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Remarkable Results RadioApril 3, 2026 · 47 min

Batman Needs a Robin: Meet Your Shop’s New Sidekick Ninja App [THA 479]

Customer ExperienceMarketing & GrowthDiagnostics & Repair

Now playing — Remarkable Results Radio

0:000:00

About this episode

Thanks to our Partners, NAPA TRACS, Today's Class, KUKUI, and Pit Crew Loyalty Watch Full Video Episode *]:pointer-events-auto scroll-mt-(--header-height)" dir="auto" data-turn-id="0e35c993-ad2d-4e51-96b6-080ca2e8cdd2" data-testid="conversation-turn-3" data-scroll-anchor="false" data-turn="user">*]:pointer-events-auto scroll-mt-[calc(var(--header-height)+min(200px,max(70px,20svh)))]"…

Key takeaways

  • —The app gap exists because consumers trust businesses that offer apps, but many shops fail to encourage downloads.
  • —Engaging customers with loyalty programs and incentives can significantly improve retention rates.
  • —Integrating customer relationship management (CRM) with shop management systems can enhance service advisors' efficiency.
  • —Using gamification strategies in apps can motivate customers to engage more with their service providers.
  • —Regular follow-ups and updates can improve customer satisfaction and trust in the service experience.

Frequently asked

What is the app gap in the automotive industry?
The app gap refers to the disconnect between consumers who regularly use apps in their daily lives and automotive shops that do not effectively promote their own apps, leading to lower customer engagement.
How can shops encourage customers to download their app?
Shops can offer incentives such as discounts, loyalty points, or exclusive offers to encourage customers to download and engage with their app.
What role does CRM play in enhancing customer experience?
A CRM system helps service advisors access customer information quickly, allowing for personalized interactions and better service, which can lead to increased customer loyalty.
▸Full transcript

This is the Automotive Repair Podcast Network. Hey everybody, Carm Capriato, Remarkable Results Radio. Good to have you here back at Vision 2026 here at the Overland Park Convention Center. And I know it doesn't matter what time it is, but I think in about a half hour the expo hall opens after the second day of training. We're always excited to be here. Tracy did a training class with Sarah and I did, uh, great that I facilitated the mastermind, CEO Mastermind today.

And it was really, really good. Also, thank you so much to Napa Tracks for sponsoring us here. I talk too much about SMS systems and the total usage of them. And I gotta tell you, everybody that I spoke to says, yeah, yeah, we're probably a little shy of using all the great features that are in all the SMSs. The thing I love about Napa Tracks is They've got local people, daily training.

There's nothing they won't do for any different position in your company to know and understand how to make their SMS, the NapaTrax SMS, a very powerful tool in your company. I got a very interesting episode on tap for you. You're gonna really like it, cuz we're gonna talk about some really neat new software that's coming out from one of the guys who's with And he's been on before.

I'll tease you with his name, Jeremy Glasgow. We'll be right back. Hey, for over 30 years, Napa Trax has made selecting the right shop management system easy by offering the best, most comprehensive SMS in the industry. We'll prove to you that Trax is the single best shop management system in the business. Find Napa Trax on the web at napatrax.com. Hey, how well does your team know their stuff?

Test their automotive skills with the Today's Class basic, advanced, or service advisor quizzes. It's a quick, effective way to spot gaps and grow stronger teams. Take the quizzes now at todaysclass.com/tcquiz. Shop owners, stop juggling multiple marketing tools. Kukui's integrated platform, they deliver 4 times better website conversions, automated follow-up, and real-time ROI tracking. Get industry-leading customer support with Kukui. That's K-U-K-U-I.com. You're probably tired of chasing new customers who never return.

We understand. Pit Crew Loyalty ends the one-and-done cycle, turning first visits into lasting, reliable revenue. On the web at pitcrewloyalty.com. Jeremy, welcome to the show, my friend. How are you? Doing great, Carm. Jeremy Glasgow, founder of AppFuel, unlike any other CRM in the entire world. It's a bold claim, but we're making it. It is, yeah. And the founder of the original mobile app Ninja.

Damn. We're going to talk a little bit about this Ninja app. Joe Schindler is with us, family legacy company from, what, 1972? 65. Even longer. Yep. I read that one, 1972, on your website. You better change it. Well, '72 is when we were in the— we're in the building we are now. Ah, '65 is the start date for my— they started it up, but they moved to this location.

So we have been in one location since 1972. Okay, Joe. Floyd's Knobs. I'm sorry, that is just a funny sounding town name. And we get made fun of because of it and stuff, because it used to be Floyd Knobs without an S. Now they put two S's on it and everything. Floyd's Knobs. God, it's actually listed in some place, one of the dirtiest names, uh, towns and stuff.

I mean, we're right down the road from French Lick, so Indiana has two odd ones. Oh my God. Okay, that's all in Indiana. Please be careful when you drive through Indiana, okay? Yeah. You don't want to get stuck in Floyd's Knobs or French Lick, you say? French Lick? Yes, just down the road. And they have a Motel 6, I'm sure. Now, Carm, since we're talking about towns, I live in a town that's going to be greatly confused with your sponsor.

Shout out to your sponsor, Nampa, Idaho. Yeah. And everyone goes like, Nampa, Nampa, Nampa, N-A-M-P-A. But it's really close. It's right in there. It's right in there. I get it all the time. Okay, so I'm talking about this whole gap thing of, you know, the app gap that exists. Before we turn— if you were ever behind the scenes in any of my episodes, especially when we go live, we seem to start doing the episode.

It says, okay, let's structure this. I've got some notes. Here's the— we want to make sure we give the listener. And then, but we're about 8 minutes in and we've already done the episode. Yeah, we couldn't contain ourselves. I just can't. It's great. So what is your opinion on what this app gap is all about? Okay, my opinion on an app gap, it's not there for any of us in the auto industry as consumers, right, Carm?

So if any of us are rebuying right now, I would wager, I don't know, $5 that when you rebuy, probably you're on the third or fourth rebuy, you're using an app. Really? And that's as a consumer. So rebuy, I had one relationship, second, you say by the third I'm using an app? By the fourth visit, I'm going to wager that you're using an app.

Wow. Southwest Airlines. Okay. Amazon. Okay. Costco. All right. Starbucks. Chick-fil-A. And we don't— or grocery store and/or Walmart. Is that what you're saying? The list goes on. So we don't have an app gap as consumers, but where we do have it is with us asking our consumers to get our app. And that gap just— it's why I don't sleep at night. I do not sleep at night.

Because you're wondering how to pull them in? Well, as consumers, we all know apps work. We all use them. It makes doing business easier at that business, and that's why we download them. We don't download them because we think that the app does not build trust. The app is used when you trust someone. And so I've always misunderstood that, right? I mean, as an app builder, I'm really biased on this.

I go, oh, we're going to build you an amazing app. You're going to look legit. You're going to be in the app stores. You're going to be an amazing brand. Your customers won't download it because you have an app. They'll download it because they trust you and coming back to your shop will be easier. You'll have some value in there, you'll have some conveniences.

And that's why as consumers we use apps. So that app gap is how do we close it in our industry, Carm? And that's why I'm so thankful I'm on the show just to get the question out there. Like, I'm not claiming to have all the answers, but that is the question. Why do we have an app gap? I just love what you just said.

It just really rocked my soul. They only put the app down because they trust you. Yeah, I've had it wrong. I think I've been telling the story since 2015. We used to be a different company. We've rebranded App-Fueled. And why did we do that? And my thought was, let's fuel the rebuy experience. You know, everyone talks about retention. You know, guys like Craig O'Neill, just brilliant mind to talk about retention and relationship.

I'm just under the impression that it can't be left to only text, only email, only postcards, and only phone calls. I'm not against any of those things, but why not also an app? So that, that's— I kind of just wrestle with the question every day. Yeah, yeah. Why an app gap? Okay, my mind is reeling in a million places and I got to try to control it and bring it down.

Joe will be with you in a minute. Joe's our guest here too, and I know Joe wants to say a ton of things. But coming from Floyd's Knobs, how much? Oh, sorry, Joe. I didn't know it was gonna be like this. I get picked on every place I go. I'm good. So here it is. It's the rebuy experience. Yeah. Yeah. So I come into your shop, Jeremy.

I'm a brand new client and you just do great things for me. And I come the second time. Every CRM, all the software we have in the world can tell you this is my third, fourth, or fifth visit. It can. And if on the third visit, is that when I talk about my app with you? I mean, you could. I would say you're missing the boat.

You could wait till the third visit. Oh, the reality is half of your customers you won't see for a third visit. So I wouldn't wait till the third visit. But you said that I'm not going to download it until the third visit. It's possible that that's true. We have evidence that you can move the needle. You can move people to download something for other reasons.

Okay, so things like— I probably mentioned this on one of your shows before— I didn't trust Krispy Kreme, like, that they were going to be a nutritional donut, but they did offer me a free donut, and I downloaded their app to get that donut. Wasn't that I trusted Krispy Kreme and all things, or, you know, maybe they were going to help me with chocolate milk too.

Like, I may not have known all the things Krispy Kreme was going to do, but at that moment, I wanted a free donut. And so we can do that in our shops too. We can get crafty, we can have swag, we can have something special that's going to happen today. We could have a spin the wheel contest. We could, I mean, restaurant people are great at this.

You might get a free appetizer by downloading our app today at Applebee's. I didn't, you don't have to wait till the third time. Got it. But the probability is most people won't be using and engaging in your app until that second, third visit. Again, I say go for it now though. Why not ask? Jeremy? Yes. Krispy Kreme's. Okay, you like them? Well, I like free donuts.

Oh, and so, but it's very difficult to go get free donuts, am I right? What do you have to do, be homeless, sit on the corner? What do you gotta do? Yeah, I mean, there's a lot of ways. Like, my— I teach a discipleship group of, uh, high school boys, and they get free donuts for me. So, you know, you could just show up to random— you know, you could have mentors that might bring you free donuts, but otherwise it's a challenge to go.

Have you ever, have you ever taken a waffle iron Krispy Kreme in the middle of it. Oh, have it very nice and hot. Close the COVID and wait— how long, Trace? Just not even 10 seconds, I think. 10, maybe 15 seconds. Okay, lift the lid. Take a look at that Krispy Kreme that's got those square marks all over it. You cut it in half, put it in your mouth.

You've never ever done a Krispy Kreme like that before, ever. And we actually did a show, an entire show on that at ASTA 3 years ago. Can we do round 2? I'm gonna— can I be invited? And Joe, Joe, we're coming back. Isaac Rodell. Yeah. ASTA. There he is. Every year. There he is. Every year. Sunday morning. Thank you, Joe. What is it?

100, 200 donuts he brings in? Yeah. Yeah. And he does a little wall farm. Best thing you'll ever eat. And so, so here's the story. This was the coolest thing. Tracy says, we gotta do this. So he brings it into our studio. So we didn't have a lot of chaos going on. He brought a box, the waffle iron's on, and I said, "Trace, could you just go ahead and interview him?"

She approaches it like she's a news person for the first time discovering this unbelievable treat, and she's starting to ask really tough questions of Isaac. And it is a hoot, 'cause you know we're playing it for fun. And it was so much fun. And then somebody left to go get chocolate chips or something like that. It was the funniest. So I don't mean to belabor our episode, episode about Krispy Kreme, but you brought it up.

I do, and I'll keep bringing it up if you want. I love— yes, yes. You have this thing called the App Ninja, and I really want to jump inside that thing. You said, Carm, it's like if you have Batman, you have to have Robin. And Batman's everything that we have today, but you need to have this sidekick. You call it the sidekick ninja.

And what it is about the Batman, like, that just occurred to me one night, like, most people Like if you're a client of AppFuels, your customers should not know who we are because we're building the app for you. It's your branded app. And so we, we are App Ninjas. We hang out in the shadows. We don't want your customer to know about us.

This is to position your brand in the right way. So it just made sense to me when I was talking with Brandon Crochet. We're talking about service advisors have way too many tools, Jeremy, way too many tools. And I said, okay, so they've got like their hero. That's their hero is Batman. So pick your shop management system. No, NAMTRAX, TechMetric, Shopware. That's Batman.

And we knew to be the App Ninja that's in our DNA, which is to come alongside your day without interrupting your day, not really asking you to use an extra tool, is just come alongside the advisor. And we thought Batman usually works alone at night, just how he is, but occasionally Robin shows up and that's, that's how we view our Sidekick Ninja.

Okay. So when we come alongside their day, so Robin shows up on their screen. That's right. Yep. And it does what for them? Well, we— so the problem that, that we first wanted to tackle was what we assumed was a missed call scenario. And there's a lot of ways that can happen. And not just a missed call, a missed engagement. For example, if I was— let's just go along with the Krispy Kreme story for a moment.

Okay. At the window or wherever, the, the person told me I had a free donut, right? I downloaded the app. And then I drove around to the window. If the person at the window couldn't within one second see that I was the customer expecting a free donut, all you've done with that reward or that membership opportunity or that loyalty is you've actually messed that person up because you might be about to write that ticket, close them out, and oh, wait a minute, this was an A customer who had our app downloaded with a $12 rebate and 14 stars, and they were actually a member.

