Building Shop Culture

Bonus Episode - Vehlo CEO Reveals What's Actually Changing the Automotive Industry in 2026

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://geni.us/Shop-Ware-Free-MonthTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingProsShop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into a single, sleek digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, the Changing The Industry Podcast team sits down with Josh Weiss, CEO of Vehlo, to discuss company culture, leadership, and the rapidly evolving automotive industry. Josh shares his philosophy on servant leadership and the importance of fostering a high-performance, low-ego environment at Vehlo. The conversation highlights how open communication and feedback fuel trust and engagement within the organization. Finally, the group explores the challenges of constant innovation in automotive service, emphasizing the critical role technology and adaptability play in shop success.00:00 Building a winning team culture04:44 Team communication and weekly updates09:41 Joining the company journey12:34 Rapid innovation in auto industry14:05 Shopware's unique customer experience19:35 Choosing shopware for its ease22:35 Listening to customer feedback23:22 Thanking the guest or speaker

Wayne Stewart and his Precision Tune Shop Transformation - Bonus Zoom Episode 11

Glenn interviews Wayne Stewart, owner-operator of a top Precision Tune in Noonan, GA, about his journey from past struggles to running a high-performing shop. Wayne explains how Auto Shop Answers and Key2Key helped transform his business—boosting sales, improving shop presentation, and fostering a disciplined, winning culture. He shares practical lessons on hiring and developing A-players, managing conflict versus toxicity, and the day-to-day execution that drives results. The episode is a candid look at leadership, faith, and the real work behind creating a standout auto hospitality business.   AutoShopAnswers.com Auto-Shop-Media.com

How to Build a Repair Shop From the Ground Up | Jennifer Hulbert - Ep 11

Consistency is key - heard that! But, consistency is HARD. That's why I gave up on trying and let the experts handle it. Detect Auto. Let them clean up your estimating process and raise your ARO - like they did for me! CLICK HERE TO BOOK A DEMOAnybody can run a shop. Building one that lasts? That's a whole different story. If you're ready to build smarter systems and a better experience for your team and customers, check out Tekmetric HEREIn this episode, Tonnika welcomes Jennifer Hulbert from the Institute of Automotive Business Excellence and Service Plus Automotive. Jennifer shares her own journey taking over her family shop, highlighting the challenges of building the right team and embracing real leadership. They bust the myth that coaching is a cookie-cutter scam, stressing that true culture and accountability transform both the owner and the team.Timestamps:01:00 – Meet Jennifer: From HR to Shop Owner to Coach05:00 – Building a Shop From the Ground Up (And Surviving Dad’s Retirement)10:35 – Numbers Don’t Lie: Why Financials Matter More Than “Hustle”14:38 – Team Culture That Actually Works (And How To Build Yours)16:30 – Monday Meetings, Leadership Classes, and Real-Life Accountability21:00 – Surviving Economic Downturns & Military Community Challenges25:25 – The Real Talk on Hiring, Firing, and Growing a Rock-Solid Team28:30 – The Truth About Working ON vs IN Your Business31:45 – Letting Go: How to Hand Off Roles and Still Win33:35 – Investing in Staff: Training, Trust, and Those “AHA” Moments36:35 – Employee vs. Team Member: Spotting the Difference39:00 – Profit’s Not a Dirty Word—And Why Your Shop Needs It41:10 – Feeling Stuck as a Shop Owner? Step-By-Step on Moving Forward43:50 – Why You Should Stop Chasing “Bottom Feeders” and Stand Your Ground47:00 – Why Jennifer’s Hopeful for the Future of Auto Repair49:30 – Growth Hurts (But It’s Worth It): Unfiltered Conversation for Shop Owners52:24 – How to Get Connected With The Institute and Take Your Next Step

Ep 147: Scale Your Business with Culture | Eric Svedberg

How to Get Unstuck When Your Auto Repair Business Stops Growing [THA 480]

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)))]" 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-(--header-height)" dir="auto" data-turn-id="2bbbdb6c-d025-4cb7-90c5-c8b790caf679" data-testid="conversation-turn-23" data-scroll-anchor="false" data-turn="user">*]: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"> In this episode of the Town Hall Academy, host Carm Capriotto is joined by Matt Wagg and Shiju Thomas to tackle a common challenge in the automotive repair industry: getting “unstuck.” The conversation focuses on breaking through growth plateaus by sharpening leadership, building a meaningful culture, and committing to continuous employee development. Leadership & Accountability Growth stalls when tenure is valued over performanceNot every team member will grow with the businessLeaders must make tough calls and avoid carrying “dead weight.”Practice radical candor: honest conversations build trustSelf-awareness is critical; seek outside accountability (coaches/peers) Culture & Development Culture must be intentional and tangible, not just social eventsBuilt through aligned hiring and shared valuesReinforced with tools like assessments, training, and team learningContinuous education prepares teams for evolving vehicle technologyA learning culture attracts higher-level talent Embracing Being “Stuck” Feeling stuck often signals ambition and growthIndicates you’re pushing into new challengesClear personal and business goals provide directionWithout clarity, the business risks drifting without purpose Ultimately, getting unstuck isn’t about quick fixes; it’s about honest reflection, intentional leadership, and a commitment to growth. The shops that move forward are led by people willing to have the hard conversations, invest in their teams, and take ownership of what needs to change. If you’re feeling stuck, take it as a signal, not a setback, and use it as the catalyst to refocus, realign, and lead your business to the next level. Matt Wagg, Accelerated Diagnostics and Automotive, Bennington, NE. Matt’s previous episodes HERE Shiju Thomas, Hotchkiss Auto Repair, Denver, CO. Shiju'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: - Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ - Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters - Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 - Subscribe on YouTube: <a href="https://www.youtube.com/carmcapriotto"...

Why Forward-Thinking in Auto Repair is Critical | JeanAnn SaintGrace

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! HEREIn this episode, Jeff is joined by JeanAnn SaintGrace, host of the BRAND NEW podcast in the Changing the Industry Network "Shop Talk Her Way". She's also an automotive shop coach and former shop owner. JeanAnn shares her journey from accidental shop ownership to building a business focused on profitability, people, and succession planning. Together, they discuss the importance of protecting technicians' pay and treating them like "racehorses," strategies for consistent profit to secure employee futures, and the emotional realities behind leadership and preparing for unexpected life events.Click here to listen to JeanAnn's podcast "Shop Talk Her Way"Timestamps:00:00 "Envying the Natural Puzzle Guys"19:50 "Managing Reputation in Business"25:14 Husband-Wife Power Dynamics in Business32:37 Technician Dynamics and Customer Communication41:43 "Survival Mode and Unequal Pay"57:25 "Challenges of Running a Shop"01:03:40 "Challenges of Transparency in Sales"01:14:02 "Proof Her Method Works"01:29:25 "Have a Plan for Uncertainty"01:42:32 Work-Life Balance Perspectives01:49:59 "Finding Purpose Through Positivity"01:58:19 "Resilience, Connection, and Legacy" 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

Ep 164: You Don't Need More Leads—You Need Better Follow-Up with Jono Long

Ep 160: Hiring for Culture Changes Everything with Stacey Black and Ethan Whidden

Ep 156: Patrick Egan’s Secrets to Leading and Marketing in Auto Repair

Episode 270 - Overcoming Shop Owner Struggles: Hiring, Training, and Shop Management With Shaun Tipton

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://geni.us/Shop-Ware-Free-MonthTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingProsShop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into a single, sleek digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, Lucas Underwood is joined by Shaun Tipton, who shares his 28-year journey from technician to shop owner. Shaun Tipton discusses the common pitfalls technicians face when transitioning to ownership, emphasizing the importance of understanding financials and setting fair labor rates. The conversation also highlights the critical role of workplace culture and effective leadership in building a successful, ethical shop.00:00 Advice for aspiring shop owners09:04 Understanding fair pricing for clients13:46 Recognizing the need for help15:51 Red flags in job histories24:19 Fair employee compensation discussion30:04 Balancing personal values and money32:43 Flaws in metro coaching models40:49 Switching to a single software system43:49 Benefits of using Shop-Ware48:09 Focusing on personal interests53:42 Importance of leadership in ownership59:46 Long-term life planning advice

Failing at Retirement: Building Eight Shops in Eight Years [THA 486]

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"> *]:pointer-events-auto R6Vx5W_threadScrollVars scroll-mb-[calc(var(--scroll-root-safe-area-inset-bottom,0px)+var(--thread-response-height))] scroll-mt-[calc(var(--header-height)+min(200px,max(70px,20svh)))]" dir="auto" data-turn-id="request-WEB:8a36a74e-94b9-45d2-82f2-3a0e09cdfefe-1" data-turn-id-container="request-WEB:8a36a74e-94b9-45d2-82f2-3a0e09cdfefe-1" data-testid="conversation-turn-4" data-scroll-anchor="false" data-turn="assistant"> Carm Capriotto talks with Matt Curry and Judy Curry of Craftsman's Auto Care about building one of the automotive industry’s most respected multi-shop operations twice. After growing Curry’s Auto Service to 10 locations and retiring in 2013, the Currys returned to the industry with a new vision, launching eight Craftsman’s Auto Care locations in eight years. Matt shares his role as the visionary leader driving momentum and ideas, while Judy explains how operational discipline, marketing, and customer experience keep the business grounded and scalable. The conversation explores their “5 Ps” philosophy: People, Policies, Processes, Procedures, and Profits, along with their commitment to employee development, strong culture, customer transparency, and community involvement. The Currys also discuss how Digital Vehicle Inspections and an intentional customer experience helped them earn nearly 10,000 five-star Google reviews. What You’ll Learn How Matt and Judy Curry scaled multiple successful shop operationsWhy leadership balance and “staying in your lane” mattersThe “5 Ps” framework for building a strong shop cultureHow employee investment drives long-term successWhy transparency and DVIs build customer trustHow culture and customer experience fuel growth and retention Sustainable growth in automotive repair comes from more than technical expertise. It requires intentional leadership, strong systems, a healthy culture, and a commitment to both employees and customers. Matt and Judy Curry, Craftsman Auto Care, 8 locations, Virginia 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: ...

Ep 152: She Grew from Zero to Eight Shops in Four Years?? | Jesse Jackson

Why Busy Doesn’t Mean Profitable in Auto Repair | Mike Allen and Jim Cokonis - Ep 12

Consistency is key - heard that! But, consistency is HARD. That's why I gave up on trying and let the experts handle it. Detect Auto. Let them clean up your estimating process and raise your ARO - like they did for me! CLICK HERE TO BOOK A DEMOAnybody can run a shop. Building one that lasts? That's a whole different story. If you're ready to build smarter systems and a better experience for your team and customers, check out Tekmetric HEREIn this episode, Tonnika Haynes, Mike Allen, and Jim Cokonis get real about what it actually takes to build a successful shop without letting the wheels fall off behind the scenes. They break down the danger of stepping away too soon, why empowering your team doesn’t mean checking out, and the numbers every shop owner needs to quit avoiding — labor rates, parts profit, and KPIs that actually matter. This episode is all about leadership, accountability, and building a shop that works because of you… not only when you’re in it.Timestamps: 00:00 — The $100k/month trap: why you need to be IN your shop01:08 — Free Diag for customer acquisition: smart or crazy?03:39 — Leadership styles, micromanagement, and setting your people up for success06:05 — Don’t let KPIs kill your culture08:19 — Giving up micromanaging — but not management itself10:22 — Echo chambers, business focus, and the dangers of stepping back too far12:56 — Toyota Kaizen, process improvements, and empowering your team16:00 — Debunking old-school shop management myths18:03 — Changing workforce motivations: is it really different now?20:26 — Owners chasing absentee dreams before putting in the work22:59 — “Sweep your floor”: hard truths about focusing on your own shop25:51 — Decoding parts profit, labor rates, and the future of shop profitability29:21 — Why effective labor rate actually matters31:08 — Real math for shop owners: hitting your numbers34:39 — Charging for diagnostics: what actually works?38:32 — Selling top-tier service through education, not pressure41:00 — Extreme ownership, replicating leaders, and building scalable success44:27 — Lessons from Toyota: process beats shortcuts46:14 — Can you really teach empathy, sales, and service skills?48:37 — The “I am the problem” moment for every shop owner51:16 — Scaling up: letting go of direct customer ties53:18 — Training, leadership, and the myth of instant success56:36 — Hard-won lessons from promoting the wrong people

Meet Paige: The Auto Repair Industry’s First 24/7 AI Recruiter [THA 481]

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"> Recorded live at the VISION 2026, this episode of Remarkable Results Radio features host Carm Capriotto in conversation with Lisa Coyle, Co-founder and CEO of Promotive, and Stacey Black, Account Manager at Promotive. Together, they unpack one of the most urgent challenges facing the automotive repair industry today: how to attract, hire, and retain top talent in an increasingly competitive and fast-moving market. What the Episode Covers: The “Ghosting” Problem in Hiring: Why candidates are applying to 15-20 shops at onceHow speed of response determines who wins the hireThe growing impact of declining soft skills like communication and accountability The Role of Shop Culture in Retention Why culture must be intentional, not assumedSimple, low-cost ways to build connection and loyaltyIdeas like celebrating milestones, supporting families, and investing in trainingHow strong culture reduces turnover and attracts better talent Introducing “Paige” The Industry's First AI-Powered Recruiting Promotive’s virtual recruiter designed for the automotive industryInstantly engages candidates via text after they applyConducts a guided, conversational pre-screening interviewCaptures key data: experience, commute, current benefits, and pay expectations A Live Demo of AI in Action Carm roleplays as a technician to demonstrate Paige’s capabilitiesShows how natural, fast, and effective the process is The 24/7 Hiring Advantage Why candidates often apply after hours, and how Paige captures them in that momentReal-world success, including dozens of completed interviews over a holiday weekendFaster engagement leads to fewer drop-offs and better-qualified candidates Hiring today requires more than posting a job and waiting. The shops that succeed are the ones that move quickly, communicate clearly, and create a culture people want to be part of. By combining intentional leadership with innovative tools like AI recruiting, you can reduce friction in the hiring process, improve retention, and ultimately build a stronger, more committed team. *]: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-15" data-testid="conversation-turn-32" data-scroll-anchor="true" data-turn="assistant"> VISION Hi-Tech Training and Expo: https://visionkc.com/ Promotive has over 40 years of recruiting and automotive experience. If you need qualified technicians and service advisors and want to offload the heavy lifting, visit https://gopromotive.com/ Lisa Coyle and Stacey Black, https://gopromotive.com/  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 <a href="https://www.todaysclass.com/" target="_blank"...

