical data and industry knowledge. Wisfe Aish and his team rely on decades of experience to understand what causes price fluctuations, how product availability changes, and how logistics impact customers. But they pair that experience with cutting-edge technology.
The company utilizes six software platforms daily to collect data, analyze market conditions, and inform its decisions. Those platforms track everything from diverted crude shipments to refinery changes, providing the necessary context to advise customers on the optimal time to buy.
“The technology is important, but so is the knowledge and context we bring to it,” Aish says. “That’s what gives us an edge.”
Forecasting is a significant part of the operation. The team constantly evaluates demand versus supply, planning accordingly to avoid shortages or overstock situations.
“I make sure everyone knows what we have available and what needs to move,” Abed says. “That clarity keeps everyone aligned.”
The elder Aish describes his approach to technology adoption as aggressive but calculated. That willingness to experiment has kept Double AA competitive in an industry where margins are thin and delays are costly.
Wisfe Aish builds teams through training and trust
Training a new hire at Double AA Corporation takes time. New employees begin on the logistics side, learning where the product originates, how to dispatch it, how trucking works, and how delivery timing impacts costs and customer satisfaction. Once they understand logistics, they shadow a sales representative to learn the client side of the business.
The process can take up to a year before someone is ready to operate independently. During that time, the company pays a salary even though the new hire is not yet generating revenue.
“That’s what’s required to build a strong team,” Aish says.
Abed takes new hires under his wing when possible, ensuring they understand how accounting connects to logistics, how logistics impact marketing, and how every piece influences the whole. That comprehensive view enables employees to be more effective in their roles.
“Once they understand that, they’re much more effective in their roles,” Abed says.
Some people trained at Double AA have gone on to work for other companies. While that can be difficult, Abed sees it as a sign the company is doing something right. No one wants to hire someone without industry expertise. Double AA employees leave with real knowledge.
Motivation at the company hinges on transparency and consistency. Daily meetings set clear expectations. Weekly check-ins and monthly manager gatherings provide ongoing feedback. Growth is part of the culture. Employees understand that strong performance leads to advancement, whether it involves transitioning from logistics to sales or from sales to management.
Wisfe Aish believes the real motivation kicks in when people see their own growth. When one salesperson sells 1 million gallons and another sells 25 million, the difference shows up in income, recognition, and self-respect. That visibility pushes people to improve.
“They realize they can be that person, too,” Aish says.
Leadership by example is critical. The team sees Aish and his son working early mornings and late nights, setting the tone for the entire organization. People have different personalities and work styles, and the company accommodates that while ensuring everyone sees opportunities.
Empowerment and trust are at the core of how Double AA retains people. Aish does not micromanage. He hires people he trusts and gives them control over their operations. That autonomy builds confidence and ownership. Monthly manager meetings offer an opportunity for everyone to share feedback, discuss issues, and propose solutions. When employees feel heard and supported, they stay and grow with the company.
Navigating challenges from theft to market volatility
Retail theft has become one of the most pressing challenges facing Double AA Corporation’s retail operations. In California, if someone steals under $1,000, charges cannot be pressed. That means people know they can walk into a store, take what they want, and leave without consequences.
“It’s demoralizing for employees and damaging to the business,” Aish says.
Double AA addresses these challenges by training staff on how to handle situations safely and by sharing strategies across locations.
Beyond theft, the company faces the everyday pressures of timing and logistics. If a fuel truck arrives too early and the tank is not ready, the industry calls it a hallback. At 8,800 gallons per load, such a mistake becomes an added cost for everyone.
Market volatility adds another layer of complexity. Fuel prices can spike in response to global events, and customers rely on Double AA to provide them with a warning. The company tracks shipping disruptions, geopolitical developments, and refinery changes, translating that information into actionable advice.
“If something happens that might cause a price spike later that day, they hear it from us first so they can make informed decisions,” Aish says.
The upcoming closure of the Benicia refinery represents the kind of market shift that separates strong companies from weak ones. Abed describes it as a moment that will create winners and losers. Double AA is positioning itself to be among the winners by forecasting renewable diesel demand and rethinking logistics.
Wisfe Aish encourages innovation and community impact
Wisfe encourages creativity through open communication and the sharing of ideas. During monthly manager meetings, time is dedicated to discussing new ideas and experiments. Managers share what they have tried, what worked, and what did not.
One example involved introducing Dubai chocolate bars, premium products that cost more than standard items. Some managers were initially skeptical, but when they tried selling to them, sales were strong. That success story spread across the company and inspired others to experiment.
“If someone comes up with a great idea, they might get $100, $200, even $500 in cash,” Aish says. “Incentives like that show people we value their creativity and encourage them to keep thinking outside the box.”
When hiring, Aish pays close attention to responsibility and motivation. He observes how seriously someone takes their conversation, their communication style, and their approach to the job. “People with families or financial obligations often make the best hires because they understand the stakes,” Aish says.
For sales roles, having a book of business is a significant advantage. It shows industry knowledge and the ability to hit the ground running. But motivation matters more than experience in some cases. Single candidates who are highly self-driven and want to improve their circumstances can be just as valuable.
With decades of experience growing companies in competitive industries, Aish remains focused on creating sustainable value for customers, employees, and the communities his businesses serve. The vision is guided by the belief that business leadership carries a responsibility to uplift others.