And so that was really the first problem we wanted to close is we discovered that advisors, because they didn't have time to go to that extra tool, didn't even know what the customer's profile was. So we thought, hey, you're in there looking at that ticket. You're about to write that up. Don't write this ticket up and forget their $13 rebate. That customer's going to call you out on it.

Okay. All right. So it makes so much sense to me because Joe, jump in anytime. I keep thinking about the word sidekick. Listen, Tracy leads this network of ours. She does 90% of the heavy lifting to get us where we are, but she's my sidekick in many cases. Love it. Sidekick Tracy. To me, it is one of the most— I think every one of us in this world that are doing good things for people can't remember everything.

It's like I'm so enamored about, okay, oh, tell me all about this client. The phone calls that have come in, the work we've done, the future commitments, the mileage, what, you know, tell me about their family, their occupation, tell me about their dreams. And all of that's in the CRM, but we have to stop and integrate it or open it. And it would be so cool that if, and I'm kind of joking about my watch and last time Jeremy was on, the last thing we talked about, the blah, blah, blah, blah, blah, it's my watch could be my sidekick, but you've decided to say, How can I give the kind of information that continues to

build loyalty and trust? Because when I talk that language to the client, right, Joe, they're looking at me and says, damn, how do you know all that about me? How do you remember that stuff? It's the key to remember that stuff. It is the key because you've got so much going on. And pre-Psychic Ninja, customer comes in, you have to remember to switch over to the website, crap field.

Look at the customer profile and put in. At the same time, your phone's ringing, customer's in front of you, and then the next thing you know, you get a phone call a day later, "Hey, you forgot to put my 5% rebate, my free oil change," whatever's on there because didn't have it right there. Now it stays on the screen. It's right there to see, and it's got a little spot that says, "Hey, you have a coupon available for this customer."

You click on it, see what coupon they have. Oh, they've got a wiper set, wiper blades. Okay. So if the car's in for an oil change and basically the wipers were halfway, they weren't quite gone, but then, hey, bring it back in, put a set of wiper blades on. We're gonna go ahead and take care of this in advance to take care of the customer and say, hey, we applied this to you for your free wiper blades.

Or the birthday, we give a birthday, uh, for your birthday. That's a great one for them. Hey, I want to wish you a happy birthday. You've got a $30 off coupon. It's right there. And that's what I've tried other CRMs, and you had to log in, log out of different things. And as an owner service advisor, since I do both roles, I've got 400 things going through my mind at all times, and I forget.

And then I've had customers call, hey, I had this, and they're not upset. I had this. You just nailed the feeling that every person who's listening here who's never been treated to the deserving discount coupon, free something that you get. Oh, that's great. Well, the next time I get there, they didn't even remind me. They didn't offer it. They didn't know. I'm pissed.

Yeah, I am pissed. And when you go to checkout, I can't remember where I was. Oh, I think I went to OfficeMax. I joined their program cuz we do all a lot of our printing there and stuff. And when I went there, the guy looked at me and he goes, Hey, you've got some points. Do you want me to take it off of your order?

You had no clue. I didn't. I just signed up because they convinced me this was a good thing. You're going to get some future discounts. We won't bother you a lot. And I said, okay. I figured he's on an incentive. You know, I'm a businessman. I come here. And so that— wow. I see why I keep coming here. They care. Hey, let's face it.

Your shop management system is the single most important tool in your shop Period. NapaTrax has made selecting the right shop management system easy by offering the industry's best, most comprehensive SMS. Now it all starts when a local representative meets with you to learn about your business and how you need to run it. After all, it's your shop, so it's your choice, and having local representation is a huge plus.

Customizing Trax to your business, whether you're a one-person shop or a large multi-bay or multi-location company, a representative consults with you to help optimize your shop's workflow, efficiency, and profitability. Trax always has the flexibility to do business how you need to do it, which means it can also grow as your business grows. And unlike the other guys, we'll be there for you after installation with the best training and support in the business.

Yes, a learning management system tailored to each role in your company. Simply put, Trax was designed and built for shop owners just like you. Visit us on the web at napatracs, that's N-A-P-A-T-R-A-C-S dot com. Transform your team with today's class where automotive training is easy, quick, and fun. Just 5 minutes a day on our app can eliminate hours of looking up forgotten information later.

It's perfect for technicians, advisors, and managers alike. Keep critical knowledge fresh and top of mind, ensuring your team operates at peak efficiency. Today's class is impactful, accessible from anywhere, and a bit of fun too. And we're not talking about after-hours pizza either. For training that gets results, turn to todaysclass.com. Shop owners, we know you are overwhelmed with a flood of missed calls, empty bays, and disconnected marketing tools.

Kukui has spent over a decade building one integrated platform for auto repair shops. One login, one dashboard, and mobile-first websites that convert 4 times industry average. Smart, innovative CRM with automated follow-up, 24/7 online booking, and real-time ROI tracking. With 900+ years of combined team experience, we fuel the growth of 2,200+ shops and have influenced $3 billion in revenue. Stop working harder, start working smarter.

Get industry-leading customer support and book a demo with Kukui. That's K-U-K-U-I.com. You know, most shop owners feel trapped spending on ads while half their first-time customers never come back. It's frustrating. It's exhausting. And it's not your fault. The industry average is 54% one-and-dones. We understand how discouraging that can be. Well, Pit Crew Loyalty changes the story. Our clients cut that rate by up to 38%, raising lifetime value by more than 50%.

Loyalty members visit nearly 3 times more often, creating predictable revenue without extra ad spend. Pit Crew Loyalty, where customers stay and shops thrive. On the web at pitcrewloyalty.com. I will protect the owner's money. Can I explain this for one second, Carm? Yeah. Some rebate, rebate programs— I'm not picking any in particular because we've all experienced this— you don't even know you have a rebate and you show up to a business.

So as a consumer, we've all done this. You walk in there, you didn't even know you had one. You came back because you just came back. You walk up there and the person behind the counter does the great thing, the honorable thing, the trustworthy thing, and they give you the rebate you didn't know you had. That is great customer service. That's great trust, but it's also giving away money you didn't have to give away because you came back without knowing about that rebate.

So Appfuel, we want to empower the owner to not give away their own money. Unless the consumer is the one that engaged with the program. Okay. So for example, someone goes to Joe's shop, they don't have a rebate, a balance that they didn't know about because they had an app and they unlocked it after the visit. That's how we want to use the owner's money is it's an investment in them engaging in your brand so that they saw it, they unlocked it, they swiped it, they looked at the ticket, they gave Joe a thumbs up, thumbs down on the visit.

And now it's in your brain. We just won some philosophical time. We got 6 seconds out of your customer. Boom. Your brand's— so, and so we don't want that, that moment to happen that you just experienced. I don't want that to happen where an advisor is mentioning rebate dollars that you didn't know about as a consumer. All right. Well, because is that fair?

Really? Well, I think I understand. I really understand protecting the money. I really get that. Yeah. I'm not arguing for not giving it away. The consumer's more informed because the app empowers, updates you and keeps you safe. Okay. I've gotta do my due diligence as the consumer to know this. Joe, you've got a really big ticket. The car needs a lot of work.

And, and over on Sidekick, you're seeing that there's a rebate out there that the customer hasn't asked for. However that works, is it possible that that big ticket item could actually come in the house if you remind that customer about that? Oh, it most certainly can, Steph and everything. Because if, if we have rebate, they're like, oh, well I'll go ahead and do it because I understand what you're saying.

They can choose to use it when they need it if the client doesn't ask. And if they— there's so much going on in our world to remember everything. Yeah, we've got loyalty cards for the grocery store. I mean, we're scanning it. Yeah, yeah. So, come on, let me restate what I was trying to say. What I'm not saying is that if the rebate is there, I think Joe should be quiet about it.

I'm not saying that. Oh, what I'm saying is our app does not add the rebate dollars to their account. Unless the customer keeps the app on their phone, creates a profile, and then within 24 hours unlocks the dollars themselves. I see. If they don't do that, the rebate dollars actually expire and go away. Okay, they have to be engaged. They have to stay engaged to keep the app to have the rebate bounce.

If they unsubscribe, it all goes away. Okay, so, so that's fair. No, I'm not asking— like, I hope I didn't say it that way. I'm not trying to get advisors, and I'm sorry I read it the wrong way, but I'm good at miscommunicating. So no, part of what my job is here is to— if I was unclear, my audience, maybe I think clear, and I want to drive down there.

Yeah. And I think one of Jeremy's things that he's not mentioned is because he taught me about it, is gamification. Yeah. And basically that was a conversation we had, was basically he engages the client and gamifies it so that they get the adrenaline rush by unlocking stars, by adding vehicles. So one of the things I loved about it initially was Customer comes in, I've got their 2010 Chevrolet Silverado, I'm working on it.

They download the app when they get home because he sends a text to them, hey, you're free of my app, because I actually charge for my app because they get some great benefits. I get like $300 worth of benefits for $59.99. First year's free. So they go home, they download it, and then they go in, oh, I get 20 stars for every vehicle I own and add.

So now I have records. Hey, he is a BMW, he has an Audi, and he has a Corvette, and he's got all these cars he's put in his thing. So next time he comes in, hey, I know you bring your Chevrolet pickup truck here, but you've got these other vehicles. We do work on those, so we can work on those for you.

It's just a reminder to basically reach out to customer, learn about him, and basically be able to say we can do that work. Information is power. Yes. Plain and simple. Yeah. And so if they're playing in the app, you gain the benefit of all of that information and you ask, why not? Yeah. I mean, I get their— we already got their name, their phone number, their address and everything.

We might not collect the email of that day. To me, email has somewhat went away because you're getting bombarded, so they ignore that. But they give you your email because it earns them stars. So now I'll get their email. I get their birthday because they get an extra $10 off their next visit for giving me their birthday, which is a big thing because I get a report of birthdays.

I'm like, hey, this person's birthday this week. And they get a notification. A hot Krispy Kreme on your birthday. If there was one around your shop, let's make it so. I'm all about co-partnering with people. So yes, I mean, you get so much information to dig in and like you said, Being able to collect all that information and tell your customer and say, oh, I just want to wish you a happy birthday today, when they get— they come in the week before or everything, and then you've got a rebate, like, I think 30 days is the expiration.

Yeah, you can adjust it. Yep. But so this app combines phones, texts, and emails, and Sidekick Ninja is bringing that all up, integrating with the phone. Whose phone system do you integrate with? Well, this is where we're like, I think we're blowing people's minds. Thank you, Joe. This is where I have to get to say a thank you to Joe. It's Call Inbound.

Joe is a call— great people, by the way. They're sponsor of our shows. Yeah, he has blown us away, like what is actually possible with a phone system. And so for Appfuel to be a CRM, I've wrestled with it, to be honest. Like, does a CRM have to become a phone system in today's world? And The answer I'm coming up with is no, because I know David over at Call Inbound.

So Joe, like, reach out to Joe. He go, Joe, this is unreal. We think we can show all of your phone calls, every phone call your shop has. We can AI score it, transcribe, record it, and give it to you all wrapped up in a nice, let's call it gift wrap bow, right there next to the repair order. So if Joe's looking at a repair order today and he clicks on our little ninja, It opens up, he can see all of the texts, calls, whether it was from the shop management system or from Appfuel, the CRM, or from the phone system.

Sees it all up to 2 days before the repair order was opened and up to 2 days after the repair order was closed. So rather than looking through a whole customer thread of calls and texts that might be unrelated, we just kind of wrap it up and say, here was your repair order. Now, why do we go back 2 days before and 2 days after?

We're looking for that appointment reminder moment. Sometimes there's some texting going on in there that happens the day before. During the visit, there's a lot of calls and texts. As Joe knows, he's an advisor owner. You get that. There's a thousand things happening while the ticket's open. Then when the ticket posts, because you usually have things like rebates going out, you have things like a Google review prompt.

You might have a call center task that's loaded up in your Ninja prompting you to make that next day satisfaction call. It's all visible right there with the repair order. So at any moment that Joe wants to, he could go back in time. Hey, I wanna like, maybe a customer calls back and he, he's wanting to rehash a visit from 2 months ago.

He could click on that repair order, open the Ninja, and he'll see all of the communication with that visit in one click. It's scary smart right there. It's scary smart. The fact is that one thing he hit on right there was being able to have the reminder, hey, I need to do the 24-hour follow-up. And call my client and say, hey, did everything go okay?

Or did there any issues? And I have a record of that because if I see, we'll go back, did I miss that? It's not on here. It's not my, because it's a little task. It's a little Taskmaster for you. To be able to tell a client the last time we talked, the last time we text, I'm telling you, that's scary. That's scary smart.

I'm not saying it, the client would be scary. It's scary in a good way. That they look at you and say, wow, these people really care. They've got this detailed information about the safety and the reliability of my vehicle and value me as a client that they track all of this because they don't— stay on the center line. We know this stuff because we don't want you to go left or right.