Your Shop Might Need Marriage Counseling: Fixing Communication in Auto Repair [RR 1087]

Thanks to our Partners, NAPA Auto Care and NAPA TRACS Watch Full Video Episode Recorded live at VISION 2026, host Carm Capriotto and Matt Fanslow explore how lessons from marriage counseling can improve communication in auto repair shops. The core discussion centers on Matt’s article for NAPA Auto Care's Insight Magazine, “Your Shop Might Need Marriage Counseling,” and the industry’s gap in soft skills. His central argument is simple: most automotive professionals were never taught effective communication or soft skills. In the past, shop culture often relied on public criticism or shame to correct mistakes. Today, that approach backfires, especially for younger technicians, who are more likely to disengage or “quietly quit” in that kind of environment. Matt proposes a different approach: applying communication techniques commonly used in therapy to everyday shop interactions. Drawing from the Gottman Institute, Matt outlines common communication pitfalls: criticism, contempt, defensiveness, and stonewalling, and how they show up daily in shop environments. Key solutions include: Validating feelings, especially with anxious customersCoaching without shame, addressing mistakes privately with supportSeeking outside perspective, using coaches or therapists to uncover blind spots Finally, both Carm and Matt challenge the stigma around seeking outside help. They encourage shop leaders to work with coaches, counselors, or therapists to uncover blind spots and improve their leadership approach. Far from being a weakness, asking for help is framed as a sign of strength and self-awareness. The goal isn’t to turn shops into therapy sessions; it’s to make small, intentional changes in how people communicate every day. The payoff? Fewer emotional blowups, stronger team culture, and customers who feel safe, heard, and respected. Download Matt Fanslow's Full Article: https://remarkableresults.biz/download/45724/?tmstv=1775829579 VISION Hi-Tech Training and Expo: https://visionkc.com/ Matt Fanslow, Riverside Automotive, Red Wing, MN, Diagnosing the Aftermarket A to Z Podcast: https://mattfanslow.captivate.fm/ Thanks to our Partners, NAPA Auto Care and NAPA TRACS Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care 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/ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Connect with the Podcast: - Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 Subscribe on YouTube: https://www.youtube.com/carmcapriotto Follow on LinkedIn: https://www.linkedin.com/in/carmcapriotto/ Follow on Instagram: https://www.instagram.com/remarkableresultsradiopodcast/ Visit the Website: https://remarkableresults.biz/ Join our Insider List: https://remarkableresults.biz/insider All books mentioned on our podcasts: https://remarkableresults.biz/books Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom Buy Me a Coffee: https://www.buymeacoffee.com/carm Special episode collections: https://remarkableresults.biz/collections The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/ Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/ Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/ The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/ The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/ Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size. https://craigoneill.captivate.fm

Ep 140: Why Daily Feedback is Valuable with David Boyd

Ep 138: How Daily Actions Shape Tomorrow’s Results with Al and Alex Oramas

Overcome Your Fears and Be YOU!! | Episode 3

In this episode, Tonnika Haynes welcomes Ash Kaplan to talk about the realities of shop ownership and building a business with authenticity. Tonnika Haynes shares her journey taking over her family’s automotive shop, highlighting the challenges of stepping into leadership and learning to trust her team. Ash details her path from tinkering as a kid to founding Golden Hour Garage, emphasizing the importance of meaningful connections, empowering shop owners to reclaim their time, and why authenticity is her #1 core value. Timestamps:00:00 Authority, legacy, and what it really means to be in control00:28 Welcome & the power of “downshifting” in business01:22 Meet Tonnika & Ash: Shop owner & efficiency expert introductions02:19 Family, motherhood, and how your “why” changes with time04:20 “Working on, not in the business”—the struggle to delegate06:01 How an industry call led to a friendship—and better business07:16 Generational divides & why standing out matters in shop life11:14 Why Tonnika thought she needed “the old white guy up front” & learning to lead as herself13:04 The moment walking into an industry event changed everything17:33 The story behind “Downshift”—slowing down to level up18:25 Relationships first: Building trust and brand beyond company names21:06 Investing in people: How remote services help reclaim time & sanity24:33 The health scare that became a wake-up call for better business balance27:33 Letting go, trusting the team, and why delegation pays twice29:13 The magic of remote estimating: More customer time, more profit30:58 Selling with empathy, not assumptions—the secret to loyal customers33:40 How serving people first changes everything44:06 Ash’s journey from duct tape diva to shop problem-solver53:00 The grit it takes: Advice for women entering the industry01:04:42 Tonnika turns a struggling shop into a legacy of growth01:16:34 Why shop culture means everything—and how to actually build it01:22:04 Owning your story, embracing authenticity, and letting your “why” shine

Ep 137: From Technician Shortages to Thriving Teams with Jimmy Alauria

The Biggest Mistake Shop Owners Make with Josh Coomes and Brian Ramsburg

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 in Hershey, Pennsylvania, Jeff sits down with Josh Coomes of Auto Shop Therapy and technician Brian Ramsburg to discuss the realities of running a modern repair shop. Brian reflects on more than 18 years in the trade, the challenges of being a solo technician, and why he enjoys variety in his work, while Josh shares his customer-first approach, leadership lessons, and the importance of protecting a shop's reputation. Together, they explore diagnostics, pay plans, hiring, training, and building a culture that values quality over speed.Timestamps:00:00 Listen or Become a Liability 00:35 Tools in Hershey Introduction 02:37 Brian's Career Journey 04:18 Owning a Job vs. Owning a Shop 07:42 Customer Empathy and Service Standards 09:21 Turning Away Older Vehicles 14:48 Favorite Types of Repairs 18:02 Why They Avoid European Vehicles 19:40 Shop Scheduling and Profitability 21:56 Technician vs. Owner Priorities 25:38 Working Relationship Challenges 28:28 Hiring and Leadership Lessons 36:20 Mentoring and a Proof-Based Culture 40:41 Pay Plans and Team Morale 42:03 The Starter Diagnosis Debate 45:41 The Stress of Being the Only Technician 48:50 Quality Control vs. Book Time 52:40 Shop Standards and Fair Productivity 55:27 Workflow and Imperfect Data 58:51 Flat Rate Pressure Stories 01:05:10 Hiring Through Working Interviews 01:10:23 Charging Properly to Grow 01:12:44 Final Advice and Closing 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

I FIRED My Top Performers and Reached $5.6M | EP6 | The Shop Fix Academy Podcast

With a growing shop, a great local reputation and a team that ran the business without him, Allen Baughman thought he'd finally built the dream operation every shop owner chases, but instead his top performers were quietly telling his techs the shop was a sinking ship and plotting to start their own. In this episode, Allen breaks down the mistakes that led to 10 empty bays and him being forced to turn wrenches again, the pay plan switch that erased his profit for six straight months and the vital leadership and culture lessons that he learned to turn everything around and build a $5.6M repair shop. Join The Fastest Growing Network Of Auto Repair Professionals! Get the structure and clarity your shop has been missing with Shop Fix LITE. https://shopfixacademy.com/shop-fix-lite?utm_source=sfapodcast&utm_medium=podcast&utm_campaign=join-lite&utm_content=cta-textlinkGet Tickets Now!Learn the systems top shop owners use to consistently increase profit and build stronger teams at Shop Hackers Conference. https://shophackersconference.com/?utm_source=sfapodcast&utm_medium=podcast&utm_campaign=shophackers2026&utm_content=cta-textlinkJoin Us at Our Events! Explore Shop Fix Academy Events led by operators who have solved the same profit, leadership, and operational challenges you’re facing now. https://shopfixacademy.com/upcoming-events?utm_source=sfapodcast&utm_medium=podcast&utm_campaign=sfa-events-2026&utm_content=cta-textlink

Episode 278 - Can You Create A Disney World Experiences in Auto Repair With Bret Beitler

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://geni.us/Shop-Ware-Free-MonthTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingProsShop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into a single, sleek digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, David & Lucas are joined by Brett Beitler to discuss the challenges and rewards of leadership in both family entertainment centers and the auto repair industry. Brett shares his experience in turning around struggling businesses, highlighting the importance of strong leadership, employee empowerment, and cultivating a culture of unreasonable hospitality. The conversation also explores the differences in leadership needs between industries, emphasizing the value of coaching, communication, and continuous personal growth for business success.00:00 Setting up automatic audio switching09:40 Inspiration to join preschool industry10:28 Expanding business in Houston16:37 Forming a Leadership Partnership23:16 Improving airport bathroom satisfaction27:04 Issues with Accountant and Bookkeeping35:00 Dealing with customer feedback40:18 Finding the Right Coaching Clients43:05 Practicing effective leadership skills53:33 Teaching Leadership to the Next Generation58:29 Empowerment in the Workplace01:01:37 Keeping up with rapid tech changes

Flat Rate Doesn't Match the Real Repair with Josh Forbes

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! HEREIn this episode, Jeff is with Josh Forbes of Maxim Muffler in Winnipeg talks about his unconventional path into the automotive industry. What started with constant breakdowns on his first car—a 1993 Ford Tempo—turned into a career built through hands-on learning, apprenticeship experience, and years of navigating different shop environments. Josh shares lessons from dealership life, the importance of shop culture, why employee appreciation matters, and his concerns about the future of right-to-repair legislation.Timestamps:00:00 Tools and Debt Lessons 00:45 Podcast Introduction 02:44 Shop Schedule and Weather 03:27 First Cars and Fuel Costs 08:22 Tempo Breakdowns That Started It All 12:24 College Training at Fanshawe 14:17 Choosing the Trade Path 17:54 Ford Dealer Quick Lane Reality 24:19 Book Time vs. Real Repairs 36:41 Why He Left the Dealer 39:06 Finding the Right Shop 41:29 The Culture That Changed Everything 45:21 Appreciation Over Pay 52:17 How Bad Culture Breaks Technicians 55:04 Forever Apprentice Mindset 58:44 Trade Pay Gap Debate 01:02:19 DIY Repair Horror Stories 01:07:54 Training Service Writers 01:16:24 The Right to Repair Fight 01:21:22 Quality Control Basics 01:23:46 Training Instead of Punishment 01:27:35 Oil Leak Case Study 01:31:46 Recognition and Longevity 01:37:35 Smart Tool Buying 01:40:05 Diagnostics, Process, and School 01:47:00 Wrap Up and Final Thoughts 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

Curing Organizational Drag: The Courage to Fire a Non-Fit Employee [RR 1100]

Thanks to our Partners, NAPA Auto Care and NAPA TRACS Watch Full Video Episode Building a successful auto repair business isn't just about hiring great people; it's about creating a culture where the right people can thrive. In this episode of Episodic Education, Carm Capriotto welcomes Matt Lachowitzer, founder of Matt's Automotive Center, to discuss the leadership principles that helped grow his company to 11 locations. Matt shares why protecting culture sometimes means making difficult personnel decisions, how investing in employee development fuels long-term success, and why great leaders always begin by looking in the mirror. What You'll Learn Why one employee who doesn't fit your culture can create organizational drag.When letting go of a top performer is the best decision for your team.How leaders should evaluate their own role before blaming an employee's performance.How 29-day customer follow-up calls build trust and long-term loyalty.How company-wide training events reinforce culture and accelerate growth.The leadership mindset required to build a business that succeeds without depending on one person. Strong businesses are built by protecting culture, developing people, and leading with both accountability and compassion. Matt's leadership philosophy demonstrates that long-term success comes from investing in your team, making values-based decisions, and creating an organization where everyone has the opportunity to grow. Matt Lachowitzer, Matt’s Automotive Service Center, Fargo-Moorhead, North Dakota and Minnesota. Listen to Matt’s previous episodes HERE Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://remarkableresultsradiopodcast.captivate.fm/napaautocare   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/ Connect with the Podcast: Download and Listen on Our Mobile App:https://automotiverepairpodcastnetwork.com/app/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:https://remarkableresults.biz/insiderAll books mentioned on our podcasts:https://remarkableresults.biz/booksOur Classroom page for personal or team learning:https://remarkableresults.biz/classroomSpecial episode collections:https://remarkableresults.biz/collectionsBuy Me a Coffee:https://www.buymeacoffee.com/carm The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcastwith Carm Capriotto:Facilitating Wisdom Through Story Telling and Open Discussion.https://remarkableresults.biz/Diagnosing the Aftermarket A to Z:From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life.https://mattfanslow.captivate.fm/Business by the Numbers: Understand the Numbers of Your Business with CPA Hunt Demarest.https://huntdemarest.captivate.fm/The Auto Repair Marketing Podcast: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level.https://autorepairmarketing.captivate.fm/The Weekly Blitz: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching.https://chriscotton.captivate.fm/Speak Up! Effective Communication: Develop Interpersonal and Professional Communication Skills with Craig O'Neill.https://craigoneill.captivate.fmhttps://remarkableresultsradiopodcast.captivate.fm/napaautocare &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