So when did this hit you that you had to do this? Well, I mean, this vision, it came in 2015, Carm. It was that the word back then, nobody really knew the word was omnichannel. Right, right. That word's been around for a decade now, maybe longer, but that's as far back as I can remember. And when I think of omnichannel, it's again back to— it's more of a question than it is that I have the answer.

But if the statement is we want an omnichannel, how could we leave phones out and how can we leave apps out? I don't think you can. Right. And by experiencing what we're all experiencing as consumers today, a lot of businesses, the first channel they're actually to get rid of is phones. And I don't think our industry's up for that. I don't think we should.

You deal with Amazon, you're not calling an Amazon rep on the phone right now. That's probably not happening. You're not going to talk to a human and get some help on an Amazon order. So our industry, we're not going to get rid of phones, which I think is great. Good. Let's keep it that way. But then in other industries, they might cut out email, but they're not cutting out email and not replacing with something.

If they cut out email, it's because you became a direct channel You chose the channel they wanted, and I use Starbucks as the perfect example. I don't get Starbucks emails anymore, but it's not that Starbucks doesn't believe in email. They email people too, but they know they have me in the app. They're tracking my actions and I get app alerts. So, and that's the channel they want me in because I'm way more likely to click on a Starbucks app alert than I would be on a random email because I have 400 emails, but I only have a few businesses that I trust enough to allow an app alert channel to be reaching me?

Again, I'm just kind of wrestling with those questions, Karmen, but it was in 2015. I just said a CRM should not exist in today, and that was back then. I still believe it today. Shouldn't exist unless it's considering the direct channel of app alerts, profile notifications. Phone. I mean, yeah, absolutely. Phones. We had phones about 4 years ago. Of course, there's a group that pushed us to go next level.

Now, now when I say phones, we don't ship out phones. We're not a phone company, right? But we did allow our system to be click-to-call. So this Sidekick Ninja we're talking about here, Joe can click on a phone number inside a shop management system and it's dialing outbound. So we've minimized people having to pick up a phone and type in 10 numbers and it's still just making an outbound call from your phone system.

So it rings the phone and then you pick it up? No, it doesn't even do that. You just have a headset on it. Oh, you're doing it with a headset. Okay. Basically I click the button and I use Apple, so I have my Apple iPod or earphone in. Yeah. Yeah. It basically will direct the phone call to my ear. What about cell?

Like calling from a cell phone? They call you on a cell? They don't call you on a cell. It's, uh, it's just an inbound phone call. It's an inbound phone call. Yeah. And it comes right— I mean, it comes right to it. So it doesn't matter if the old landline things— it wouldn't matter how they dial. There's some instances on how, like, Joe might dial.

He can dial from the AppFueled app if he wants to. So he can dial from a phone. He could be on the road making a call from his call inbound phone number from an app. From his phone. So it's all recorded, it's all pulled together. It's app information, it's repair order information, and it's the CRM. If we're intelligently pulling in the acronym of FORD— family, occupation, recreation, and dreams— yeah, there's so many great points.

All of this came from John DiJulius years ago, is to— you've got to know this stuff about your client if you want to have a very powerful and trusted relationship. You need to know what's going on because being able to talk their language to them. And now you've got this side ninja with all this other stuff over here. It's like the doctors say, we have this medical chart thing and you can sign on and you can see all the blood work the last time you were in, any drugs that you've been given and taken, and your pharmacy.

It's all there. Really kind of saying is, we got your ass covered, your vehicle covered. This is why you come here, because we're all-knowing and all-seeing. We're Oz. Yeah, I mean, yeah, it's scary. This is the Oz side Tech Ninja. And the thing is, you hit on something right there, because I have that app for my doctors. I can see everything. And I had a client the other day that called me, hey, can you send me this, this, and this?

I want to remember what I had. I lost my things. I said, you have my app, right? He said, yes. I said, well, I'll send them to you by text, but you can just go on your app. It's connected to you. You can pull your vehicle up and you can look at any service record in my system on your app. And he goes, I didn't know I could do that.

And that has been my selling point for downloading the app. Basically clients come in and they basically will— actually I've had 4 or 5 in the last couple of weeks. They lose their basically paperwork and all of a sudden they need the paperwork for something, either selling the car, they got a warranty question. They didn't know it was available because they were an early client that I had that I did not push real heavy on the feature.

Now they are, and they're like, oh, I can do that? Okay, great. And that is one of the big selling points of the app, because you have every service record I have in my system. So yeah, it's great. And Joe, like, we've got a couple— so, you know, AI is the buzz, right, guys? Who's not going to bring up AI on a show?

I'll bring it up, but it'll be the fourth time today. Yeah, fourth time today. But I'm actually gonna go past the word of AI. Like, this is what we're doing. It's AI rocks. I'm putting it out here for the first time. AI Airox. First time you guys have heard it. It's trademarked. Airox. And it stands for Authentically Intelligent Repair Order Experience. So it's not AI like artificial intelligence.

It's Authentically Intelligent Repair Order Experience. And what that is, is we are capturing, we're about to roll this out. So we had to get the phones in first. Thanks, Joe. It's a huge win because we got the phones in there. We've got the text in there. We've got the consumer engagement in there. We have the notes in there. We even now have all of the status updates from the SMS in there.

So guess what we're doing, guys? We're putting that into a score, a repair order experience score. So we've always been able to score customers. We give them an A through F, but we thought, and everybody can score calls, you know, Rilla scores calls, Appfield scores calls. There are a lot of people that score calls, but what we're doing is we're taking the collective, that entire repair order experience, that whole journey, all of the message communication.

Did they engage? Did they not? Did they become a member? Did they not? How'd the advisor do on the timing? Did we do what we said we were going to do? We're even finding trust breaches in there. So if the advisor says something like, this was supposed to happen at 3, and then there was a bad sentiment in a call, we're wrapping it all up and we're calling it the Authentically Intelligence Repair Order Experience Score, an IROX, so that you can look through your tickets for the day and you go, how did we do as a shop today?

You're going to see your every repair order you have, not just every call you have scored, but the actual visit experience. I love it. And that I'm so excited to do, and we could not do it without Phonez. So thanks for David for helping us get this integration. We're about to get— go big time with it. But it's just, guys, if we can put this story together and help shop owners look at how we're doing, how is our team doing?

Did the car get delivered well? Did the call after go well? And just kind of put it into an experience that we can look at and get better at shops. I don't know if we said it here today, but a word that just hit me upside the head was the word collective. And I also came up with another incentive for our peoples.

It's an AI Rocks score. Didn't you say this is a score? Yeah, it's a score. It's a score, right? Score takes 12 ingredients. If we're measuring all of these individual and/or particular areas of do they have the app, are they engaged with it, what's our phone call records look like as it gets opportunity, digital vehicle inspections, delayed work. Yeah. All comes into the AI Rocks score somehow.

It's either the company has it or the service advisor has it assigned to— I mean, this could go a lot of places. Yeah. And our thought was like, not to scare someone like Joe, we didn't want it to be like, hey advisors, you're being, you know, watched by the Justice League and we're coming down hard. Yeah. It's just, you could have live information.

You make that next day satisfaction call to the customer. You're going to see all the sentiment of the calls yesterday. You're going to know how it went. So it's more of a self-improvement if we view it that way. Of course, everyone can use it the wrong way. I think these tools should be used as self-improvement. So advisors that like their job— Honestly, as the service advisor, I mean, I actually audit my calls all the time to see if I am not speaking correctly because I have been told multiple times I talk too fast on the phone.

And I do, and I try to work on it. So knowing where I dropped the ball, yeah, in the customer experience, I can work on that and improve myself to do that. So it would be a coaching tool where you could say, hey, we need to work better on the communication while the vehicle's in, because that is where I dropped the ball, is basically keeping up to date the client so that I'm not getting a phone call, yeah, 3 hours after.

Yeah. So I love this idea because it's going to blow making customers' experience better overall. At the mastermind this morning, we were talking about huddles and meetings, and they— some people would do it, they do an 8, I think a 10, a noon, and a 2. And at the 10 o'clock huddle, as they regroup, even if the car— it's a non-update update.

That's what it is. Thank you, Trace. A non-update update. I like that. I'm going to call the client I have nothing to tell them, but I want them to hear from me. The part didn't arrive. It was on backorder. It was supposed to arrive this morning. It didn't. We're following through, but we want to let you know we haven't forgotten about you.

I know how important the vehicle is to you, but we're still at a standstill on this. A non-update update. I'd almost say something Jeremy did whenever I started with him, the white glove approach. And basically you're handling them like they have just purchased a Rolls-Royce and everything's going to be touched, handled to you with white gloves on. Yeah. I love that. Approach to it as well.

You know what worries the hell out of me? We've done some incredible episodes while we're here, and they're going to go out, people are going to listen to them, they're going to say, oh my God, those are some great ideas, and then do nothing, nothing about it. And that upsets me the most, Mr. and Mrs. Listener. Upsets me the most that we give so much positivity and information, but they— well, I said listen to learn one thing, and you got to implement something.

That you learned. So a lot of things have come out of this episode, but at least step forward to do one thing. Jeremy, appfuel.com. Yeah, appfuel.com. And if they want to go right to me, it's /Jeremy. /Jeremy. Yeah, book a call. I love— I really just like to talk about vision. So I walked into KC Joe's last night, great barbecue place, and Brandon and I walk in.

Brandon Crochet, I'm a business partner with him in another business. And if you guys need someone to kick a service advisor, by the way, just reach out to Brandon, former Marine. He'll get— he'll get it done. I know He's like that. He's a little scary. But so I walk in and go, Brandon, check it out. So this is my one action, Carm.

If we want these guys to do any one thing, here would be my one thing. We walk into this restaurant and I don't think they did it on purpose. I'm just watching this because I love to see how consumers are directed almost like cattle. We walk in and there was a red, like a theater red rope line as we walked in and I go, Brandon, I've always wanted to try this in a shop.

So this is a, to your listeners, Carm. Just an idea. I think it'd be fun to try it as an industry. Just split your counter in half, put a beautiful red rope, and then on one side, make it just look like a normal counter. And then on the other side, have a nice sign above VIP members on the left side of the rope.

You would be so subtle, you wouldn't even have to say it. Customers walk up, they have to make a choice. And if they made the non-member choice, guys, I say I'd love to mess with psychology of people. Wouldn't that be cool for the— probably half of your customers, I don't know, Joe, you want to try this, but they would probably walk up on one side.

Maybe let's say they picked the guest side, not the member side, but their first question would probably be, I didn't know if I should be walking over there or like, how could I walk over there? And so instead of you having to like be a salesman, as it were, you just create interest. And I think for customers to know there was a better way to do business here at the shop.

And you could do it in subtle ways. That's just like a beautiful visual. I guess I would say that's my next step, Carm, is like, I think we can be member shops and we can do it in subtle ways. You're a VIP to me. Come on over here. Yeah. And you wouldn't even have to say it. It's just— and honestly, thinking about this, my first loyalty program was inspired because they put a casino near our home and Caesars Casino had Silver, Gold, Platinum, and Diamond.

Nice. Everybody wants to be Diamond. You don't want to spend the money to be Diamond, but they want to so they can go get the privilege of going to that one side. Yeah. And I mean, we all fly to these conferences and, you know, I'm a Delta Diamond member now and you get to go in a special lane. If you're in certain airports, you get to go through a special line through TSA without having PreCheck and everything.

Everybody has that in their head. The level that you get when you see that red rope is what it is and stuff, everything. That's a really clever idea. The apps are the aftereffect of you thinking through your shop brand. How do you want to be? Do you want to be just a guest shop or do you want to have a member experience?

And if you haven't thought through that, apps are really the after— that's the afterthought. But a velvet rope is almost a feel of belonging. Think about it, no matter what side you're on. Yeah, it worked for me at KC Joe's. I don't know what side I chose, it wasn't clear, but I still got great barbecue. But think about it. Just the subliminal messaging.

You've got a counter with two service advisors, client advocates there, even if it's a CSR and the person sees the rope and they see a distinct left and right, but there's no sign that says VIP or nothing. It's just the messaging that I'm on the velvet rope. It's not like the TSA, you know, barriers. It's not this piece of seatbelt material. No.

That separates the columns. It's a velvet rope. It's— and everybody knows what the velvet rope means because if you've ever seen a movie, yeah, it's a nightclub up at the bouncer, it's always got that nice sleek red velvet rope there. That means I'm special, I get to go there. If somebody who's listening tries the velvet rope thing, please try. Reach out, please.

Appfuel.com/jeremy. And don't forget to carbon copy me because I also want to know. And if not, you got to call me and tell me. I will. This was fun, it was great. Thank you so much, Jeremy. Casco, founder of the original Mobile App Ninja and now Sidekick Ninja, the Chrome extension. Oof. And Appfield, of course, unlike any other CRM. And Joe Schindler from the greatest name of a little town in the world, Floyds Knobs, Indiana.

God, I gotta say that 10 times fast later. 4.5-day business. You're open till noon on Thursday, huh? And I am on Friday, on Friday's half, and I am about 3 steps away from just saying we're gonna be closed Friday. Ah, okay. So that's why you're Diamond at Delta, because you have the whole weekend to travel, right? To be honest, I don't travel but inboard, but these are my vacations.