Ep 163: The Culture Every Business Owner Wants to Build with Edward Caswell

Selling to the Curb: How AI Turned More Calls into Customers [RR 1099]

Thanks to our Partners, NAPA Auto Care and NAPA TRACS Watch Full Video Episode What does it take to build one of the fastest-growing auto repair businesses while leveraging artificial intelligence to improve performance at every level? In this episode, Carm Capriotto welcomes Jesse Jackson, Founder and CEO of Mango Automotive, to discuss how she scaled from zero to eight locations in less than five years. Jesse shares the leadership lessons learned through rapid growth, how custom AI tools are helping improve customer experience and operational consistency, and why she believes it's time to rethink how independent shop owners plan their exit from the industry. What You'll Learn How Mango Automotive expanded from a startup to eight locations through strategic acquisitions.The leadership challenges that come with rapid growth and why building a corporate support team became essential.The three cultural principles that drive employee engagement: never yell, bonus well, and have fun.How AI is being used to measure standard operating procedures and improve accountability.Why analyzing phone conversations with AI helps advisors convert more callers into customers.How providing realistic price ranges over the phone can improve appointment conversion rates.How AI-driven follow-up processes dramatically increased maintenance rebooking rates.Practical ways any shop owner can use tools like ChatGPT or Claude to evaluate service advisor performance without spending hours reviewing phone calls.Why thousands of shop owners approaching retirement may be leaving significant business value on the table.How Jesse's cooperative exit model could help independent shop owners achieve substantially higher business valuations than traditional private equity acquisitions. Artificial intelligence isn't replacing great leadership; it's making great operators even better. Combined with a strong culture, measurable processes, and innovative thinking about business ownership, AI can help repair shops improve customer experience, scale more effectively, and create greater long-term value for both. Jesse Jackson, CEO, Mango Automotive, 8 locations Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care 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/ 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:https://remarkableresults.biz/insiderAll books mentioned on our podcasts:https://remarkableresults.biz/booksOur Classroom page for personal or team learning:https://remarkableresults.biz/classroomSpecial episode collections:https://remarkableresults.biz/collectionsBuy Me a Coffee:https://www.buymeacoffee.com/carm The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcastwith Carm Capriotto:Facilitating Wisdom Through Story Telling and Open Discussion.https://remarkableresults.biz/Diagnosing the Aftermarket A to Z:From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life.https://mattfanslow.captivate.fm/Business by the Numbers: Understand the Numbers of Your Business with CPA Hunt Demarest.https://huntdemarest.captivate.fm/The Auto Repair Marketing Podcast: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level.https://autorepairmarketing.captivate.fm/The Weekly Blitz: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching.https://chriscotton.captivate.fm/Speak Up! Effective Communication: Develop Interpersonal and Professional Communication Skills with Craig O'Neill.https://craigoneill.captivate.fm &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

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.

209 - The Real Story of Growing an Independent Auto Repair Shop with Andy Severein