How do you get Diamond? I don't understand. I'll tell my secret. Somebody help me. I got a Delta American Express card. I'm not Diamond. Well, you don't have a shop anymore. I put all my expenses on my shop, so that gets to me. All right. Oh my God. All right, that'll be another episode, Joe. How do we all begin to be diamond?

Yeah, and plus I'm a big boy, so I do— I will pay for first class. Tracy did such a great job of putting you in the camera that nobody can see you're wearing a sling. Yes, I hurt my shoulder. He hurt his shoulder and he's wearing a sling. Your style's a little crimped, I'm sure, because you're pounding on the table. Anyone heard the rumble of drums in the background?

It was but Jeremy and And Joe pounding on the table, trying to get— trying to get their points across. We're just really testing Tracy's editing. So this was a blast. Thanks for being here. Yeah, thanks, Carm. Thanks, Tracy. Thanks for being on board to listen and learn from the premier automotive repair business podcast, Remarkable Results Radio. Get your episodic education on the ARPN listening app at AutomotiveRepairPodcastNetwork.com.

Also enjoy the podcast on our Carm Capriato YouTube channel. Karm is all for advancing the professional automotive service industry. Until next time.

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Remarkable Results RadioJune 26 · 42 min

How to Sell Your Auto Repair Shop for Maximum Value [THA 491]

Thanks to our Partners, NAPA TRACS, Today's Class, KUKUI, and Pit Crew Loyalty Watch Full Video Episode *]:pointer-events-auto scroll-mt-[calc(var(--header-height)+min(200px,max(70px,20svh)))]" dir="auto" data-turn-id="request-WEB:8e59eec7-a235-4fa3-a072-956fea3fe478-7" data-testid="conversation-turn-4" data-scroll-anchor="false" data-turn="assistant"> *]:pointer-events-auto scroll-mt-[calc(var(--header-height)+min(200px,max(70px,20svh)))]" dir="auto" data-turn-id="request-WEB:49a777bf-d263-4496-bf0b-2eb3a46ac96a-11" data-testid="conversation-turn-24" data-scroll-anchor="false" data-turn="assistant"> The auto repair industry is facing a "Silver Tsunami" as thousands of shop owners approach retirement age. The challenge isn't simply selling a business; it's maximizing its value and creating a successful transition that benefits employees, customers, and future owners. In this episode, host Carm Capriotto welcomes shop owner and business coach Aaron Woods and Ryan Bushman, a recent shop owner seller, for a candid discussion on exit planning, business valuation, financial preparation, and the leadership mindset required to build a shop that can thrive without its founder. What You'll Learn Why every shop owner needs an exit strategy, even if retirement feels years away.How to transition from being the daily "hero" of the business to becoming a strategic guide.The key factors that influence shop valuation and why buyer risk impacts sale price.How creating a turnkey operation can significantly increase a business's market value.The importance of clean financial statements and separating personal expenses from business expenses.What "add-backs" are and how they can reveal the true profitability of your shop.Why investments in team development and training may strengthen valuation discussions.How defining your retirement goals helps determine the financial target your business must achieve.The value of coaches, peer groups, and industry-specific advisors during exit planning.Why finding an automotive-savvy accountant should be a priority for owners considering a future sale. The best business exits don't happen by accident. Owners who begin preparing years in advance can reduce buyer risk, increase profitability, strengthen leadership teams, and ultimately maximize their company's value. Whether retirement is five years away or fifteen, the time to start building a business that operates independently of you is now. A successful exit begins with intentional planning, disciplined financial management, and a clear vision for life after ownership. Ryan Bushman, Business Coach, Institute for Automotive Business Excellence Aaron Woods, CEO X-tra Mile Auto Care, Stillwater, OK, Business Coach, Institute for Automotive Business Excellence. Listen to Aaron’s previous episodes HERE Thanks to our Partner, NAPA TRACS NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at http://napatracs.com/ Thanks to our Partner, Today's Class Optimize training with Today's Class: In just 5 minutes daily, boost knowledge retention and improve team performance. Find Today's Class on the web at https://www.todaysclass.com/ Thanks to our Partner, KUKUI Stop juggling multiple marketing tools. KUKUI’s integrated platform delivers 4x better website conversions, automated follow-up, and real-time ROI tracking. Get industry-leading customer support with KUKUI at https://www.kukui.com/ Thanks to our Partner, Pit Crew Loyalty You’re probably tired of chasing new customers who never return. We understand. Pit Crew Loyalty ends the one-and-done cycle, turning first visits into lasting, reliable revenue at https://www.pitcrewloyalty.com/ Connect with the Podcast: Visit the Website:https://remarkableresults.biz/Subscribe on YouTube:https://www.youtube.com/carmcapriottoFollow on Facebook:https://www.facebook.com/RemarkableResultsRadioPodcast/Follow on LinkedIn:https://www.linkedin.com/in/carmcapriotto/Follow on Instagram:https://www.instagram.com/remarkableresultsradiopodcast/Join Our Virtual Toastmasters Club:https://remarkableresults.biz/toastmastersJoin Our Private Facebook Community:https://www.facebook.com/groups/1734687266778976Join our Insider List:<a...

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The Institute's Leading Edge PodcastJuly 1 · 1h 0m

210 - Ask Cecil & Lucas The 5 C's of Effective Vehicle Diagnosis & Repair Documentation

210 - Ask Cecil & Lucas The 5 C's of Effective Vehicle Diagnosis & Repair Documentation July 1, 2026 - 00:59:46 Show Summary: Strong repair order documentation protects the customer the technician and the shop while improving efficiency and profitability. Cecil Bullard and Lucas Underwood explain the Five Cs of repair documentation and why every repair order should tell a complete story from the customer's concern to the final verification. They share real court cases shop experiences and practical examples that show how better documentation reduces liability improves communication and builds customer trust. They also discuss accountability shop culture and why consistent processes create better teams and better results.   Host(s): Lucas Underwood, Shop Owner of L&N Performance Auto Repair and Changing the Industry Podcast Cecil Bullard, Founder of The Institute   Show Highlights: [00:00:00] – Repair orders protect the customer the shop and the technician. [00:03:00] – Ask better questions to fully understand every customer concern. [00:07:12] – Confirm every complaint before diagnosis begins to prevent wasted time. [00:12:05] – Complete documentation can protect your shop during legal disputes. [00:18:28] – Use a two arrow diagnostic process to prove the true cause. [00:22:10] – Technicians should document the repair plan and final verification. [00:31:02] – Accountability and quality control keep repair order standards consistent. [00:36:08] – Leaders must follow shop processes before expecting employees to. [00:42:18] – Strong culture grows from systems training and customer focused communication. [00:53:05] – The Five Cs create better documentation stronger shops and happier customers.   In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/cIbTInGm09Q   Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Lucas Underwood: Good afternoon, everybody. My name is Lucas Underwood with the Changing the Industry podcast. I own an auto repair shop here in Blowing Rock, North Carolina, called L&M Performance Auto Repair. And today I am joined with one of the elite of the industry, Mr. Cecil Bullard. Cecil is the founder and chairman of the Institute in GEAR Group. And one of my very first classes on writing repair orders was with Cecil. And I'm just gonna tell you right here and right now, I know that we just think that fixing the car is about fixing the car, but when I took that class with Cecil, I really understood the importance of writing a repair order. Because not only is it a repair order that tells you what to fix and tells the consumer what's wrong with the car, but it's a repair order that it's a legally binding document, and it helps us explain and convey information to the client, but it also protects us. So Cecil, how you doing today, buddy? Cecil Bullard: I'm great, Lucas, as always. I'm doing fantastic. Lucas Underwood: Very good. Very good. So we're talking repair orders today. The s- the idea of it is the five Cs, but I think that we need to talk through the process of writing a repair order. So many of us show up at work every single day, and we jump in and we start working on cars, and we focus on fixing the car. But who writes the repair order, who does what part of the repair order, and what information is on the repair order is mission critical to the success of the shop. Because it impacts the close ratio, it impacts liability, right? So if you've ever had to go to court you know how important it is to have some information on there. But it impacts the effectiveness of the shop. So I have seen a difference in productivity and efficiency all the way around by getting the correct information on the repair order at the right time. And so Cecil, I'd like you to kick it off and tell us, guys ask me all the time, "What are the five Cs?" You wanna jump in and tell us what they are? Cecil Bullard: So the five Cs so let me get there in a sec. I wanna- Yeah ... step maybe two steps backward. The repair order starts with the conversation with the service advisor and the consumer- Lucas Underwood: Yeah ... Cecil Bullard: the client. And if I have good canned jobs good descriptions of what I'm doing. For instance, if I'm gonna do a mill light, a diagnostic, or a a electrical diagnostic, I wanna have a really good description of all of that builds value for the client and gets information for the technician. So let, let's think about this- it really starts there. Yeah. I've seen techs spend hours and hours go- because they didn't get the good information in the front. Lucas Underwood: For Cecil Bullard: sure. Going after, going after- Lucas Underwood: It's one of the primary complaints, Cecil. One of the primary complaints- Yeah ... is I just spent four hours looking for this- Cecil Bullard: Yeah ... Lucas Underwood: and you didn't give me the information. And then Cecil Bullard: y- yeah, and then they go up to the service advisor after th- all that frustration, and the service advisor says, "Oh, no. That's n- that's not really what I meant," right? Yeah. And so creating really good CAN jobs to start, which gives us a good heads-up on creating value for our client and give- giving the technician the information that the technician needs to move forward is kinda where this starts. And that really is in a way, that's the first C. What is the complaint from the consumer, right? Yeah. The client. So the first C is the complaint, and we need to document that complaint fully and completely. A- so I can't have a car runs rough. That's not enough for my technician, because my rough, and the consumer's rough, and the technician's rough could be three different things. So I really wanna ask the questions as a service advisor, how often, when, is the car cold? Is the car hot? Is it going uphill? Is it going downhill? Is this only on Tuesdays on a certain road at a certain time- Yeah ... of day? I need to be asking questions of the consumer so that I can get my technician the information that will help them create a problem. So I'll give you an example. Consumer comes in. I'm- I happen to be the service advisor, and I used to be the tech, and says, "I've got a rattle." I happen to jump in the car, and, I write it up, and I'm gonna end up giving it to a tech. But I jump in the car to pull it in the back, and there is just the most ungodly rattle in the trunk. And I- I open the trunk as a service advisor, and there's a bowling ball rolling around. Lucas Underwood: That'll Cecil Bullard: do the trick- And seriously ... Lucas Underwood: won't it? Yeah. Cecil Bullard: Yeah, seriously. And so I take the bowling ball. There's a towel in the trunk. I wrap it in this towel, and I put it in the backseat, where it's gonna be secure, and I test drive the car, and there's no rattle. There's no noise, right? And so I basically finish the work order, and the tech never sees the car. And I figure I got her whooped. And so I write the customer up. It was, I don't know, it was probably at the time it was an hour diag. I think I charged him half of the time and said, "Oh, yeah, we got her found, and, isn't this kind of funny? You have a bowling ball." There's actually dents on the inside of the trunk from this bowling ball rolling around. And the consumer pays the bill, drives out, the client, and not three minutes later, he's back in my- ... in the bay in my face. And, you Lucas Underwood: know- This sounds so Cecil Bullard: familiar. And he goes you didn't get the r- you didn't get the rattle." Yeah. And I'm like, "Oh, really?" Could you- Lucas Underwood: How could that not be the rattle? Cecil Bullard: Yeah, how could that... You- you ignored that completely, and now there's some minuscule... So I go for a ride with the guy, and it's actually a squeak coming out of one of the struts. Going over a bump, right? I didn't ask enough questions. I didn't, as the service advisor. And so now, the customer's already paid. They didn't pay enough 'cause I discounted it because it was so easy to, you know- Yeah ... fix, and I felt bad. And now I've gotta give it to a tech and track, put ears on it and track the noise down, and we end up replacing struts. But that's an example of not really understanding the customer's complaint, and that's- For sure ... that's the first, that's the first C. For sure. Lucas Underwood: And look, I'm gonna tell you, this is something that, that I have been through with my team over and over again. We're not just talking about understanding the complaint alone. We're trying to understand their desired outcome. Yeah. We're trying to understand what it is they're trying to accomplish. Yeah. Because if you knew the number of times that I have been working with a client, and they're like, "Hey, I have this noise." And we're talking, and we go all the way through it, and I fix the noise, right? I call them and say this. And I found out later that here I am, I'm on the telephone with them, and I'm talking through, "Oh, the noise. Yep, absolutely. Got this taken care of." Oh, you got this. But I wasn't active listening. Cecil Bullard: Yeah. Lucas Underwood: They were saying, "Hey, I'm not worried about the noise, but there's this thing." Yeah. And so i- if we're not active listening and paying attention to what they actually want to accomplish... and Susan just came back from the advisor intensive. Yeah. And she said one of the things that she brought up is that, hey, I've been on to her. "Hey, convey to the technicians what it is the consumer's trying to achieve." Cecil Bullard: Yeah. Lucas Underwood: Like- Yeah ... let's talk about what this is. So Cecil Bullard: maybe we need to, we n- maybe we need to create a sixth C, or maybe it's five Cs and an, a- an A- Yeah ... or something because- ... what is it the customer wants? When they walk away at the end of the, at the end of the interaction, what are they really what are they really searching for? Yeah. And I hope that through the five Cs we actually- Find it, we get it, we confirm it, et cetera. So first C is the customer's complaint. The second is the confirmation of the complaint. Yeah. I need somebody in my business to have felt, experienced heard whatever it is the customer is complaining about. Because, I had a guy who worked for me love... One of my best employees ever, do anything for you. Deaf as a post, yeah. And so if you sent him out on any kind of a noise complaint i- with a car, he'd come back and say, "Not a thing. All this... I can't... There's nothing." And I go drive that thing, and sure enough the, there's a noise. And so somehow I want a confirmation. Whether it's the service advisor that, that drives with the customer and hears the noise. One of my questions as a service advisor was, "Can you duplicate the noise?" Yes. "Can you make it happen-" Yes ... at will? And if the customer said, "Yeah," I'm like, "Let's go for a ride," right? Yeah. I wanna hear the noise, right? Because when it's all done, the, I'm the guy who's responsible as the service advisor for making sure that the customer gets what they expected, and that's no noise, right? The, a solution- ... to their problem. How do we create a list of the right questions to ask? Yeah, that's Lucas Underwood: a... Cecil Bullard: Yeah, that's a great question. And ensure we capture it properly. I think that number one, there's an experience. I think at one point there's somewhere I have a list of questions that would be asked. Yeah. Some of my- A Lucas Underwood: diagnostic questionnaire or something ... Cecil Bullard: some of my shops have a diagnostic questionnaire that they use with the client to help make sure some of that doesn't get missed, right? And I think that as a... I need to be, I don't know, I need to be an investigator as a service advisor and I need to ask probably five more questions than I probably would ask anyway, right? Yeah. I would really like the consumer to say, "Wow, that's a lot of questions." Because I tell my service advisors, I, or I used to "I don't wanna know that it's got a noise. That's simple. What I wanna know is how often can it be recreated? When does it happen? Under what circumstances? At what temperature? Driving on what roads?" Yeah. I'd like to pinpoint it so much so that you could say it only happens on Tuesdays and Thursdays between 1:00 and 2:00, going uphill- Come- On X road. I want Lucas Underwood: every bit of Cecil Bullard: detail Lucas Underwood: you can get me. Yeah. I, you know how many complaints that I get from technicians who say, "These advisors are lazy. These advisors aren't getting me what I need. These advisors are frustrating me. These advisors are causing me extra work. These advisors are running me around like crazy"? Well- And, and- There's a Cecil Bullard: natural tension, right? I mean- Lucas Underwood: There is. Yeah. But just good questions can make all the difference in the world. It can. Getting this information, asking better questions. Because look, it only makes the technician more efficient, and when the technician's more efficient, guess what? You're gonna sell more work, Mr. Advisor. Cecil Bullard: More productivity equals- Yeah ... more money in the bank. And also less frustration, and that's- Exactly ... for me, that's kinda the point. I don't want anyone in my business to be frustrated. Yeah. Frustration you don't work at your best when you're frustrated. Yeah. I don't care what, which job you're doing you just don't work at your best. Yeah. And I want a confirmation. I want in the write-up Someone to say, "I took the car, I drove the car, I heard the noise, I experienced the problem and I need that in the write-up." Yeah. Not just the car has a noise. We replaced the upper control arms, and now it doesn't have a noise. Yeah. I need to... that customer could have another problem six months from now, two years from now. Yeah. Most shops now are y- are probably at least three year, 36,000-mile warranty on most of what they do. And so if that customer comes in two years from now and there's a different service advisor or even myself, I'm not necessarily gonna remember everything that happened. Yeah ... I wanna be able to read that work order and understand not the process, what we went through, what we experienced, why we did what we did. Yes. And I wanna be able to really clarify that for the for my client. I, hey- and it has little to do with court, but I gotta tell you, even yesterday I'm talking to a client and they're like- ... "Oh, I'm in trouble. This customer wants $1,700 back for X, Y, and Z." And I'm like, "Okay. Did you take pictures of the service and the repair that the car was fixed when you did what you did?" "No the tech always forgets to take pictures. They won't take pictures." Yeah. Whatever. And looking at the write-up, there's no clear why we did what we did and what the outcome was. For sure. Lucas Underwood: Absolutely. Cecil Bullard: It's just we replaced the upper control arm bushings. Okay. And if you go to court with that, you're dead. You- Lucas Underwood: Exactly ... Cecil Bullard: don't go. Lucas Underwood: I'm gonna tell you a little story, okay? Years ago, and it was when I first started kinda learning how to run the business, I'd hired my first coach at the time, and a guy came in, and he came from a local rental place, and he was tearing a building down. He was loading the building up, and he was taking it back, and he's kinda like one of these hotshot truck drivers, except he was doing work while he was on site. And if I remember, I'll go post pictures of this at some point. I gotta be careful about it 'cause I don't wanna alert anybody, but so long story short, this gentleman has a brake problem, and I get done with the c- with the truck, and I did the things he wanted done, and I said, "I'm gonna tell you something. I don't trust this thing. It's not stopping right. I couldn't tell you why." And I need to do more testing to determine what that is. You're telling me you need to leave right now, but something does not feel right. Something is not right here. And so I'd driven it, and this was right when I first started learning to write repair orders, and so I put all over that ticket, the brakes are not right, the client declined additional testing, we offered to do the testing for free, et cetera, et cetera, et cetera. We don't know what the results might be of this. And so few days later, the guy who referred him out here and he said, "Hey man," he said, "Is this that truck that you were telling me about that I sent over?" And it's this picture, and this thing, Cecil, there's nothing left of it. Yeah. It's in pieces. The cab's ripped off of it. The axles are out from underneath it. The bed's ripped off of it. Now, the highway patrol shows up out here at the shop. Yeah. And he walks in and he's asking all these questions about the truck, and I said, "Here..." "Here's what I have, and here's the signed repair order where they signed off picking the truck up, and here's all the information that I had about the truck." He said, "I've never seen anything like this." He said, "I've never seen this written up." He said, "You were in the clear anyway." And I said, "Why?" He said, "Because he went off the top of that mountain with 42,000 pounds on a truck that was rated for 12." Cecil Bullard: Yeah. He said, "There was-" you know why it wouldn't stop, right? He said- I don't know why. Maybe it's 42,000 pounds in the back- ... when it's only supposed to have 12. Lucas Underwood: Exactly. And so he was- Wow ... he was super cool about it, but he said, "Man," he said, "I'm telling you," he said, "That just..." He said, "That's all I need. What you put on there is enough for me-" Yeah ... "to know that the driver was at fault for this accident." He said, "Because you told him as a professional something was wrong." Which, yeah, and- The number of tickets we see that have nothing on it- Yeah ... fixed brakes. I probably see 10 to 15 of those that come into my shop, dealers, independent shops, the whole nine yards, and they bring me their service history and I'm like Fixed brakes Cecil Bullard: So think about this, 'cause I don't think any shop owner understands the liability that they have. Lucas Underwood: Yeah. Cecil Bullard: So I put a fixed brakes on the work order- Yeah ... and I don't write anything else. I don't write what I found, I don't write why I fixed them, I don't write what happened when they were fixed and how it rode. Yeah. I do nothing but fixed brakes, right? Lucas Underwood: Yep. Cecil Bullard: And that guy goes out and drives it off a mountain and all of a sudden I'm in the middle of a lawsuit that could cost me everything I have. And you think, you would think that wait a minute. I'm a corporation, I'm an LLC or a, an S corp or whatever, so I'm protected as the owner." If there's- Yeah ... anything illegal that goes on, your protection is wiped away. Gone. And so- Yeah, Lucas Underwood: buddy. If you've ever- And- ... pierced the corporate veil- Cecil Bullard: Yeah. Lucas Underwood: And then- ... they can find out anything. Cecil Bullard: And then I have the excuses of it takes too long to write the work order." Okay. Charge the customer for it. Yeah. I mean- Yeah ... if I have to document and I have to do a good job of documenting what happened and it takes an extra 20 minutes, then raise your labor rate. Or I don't know- Yeah ... add another 20 minutes to the work order to, so that you can document properly, because it's too important, right? Lucas Underwood: It is. Cecil Bullard: So I- It's too Lucas Underwood: important ... I've got a question though because it- Okay ... this is something that comes up. I've got a lot of shop owners that I talk to about this and they say no, you're better off putting less information on there, because then if you put more information, they could say you touched something. You did something. You took something apart.'" From my experiences, that's not the case. I- Cecil Bullard: I have never gone to court. I've gone to court personally for myself like four times. Yeah. I've gone to court 13 times for clients. I've been asked to go to court probably 50. All right? The 47 times I did not go to court- Were because the paperwork wasn't done right. Yeah. There wasn't enough information. Okay? The 13 times I went to court, I won. Lucas Underwood: Yeah. Cecil Bullard: Because the paperwork was done properly, because everything- Yeah ... was spelled out correctly. Because the signatures were in the right places. Because the mileage when it came in was on, and the mileage when it left was on. I had a lady with a Chrysler. It's one of my favorite stories. Really nice older lady. Came in, we did, I don't know, $3,500 worth of work to it. Struts, suspension work, tires, brakes, blah, blah, blah. And as part of what we did, we documented the fluids. We documented that the transmission fluid was good. We documented that the transmission was shifting properly. We documented that the engine was running well, that there were no oil leaks at the time that we were driving the car. We drove the car, I don't know, 22 miles as part of what we did. And 800 miles later, about three and a half weeks later, the transmission crapped itself. Okay? 123,000 mile, 140,000 mile Chrysler. Old Chrysler, yeah. Yeah. And so she came in hot. And I brought out the work order. I looked at what we did. I looked at why we did it. I told her, I said, "Look, see here? We checked the fluid. Here's a picture of the fluid. It looked good. There was no metal in it. See here? We drove the vehicle. We drove the vehicle, 22 miles. It was shifting perfectly. There were no problems with the way it shifted. So let me ask you a question. I just wanna ask you one question." She said, "Okay, fine." "Should we have sold you a transmission At, 800 miles ago when it was, when the fluid was good and the transmission was shifting perfectly as a precaution just because you had 123,000 miles on your car. And she looked at me and she went, "No, probably not." Okay, great. And but if