209 - The Real Story of Growing an Independent Auto Repair Shop with Andy Severein June 24th, 2026 - 01:00:41 Show Summary: Andy Severein shares how Andrew's Auto grew from a single shop into a thriving multi shop operation through coaching leadership and a commitment to continuous improvement. Jennifer Hulbert explains how understanding financials improving repair order value and developing managers helped transform the business. They discuss building a strong culture creating opportunities for employees and preparing the next generation of leadership. Their story shows that long term success comes from intentional growth consistent training and serving both customers and employees well.   Host(s): Jimmy Lea, VP of Business Development   Guest(s):   Director of Programs & Owner of Service Plus Automotive   Owner, Andrew’s Auto   Show Highlights: [00:02:29] – Jennifer shares her journey from shop owner to Institute program director. [00:06:11] – Andy explains why he purchased a struggling repair shop. [00:09:00] – Coaching revealed the business metrics Andy never knew existed. [00:11:54] – Average repair order nearly doubled through better processes and training. [00:16:00] – Profit sharing and community support became the business mission. [00:20:10] – Learning financial statements changed every business decision. [00:27:00] – Teamwide coaching fueled one million dollars in sales growth. [00:34:00] – Intentional leadership strengthened culture and employee development. [00:38:02] – A newly acquired second shop quickly doubled its repair order. [00:48:00] – Andy encourages owners to embrace coaching before opportunities disappear.     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/_3LVDHjy2G4   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:   The Real Story of Growing an Independent Auto Repair Shop with Andy Severin 06242026 Jimmy Lea: Good morning, good afternoon, good evening, or good night, depending on when and where you're joining us from today. It is a gorgeous day outside. I hope you are able to go outside and breathe in some beautiful fresh air. Hey, today is awesome. Today is going to be amazing. We've got a great conversation gonna happen with a phenomenal shop owner, with a phenomenal coach and trainer from the Institute for Automotive Business Excellence. But before we get into that, let's talk about you and where you're at, and what's going on in your life. This is going to be an interactive webinar. Interactive how? In the comments section, in the questions, in the comments, put in there where you're joining us from today. Love to give you a shout-out here as we are on the live webinar. We're streaming through many different, multiple streams. Multiple live streams are going out on Facebook, and on YouTube, and on StreamYard. So we've got all these avenues that we're reaching out to the industry to, to, for us to connect, for us to come together. So drop in the comments where you're joining us from, city, state, and your shop name. Love to give you a shout-out so we can recognize everybody who is here for this live event. And it seems that everybody is shy today. Which is awesome. That's great. You know where the comment button is. When you find it, put in there your information, and we'd love to give you a shout-out here as we're on our live event. Streaming on Facebook, and on LinkedIn, and on YouTube, and on StreamYard. Oh my gosh, this is so awesome. This is so awesome. All right, for our conversation today Jennifer Holbert is here from the Institute for Automotive Business Excellence. She is a shop owner. She is a a coach, an industry coach, an industry facilitator with the GEAR Performance Group, and most recently moved into the position of director of programs with the Institute for Automotive Business Excellence. Thank you so much, Jennifer, for being here. Good morning, good afternoon. Jennifer Hulbert: Thank you. Thank you for having me. Excited to be here. Jimmy Lea: Yes. We're gonna have an awesome conversation. I'm in the good morning part, and you're in the good afternoon part. Jennifer Hulbert: I am. Jimmy Lea: 'Cause you're in New York, right? Jennifer Hulbert: I am. Northern New York. Jimmy Lea: Northern New York, awesome. How long have you been in the industry, Jennifer? Jennifer Hulbert: Ooh 25 years? Yeah, 25 years. Jimmy Lea: So you started sweeping floors when you were, like, five, six years old then? Jennifer Hulbert: Yeah, you could say that. I started filing probably when I was in my teens, but officially joined the business in 2001 when we moved to our new building and started as service advising, accounting, marketing, and then now do it all. Jimmy Lea: Yeah. No, a- and you've had a long journey with the institute as well, joining as part of the GEAR Performance groups, and then moved into being an industry coach. Jennifer Hulbert: I did. Jimmy Lea: What did that... What's that short story look like for you? Jennifer Hulbert: Yeah. I was a group member in group two for about 19 years prior to the opportunity to become a facilitator with the institute. That was four years ago, and just was recently asked and accepted the director of programs position, so I'll be overseeing all of our coaching programs with our owners coaches, our service advisors, and our managers. So just in the infancy of that position right now, and we've got lots of good work to do and lots of exciting things to bring to the industry that I'm super excited to be part of. So yeah, it's been a journey. I, and I know all the things, all the positions, so as, first time coming to a meeting to being an integral part of a group process and looking at elevating our own internal groups and the members that we were talking to, including myself. So yeah, it's been quite the journey. Jimmy Lea: Oh, I love it. I love it. And here comes a shout-out from Downshift with Tanika. "That's my coach, Jennifer." She is. Thank you, T- Jennifer Hulbert: But love Tanika ... Jimmy Lea: Tanika's with Brown's Automotive out of- Yeah ... North Carolina. Yeah. Chapel Hill. David Boy's also saying, "Hey. Yay, Jennifer." And David, are you joining from Minnesota today? Minneapolis? Are you joining from Florida today? Where is home? Where are your feet planted today? Jennifer Hulbert: He's all over the place. Jimmy Lea: Yeah. No, that's awesome. That's awesome. Th- thank you for being a coach. Thank you for being in the industry. You are an inspiration f- to many. You have influenced many, and one of those people you have influenced is Andy Severin with Andrew's Auto. Andy, how the heck are you, brother? Andy Severein: Doing wonderful, Jimmy. Good to be here. Jimmy Lea: Good. Bro, you gotta sit up or something. You look... I got out... We Andy Severein: all these people back. Jimmy Lea: There we Jennifer Hulbert: go Jimmy Lea: I'm so excited to talk to you about this conversation a- as we talk about you and your shop and your business. How long have you been in the business, Andy? What does that look like for you? Andy Severein: I started in this business when I was in high school. I swept floors in a shop when I was 14, 15 years old, and got a job working there right out of... I went to Vo-Tech when I was a senior in high school and and their work work experience program puts you out in a shop halfway through senior year. So I started working there yeah, when I was 17, 18 years old, and was in that shop for, probably till I was about 25, I believe. Wow. Left the industry for a little bit, did some different things with trucks, and was learned a lot about life skills and running a business by owning big trucks. That teaches you a lot quickly. And when I got out of that, I got into the used car side of the business in inventory management, which I had my fingers in the repair side of our inventory. I was... I'd say I was a part of this industry at that part p- that point, that time, that 10 years of my life, but in a little different aspect. Yeah, most of my life I've had my hands getting dirty somewhere. Jimmy Lea: Oh, I love it. I love it. Isn't it funny we all start by sweeping floors? Yep. We got a shout-out coming in from David Boyd. Y- you need... You're sitting low for a tall guy. Reach up there, grab your camera, p- point it down just a little bit 'cause it looks like you're sitting on the floor. Andy Severein: It's down as far as it can go. I'm sorry. Jimmy Lea: Oh, really? That's funny. All right, Da- David, you just gotta get over it, man. Don't worry about it. Hey, so you got out, you went into trucking, you came back into into a shop. Did you go directly into owning another shop, or did you get back into turning a wrench first? Andy Severein: I went into the dealership world and- Yeah ... and purchasing and inventory management. The shop that we 10 years ago we started Andrew's Auto. There was a shop that had been in business for 50 years. It's I could see it from my house. We were that close, and it was a mess. Oh, I bet. I knew the owner. I had a relationship with the owner for years, and I planted that seed at one point. If you're, when you're interested in, in, in getting out that I'd be interested in talking. And I at that point, I don't know if my interest more was in cleaning the property up because I could see it from my house and it's that bad- ... or actually being in the auto repair business. But really my experience, the relationships I had had people coming to me constantly with advice, and had people- Yeah coming to me with looking at... They were looking for advice on their cars, and they were sharing experiences with me, experiences that they had at shops. A lot of them bad experiences. So it really it really it really Made me realize that there was a need in our area for a good, honest repair shop. Yeah. So that was my drive behind it, not having any idea what I was getting into at that point. I just knew how to work on cars. That w- that was really it. But thankfully through my life I've worked for some really good people, and looking back through, all the way back to when I was sweeping floors, what I learned from each one of those employers and even my years in, in being in trucking, what I've learned from each thing really prepared me for where I am today. Jimmy Lea: Oh, Jennifer Hulbert: yeah. For Jimmy Lea: sure. Jennifer Hulbert: In a previous conversation, Andy, you said you- you've always put yourself in front of the right people. Andy Severein: Yeah. Jennifer Hulbert: And I think right from an early age, that was just inherent in your personality to put you- ... in the right place at the right time, in front of the right person, to give you some of these opportunities. Andy Severein: Yep. Yep. Jimmy Lea: Oh, I love that you're learning along the way. At what point as the business grew, at what point did you realize that your role had to change from being involved in everything to truly being leading the business? Andy Severein: Definitely the institute had a, big part in that. I- Yeah. Jimmy Lea: Jennifer, why are you laughing? Jennifer Hulbert: Because we've had this conversation multiple times. Andy Severein: Yes, we have. Yes, we have. So we, I worked from, it was right in December of 2016 is when we started and things went well. We were busy from day one. We grew, we added people constantly. We did our first major addition renovation to our building in the end of 2019. The the, things were going very well, but there was just so many things I didn't know. And when I I was at the Napa Expo in 2022 in Vegas and and was in one of Cecil's classes, and it just it made me realize there was just a lot that I didn't know, and things I needed to know. And w- what he said really resonated with where we were at that point in time. I had no idea. Like I said, I knew how to fix cars. I didn't know what an average repair order was. We were using Mitchell at that point, and I really paid no attention to the reports. I didn't even know what that stuff was, right? We were just using Mitchell so we had a platform to give people invoices. So it taught me right away some of the, key indicators to, to look at, and I thought, "Whoa. We have a long way to go here." Jimmy Lea: Wow, and by that time you had already been six years in the business. Andy Severein: Yeah. Yeah. Jimmy Lea: And- Yep wow, there comes an eye-opening experience. Interesting. That's awesome. What, what- So from that point, you decided, "Oh my gosh, we've gotta change, we've gotta grow, we've gotta develop." What, at what point did you decide, "Hey, you know what? I need to really look at this coaching and training business. I really need to hire me a coach." What did that look like for you? Andy Severein: What drove that and what's still driving me today, I know I'm getting into the future there, but this business, I started it with my son on day one, and the intention of him taking this business over, I hadn't really put a timeframe on when that would happen, but it I think I realized that I need to make this a well-functioning successful business before I hand it over to him. So that, that was really what, resonated to me at that point. "Hey, we have a long way to go." So that that was, why we made some significant changes there right away and adapting to those changes is hard. I tell people that all the time. Being told, "Hey, your ARO should be this," and you think, "Oh my goodness, how are we ever gonna get from $350 to..." I believe our first goal was $550- ... if I'm not mistaken. And, we were inching- And I- ... inching to 500 and all of a sudden it was like maybe we ought to look at things a little different." Now at 600, I'm thinking, "Oh, my goodness." Jennifer Hulbert: I can remember one of those early conversations of, Jen, everyone's talking about this 850, $900 average repair order but you don't understand, my, my customers are different." Andy Severein: "My Jennifer Hulbert: customers aren't going to accept that because I live in an area of the country where we're completely different." And it wasn't until we started to break it down and Andy, you took a really a hard look at understanding the KPIs. We had a lot of discussions on what they meant, what the formulas were, how they're impacted, and that I think opened your eyes to say, "Okay we can do this with a better and a more thorough DVI, and some sales training for our advisors, and a different marketing strategy and conversations with our customers." So I, I was joking with Jimmy before we started this that's typically the first conversation that we as coaches get is, "Oh, wait a minute, you don't understand, my customers are different." And what we've found is what most people realize is no, they're not. They're, they're- ... Jennifer Hulbert: They will respond to the presentations and the information that you're going to give them. And I have some statistics in front of me. In 2022, your average repair order was $367. End of last year it's 732, and I think this year we're knocking the $800 range. So again- ... with some systems, process changes, ideology changes, training, this is exactly what's possible. Andy Severein: Yep. Jimmy Lea: Absolutely. So I have a coaching question for you, Jennifer. How often- are shops coming to you as a coach or you as a facilitator and singing the exact same song that Andy was singing? Jennifer Hulbert: Often. I would say probably 90% of the time. Jimmy Lea: Yeah. Jennifer Hulbert: And it's because we're fed, there, there's a lot of noise out there. There, there's a ton of noise of what the industry should be. There, there's news articles there's all kinds of news report of what our industry's reputation is, and it's not positive. So we look at this differently. We wanna educate our customers on what's best for you and your vehicle. Nowhere in our sales process that we teach at the institute or that we coach is a hard sales process. We're gonna look at your situation, your vehicle. We're gonna be open and honest about everything that we see, and then work a plan that's gonna work for you. Andy Severein: I Jennifer Hulbert: love that. So when you address it with honesty and true humility, it, it becomes a different conversation than one of a hard press sales, and I'm gonna sell you services that you don't need. It... That, that's not what we do. That's not the integrity of the institute, that's not the integrity of the coaches, and that's not the integrity of the shops that we work with. So a lot of times it's you don't know what you don't know. True. So you don't understand the power of a DVI process. You don't understand the power of an actual structured sales process. And that's exactly what Andy started to realize, and then really took a deep dive in, is, "Okay, I see things differently now, and I can see where we're benefiting our customers from doing this." "So I'm gonna put all the effort into training staff and making sure that we're starting to work towards those different key performance indicators." Jimmy Lea: Yeah. Andy, did you feel called out, just Tanika? She's wondering if this is a setup. She feels like she's being called out right now. Did you feel like you were being called out, Andy? Andy Severein: No. I would say not. No? No Jimmy Lea: When you were first starting, you didn't feel like you were being called out, you didn't feel like you were being spotlighted. And you know what? Now let me tell c- build up a little bit more, clarify a little bit more. I enjoy the process that we have at the institute where we're here to meet you where you are as a business and as a shop owner- Yeah and we're going to start from there. What does it take to run your business? What kind of business do you want to have? 100%. Now- Okay. If that's- Yeah, I do ... the kind of business you wanna have, these are the steps we need to take to get to that business that you wanna run. As opposed to a rubber stamp that says, "Follow this process, procedure, and you'll be successful." Okay you don't understand my clients or my customers Jennifer's laughing 'cause yeah we're gonna meet you where you are. What, how do you wanna run your business? What do you, what does success look like for you? 'Cause Andy, your definition of success might be different than Jennifer's, might be different than mine Andy Severein: Sorry, I dropped out with just a moment there. It was just about a five-second window where I had s- Jimmy Lea: For just the most important Andy Severein: point ... in the meat of that, I lost you. Jennifer Hulbert: He- he was saying what success is to you is not the success to someone else. And I'll use something that's very important to you, and that is compensating your staff very well with your profit sharing plan- and your community involvement and sponsorships. So Andy and I have had the conversation of the effects of that on his, to overall net profit- ... but that's his why. He wants to give the best financial outcome to all of his staff based on their efforts towards their success with a profit sharing plan. And then be a very good leader financially in the community to, to support those organizations that are supporting him. And that's much different than my why, and that's gonna be much different than Tanika's why as well. So we've looked at what's important to you in creating that profitability level so you can carry out that why. Andy Severein: Yeah. Absolutely. That why is something that we've figured out over time. We didn't realize going into it what our true why was. I just wanted to build a race car. I thought, "Hey, I have a shop. I can deduct all these parts and, it'll be great." And it took a few years of doing this until we figured out what our true why is, why we're here, and it's awesome. I love that. I'll back up just a minute, though, Jimmy, to your question, if I felt called out, and maybe I misunderstood what you were saying, but I'd probably share with the people that are listening that are thinking about coaching no. I went in there new to everything that was happening, and I never felt called out, put on the spot "Look at this guy." The group has been awesome from the first time I was there with helping me to feel comfortable and share their, their struggles and successes. I never felt called out in a way that I was uncomfortable. And I'm not sure if that's what you meant, but hindsight, that's what I was thinking. Jimmy Lea: Yeah. No. That's exactly it. You weren't called out in an embarrassment point of view, but you were- No ... enlightened into, "Oh, wow, these are some things that I can do. These are the steps I can take and need to take so I can run the business the way I want to." I love that. That's awesome. Now, question for you here about pricing and parts and parts GP and labor rates. This can be very emotional for shop owners. This is an emotional subject. What helped you move from being emotional about these topics and these subjects to becoming more logical in those areas? Jennifer Hulbert: Besides peer pressure. Jimmy Lea: Peer pressure is positive. It can be. Andy Severein: Definitely that emotional attachment that, that, as shop owners you have that. When you're working in the shop, you're, you're turning the wrenches you're hands-on with the vehicles, you're talking to the people at the customer. You're talking to the customers at the counter, and there's people you've known forever, and you know their, their families and their financial situations. There's a huge emotional attachment to that, and it's not bad. Yeah. But it definitely it, it definitely is a hindrance to the growth and success of a business, and I... It took me a while to, to learn and understand that. And it's still why I stay away from the the counter, and the, the service advisor role is so important, and I realize that. I'm so blessed to have the people we have now that are really good at what they do, and they get it. They understand. They're coaching with the APT programs, and I keep putting plugs in for you, but it's been very powerful for us. But overall the growth of the business is dependent on that, so we... I've learned to just stay away Jimmy Lea: Oh, I love it. Andy Severein: I, of course. Jimmy Lea: You know your strengths and your weaknesses. Go ahead, Jennifer. Andy Severein: Yeah. Jennifer Hulbert: I think you also had an understanding of the overall effect o- of what a labor rate increase will do. So that impacts labor gross profit, which impacts your total GP, which impacts your overall net profit. So- ... when we first started to talk about what is your why, and that you wanted it to input this profit sharing and your community involvement we need- those net profit dollars to be able to do that. And we get those through parts and labor GP. So no, it's not just a 10 or a 15% or 10 or $15 labor rate increase, it's going to overall impact that labor GP, which will help the net profit, which is gonna allow you to do what you want to do. Andy Severein: Absolutely. Yeah, that's so true. Absolutely. Yeah, being in the upstairs your knowledge teaching me initially how to read my P&L. I'd never looked at a P&L. When I started to enroll, I didn't even know how much money we had in the bank. I didn't care. Yeah. Bills were being paid, it was great. But now the composite reporting, which was really hard for me, and you remember that, it was super hard for me in the beginning. And now I'm I'm not gonna say I enjoy doing it, but I see the I see the... I do enjoy doing it. I enjoy the results of it. But the the understanding of how we're getting to net profit and why that net profit is so expensive is so important, Yeah that- It's critical ... that's not being downstairs, but w- my offices are upstairs staying up there and keeping an eye on that is is, it's been my the key to, to, to the growth here. Absolutely. Yeah. Jimmy Lea: And let's break this down for those that are watching that don't understand what a P&L is. They hear the word all the time. They hear P&L. This is your profit and loss, pro- P&L, profit and loss. Most shop owners will look at their P&L, they really don't understand it. They're looking for that last number. Is it red or is it black? If it's black we know we're good, we know we're making money. If it's red We're losing money, and that's what the understanding of most shop owners are. At the institute, we also have a financial intensive that helps you as a shop owner to understand how to read the entire P&L, how to get it set up properly with your accountant so that you are getting the right and correct information when you need it most. And a P&L should not take months and months for your accountant to put together and g- and- No ... deliver to you. W- what's the average? How long should it take, Jennifer? Jennifer Hulbert: To, for, to start to make changes? Jimmy Lea: Oh, no. J- In order- Hey, Mr. Accountant or Mrs. Accountant, I would like my P&L. Jennifer Hulbert: You should get that once a month. M- minimally, I would say, our require- our reporting requirement is by the 20th of the month. So you should be getting that by the 15th or the 18th from, for the previous month from your- ... accountant or your bookkeeper. Jimmy Lea: So if you're only getting a P&L once a year, you may wanna either ask for more and get a better understanding, or m- perhaps you need a different- accountant. So if you need a different accountant, we know a guy. Come talk to us. We know a guy. Jennifer Hulbert: We do. Yeah. We do. A- Yeah ... and it, knowing where you're at from a profitability standpoint tells a tenth of the story. So where do we need to put our focus? Yeah. Is it in gross profits for parts? Is it in gross profit for labor? Is it in expense control? Because, so many times- ... we have a lot of members who have really good gross profit percentages, but they're not controlling their expenses and they eat away, their profitability that way. Yeah. We break down our expenses into, what, 30 categories probably, 35 categories individually, and have benchmarks for individual expenses. So th- that's what our owner coaching and our group process does, is we- ... we focus on not only systems and processes within your shop, but the understanding of your financials, so you know- ... which specific areas to target and to make some improvements on. Andy Severein: Yeah. Jennifer Hulbert: And Andy, that's where I credit you because th- we had some, many meetings where he's "Jen, make me understand this. I really need to understand how all this works together," and we probably worked for six months- ... u- until you had that understanding and now you do, and, your profitability is, has increased ex- ... quite a Andy Severein: bit. Jimmy Lea: That's awesome. Yeah, and I think there's a lot of shop owners that are out there that are just like you, Andy, that are in that same position that says, "I don't know what I don't know, and this is definitely one area that I need to know more. Help me understand it." And you dig into it, and you dig into it, and you dig into it and the more you learn, the better you are. Our last financial intensive, I think we had 40 plus people here at, in Ogden at the financial intensive. So next April, if you're wanting to understand your income statement and your profit and loss and your balance sheet, come here to the institute. We've got a phenomenal program for you. You definitely want it. Whoa, that was cool. Now, oh, Raleigh. Props, dude. That was your dr- that was mic drop. Scan the QR code. Get in on our next financial intensive. Yes, that is going to be awesome. We'd love to have you here, y- and you will learn tremendous amount. I want to go back to another acronym you dropped out on, on everybody here. You mentioned the APG. N- our industry is full of acronyms. APG stands for the Advisor Performance Group, and that's with the institute. So Andy, you have your advisors in the program right now? Andy Severein: We do. Jimmy Lea: What have you seen with your advisors? What's the change that they've gone through? Andy Severein: Probably the biggest thing I've ... The biggest thing I appreciate that I that I'm getting directly is, their understanding of the numbers that they're achieving and ... But also, the way the program's put together, allowing them to see the big picture of what the business looks like, what it should look like, what it could look like, whatever your circumstance is. But doing that from a different perspective than myself talking to them, I think allows them to grow. And it's one thing for me, for an owner, for somebody to say something to somebody, but when they're hearing from an actual coach, it's like, "Hey, that guy's not just full of hot air. He knows what he's talking about." Now that's been powerful, but aligning all of our people, Yeah ... through those different programs has been really powerful for us. And that growth that we've really seen in the last, what, year or so I can directly attribute to, and I'll drop another acronym, the MPG program, as well as the APG program. Jimmy Lea: So what's the MPG? Andy Severein: The Manager Performance Group. Yep. We have two managers here now, Nate and Brian. My son, Nate, one of them. They just got back from Utah. We've been so busy, we haven't ... We've done some quick debriefs, but we haven't had time to really sit down and put everything together that that I brought back from the group five meeting last week, or the week before last, and then they came back from Utah with their normal plane delays. ... Oh, no. Jennifer Hulbert: Dang. Andy Severein: But they made it. Jennifer Hulbert: And let's talk about what that growth looks like. So in 2023, you ended the year at 2.1 million. 2025, you ended a million dollars up at 3.1. And you- you've entered the managers and the advisors into the program along with working in the owners of- Yep your performance group program. But like you said, you've aligned your entire staff in the direction that you want to take it- ... with training and opportunities and information of to align to that direction. So just you talking to your staff and coming back from one of the GPG meetings, Gear Performance Group meetings- A- and it's like them trying to absorb what your understanding of the training is- Versus now I'm getting it from a coach who is aligned with that ideology, and now we're gonna move everyone in the same direction. So I think for you, Andy, that's been the biggest change. Now, has it cost you some money? Yes. Coaching is not free. Sometimes, people say, "I want cheap coaching." You get what you pay for. That's what you get. And you're gonna get the results that you pay for. A 30%, 32% increase in two years in sales is the... you could attribute that directly to the coaching. And again I know this sounds like a sales presentation for the institute. It, it's not meant to be that way. I just know that Andy and I have had these discussions over the past three years of how, what can I do to improve? And because- ... you have dedicated the time and the energy to some coaching programs, you've got some very good results. Now, you've set some of that standard. I expect X out of you, service advisor, from a gross profit and an average repair order- ... and an effective labor rate standpoint 'cause you've held those standards high- ... and communicated those expectations, which is also very important for results. But y- you've done a very good job at communicating what the expectation is, and then your team has followed up with those results. Andy Severein: Yeah. Yeah. Jimmy Lea: I love it. Y- there's, the saying is you were talking about the expense of training. Training is so expensive. What what if I train my guys and they leave? What if you don't train them and they stay? Andy Severein: Yeah. Yeah. Jimmy Lea: Andy, have you ever had a situation where you've trained someone and they left? Andy Severein: I have not. We have very little turnover So that's Jimmy Lea: the benefit of training today, is your people will stay. Andy Severein: Yeah. Oh, yeah. Absolutely. No, we have very little turnover of people. In fact, I think there was only one advisor I had that was, he was here for a short period of time and he had come from managing an entire operation and had another opportunity to go back to what he had been doing. So I don't fault him at all. So he's the only person that I had in training and I hope that the things that he learned, he can take into his future. So- Jimmy Lea: Yeah ... Andy Severein: great guy. Yeah. He's a great guy. Oh, Jimmy Lea: I Jennifer Hulbert: totally agree. And let's talk about why your staff stays. What makes you different from some other shops that have some high turnover? And, and- Yeah ... we've talked about this. Andy Severein: Yeah. Jimmy Lea: Well- What are you Andy Severein: doing, Andy? Jimmy Lea: Is it pizza on Friday? Andy Severein: Wednesdays. Wednesdays. And we try not to do pizza too much. That really gets old, right? We have a big old grill here. I like to make food and do different things. But we really try to take care of our people in many different ways, not just, in their, problems that are going on in their life. We try to speak into their lives as, as much as we can and just be there for them. And, they're our family. We s- we spend more time with the people that work for us than anybody else. I'm careful who I allow into that family. And I feel we've done very well. In fact, we had somebody start here just recently, and his comments are just like every person I've heard in the past. Everybody here just gets along. Everybody helps each other. It's it's, it makes me... i'm really happy of that, and I'm really happy about that, because that's what I want. I wanna treat our guys really well. I want them to be excited about what they do, try to keep them motivated and and try to... My goal has always been to try to have a place that the word on the street is, "Hey, you wanna work for this guy, because they'll really take care of you in every way, not just pay." So it's extending a lot of grace regularly, that's that's part of it. Managing that grace can be tough. But but we... it's a blessing overall. It really is. We have a great staff of people here. Jimmy Lea: Oh, I love it. I love it. And what those people are talking about is the company culture, the culture that you have created in your company. They're j- it's, they're just so impressed by it, that this is a great company culture. So I... That doesn't happen by accident What are you doing today as a leader that is different than what you were doing three years ago, four years ago, five years ago? What are you doing different Andy Severein: I can't- honestly don't know if I'm really doing anything different. I hope I'm not, actually. I've always tried to connect with everybody regularly and just, listen to their needs and keep an open atmosphere that they can come to us with whatever's going on, if it's a problem at home or just, bumped into another car in the parking lot, don't be afraid to come to us with anything. And I... so to answer that, yeah, I don't feel like I'm doing anything really differently. I have the help of my wife now. She's a huge part of it. She was here in the beginning for the first five years, and she was working the front desk and it wasn't quite five years. It might've been three or four years and she just couldn't do it anymore. It was way over her head. She's a people person. And she had an opportunity to go work in a restaurant for some friends, which she took, and that opened the door for my, my, my front desk guy, Jimmy, to come in here. Jimmy's just an awesome person. He's just a light. He's always smiling. He's a lot like you, Jimmy. He- Jimmy Lea: It goes with the name. That's, Andy Severein: that's- You're both Jimmy. But yeah, Lori came back here in the beginning of '24, I believe. Nice. And she's been here a little over two years now. I convinced her that her skills, while she was much appreciated at the restaurant, the effort that she was putting in there would be would be very beneficial to us and our staff as we grow here. So she is a huge part of it. Plays Jimmy Lea: defense. Yeah. Jennifer, what are you seeing that Andy does different today? And by the way, Andy, you're constantly improving, so to say you're not doing anything different, it's not exactly true, because that constant improvement- ... is changing and you are becoming better. Andy Severein: True. Jimmy Lea: That's true. So as Coach, what are you seeing different that Andy does today that he didn't do when you first met? Jennifer Hulbert: I would agree with him. I think, hi- his heart i- is in the right place in wanting to do- Totally agree ... what's best for his staff. So that's just who, Andy, you are. I think today you're a little more intentional with that I- in some of the conversations and, interactions with the staff from discussions that we've had. I'll give you a recent example that they've just acquired their second shop months ago. Andy Severein: A couple weeks, three, four weeks ago. Yeah, beginning of May we started. Yep. Jennifer Hulbert: And the advisor there, they're looking to, w- we're gonna look to bring her to the service advisor intensive that's happening right now. She's never- Yeah ... flown before, so Lori says I'll go with you." I will join you on the plane. I will go to Utah with you. I will, get you all set up, make sure that you're completely just at peace with this. But that's who Andy and Lori are. So to say- Love it ... that they've done a lot different I would agree with you, Andy. I don't think you have. I just think you're a little more intentional- Yeah ... w- with it today than you may were three or four years ago. Jimmy Lea: Yeah. Andy Severein: Yeah. More clarity. Jimmy Lea: See, Andy Severein: and Jimmy Lea: That's to the core of who you are. That's to your heart. Your heart has always been in that right place. And that constant improvement are things that you're doing, the things that happen, you don't, probably don't see that you're doing it. But a coach, someone on the outside looking in would say, "You know what, Andy? You are becoming much more intentional. You are having these great conversations. Your heart has always been there," and it's something that you don't see because it's second nature to you, Andy. But a coach is gonna go, "Hey, you know what? This is unique. This is s- this is special. This is awesome that you do this." That's pretty cool. Andy Severein: Yeah. Jimmy Lea: That's pretty good. So what is the future? You just added a second shop. Does that mean that there's a third one, or is it too soon to ask? Andy Severein: I've planted the seeds for the third one. I did that a while ago. That might have been the second one, but this one just kinda flew in there quickly. But it's in a neighboring shop. I can see it. It's just one, two- Two buildings over? ... two buildings away. So they were our closest- Wow ... competition. Jimmy Lea: Wow. Andy Severein: Interesting. So we had the opportunity to buy that. The owner was was wanting to retire, and hap- wanted to make it happen quickly, so he we were able to work a deal out there. I acquired all of his employees and and, it's been a, it's been really good so far. We- I'm really excited about where that is and I've said this to Jennifer to take a business that has not been run well for years and apply, what we've learned we- we've learned and applied it here slowly to try to apply it to a business like that is, it's a pretty exciting challenge. And, seeing that ARO, it was 200-some dollars when we started it and I think we're substantially over that. We haven't advertised it yet. The building needs a lot of work, and we- we're looking forward to doing that work over the coming weeks and months. So we're really excited of what the possibilities are there. We really just needed some overflow, honestly. We're almost at capacity here where we are, and having a little bit of of option for more base space to send some work over there, customers we can't help in our time, in their timeframe with our busy schedule to be able to capture them is high on my priority list of what to do, love it. Always kinda looking for ways to, looking ahead to, what is our next, next, way to grow. To have... If there's more shops I don't know if that's- If that happens, fine. I'm, I've no problem with that. I'm not focused on that. I wanna... I still see a tremendous amount of improvement we could do where we are, and we'll try to, we'll try to continue to focus on that. But our pattern's been about every three years we do, what's the next step? 2023 we did a pretty large addition to be able to handle heavier pickup trucks and the dually trucks, construction pickup trucks. We were doing a lot of that stuff, so we put an addition on there. So here we are three years later, buying another shop. That's our that's- this is the next step and, what's the next in three more years? That's been our pattern. We've got some ideas, Jimmy Lea: Oh, I love it. It- What's gonna come in 2029? That's, you Andy Severein: got to be sweating. Jimmy Lea: Exactly. Andy Severein: Exactly. Oh, that's awesome. Got some pre- got some pretty cool ideas. We'll keep focused keep focused on what could happen there and work towards that goal. Jimmy Lea: Yeah, for sure. I- is it too soon, or can I ask this? You only bought this other shop at the beginning of May, so we're looking at six, seven weeks, eight weeks now that you've- owned the s- the second shop. $200 average repair order. Where are you now? In a very short time period, has it increased significantly, or are you still hovering in that 2 to $300 range? Andy Severein: No it's climbed. I think we're in the $400 range right now. I'm sorry, I haven't looked at that lately. I just realized- Yeah ... as you're asking me that question. So we've about- Yeah ... doubled that. Jimmy Lea: Doubled it in less than six weeks. Andy Severein: Yeah. Jimmy Lea: Implementing proper process, procedures. You intro- did you introduce a DVI program to them? Andy Severein: We did. Yep, introduced that. So that's been good. That's a... W- we're trying to... We have-- There's so many customers there that were the customers that that you don't want, that, we're trying to get rid of 'em. They, you tell 'em what their car needs, they take it home and fix it, and then bring it back and get an inspection sticker. We have state inspection here in Pennsylvania, an annual inspection, so that's a huge part of what we do and so yeah, that's been... working those customers out of our system is the goal here. Make way for good customers. And we've really seen a, an upturn just in the last few weeks of busyness. So it's it's exciting. Jimmy Lea: Oh, that is exciting. That's awesome. Congratulations. So a- as we, we look in towards the future here what leadership skills are you working on today To help you strengthen yourself, strengthen the business as you continue to grow, what are you working on yourself or the business in your leadership realm? Andy Severein: Oh, goodness. I'd love to say that I read a book a week or even a book a month, but that doesn't happen. I, and I could I, probably said it to Jennifer and I'll say it again. What we're doing in the GPG groups right now is so good. What we just did in the group five meeting in Indiana the other week our two main presentations are things that are so relevant to me right now, and that's, defining where in the business, where we need to be and what those roles are, and focusing on those things. That's, it, we're... i, it's funny I still struggle with basic things sometimes it feels even what my roles need to be, but that clarity is huge to me, and we're really, as a, we as our mana- myself and the managers really, working on that stuff. But, I'm, I personally, a- and I'll radiate where I started in, in this business, my goal almost from the start was to work my way out of this and create an opportunity for my son to move into which will probably at this point looks like it'll be my son and Brian together, the two managers. And presenting opportunities for them is exciting to me. They're both going to the to Michael Smith to the leadership- Leadership intensive ... in Washington, DC. Oh, yeah. There's another plug. You'll see the thing come across the bottom of the screen right now. Yeah. But Jimmy Lea: it's not- Leadership intensive in July in Washington, DC. Is that the one? That, oh! There it is. Look at that. There Andy Severein: it is. Oh, Mike Johnson. Jimmy Lea: There it is. Yeah, Raleigh, way to go, brother. He gave me a thumbs up. Andy Severein: But I did that course two years ago, I think it was in Ogden, and I really feel like I could do it again 'cause I'm at a I'm... I've learned so much in two years, but I'm really happy to be able to give those guys the opportunity to do that, to let them grow. Because I look at this now as "Hey this is gonna be for you to run." Yeah. And I want them to outperform anything I've ever done. I just wanna set the stage for them to be able to hit the ground running. Jimmy Lea: Yeah. And attending another leadership intensive, you're gonna learn even more because you've had two- Andy Severein: Yeah Jimmy Lea: years of runway under your belt that you have learned and developed and grown. Now when you attend it again, you have such a solid foundation. Now you're ready to build that building. You're ready to build upon what you've already learnt, implemented, discovered, rewrote as your truth tapes. You know what those next steps are gonna be, and y- you'll go to leadership intensive. You, your brain will still melt, we'll still have to pour it back in your head because of the learning that will happen And now the development and growth you'll have for the next year as well will be just tremendous. So Andy- ... Jimmy Lea: Get to the DC, get to the leadership intensive. You need to be there Andy Severein: I'll consider that. Jimmy Lea: That's a good idea. Yeah, take that into consideration. Anybody that's watching this as well, and you see it go back to that QR code, get into that Leadership Intensive. It really will change... thank you. It really will change the way you think about yourself, about your business, about your life- Yeah about why you think the way you think, and then you can help to discover why other people think the way that they think. Andy Severein: Absolutely. Jimmy Lea: Oh, so powerful. So powerful. Jennifer Hulbert: And one, one of the things that I really wanna point out to the listeners is, typically when we have a new client coming into our individual coaching program is they see people like Andy, and they're intimidated. But hearing Andy's story, that he started off, fixing cars in a very small shop himself, building it to now a multi-shop owner, not having to be an integral part of the day-to-day of the business because he has put people in the right seats, grown the business to a level that you can have a mid-tier manager- it's totally doable. Now, does it require blood, sweat, and tears? Absolutely. I own a shop. I was a service advisor for two years full time. You don't get to this point without going through some of those steps, but it is doable. A- and- Yeah ... sitting saying I only have 500 or $600,000 in sales this year," that, that was Andy at one Andy Severein: point. Jennifer Hulbert: And, now we're in a completely different scenario because of the changes and the improvements and the attention you've put to these improvements and your leadership style. So I, I get a lot of new members and I was actually at a group two member, or group two meeting a couple weeks ago, and then had a meeting with a member, and, she said, "Jen, you don't understand what we come back to because you have two managers in your shop." And I said, "Hold on a minute. I was you 15 years ago." So i- it does take time, and it does take attention but it is totally doable, and we can take you from opening your own shop, I have two members who had, have started to work with us prior to even purchasing their shop, to now owning their shop, to becoming a multi-shop owner. So the, all of those steps and processes we have the ability and the knowledge and the training and coaching to fill all of those steps, but it is a process. Yeah. You're not gonna go, from Andy opening your shop to $3.1 million being pretty much a hands-off owner in two years. It- ... had taken 10 or 14 to do Jimmy Lea: that. Yeah. Oh, yeah. You... If you keep doing what you've always done, you're gonna keep getting what you've always got. You- Yep ... you've gotta do something to change. And so Jennifer, to this specific scenario, a shop owner that you would have worked with that they went from a bucket and a wrench and a computer to multi shop owner what did their timeline look like? So maybe others who are listening can go, "Oh you know what? In six years, I'm gonna be six years older. I'm either gonna be still with a bucket and a wrench, or I can invest in myself and improve." What's that look like? So Jennifer Hulbert: the timeframe differs be- because of this. So it's your ideology, it's your mentality, it's where do you want to go and how are you going to take the steps to get there? We can give you the information. Again, one of the reasons I've suggested Andy being on this podcast is because he's done a lot with the information to get to where he is today. So if you enact it if you take it home and you actually implement some of the things that we talk about, you're gonna move much faster than someone who is, "You don't understand, my customers are different." Jimmy Lea: Yeah. Jennifer Hulbert: Two, two totally different types of shop owners. That's true. So I would say the timeframe is different for everyone, but five, six years to go from small to large, Maybe Yeah ... if I had to put a timeframe on it. Jimmy Lea: And I think you hit on the two elements that must be implemented in every situation. You talked about the attention. You've gotta give it attention. You've gotta give it the attention it needs because it doesn't happen by accident. It needs to be it needs your attention. And the second one is that you have to be intentional- Yes ... about what you're doing. Yes. If you don't know what you're doing, you could wander in the forest and be walking in circles because you don't have that compass. Compasses were created before time, before clocks. Why? Because we needed to know where we were going. So compasses are more important. You need a coach, you need a direction, you need some help to make sure you make- Jennifer Hulbert: And some accountability. That, that's what the premise of our whole GPG program is. Is it's not only the facilitator and the coach holding you accountable, you're being held accountable by a group of your peers. Jimmy Lea: Yes. Jennifer Hulbert: Yeah. Jimmy Lea: Yes. So if you're listening to this and you are the shop that's at that 500,000 or 600,000, let's start that journey together. We can do this. We can do it together and make it happen for you that in four, three, four, five, six years you're having the same conversation with somebody else who's doing a podcast to talk about your success story, and it's gonna be similar to what Andy has. Andy, final question from me and then Jennifer, a question from you for Andy if you want to pipe in here. And in fact, I might have two. My first question is gonna say what advice would you give another shop owner who is thinking that there's gotta be a next level? Andy Severein: There absolutely is, and I can say from experience to figure out what that level or what your goal is, what do you want to achieve and how can you achieve that? It, it-- That's true to anything in life, but it's having the understanding or the understanding of what tools you can use to, to get yourself to that point. Once again, in my case, it was I wanna work my way out of a job, what does that look like? And but certainly doable, with some input, some coach. People, most shop owners that I've found are pretty close-minded, don't wanna be told what to do. You know- ... they're doing it great, don't tell me. And that's why I was at an auction earlier today for a shop that closed down because, they just choose to just do the same thing they always did, and at the end of the day, they got nothing left. No business and just a bunch of tools to sell Jimmy Lea: Wow ... Andy Severein: doesn't have to be that way. Doesn't have Jennifer Hulbert: to be Andy Severein: that way at all. No way. Nope. Jimmy Lea: No. No. Yeah. They're getting pennies on the dollars for those tools and assets. Jennifer. Jennifer Hulbert: I don't think I have a question for you, Andy. I, and you're a pretty humble guy, and I want you to really hear this, so thank you for being an industry leader, and thank you for setting the tone and the example of what success can really look like. And, I hope you're an inspiration to those who are watching and listening to this because you've done exactly my why. My why is to help elevate individual shop owners, and because of your attention and intention to the information that we've been discussing you've climbed to that level. So I want you to really hear that you are an industry leader, and I thank you for being here, and thank you for being a part of the institute. Andy Severein: Yeah. Thank you. That means a lot to me. I certainly don't see myself that way. I I still hear Parker Branch telling me maybe two years ago, "With a few changes, you'll pass me." I'm like, "Yeah, whatever" Jennifer Hulbert: You're getting close Andy Severein: You are Jimmy Lea: getting close, yeah. Andy Severein: Yep. By the end of 2027 when shop number two kicks in, watch out, Parker. Jimmy Lea: You'll join him in that million dollar net club. Yeah. Andy Severein: That's the plan. Jimmy Lea: Yeah. That's the plan. Yep. Yep. All right. One final question coming from Tanika and then a final question from me. Did you get any pushback from your technicians, the technicians you acquired implementing a DVI program, changing their process, procedure, moving their cheese? Andy Severein: Honestly, if you're asking about the shop we just bought- No? ... not a whole lot because they knew that their leadership was terrible. They knew that there was better way to do things. They're a neighboring shop. They saw our parking lot full of cars all the time and their parking lot empty, right? So- Jimmy Lea: Ouch. Yeah ... Andy Severein: that was, for them to be shown How we do it. They understood right away that it worked. They knew that. So it's, it is it's been... Certainly has its challenges, but it hasn't been hard at all. Teaching them the processes has really been the hardest thing, but the understanding, the knowledge of it the knowledge of, the why we're doing it I don't wanna say it's one of the easier parts of taking over that business, but I think it has been. Jimmy Lea: It kinda sounds like it. It sounds like they were definitely primed and ready for you to step in there and take over. Andy Severein: They were all really hungry, yeah. They knew that our leadership was bad. I don't know why they didn't all quit and walk Jimmy Lea: out. Yeah. No, congrats, man. That's awesome. All right, last and final question. Years from now, years down the road, don't know what that number is w- what do you want people to say about your shop, about your team, and about the owner who built it all? Andy Severein: Boy, I, I hope it's, I hope it's what our goal's always been, and that's that we are just awesome people, trustworthy give back to the community, the same things we've always been. I I hope that can be our legacy here. Jimmy Lea: Yeah. For sure. I hope so as well 'cause you are awesome people. Andy Severein: Yeah. Thank you. Yes, Jimmy Lea: they are. Andy Severein: You guys are too, so that means a lot. Jimmy Lea: Thank you. Thank you very much. Thank you. Thank you for everybody who's listening. If any of this has sounded interesting or information that you wanna pursue even further, get out your cellphone 'cause as soon as we go to credits, there is a QR code. Let's meet. Let's talk. Let's sit down and review your business. What can we do to help you? Our goal, our core, is to help build a better business for you to... which results in a better life for you, which our intention is to build a better industry. So we are all about building a better business, a better life, and a better industry. With that, my name is Jimmy Lea. I'm with the Institute for Automotive Business Excellence, and thank you. Thank you, Jennifer. Thank you, Andy. Really appreciate you guys being here. Andy Severein: Yep. Thank you. Jennifer Hulbert: Thank you.