you don't have the story, you can't back up what you did and why you did it. Yeah. Yeah. You have to have the story. And it, I don't know. For me if you're a service advisor in my shop, which okay, I don't have one today but I certainly ran a lot of shops for many years. And you're a service advisor in my shop, and you're not gonna write the story out, and you're not gonna create the right documentation, you're not gonna work for me. Yeah. And if I have to take over for you at 3:00 'cause you got a dentist appointment or you gotta go to your daughter's dance recital or whatever, and there's no information for me, the next day's gonna be a hard day for you, Lucas Underwood: right? Yeah. Absolutely, man. We- Absolutely ... Cecil Bullard: we should get in the pattern. So let's talk C number three, right? Okay. We talked about two. Number three is what's the cause? What is causing the vehicle? And I can tell you in my shops we use what we call a two arrow approach. Lucas Underwood: Yeah. Cecil Bullard: Okay? So you can't tell me that the code was whatever and it means that the number five spark plug wasn't firing properly. That's ... Okay, that's, that is not necessarily the cause. That's the out- an outcome, right? And you can't say we need to replace the number five spark plug because the code was here." I want testing done that tracks it to say, "This is what we're replacing, and this is why we're replacing it." Yeah. I want a second arrow. And so- For sure ... all of my guys knew if they didn't have a two arrow approach we, w- I wasn't selling it. Okay? Yeah. Or I might call the customer and say, "Look, we need to do some additional testing." I didn't have a problem with a guy coming to me and saying, "Hey, Cecil- ... I gotta run three more tests and then I need two more hours to, to really figure out what this is." Lucas Underwood: Exactly. Does not bother me a bit. Cecil Bullard: Not even- I'll do it Lucas Underwood: all day long. Cecil Bullard: Yeah. But I do have a problem with the computer basically told me number five cylinder." Lucas Underwood: Yeah. Cecil Bullard: And- Absolutely. Lucas Underwood: 100% Cecil Bullard: Because I know having done this for a million years, right? Look at me, I look like I'm a million and a half. But that's a problem waiting to happen- It is ... if we don't have a clear what the cause is. Lucas Underwood: And I'm gonna tell you something. So there's this new and it relates to this question that's coming up right now, so leave the question up. There's apps now, like WhisperFlow, right? And so I can open this app on my phone, and I can dictate directly to it. Does an- ... excellent job of dictating what I'm saying, and even if I wanted to drop it into AI and have AI clean it up and make it more presentable, and I copy and paste it in, you're talking about 15, 20, 30 seconds of me describing- Yes through voice transcription what's going on with this car. So we're not talking about adding a lot of time. We're talking about converting the expertise of the technician To text on the repair order that the consumer could understand and that if, God forbid, you ever had to go to court the judge could read it and understand it. There are a ton of videos of court cases where- Yeah ... a technician is in court explaining what happened, right? And listen, I'm gonna tell you something, because this says, "Isn't it the technician's job to document all these things on the repair order?" A lot of it is, right? The initial stuff, in other words, where we're talking to the client, trying to understand what's happening, that is the service Cecil Bullard: advisor. Service advisor. St- begins the Lucas Underwood: story. But everything else... Exactly. The beginning of the story- Everything else does come to the tech ... Cecil Bullard: the beginning of the story and the end of the story are the service advisor. Lucas Underwood: Yes. Cecil Bullard: Okay? Lucas Underwood: 100%. Cecil Bullard: The middle is the tech. Today. Now, 20 years ago, that wasn't true. All right? Yeah. We didn't have systems where the techs could go in and put the story, and we still have a lot of shops where there's communication issues with the technician that they don't speak, English as a second language or a third language and they just- Yeah ... don't communicate very well. Yes, I want my technician documenting the tests they ran, what the outcomes were. And by, by the way, if, i- again, if you're working for me, let's say that we got an air conditioning system. I want documentation a problem with the air conditioning. Air conditioning doesn't cool. Blows hot air, right? Okay. When? All the time. All right, great. Now I wanna put the gauges on it. I wanna document the pressures. I wanna document- Vent temps ... the vent temps, et cetera, and I want someone to test drive it to verify that it's got hot air, right? Yeah. And under what conditions. All right? 100%, yeah. And a- and that's the tech is, that, that's going to do that for me. Now, we're gonna recommend we're gonna point to a cause. The compressor's bad, right? And we're gonna point to a cure, the fourth C. What's the cure? We're gonna replace the compressor. We're going to replace the condenser. We're gonna replace the I don't know what they have in POA valves- Orphus tubes ... or Orphus tubes or whatever we got today. And then we're gonna evac and recharge the system, right? That's the repair plan. Lucas Underwood: Yeah. Cecil Bullard: And in my opinion, the technician's the one that has to create the repair plan, okay? Yeah. And once we've done that- I want a retest of the system. Lucas Underwood: Yes. Cecil Bullard: I wanna know what's different. What were the pressures today- Yep ... when we drove it? And I wanna show by mileage that we actually drove the car. I don't- Yeah ... I want an in and out mileage on everything. Yeah. I don't care if you drove it just a mile test drive, so it came in at, I don't know, 143,000 miles and it left at 143,001. Yeah. But I want the finish of the story. Here's what happened after we fixed it. Yeah. Here's what it looks like. Here's what it feels like- You're exactly right ... today, right? Lucas Underwood: Yes. Cecil Bullard: And because I'm, what I'm doing is I'm also creating a story for the customer so they understand that I didn't just fix the air conditioning, right? Yeah. And I do that in quotes on purpose, right? Because if all I did was fix the air conditioning, what is that, right? Yeah. Oh, you put a little Freon in it. What does that take? Five minutes? Yeah. They make those little cans that you can go down to Pep Boys and buy, and you just put 'em on and turn 'em upside down- The bane of my existence ... and in five minutes the Freon's in the thing and you're done, right? No. We did all of this testing. We did this. We pulled these parts off. We put these parts on. The cleaner and the clearer the story- Yeah ... the less liability I have. If I have to go to court- The more value in the ticket ... or if I have to defend my... Yeah. If I have to defend myself- Yeah ... the more able I am to. And I, don't get me wrong, I don't wanna create a four-page story if there should be a half a page story. Yeah. I used to tell my techs, if you can tell me the service advisor. So when you're writing the work order, a- as a service advisor I always felt like I needed four pieces of information from my tech. One, tell me what's wrong. Okay? Tell me why it's wrong, right? Brakes are worn and need to be replaced. Okay? They're at two 30 seconds, one 30 second, metal to metal. Te- tell me that. Tell me the parts you need to do the job correctly. So is it pads? Yeah. Is it pads and rotors? Is it pads and rotors and a hardware kit? Is it pads, rotors, and a hardware kit, and calipers and hoses? What is it? And then tell me how much time you think it's gonna take. Yeah, for sure. I get that we have a book, and I understand- ... that the book is write X-tra Mile. But you're the one looking Lucas Underwood: at the car, not me. Yeah. I can't tell you how long it's gonna Cecil Bullard: take. You s- you see the fact that somebody has, you know- Yeah ... narfed up the bolts and et cetera, or there's rust or whatever. Tell me what you think and- Yeah ... and then I can create an estimate. And if I get those four pieces of information, they're clear enough, then I can create an estimate and sell that work to a customer. Lucas Underwood: Yeah. Cecil Bullard: I have an... Here, so you gotta bring me back, man, 'cause I'll go, you know me, I'll go- Down the rabbit hole ... Lucas Underwood: way with Cecil Bullard: it. But I ha- I have customers that just they don't get that from the techs, and then the service advisor can't do their job properly. And what they want is for the service advisor to go out and look at the car. Yeah. I don't wanna go out and look at the car. In fact, there's a whole coaching company that's service advisors should be the ones looking at the car because then they can see..." Service advisor, if you're not a good- They're not the professional ... it's not their job and they're not the person. That's the job of the inspection of the car and the repair- Yeah ... plan for the car is the technician's job, Lucas Underwood: right? Exactly. And look, if you know how many times that I have worked with shops and somehow that advisor ends up walking out to the car, making a recommendation, saying, "We should do this, we should do that," used to be a technician. And it's this desire, it's like a curse of knowledge. I wanna fix this thing. I wanna help. I wanna show them I know what I'm talking about. And they get so overzealous that they end up making a mess. And so I think, somebody just dropped in the comments and said, "Hey, that's the responsibility of the shop to train the tech." Stop the Cecil Bullard: technician. Absolutely. I thought it was a- I got a comment I have to make. Matt Allen, go screw yourself, buddy. Lucas Underwood: I Cecil Bullard: thought that you were saying- I was in business for 27 years, and that whole time I ended up in court four times. All right? I went 13 times for different clients, and I've had thousands of clients. Lucas Underwood: Yeah. Cecil Bullard: So buddy, you know- ... stop trying to yank my crank. Lucas Underwood: Diesel's, diesel does not Cecil Bullard: put up with any of that. And go screw yourself. Have a nice day. Oh, Lucas Underwood: that's awesome. Now, Cecil Bullard: where were we? Lucas Underwood: That's awesome. Okay. Cecil Bullard: Look- you wanted some fire, there's some fire, Matt. Lucas Underwood: You got the fire. Cecil Bullard: You can add that to your- This is gonna Lucas Underwood: be a real, Cecil Bullard: we're gonna chop this up to your internet and get some hits Cecil's a mean guy. Lucas Underwood: He's Cecil Bullard: an Lucas Underwood: idiot That's it. That's it Thank you very much. I, look I'm just gonna say that I think that overall when we look at this process, 'cause I just had a good talk with a friend of mine just I guess two nights ago, and he said, "Man," he said, "My technicians came to me and they said, 'Hey, we don't feel it's our responsibility to put all this information down. That's the front's responsibility.'" And I'm gonna tell you something, I, one of the biggest things that I've learned, and we... You remember Jeremy Hoyum? He's from Phoenix. And Jeremy is just such a phenomenal human being. And he was talking about this a while back, and he was talking about accountability, and he said... A- and let me explain. So he coaches 15, 16, 17, 18-year-olds into leaders, right? Because he was in the military, he came out of the military, and he went into the family entertainment space. And here he is, he's saying all this stuff, and he's trying to teach these kids how to work in a business and how to talk to people. And in today's world, I'm gonna tell you, that's a whole different ball game, right? It's a whole different ball game. Yeah. And he said, the failure..." And listen, he's worked for some massive organizations, right? Like- Yeah ... thousands and thousands of employees. Yeah. And this guy's in charge of training them. And he said, "The problem is that we don't have the conversation when it happens." And he said, "So listen-" Wait, well- Go ahead. Cecil Bullard: We are so great at- At picking up the pieces at the end. We're not really great at fixing the process- Definitely ... in the middle. Lucas Underwood: Exactly. Okay. So he tells this story. It's about taking the trash out, right? And he says so Tim is a new employee." And he said, "So Tim comes in and I trained Tim on how to do all the things." And he said, "At the end of the training, I talked to Tim about taking the trash out. 'Tim, you take all the other cans and you put them in this bag. You tie this bag up, you take it out, and you put it in the dumpster.'" And he said, "So Tim comes to work for me," and he said, "Here we are, it's four days in, Tim's taking out the trash every day, and I come in, and Tim didn't take the trash out." And I said but Tim's a nice guy. I really like Tim, and I don't wanna pick on him. I'll just take the trash out." And he said, so it goes on a little bit, and he said, "Three weeks later, Tim doesn't take out the trash again." He said, "Man, what is up with this kid? I've told him about this, and I need to go talk to him. I open the door and the place is full of people." He said, "I can't talk to Tim right now." He said, "So I forget about it. A few more weeks pass, and Tim forgets the trash again." He said, "Now I'm really upset. I'm frustrated. Why is this kid not taking the trash out? I've, Because I've had this experience, I'm thinking about it like Tim should be able to read my mind and know I'm frustrated, right?" And he said, "So what happens is here's Tim, and we're not taking the trash out, and I'm raging, and I sling my door open. Tim's not at work today. And so now the next time Tim doesn't take out the trash, I go and pull him aside and I rip him apart." And- "What were you thinking? You didn't take the trash out." Cecil Bullard: Yeah. And what I should have done is the first time the trash wasn't taken, I said, "Hey, Tim, what's the process? How do you do this?" Lucas Underwood: Exactly. "How often do you do this?" Exactly. He said there's only three answers. Cecil Bullard: Yeah. Lucas Underwood: There's the right answer, a partial right answer, and there's the wrong answer. Yeah. And he said the partial right and the wrong answer are my fault, not Tim's, right? And Cecil Bullard: If you're if you're paying attention- Lucas Underwood: Yeah Cecil Bullard: and you're doing the right things, then your employees are gonna understand you're paying attention. They're much more likely to go ahead and do what needs to be done. Lucas Underwood: Exactly. Cecil Bullard: If you'd handled it in the beginning, you didn't have to get mad, right? Yeah. Lucas Underwood: And we, we- I talk a lot about- Cecil Bullard: Yeah Tim Kite. We struggle. Lucas Underwood: You remember Tim Kite? And I talk a lot about him. I've sent you a couple of his videos, and one of the things that Tim Kite said is, "You promote what you permit." Yeah. And so Tanner is in the comments. Tanner is the shop owner that I'm talking about. Yeah. And it's like Tanner gets distracted, and he goes and he wants to do all these new great big things. Now I'm over here doing this, now I'm over here doing this, now I'm over here doing this. But you weren't holding your team accountable. Yeah. And so if I'm not holding my team accountable, and if I'm not policing the work orders, and I'm not reviewing the work orders, and I'm not doing an audit, and I'm not checking in with my team and saying, "Hey, this didn't meet my expectation"- and if I continue to let it slide- Cecil Bullard: Yeah, and do you have it documented how the work order's sp- supposed to be written up? Lucas Underwood: Yeah. Cecil Bullard: I don't know. I think mine is like seven pages with pictures of the order, why it's in that order how it's written up, whose responsibility is each piece of it, right? Yeah. And so that, and, is it the technician's job to do all of that? Eh, maybe s- maybe not. You might have a different process in your shop. Yeah. It's management's job to make sure everybody that's involved in the process understands clearly their part of the process- For sure ... and how to communicate clearly. Lucas Underwood: And that the process is efficient, right? Yeah. Like I, that's what I hear from so many technicians and so many advisors is, "Hey, our process does not flow. Our process does not work in our shop." And so nobody's looking at it. It's just we've always done it this way." Yeah. Okay. Let's work together to figure out how the process needs to work. And one of the greatest piece of visi- pieces of advice I've ever gotten was that repair order comes up and it's not right, it goes back, right? Cecil Bullard: Yes. Lucas Underwood: Yes. I'm not moving forward until it's fixed. Cecil Bullard: Yeah. Lucas Underwood: I'm stopping right here right now. You're not going on to another car- Well- ... until you correct this repair order ... Cecil Bullard: you put quality control in place as part of your process. Yeah. So in our shop we had a parts guy. We felt like that was a value to us, and so we had a parts guy, so he was the first one to see the work order from the tech. If the inspection sheet, w- again, we're talking a few years ago, we didn't have DBIs, but if the sheet wasn't filled out properly and the estimate wasn't filled out properly, the tech got called in to redo it. Yeah. The work order didn't move. Yeah. And if that means the customer didn't get their car today- Oh right? Yeah. I know I've disappointed a lot of people about getting their car today. Sometimes because of parts, sometimes for other issues. Sometimes it's because my tech wasn't playing the game right, and we had to, send it back two or three times. Yeah. But the other thing is i- if you're willing to put that effort in and make sure that the job is done as efficiently and correctly as possible, and then you have quality control. When I first got to the last shop that I ran, I, for probably three months, I QC'd every work order- ... because it was so messed up. Yeah. At the end of three months, 95% of the work orders were going through fine. Yeah. The stories were good. The stuff was in the right order. The estimates were done. The inspection sheets matched the estimates. The service advisor had written everything up and presented everything, and the work order had the customer did not buy these things, here's why we recommended them- Yeah. Declined repairs ... at this time, right? Yeah. Declined repairs- Yeah ... et cetera. We had a very specific way all that was done. It was documented in a process. It was taught to everybody. It was retaught to everybody. It was quality controlled throughout. So the parts guy's the first guy to look, the second guy's the service advisor, the third guy's the manager, right? Yeah. And as a manager, after three months, I started pulling one day a week. Yeah. I didn't need to look at every work order because I had the other things in play. I only had to pull one day a week and look at them to make sure that we were still on target, right? Yeah. I'm l- I'm looking for pattern failure. I'm not looking for, oops, somebody made a mistake and missed one piece, right? Lucas Underwood: Exactly. Cecil Bullard: And- Exactly ... and so I'm trying, I'm always trying to identify pattern failure because pattern fails then get you in trouble, right? Lucas Underwood: I've got a question for you and see if this resonates with you, because this is something that when I first started really working on my shop and learning about how a shop should run and what a shop was supposed to do, that this was the biggest issue that I had, and I just wanna see if this resonates. When I put these processes, policies, and procedures in place, and I made a video about this just the other day, I oftentimes said, "Yeah Mrs. Smith's in a hurry, so I'm not gonna do that today," or, "This happened, so I'm not gonna do that today," or, "Oh, they can bring their own parts this time because I don't want to upset them And so I put processes, policies, and procedures in place, and as the business owner, I gave myself permission to override them because I- it was my name on the door, right? And I'll never forget, I had an employee come to me one time and "This is asinine. Why are we even, why do we even have rules if we're not gonna follow them?" I'm like I'm, but I'm the owner." And they were like but you put the rules in place, and that they're the, they're making the mess. Like, why are we doing this?" I Cecil Bullard: think, I think- And that made Lucas Underwood: so much sense ... Cecil Bullard: I think we need to be smart about exceptions, and I think there are exceptions. Yeah ... I have a rule that no owner supplied parts. None. Lucas Underwood: Yeah. Cecil Bullard: But I have Mrs. Jones that's been a customer for 35 years. Her husband died five years ago. They brought their oil because, 25 years ago we let people bring their own oil. Yeah. And so she's just used to bringing her oil. I'm not gonna beat Mrs. Smith up about bringing her oil. I'm, you know- ... d- I'm paying back 35 years of a great customer- Of Lucas Underwood: loyalty, yeah ... Cecil Bullard: yeah, et cetera. And I think my staff would understand, yeah, we do have a rule. It is, the only exception is Mrs. Smith. So number one, few exceptions. Yeah. Number two, if you are the owner You have to abide by the rules better and more- Yes ... than anyone else in the business. If you're a manager, if you're a leader in that company, you abide by the rules better than anyone else. Yes. Because they're looking at you and they're saying that's a stupid rule. I don't know if I wanna do that. And wait, Lucas didn't do it." Yep. "If he doesn't have to do it, I don't have to do it." Yep. And pretty soon- Or every Lucas Underwood: staff ... Cecil Bullard: pretty soon there's no process. Lucas Underwood: Yep. Cecil Bullard: And pretty soon- It's not a rule anymore your average repair order's dropped- A suggestion ... your productivity's dropped. Yeah, and you're just not making money the way that you should. You're not profitable the way that you should. Lucas Underwood: And it's chaos, right? Yeah. It's pure chaos because now the standard that we're supposed to be operating by is no longer functioning. And if we continue to break that and we continue to say, "Yeah, but. Yeah, but. Yeah, but." And look I have exceptions too. Yeah. But we've gotten really good about "Hey, let's have a discussion about this exception and make sure we all agree that this exception is reasonable and rational," right? Cecil Bullard: Yeah. Lucas Underwood: I love the- Let's not just jump at it ... Cecil Bullard: yeah, I love the, I'll tell someone, "No waiters." Waiters are not... It's not in your favor to have a waiter in your shop. They're not thinking right, they're not in the right place. But again, I have Mrs. Jones, who's always waited for her car. Yeah. She's got nowhere else to be. Being at the shop is an exciting thing for her. Yeah. Because otherwise she's sitting at home, staring at the walls. And- Yeah ... and so yeah, I'm gonna let Mrs. Jones come in and wait. And that's... And I've also got somebody who, their car broke down on the road and they're with the car, and they don't have an option. They've got a car, they've gotta be somewhere, we're fixing the car, they're gonna sit around and wait. They're... Yeah, I'm gonna let them wait. They... We need to have common sense. Lucas Underwood: Yes. Cecil Bullard: But we also need to have policies and processes that are followed 99% of the time, right? By everybody. Lucas Underwood: Yeah. Cecil Bullard: And that's what, that's what creates efficiencies in your business. If it, if done right- It's a ballet, right? Yes. Yeah. The call is answered right, the customer feels good about coming to, they feel like you care about 'em, they feel like you've listened to them et cetera. They show up, you're there to greet 'em, shake their hand, say hi, pump up the shop and why, talk about your unique selling proposition. Ask them questions so that you are sure that you understood what the situation is, what their out- desired outcome is, what their problem is. Document that properly so the technician can pick it up. If necessary, and I can't... If I have to write a five-page story for the tech I'm probably not writing that five-page story. That's the one that I'm gonna write a one-page story, and then I'm gonna go out and talk to the tech about. Lucas Underwood: Yeah. Yeah. " Cecil Bullard: Hey, I just wanted you to know, here's some strange things or different things," or whatever. And then the tech gets the work order and knows what to do and documents the stuff properly, beginning, middle, and end. And then it goes to the, in our shop, the parts guy, who then verified that we made our profit and that we stayed within the estimates that we talked to our customer about, and et cetera. And then the service advisor gets it and verifies again that the parts are done right, the margins are there, the stories are correct, the spelling is 99% good, the grammar is 99% good. Yeah. That two years from now, somebody picks this up, they know what happened. If a w- a, a a wife takes that home to her husband and hands it to her husband, he could read it and understand- Yes. Yeah ... not just what was done, but why it was done, and create value there, or vice versa. If a husband takes it home to his wife, right? I'm not being misogynist here. I'm literally saying there are often- Yeah ... other people involved. That work order could go- Yeah ... in any one of a number of people's hands, and Lucas Underwood: my- And they need to be able to understand it. Cecil Bullard: Yeah. Yeah, my story. Lucas Underwood: And same for me, right? That's a major thing for me, because there's nothing more embarrassing than that car coming back a year later. Yeah. And me standing here saying, "I wish I could tell you why we did what we did or why I thought we needed to do that," or whatever it may be, but I can't. Cecil Bullard: You know what I r- ... what I really hate? I've got a customer standing in front of me, and the customer says "Hey how are my tire pressures?" And I look down And there's no tire pressure recorded Lucas Underwood: So embarrassing. Cecil Bullard: Or, how are my bra- I thought my front brakes might be bad. Oh, no, it says here your front brakes are good. Well- They're green ... how much is l- how much is left, right? The I don't have the information I need, even right at my counter. I took my truck in the local Goodyear, and I said, "Align it. ... You're putting tires on it, align it. The tires are worn." We put I put brakes with what it drilled and slotted rotors. Yeah. I spent big money and put tires on it at the same time, said, "Align it and check it out w- when you do the service," right? When I come back and the guy says I said, "There, there's nothing here on the inspection. Nothing." And he goes you only have 43,000 miles. It's probably fine." Lucas Underwood: It's probably fine. Cecil Bullard: Yeah. And I said, "And you didn't align it." It was close enough." I'm not a close enough guy. Lucas Underwood: Yeah. Cecil Bullard: And- Lucas Underwood: Close enough counts in horseshoes and hand grenades. Cecil Bullard: Yeah. And I ended up taking my truck somewhere else, and they did the alignment, and they bought, for the rear part of it, they had to buy whatever to make the alignment work and, the- Yeah ... I don't know, I spent another $1,200 on this thing that... And at the same time, I'm at the Goodyear, they're complaining about how bad business is, right? You could've got another 1,200 bucks out of me- Yeah ... if you'd have done it right. Lucas Underwood: How much of that, though, okay, so let's go back to Michael Smith for a minute. How much of that is culture? How mu- Well- ... like if in your shop, because in my shop I walk out here and I talk to these guys. Their focus is taking care of the client. Their focus is being an advocate for the client, because that's what we talk about. That's what we do. Yeah, and- That's what we believe Cecil Bullard: in ... and do they understand what that really means in the day-to-day operation- Yeah ... have I- ... it's one thing for me to say we're here to take care of the client." It's another thing for me to have the systems and processes in play that get taught and that my people really understand what that means. Lucas Underwood: Yeah. E- exactly, and my thing is, "Hey, if you don't understand this and you don't know why we're doing what we're doing, let's talk about it as a team," right? But you look at some of these other shops, and I've talked to a lot of guys from those other shops, and what do they say? It's the only thing they talk to us about is money and production. Yeah. That's all they talk about. And the advisor's over here saying, "I'm not gonna get my bonus if you don't get this done," and the technician's saying I'm not gonna get a bonus anyway. I get paid flat rate, and you're not giving me enough work," and it becomes this dog-eat-dog thing. There's a whole- As opposed to the focus being taking care of the client ... Cecil Bullard: there's a whole methodology for running an automotive business and making it as efficient and creating the best culture that you can in the business. And then there's, it, there's a lot involved, but there really isn't, right? Yeah. You could say geez, I have to think about hiring and my hiring message, and I need to have, a employee requisition form because I need to know what the skillsets and the traits are that I need from the new employee so they fit into my culture. And I need to have a good interview process and then I need to have a good training process, and I need to have the processes to train on," right? "And then I need this and I need this and I need this." And I think for a lot of guys, they're just trying to get the job done so they can get the money so they can pay the bills. And a- as you said in the beginning of this or in, in early parts of this, we're- We miss the, like we don't fix the problem when the problem should be fixed. Lucas Underwood: Yeah. Cecil Bullard: Yeah. We- we're really good at saying, "I can't do that I can't have that conversation right now because there's people." Okay. Lucas Underwood: Yeah. Cecil Bullard: Then let's go for a walk, right? Yeah ... I'll go for a walk 100 yards away from everybody else. I'll have the conversation about the trash cans and taking the trash out. Yeah. I don't... Or I'll put it on my calendar for tomorrow and say, "Can you meet me in my office at 10:00 so that we can have a-" Yeah. "I need to speak to you for 10 minutes," right? Yeah. We, w- we are so often, overwhelmed with making the money and just trying to make sure that the bills are paid that we miss some of the really important pieces. And it is, once you have the team on track and you have the culture, it makes it a lot easier. Yeah. When you have the processes, it makes it a lot easier. If you create consistent communication, company meetings at the right times well-defined it makes it easier, right? Yeah. And with every little thing that you are able to put in place, everything that you're able to fix, every time you do that, it makes it easier, and you're also more likely to get the outcome that you want. Yeah. Which frankly it isn't all about money. It has to be somewhat about money because if I can't- Yeah ... pay my bills, then I'm working all the time- ... and I'm not home, and my head's not in the game a- at home, and I need that too. Lucas Underwood: I'm gonna tell you something. Cecil Bullard: Yeah. Lucas Underwood: I talk to a lot of shop owners. I talk to a lot of- ... technicians, and I talk to a lot of service advisors And they all believe that one of those others is looking at what they can get from them, right? Yeah. The shop owner's looking at how much money you can make me. The advisor's looking at how many hours you can turn and what I can get out of the deal, and the technician's looking at how many hours he's gonna get on his ticket. And you know the interesting thing about it, Cecil, is when I talk to them individually, none of them actually want that. None of them actually believe that. They just want to come to work. They wanna earn a good living. Sure. They don't want it to be stressful. They don't want it to be aggravating. They don't want it to be a mess. They don't wanna get yelled at by a client. They don't wanna get yelled at by a coworker. They just want to live a good life, right? Cecil Bullard: The point i- in a way is first of all, I always say this: automotive service and repair is a team sport. Lucas Underwood: Yes. Yes. Cecil Bullard: The service advisor is not more important than the tech, and the owner is not more important than the service advisor or the tech. Yeah. And the kid that cleans the floors and takes the trash out, whoever that is- ... or the old per- old guy that does. Who knows- Yeah ... I, my next career. That, that person is just as important. I- if we all- Yeah ... play our roles and do our thing, we're all gonna be fine. Lucas Underwood: You're exactly right. Remember what Zig Ziglar said? He said years ago, and he said the CEO could leave for a month and nobody would notice." Cecil Bullard: Yeah. " Lucas Underwood: But if the lady who answers the phone were to leave for a month, the place would fall apart." Cecil Bullard: Fall apart. Lucas Underwood: Because the director of first impressions was no longer present, right? And you need- And we just miss it. We Cecil Bullard: just- Yeah ... Lucas Underwood: don't see Cecil Bullard: it. And you also need to cross-train because you are gonna have people that are gonna be out, and so- Yeah ... it, the- Like I said, to me, running a shop and a successful shop is really fairly easy. Yeah. There's, th- there's always gonna be some issue. "Hey, our car count's down. Hey, our average repair order's dropped." Okay. If you have the methodologies in place to measure and the methodologies in place to manage, then you're gonna be okay, right? Lucas Underwood: That's it. You'll make it through the- As long as you'll learn, right? Yeah. As long as you're willing to open your mind, do a little bit of research, learn from people who have been there before because, there's way smarter people out there than me, and I don't need to- See- reinvent the wheel. Cecil Bullard: You see this flat spot on my head? Lucas Underwood: Yeah. Cecil Bullard: So that's from banging it against the wall way too many times. Lucas Underwood: Yeah. Cecil Bullard: So we haven't covered all five Cs. Lucas Underwood: Yeah, we got one more. One Cecil Bullard: more. So we have the cause and the correction. I need a confirmation of the correction in my write-up. Lucas Underwood: Yeah. Cecil Bullard: Test drove the car 23 miles, verified that it's running properly, the temperatures are at X degrees. The, the gauges are fine. The light's not on. Yeah. Yada, yada, yada. Because when that customer leaves, if they have another problem, they come back, I want it well-defined what we did, and I wanna know, is that my problem, or is that not my problem? Yeah. Because cars break, thank God, right? They break- Yeah ... and otherwise I wouldn't have a job. I wouldn't have a place to be. Yeah. So I think you're reading- Sure ... the comments. There's a pretty long one that came in. Lucas Underwood: I like that because that is my belief as well, and I know it's yours as well, is I feel like- Yeah Personally feel like flat rate for technicians and commission for advisors are the worst things that can be implemented. And I understand there's gives and takes of that, right? I- Yeah ... I know. But a lot of these guys, and so I posted this in some groups that have a lot of dealer technicians in it- I'm gonna tell you something, Cecil. The only answer I have at this point is leave the dealer, right? Yeah. That's the only answer I have for you. Because a- as I'm talking to these dealer guys, it's not fair. Okay? Cecil Bullard: No. Lucas Underwood: The way they're treated is not fair, there's no doubt about it. Cecil Bullard: I'm sure there's a dealership or two out there- Yeah that do a really good job and treat their people very fairly. There's not enough. And there just aren't enough. Lucas Underwood: Yeah ... Cecil Bullard: every time I teach a service advisor class or a management class, I'll have somebody come up to me and they'll say, "Yeah, Cecil, I know that all sounds good, but my owner won't let me do X, Y, and Z." Yeah. "My owner won't. My owner won't won't follow the rules," et cetera. And I have a comment. Your owner sent you to me. I can't badmouth your owner. On the other hand, you have to decide what you're willing to work with and what you're not willing to work with. Lucas Underwood: Yeah. Cecil Bullard: And so if you're... what's the minimum level of, Acceptable ... of incompetence I'm willing- Yeah ... acceptable level of incompetence I'm willing to put up with? And if you are good at what you do, if you're a good service advisor, if you're a good tech, oh, my God- Get a job ... the sky's the limit right now, right? You can go to... I could send you to th- three different recruiting companies that would get you a fantastic job with great pay tomorrow, right? Yeah. And, Pay how Lucas Underwood: you wanna get paid. Cecil Bullard: Yeah. Lucas Underwood: In the environment- Cecil Bullard: Et cetera ... you Lucas Underwood: wanna be in. Cecil Bullard: And I would say, you know- The problem with flat rate and the problem with hourly there's problems on both sides of that. There is no pay plan that is perfect except a blended pay plan that allows for as they produce, as they do what they, you want them to, they can make more money. But the base- Yeah ... has got to be a substantial base. We know that from Maslow. If we're not able to- Yeah ... take care of our people and have them feel comfortable working for us, like they're gonna be able to pay the bills and once, maybe once a week get a steak or something then we're not taking care of our people properly. Lucas Underwood: Yeah. Cecil Bullard: And we're not charging what we need to charge to do that. Whatever that is, it has to be fixed, right? Lucas Underwood: Exactly. Cecil Bullard: You're- or we're gonna, or we're gonna not attract and keep good people in our industry. Lucas Underwood: Yeah. And, here's what I keep hearing is that, "Oh we've got these warranty times," and, "Hey, I don't get paid for going out. 'Hey, can you go out and check the tire pressure in this? Can you go out and read the codes in this? Can you go do this and go do that?' And it's not on the ticket anywhere, and I'm not... and like I'm compensated by flat rate, so you're basically stealing my time." And Cecil Bullard: that's not right. I would agree 100%. That's why you need- Yeah ... a good base, because if I ask you to, if you need to go help one of your fellow workers, I want you to be able to do that and not feel like you're getting punished, right? Yeah. Lucas Underwood: Yes. Cecil Bullard: And, a- and so pay plans is a whole nother it's another meeting, right? Lucas Underwood: Yeah. Cecil Bullard: It's another podcast. Lucas Underwood: It's a... I think that we all believe that we have to change this industry. Cecil Bullard: Yeah. Lucas Underwood: We have to make this industry different than what it's been. Your whole belief system is I have to make a change because I want this to be different when I leave it because of the efforts that I made, right? And I think we all feel that way. We want this industry to be better. And here's the thing that frustrates me the most, is that we've got to pull these people along with us. Yeah. So many of them are jaded. So many of them are aggravated. So many of them are frustrated. And so I'm saying, "Hey, we've got to work together and share a message that resonates with everybody, and we've got to move the industry." Because when David and I started the podcast, one of the discussions was is like, we weren't... "How are you guys gonna make a difference? You're not gonna reach that many people." And we said but if we reach one person and we made their life better and they got a little bit better, and maybe they could impact somebody else." If somebody doesn't take action, nothing ever changes. And I think that's where our industry has been stuck for so many years. And so I commend you for what you're doing with everything you're doing right now to genuinely make the change, not just talk about making the change, but genuinely make the change. Cecil Bullard: I got a limited time. I don't know what it is, the older I get, the shorter that window seems to be, and we're not there yet. We got a lot to do. Lucas Underwood: Yeah. And like- Cecil Bullard: And Andrew Andrews, you- if you wanna reach out to me I'd be more than happy to spend an hour and go through pay plans and systems because we have 'em, I have thousands of shops using them. They're fantastic. They're great. Yeah. Technicians make good money. Get the desired result. Yeah. Techs make great money, service advisors, the shop, et cetera. It's not the end of the world. So I... We got the five Cs, right? Yep. The the customer's concern, the confirmation of the concern, the cause, the cure, and the confirmation of the cure. So we- Yeah ... we did what we promised here. And if you guys need to You know, like I said the institute, we're here to help, and sometimes that's... We've got stuff online, we've got stuff on YouTube- Yep ... that you don't have to pay big money. We have we have gear4shops.com. We have, Yep Auto Academy. It's not always, "I gotta pay." Yeah. 100%. A lot of the stuff we do is let's help you, and maybe at some point you say, "Wow, they did a good job helping us, and so now we wanna- Yeah ... sign up for coaching," or whatever. Lucas Underwood: Yeah. And look, I'm gonna tell you, this data is good data for technicians too, okay? Yep. I see a lot of these guys going out and starting their own shops and they don't have any knowledge or any experience. Their dream's to start their own shop, and do this thing on their own, and show the world how to fix the industry by doing it themselves. And so I just wanna say hey, if you're a technician, go consume this data now, right? Even if you don't wanna- Yeah ... start a shop. Go- Cecil Bullard: yeah. Lucas Underwood: Well- Go learn about this right now ... Cecil Bullard: but understand how you're paid, and why you're paid, and how that works, and how what the shop charges, and how what you do makes a difference on that. Yeah. Because i- if you can't understand, then it's gonna be difficult for you, and you're never gonna make the kinda money that you wanna make. You're j- it's not gonna happen for Lucas Underwood: you. Amen. Cecil Bullard: So the more you know, the better prepared you'll be. Lucas Underwood: Amen. Amen. Cecil Bullard: I made a decision 1,000 years ago, when I started to be as, to get as much information and to just know much about this business as I could. Lucas Underwood: Yeah. Cecil Bullard: And it has paid off in spades for me. Lucas Underwood: Amen. Cecil Bullard: Just as a tech, as a service advisor, as an owner, as a consultant. That effort, that choice that I made, 35, 45 years ago- Lucas Underwood: Paid big dividends, didn't it? ... Cecil Bullard: changed everything, so- Lucas Underwood: Yep ... Cecil Bullard: do the same. Lucas Underwood: See- Thank you for being here. Yes, sir. Cecil Bullard: Love you, brother. You know that, right? Lucas Underwood: Love you, brother. Y'all be good- Yes, sir ... and we can't wait to see you at the next AMA. Cecil Bullard: Yes, sir.