Why Auto Repair Specialists Leave Our Industry (And How Shop Owners Can Keep Them) [THA 490]

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"> Why do talented automotive technicians leave the automotive industry, and what can shop owners do to keep them? Host Carm Capriotto is joined by Technical Specialist Matt Fanslow and Technician Find CEO Chris Lawson to explore what it takes to attract, hire, and retain top talent in today's automotive repair industry. The conversation examines industry professionalism, workplace culture, compensation, employee engagement, and proactive recruiting strategies that help shops become destinations for exceptional technicians. What You'll Learn Why elevating the image of automotive professionals is critical to attracting the next generation of talentThe three primary reasons technicians leave shops: lack of respect, limited growth opportunities, and compensation concernsHow financial transparency can build trust, ownership, and a stronger team cultureThe difference between a shop's "official game" and its "shadow game," and why understanding both mattersPractical ways to gather meaningful employee feedback and turn ideas into actionHow leaders can remove obstacles that prevent technicians from finding joy and fulfillment in their workWhy relationships with tool truck drivers can become a valuable recruiting resourceHow a shop's appearance and reputation can influence whether top candidates choose to work there Finding and keeping great technicians requires more than competitive pay. Shops that create a culture of respect, provide clear growth opportunities, communicate openly, and actively remove workplace frustrations are far more likely to attract and retain top performers. The most successful shop owners don't wait for talent to find them, they intentionally build workplaces where skilled professionals want to stay and grow. Matt Fanslow, Riverside Automotive, Red Wing, MN, Diagnosing the Aftermarket A to Z Podcast: https://mattfanslow.captivate.fm/ Chris Lawson, TechnicianFind.Com. Listen to Chris' other episodes HERE Love your shop? Stay, but stay ready. Auto techs join to level up, find good shops, and keep tabs on top indie jobs nationwide. Techs only. No BS. Independent Wrench Jobs: https://www.skool.com/independentwrenchjobs 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:https://remarkableresults.biz/insiderAll books mentioned on our podcasts:https://remarkableresults.biz/booksOur Classroom page for personal or team learning:https://remarkableresults.biz/classroomBuy Me a Coffee:https://www.buymeacoffee.com/carmSpecial episode collections:https://remarkableresults.biz/collections The Automotive Repair Podcast Network:

EP28: Tenets For A Successful Small Business: With Brent Garrett CEO Of Sirius Plumbing And Heating

Welcome to ShopSoup Podcast  ⁨@SoupRadio247⁩  In this episode, Brent Garrett shares insights from his book '30 Days of a Better Business,' discussing leadership, business growth, and creating a positive company culture. Greg and Brent explore strategies for small business success, team building, and personal development.Keywordssmall business, leadership, business growth, company culture, entrepreneurship, coaching, team building, business strategyKey topicsBusiness growth strategiesLeadership and team developmentCreating a positive company cultureThe importance of vision and mission statementsManaging the messy middle of business growthBuilding trust and employee engagementUsing Maslow's hierarchy for understanding customer and employee needsThe role of coaching and mentorship in businessSound bites"Slow and steady wins the race.""Trust is the foundation of client relationships.""Make lives better for your team, customers, and vendors."Chapters00:00 Introduction to Brent Garrett and His Journey02:31 The Essence of Small Business Ownership05:10 The Narrative of 'Thirty Days of a Better Business'08:00 Mentorship and Learning from Mistakes10:59 The Importance of Client Experience13:45 Building Relationships in Business16:21 The Value of Younger Generations in Business19:15 Navigating the 'Messy Middle' of Business22:24 Vision and Mission Statements in Business24:46 Strategies for Achieving Business Goals29:00 Navigating the Journey: Vision and Mission30:56 Understanding Needs: Maslow's Hierarchy in Leadership35:17 Burnout vs. Fatigue: Supporting Team Members41:01 Building a Positive Culture: The Power of Gratitude48:23 Coaching for Growth: Empowering Small Business Owners51:19 The Road Ahead: Applying Lessons from the BookGet Your Free Copy of Brent's Book30 Days of a Better Business by Brent Garrett - https://www.amazon.com/s?k=30+Days+of+a+Better+Business+Brent+GarrettThe Skilled Trades Coach - https://www.skilledtradescoach.comLinkedIn - https://www.linkedin.com/in/brentgarrettWebsite - https://www.skilledtradescoach.com

Ep 158: Stop Managing. Start Multiplying Leaders. | Shawn Gilfillan

Why Some Technicians Are Leaving Flat Rate | Daniel Whitey

Like the show? Show your support by using our sponsorsNeed to update your shop systems and software? Try Tekmetric HERELaunch your tool game to the next level with Launch Tech USA! HEREIn this Jaded Mechanic Podcast episode, Jeff sits down with Canadian technician Daniel Whitey to discuss his journey through the automotive trade. Daniel shares how a Chrysler co-op program at Centennial College led to an apprenticeship, dealership experience, and eventually a move into fleet maintenance. They discuss the realities of flat rate pay, mentorship, shop culture, tool investments, diagnostics, and why Daniel ultimately chose the stability of a straight-time fleet position. The conversation also explores technician mental health, career development, and advice for new technicians entering the industry.Timestamps 00:00 Welcome  00:51 Meet Daniel Whitey 03:48 Career Origins and Licensing 09:09 Centennial Chrysler Co-op 10:58 Chrysler Dealer Experience 21:30 Mentorship and Flat Rate Life 35:12 Diagnostic War Stories 42:04 Hybrids and EV Discussion 44:15 Leaving Chrysler 50:46 Transition to Hyundai 56:45 Hyundai Challenges 01:01:34 Fleet Shop Life and Benefits 01:08:38 Daily Fleet Pressures 01:18:53 Leaving Dealerships Gracefully 01:21:11 Saturday Flat Rate Grind 01:25:35 Recall Day Stories 01:35:46 Advice for New Technicians 01:46:44 Licensing and Competency 01:52:37 Mental Health and Closing Thoughts 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

Ep 157: Great Culture Doesn't Happen by Accident with Sam Freeman and Amber Wright

How to Build a Team That Doesn't Need You Every Minute | Brandon Steckler - Ep 17

Consistency is key - heard that! But, consistency is HARD. That's why I gave up on trying and let the experts handle it. Detect Auto. Let them clean up your estimating process and raise your ARO - like they did for me! CLICK HERE TO BOOK A DEMOAnybody can run a shop. Building one that lasts? That's a whole different story. If you're ready to build smarter systems and a better experience for your team and customers, check out Tekmetric HEREIn this episode, Tonnika Haynes and Brandon Steckler talk leadership, technician training, and the messy but beautiful journey of managing a team. They bring up the challenges techs face when moving into ownership and leadership roles, the importance of building standard operating procedures to turn mistakes into teachable moments, and why raising up the next generation means focusing less on judgment and more on mentorship.Timestamps:00:00 – Balancing helping vs. enabling: How to stop being a crutch for your team01:32 – Early career: From dealership routine to independent challenges03:02 – Rapid growth, confidence, and being humbled by new experiences04:32 – The importance of mentorship and finding your “Jim Morton”07:00 – Becoming the teacher: Facing nerves and winning over your peers08:22 – Explaining things differently: The power of analogies in learning09:40 – Training new techs: Building a shop “bootcamp” for growth10:54 – Managing personalities: From future prodigies to lovable pains13:11 – Why investing in young staff pays off (despite the daily chaos)14:52 – Hard truths about leadership and letting go of micromanagement15:49 – Turning losses into SOPs: Learning from mistakes as a team17:01 – The importance of asking instead of always answering17:58 – Becoming a student again: Leveraging Audible and ongoing learning20:26 – Redefining shop culture for Gen Z techs22:55 – “Raising” techs vs. just hiring: Creating a rewarding path23:55 – Progression, promotion, and transferable skills for your team25:05 – Why today’s tech workforce is lost, not lazy28:24 – Finding purpose in mentorship and building shop legacy31:00 – On the road, new classes, and giving back to the industry33:55 – Building a leadership blueprint—with a little tough love

Profit Panel pt.2 : Unlocking Massive Net with P&L Secrets - Bonus Zoom Episode 8

Glenn Piccolo hosts Profit Panel part 2 with Charlie Zlatkos, J.J. Mont and Lynn Massengill to unpack how shops drive real profitability through P&L literacy, gross profit improvement, and operational discipline. The episode covers practical steps: raising gross margins, fast and accurate P&Ls, the crucial Accounting First and Fraud Prevention class, hiring and retaining A‑players, the cost of cash deals, and leading from the trenches. Actionable takeaways focus on measuring every dollar, creating auditable books, incentivizing team ownership, and building a durable, sellable business. AutoshopAnswers.com Auto-Shop-Media.com

From Data to Loyalty: How AI and Hospitality Are Redefining Shop Growth [THA 488]

Thanks to our Partners, NAPA TRACS, Today's Class, KUKUI, and Pit Crew Loyalty Watch Full Video Episode What happens when artificial intelligence meets world-class customer hospitality? In this episode of Remarkable Results Radio, host Carm Capriotto welcomes Mike DelaCruz, CEO of Overdryve Marketing, and Michelle Tansey, co-founder of Euro Clinic, for a forward-thinking discussion on how auto repair shops can use AI, data, and intentional customer experiences to build stronger businesses. From using AI as a strategic business assistant to creating a luxury-level customer journey that rivals brands like Ritz-Carlton and Nordstrom, Mike and Michelle share practical insights on what separates average shops from elite operations. They explain how predictive marketing, operational excellence, and deeply embedded core values can transform customer retention and long-term profitability. What You'll Learn How AI can serve as your shop's "big brain" to improve decision-making and uncover blind spots.How predictive marketing can forecast car count, identify customer churn, and improve campaign performance.The concept of the "NASA Shop" and what elite automotive operations do differently.How Euro Clinic creates unforgettable customer experiences through personalized hospitality.The importance of building systems and processes around your shop's core values.Why strong operations must come before marketing success.How small communication changes can dramatically improve customer trust and confidence.The role data plays in making better business decisions and reducing emotional guesswork. The future belongs to shops that combine technology with humanity. AI can provide unprecedented insight into customer behavior and business performance, but lasting success still comes from exceptional service, consistent operations, and a culture built around caring for people. The shops that embrace both innovation and hospitality will be the ones that stand out, retain customers, and thrive in the years ahead. Mike DelaCruz, CEO Overdryve Marketing *]: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"> Michelle Tansey, Euro Clinic, Santa Clara, CA. 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:https://remarkableresults.biz/insiderAll books mentioned on our podcasts:https://remarkableresults.biz/booksOur Classroom page for personal or team learning:https://remarkableresults.biz/classroomBuy Me a Coffee:https://www.buymeacoffee.com/carmSpecial episode collections:https://remarkableresults.biz/collections The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcastwith Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story...

Ep 97 - Tektonic 2026 Coaches Panel | Flat Rate, Technician Shortage, Performance Based Pay

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 HEREThis episode was recorded at Tektonic 2026. Thank you to Tekmetric for allowing us to use this recording for an episode. Want to go to Tektonic 2027? Register HEREToday, Mike Allen leads a lively panel of coaches as they tackle some of the auto repair industry's most daunting topics. Things like flat rate and how compensation models impact recruitment, motivation, and shop culture. They also confront the persistent undervaluing of the industry, pointing out the urgent need for better marketing and self-regulation if auto repair is to attract the next generation. Plus, the coaches don’t hold back as they discuss private equity’s growing influence—offering straight talk on exit strategies, business legacy, and the real impact on teams left behind. 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 HEREFor years I thought I could handle the hiring process on my own. But, after far too many bad hires, it was clear I needed help. Promotive came through for me with a rock star hire in just a few days and I couldn't be happier. Swallow your pride and bring in Promotive for that open position you have at your shop today. You can thank me later. Learn more HEREAI for Shop Owners: Open the Hood of the Future is happening June 12-13 at Carfix in Raleigh, NC. Use AI to your advantage! Register HERETimestamps:00:00 Why is the auto industry undervalued? The real story behind pay and standards01:06 Flat rate pay: Is it tradition, incentive, or what’s driving the “tech shortage”?02:44 Hourly vs. flat rate vs. blended: Can we finally pay techs what they’re worth?04:06 What performance-based pay REALLY looks like in the real world07:03 Is there even a tech shortage, or just a leadership and culture failure?09:09 Recruiting top techs: Why should someone work for YOUR shop?11:05 Employees want more than money—how culture and environment win12:33 Why we can’t afford to be “broke” shop owners (& why most of us are)13:28 Are we destroying our own value? Party clowns vs. techs and the marketing gap15:56 Leadership confession: We got into cars, NOT for people, and it’s catching up16:26 How to reach the next generation of automotive stars17:17 One shop’s youth welding program that sparks real careers18:06 Why trades like welding are beating automotive for young talent20:03 How do we market the industry and reach parents, not just students?23:39 Got Milk? Why we need a national campaign to sell the value of this business24:53 Raising your labor rate: Genius or a recipe for backlash if you don’t raise value28:28 What customers are REALLY paying for—and how service changes the game30:13 Making your shop irresistible: Clean, beautiful, equipped, and worth the price31:42 You don’t need to wait to raise value—start by fixing your shop now34:36 Relationships and trust: The foundation for customer and team loyalty36:24 The biggest profit leak no one talks about: productivity loss39:35 Private equity: Golden parachute or community killer for auto shops?41:54 What’s your exit plan? How to think years ahead (and why it matters)45:45 Should coaches own shops? The truth about what makes a great coach51:39 Leadership, engagement, and communication: The four pillars of high-performing teams55:54 AI, DVI, and service advisors: The NEXT revolution in customer experience58:04 Why hospitality always wins—technology tools are only part of the story

Why Shops Lose Technicians Overnight | Lisa Coyle and Kat Ayers from Promotive

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! HEREIn this episode, Jeff Compton talks with Promotive’s Lisa Coyle and Kat Ayers about what’s changing in technician hiring, including their AI virtual recruiter and how it helps shops with consistency, speed-to-lead, and 24/7 candidate screening. They discuss common hiring bias, why resumes often don’t reflect real skill, how to interpret job hopping, and why following application instructions matters. The episode also covers shop culture and leadership as key retention drivers, how slow follow-up hurts candidate experience, and what Promotive is building next—expanded platform features, more automation, and plans to move into the Canadian market.Timestamps:0:00 Podcast Kickoff00:28 Fishing and Seafood Talk03:10 Bass Tournaments and Hockey06:30 What’s New at Promotive08:06 AI Recruiting Benefits11:13 Bias and Hiring Fairness20:03 Resume Gaps and Progress22:58 Following Instructions Matters24:43 Job Hopping Explained29:56 Walk-In Resumes vs Process34:35 Call Screen Limits36:23 Tagging Resumes For Future37:59 Techs Becoming Advisors42:56 Trade Shows And Outreach48:26 Cold Calls And Data52:42 Industry Negativity And AI01:00:20 Robots Costs And Culture01:06:41 Leadership Questions And Nepotism01:10:20 Multi Interview Triangulation01:12:13 Candidate Experience Matters01:16:11 Rehiring and Keeping Benches01:21:27 Job Searching Is Normal01:24:41 Legacy Over Resentment01:29:13 Plan B and Hard Questions01:32:02 What Have You Done Today01:34:14 Promotive Roadmap and Events01:37:18 Canada Expansion and Languages01:39:44 Hockey Talk and Show Circuit01:44:35 Final Thanks and Wrap Up 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

Stop Hiring in Panic Mode: Build a Recruiting Pipeline for Your Shop [RR 1094]