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The Jaded MechanicJune 30 · 1h 4m

The Fine Line Between Viral Content and Rage Bait | Bryan Pollock, Tonnika Haynes and Braxton Critcher

Like the show? Show your support by using our sponsors.Need to update your shop systems and software? Try Tekmetric HERELaunch your tool game to the next level with Launch Tech USA! HERERecorded at Tools Pennsylvania 2026, this discussion brings together Jeff with Bryan Pollock, Tonnika Haynes and Braxton Critcher to talk about the realities of growing a podcast and business through social media. They explore why short-form content and reels are essential for reaching new audiences, the downside of viral clips attracting negative comments, and the challenge of balancing attention-grabbing content with long-term brand integrity. The conversation also covers dealing with online criticism, protecting your mental health, and staying focused on helping people make meaningful changes instead of chasing internet arguments.Timestamps: 00:00 Do You Focus? 01:34 Disc Golf Banter 01:52 Emotional Support Wiener 02:10 Tools PA Roundtable Introduction 02:30 Group Chat Chaos 03:32 Reels Are the Devil 05:05 Why Social Media Matters 06:51 Viral Reels and Online Hate 09:29 Deleting Ignorant Comments 11:01 Rage Bait vs. Clickbait 15:00 Shop Rates and Industry Reality 16:24 Producer Clip Strategy 20:58 Can You Change the Industry? 23:53 Choosing Positivity 29:34 Why Good Content Still Gets Hate 32:42 The "Must Be Nice" Mindset 34:40 Handling Large Audiences 35:53 Protecting Your Peace 36:16 Keyboard Warrior Stories 38:34 Why Viewers Get Angry 41:01 You Can't Save Everyone 42:30 The Highlight Reel Trap 48:24 Stop Complaining—Start Changing Follow/Subscribe to the show on social media! TikTok - https://www.tiktok.com/@jeffcompton7YouTube - https://www.youtube.com/@TheJadedMechanicFacebook - https://www.facebook.com/profile.php?id=100091347564232

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Master Tech to MillionaireJune 27 · 33 min

Bonus Crossover Episode 2: Bill Brusard on the Howie Carr Show

In another bonus Crossover Episode, our very own Chief Growth Officer Bill Brusard guest stars on the Howie Carr show, and shares his story + how to streamline operations, increase profits, and deliver world-class customer service through practical, proven systems. AutoShopAnswers.com Auto-Shop-Media.com

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Confessions of a Shop OwnerJune 23 · 52 min

Ep 102 - Chris Gayne | If There's a Problem in Your Shop, It's Probably You

Tekmetric opened my eyes to just how much a good SMS will do for a shop. Their software is top of the line, and with them, so is my shop. Try them for yourself HEREMy marketing before and after signing up with Turnkey Marketing is pretty scary. In a good way. Get your marketing right today HEREMake your techs happier with Detect Auto. They'll stop getting "check noise" or "check vibration" from advisors with the customer concern tool. It will CHANGE YOUR LIFE. Book a demo HERESend your service advisor to hands down the BEST service advisor training in the industry (even other coaching companies agree). It's Elite Worldwide's Masters Program. The next one is happening in Dallas Texas, September 10-12. Learn more HEREIn this episode, Chris Gayne shares stories from his transition out of a military career and into shop ownership, including the accidental founding of Dale County Diesel. The conversation dives deep into the difference between running a transactional versus a relational business, emphasizing the value of building real connections with customers and staff. Timestamps:00:00 – Transactional vs Relational: What Kind of Shop Are You Running?02:31 – From Military Flight Instructor to Shop Owner: Chris’s Journey06:43 – Surviving a Helicopter Crash (& What It Teaches You about Mistakes)14:02 – Leadership in the Shop: Lessons from Army to Auto Bay19:26 – Why Good Techs Deserve the Right Work—and Right Culture25:09 – How to Handle the “Unfixable”—Being Honest With Your Customers32:04 – Flat Rate vs Teamwork: What Actually Works?37:01 – Confession Time: If There’s a Problem in My Shop, It’s Me44:44 – Hard Policies, Real People: Why Relational Beats Rigidity49:55 – When to Tell Customers: “It’s Time to Move On from This Truck”51:06 – Wrap Up: Honesty, Growth, and Call for Your Confessions

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