Thanks to our Partners, NAPA Auto Care and NAPA TRACS Watch Full Video Episode Host Carm Capriotto welcomes Chris Lawson, founder of Technician Find, to discuss one of the biggest challenges facing independent auto repair shops today: finding and keeping great technicians. Chris explains why many shop owners fall into what he calls "fire alarm syndrome," waiting until a technician leaves before starting the hiring process. That reactive approach often leads to rushed decisions, poor hires, and ongoing turnover. Instead, he advocates for an "Always Be Recruiting" mindset, where shops continuously build relationships with potential candidates long before they have an opening. The conversation explores practical strategies for becoming a destination workplace, creating a recruiting pipeline, and building a culture that attracts top talent in a competitive market. What You'll Learn Why reactive hiring creates costly staffing problemsHow to build a bench of pre-qualified technicians before you need themWhy becoming "10-mile famous" can help attract both technicians and customersHow culture-focused marketing can outperform traditional help-wanted adsThe three things technicians value most: respect, growth, and compensationWhy sign-on bonuses often fail and how to structure them more effectivelyPractical ways to engage passive candidates who are not actively job huntingResources available through Chris Lawson's free online community for shop owners The best time to recruit a technician is before you need one. Shops that continuously market their culture, build relationships with local talent, and maintain a pipeline of qualified candidates are better positioned to grow, avoid staffing emergencies, and create a workplace where top technicians want to stay. Recruiting is no longer an occasional task. It is an ongoing business strategy. Chris Lawson, TechnicianFind.Com Love your shop? Stay, but stay ready. Auto techs join to level up, find good shops, and keep tabs on top indie jobs nationwide. Techs only. No BS. Independent Wrench Jobs: https://www.skool.com/independentwrenchjobs Finding Technicians Part 1- Chris Lawson [RR 803]: https://remarkableresults.biz/remarkable-results-radio-podcast/e803/ Finding Technicians Part 2 – Chris Lawson [RR 816]: https://remarkableresults.biz/remarkable-results-radio-podcast/e816/ Technician Attraction Blueprint [RR 921]: https://remarkableresults.biz/remarkable-results-radio-podcast/e921/ Attract, Develop, and Retain Top Automotive Talent [CC 113]: https://remarkableresults.biz/remarkable-results-radio-podcast/cc113/ Beyond Babysitters: Developing Strong Managers and Financial Transparency [RR 1076]: https://remarkableresults.biz/remarkable-results-radio-podcast/e1076/ Thanks to our Partners, NAPA Auto Care and NAPA TRACS Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care 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/ Connect with the Podcast: Visit the Website: https://remarkableresults.biz/ Subscribe on YouTube: https://www.youtube.com/carmcapriotto Follow 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/toastmasters Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 Join our Insider List: https://remarkableresults.biz/insider All books mentioned on our podcasts: https://remarkableresults.biz/books Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom Special episode collections: https://remarkableresults.biz/collections Buy Me a Coffee: https://www.buymeacoffee.com/carm &nbsp; The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/ Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/ Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/ The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/ The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/ <span...

When Personal Stress Walks Into the Shop: How Leaders Protect Performance [THA 487]

Thanks to our Partners, NAPA TRACS, Today's Class, KUKUI, and Pit Crew Loyalty Watch Full Video Episode Are you tired of telling your staff to “leave their problems at the door”? The reality is, what happens outside the shop often follows employees into the bays, the service counter, and every customer interaction throughout the day. Financial pressure, family struggles, burnout, stress, and emotional fatigue all impact confidence, communication, productivity, and sales performance, whether leaders recognize it or not. In this insightful episode, Rena Rennebohm, CEO of Empowered Advisor, and service advisor coach and shop owner Rachel Spencer, challenge the old-school mindset of “leave your problems at the door” and explore what modern leadership really looks like in high-performing repair shops. The strongest shops aren’t built only on process and productivity; they’re built on leaders who understand people. *]: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"> *]:pointer-events-auto R6Vx5W_threadScrollVars scroll-mb-[calc(var(--scroll-root-safe-area-inset-bottom,0px)+var(--thread-response-height))] scroll-mt-[calc(var(--header-height)+min(200px,max(70px,20svh)))]" dir="auto" data-turn-id="request-WEB:8a36a74e-94b9-45d2-82f2-3a0e09cdfefe-1" data-turn-id-container="request-WEB:8a36a74e-94b9-45d2-82f2-3a0e09cdfefe-1" data-testid="conversation-turn-4" data-scroll-anchor="false" data-turn="assistant"> What You’ll Learn How personal stress impacts sales performance and customer communicationWhy technician morale directly affects advisor confidence and trustThe connection between emotional stability and shop productivityHow great leaders identify performance struggles before KPIs declineWhy empathy and accountability must work togetherThe importance of daily check-ins and emotional awarenessHow negativity spreads through shop culture and how leaders can stop itWhy “soft skills” have become essential leadership skills in auto repair When employees feel supported, understood, and valued, communication improves, confidence grows, and performance follows. This episode offers practical insights for shop owners and managers who want to protect team performance, strengthen culture, and lead more effectively in today’s high-pressure auto repair environment. Rena Rennebohm, CEO and Creator of Empowered Advisor. Rena’s previous episodes HERE. Rachel Spencer, Spencer’s Auto Repair, Krum, TX. Rachel'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...

Ep 154: Turn Your Tragedy Into Limitless Leadership with JeanAnn SaintGrace

Boobs, Business & Building Culture That Lasts | Benjie Burris & Callie Johnson - Ep 15

Consistency is key - heard that! But, consistency is HARD. That's why I gave up on trying and let the experts handle it. Detect Auto. Let them clean up your estimating process and raise your ARO - like they did for me! CLICK HERE TO BOOK A DEMOAnybody can run a shop. Building one that lasts? That's a whole different story. If you're ready to build smarter systems and a better experience for your team and customers, check out Tekmetric HEREIn this crossover episode, Tonnika Haynes partners with Mike Allen and Confessions of a Shop Owner for a special preview of the upcoming ASTA Expo in Raleigh, NC this September. Together, they’re joined by ASTA Board Member and shop owner Benjie Burris, along with his daughter Callie Johnson, ASTA’s new Membership & Events Manager, to break down what makes the Expo such a standout event and how strong shop culture creates lasting success—both in business and beyond.The conversation explores the importance of showing up for your local community, building real and authentic relationships, and how consistent involvement and giving back have fueled long-term growth and meaningful connections. They also share firsthand experiences from past ASTA Expos, highlighting the unique, inclusive atmosphere and the way real conversations at the event can shape both careers and lives.And yes—you’ll also hear the story of how Benjie met his wife. Let’s just say it’s one of those stories you won’t see coming.Learn more about the ASTA Expo and how you can be there HERETimestamps:00:00 The funniest icebreaker ever (yes, fake boobs are involved)00:53 Live from Fueling Connections 2026 – ASTA at UTI Mooresville02:22 Audio chaos: Why your own tools matter (and how NOT to record a podcast)04:10 The rise of Downshift and the weirdness of being told “I listen to your podcast!”05:03 Social media hacks: Engagement, trolls, and managing the comment chaos09:19 A blueprint for a family-run business culture that actually works10:29 Turning community support into real shop growth (and why service matters)13:42 Small steps, big progress: Building a shop “patch by patch”14:42 The real reason community work succeeds (hint: It can’t be faked)18:25 Real talk on supporting schools, teachers, and being boots-on-the-ground22:22 Dealing with “big city” demands and setting shop boundaries23:46 ASTA’s new Membership & Events Manager shares social media tips26:53 The ASTA Expo: Networking, parties, and the least clicky vibe in the industry28:29 Conversations that change careers—and lives30:46 Competitors or community? Why ASTA shops help each other32:07 Going from local to international—how ASTA keeps its family feel36:04 Must-attend classes, what’s next for ASTA, and seriously, don’t miss the hospitality suite

Burn the Boats: AJ Nealey’s Multi-Unit Breakthrough - Bonus Zoom Episode 6

Glenn Piccolo interviews AJ Nealey about his journey from a one-bay garage to a five-store multi-unit operator in Maryland. AJ shares how Key to Key training, Rack Attack tactics, strict hiring standards, and fraud-prevention controls transformed his business, helped him stop tolerating mediocrity, and drove rapid improvement. The episode covers practical takeaways for shop owners: implement core fundamentals every day, recruit and retain A-players, use accounting controls to stop theft, and lead from the front with relentless execution to scale successfully.

Ep 153: Redefining Men’s Leadership in the 21st Century with Andrew O'Brien

Derek Amodio Was a Chef but Now He’s a Technician?

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! HEREIn this episode, Jeff chats with Derek Amodio about his unique path back into the automotive industry after spending years working as a chef. Derek opens up about making the switch from the kitchen to the shop, the challenges of moving from hourly pay to flat rate at a Chrysler dealership, and why having the right culture and mentorship around you matters so much. They also talk about keeping up with changing automotive technology, the importance of ongoing training, and how a supportive team can make all the difference for techs getting started or finding their way back into the industry.Timestamps:00:00 Weather and tire myth discussion09:24 Getting hired at FedEx12:32 Choosing a dealership career path20:12 Using memory notebooks26:33 Challenges of incentivized pay systems28:41 Discussing job training and challenges33:37 Tech training and helpful tips42:17 Balancing work hours and breaks45:59 Installing car seats on Saturdays50:56 Thinking about future innovations54:38 Tesla maintenance issues59:28 Driving a yellow SRT8 Challenger01:04:11 Mechanics sharing car repair challenges01:12:19 Teamwork and helping each other01:18:12 Discussing technician pay plans01:21:48 Chrysler heater core issue workaround01:25:34 Supportive service manager01:33:29 Supporting each other in tough times 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

The Rise of the Specialist: Redefining Automotive Professionalism [THA 485]

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"> *]:pointer-events-auto R6Vx5W_threadScrollVars scroll-mb-[calc(var(--scroll-root-safe-area-inset-bottom,0px)+var(--thread-response-height))] scroll-mt-[calc(var(--header-height)+min(200px,max(70px,20svh)))]" dir="auto" data-turn-id="request-WEB:8a36a74e-94b9-45d2-82f2-3a0e09cdfefe-1" data-turn-id-container="request-WEB:8a36a74e-94b9-45d2-82f2-3a0e09cdfefe-1" data-testid="conversation-turn-4" data-scroll-anchor="false" data-turn="assistant"> Host Carm Capriotto is joined by shop owners Craig Noel, Brett Beachler, and Tom Palermo for an important discussion on how “The Rise of the Specialist” is moving from idea to implementation inside automotive repair shops across the industry. Written by Carm Capriotto, “The Rise of the Specialist” is a growing movement and declaration designed to elevate the language, image, professionalism, and culture of the automotive service industry. In this episode, the panel shares how they are actively implementing “The Rise” within their own businesses, from changing terminology and redefining job titles to elevating customer communication, shop presentation, and team culture. The conversation highlights the real-world challenges and successes of shifting away from outdated labels like “mechanic,” “wrench,” and “technician” and embracing the more professional and accurate title of “specialist.” Carm explains that this movement is more than a branding exercise; it is a professional evolution aimed at helping the industry better reflect the expertise required to service today’s highly advanced vehicles. Modern automotive professionals are diagnosticians, calibration experts, technology specialists, and problem-solvers operating in one of the most sophisticated skilled professions today. Throughout the discussion, the shop owners explain how adopting the language and principles of “The Rise” has strengthened team pride, improved customer trust, and helped create a more professional identity within their organizations. The panel also explores how service advisors play a key role in communicating the value of diagnostics, testing, and specialist-level expertise to clients in a way that builds understanding and confidence. The episode draws powerful comparisons to professions like medicine and culinary arts, emphasizing that automotive specialists deserve the same respect given to highly trained experts in other industries. Just as chefs and medical specialists earn recognition through mastery and continuous education, today’s automotive professionals must also be seen as specialists whose expertise protects the safety and reliability of every vehicle entrusted to them. “The Rise of the Specialist” has already gained momentum throughout the industry. Carm’s signature keynote, The Rise of the Specialist, has been delivered to influential audiences across North America, including the ASE Board of Governors, Ford Motor Company, and hundreds of forward-thinking automotive professionals. What You’ll Learn Why “The Rise of the Specialist” was created and what it representsHow shop owners are implementing “The Rise” in their businessesWhy the industry must move beyond outdated titles like “technician” and “mechanic”How language shapes customer perception, professionalism, and team cultureThe role service advisors play in explaining specialist-level diagnostics and repairsHow hospitality, presentation, and communication strengthen customer trustWhy this movement can help attract the next generation of automotive professionals This episode demonstrates that “The Rise of the Specialist” is no longer just a concept; it is becoming a real cultural shift within the automotive industry. By adopting language that reflects expertise, elevating professionalism throughout the customer experience, and embracing the identity of the specialist, shop owners are helping reshape how the industry sees itself and how the world sees it. Download 'The Rise of the Specialist': https://remarkableresults.biz/rise Craig Noel, <a...

205 - The Diagnostic Fee Debate: Ask Me Anything with Cecil Bullard and Lucas Underwood

205 - The Diagnostic Fee Debate: Ask Me Anything with Cecil Bullard and Lucas Underwood May 13, 2026 - 00:56:50 Show Summary: Lucas Underwood and Cecil Bullard explain why diagnostic testing should never be treated as free work. They discuss how weak pay systems and poor communication have lowered the value of technicians across the industry. The conversation compares automotive testing to the medical field and explains why customers should expect to pay for professional diagnostics. They also cover technician growth customer education leadership and the need for stronger professionalism in repair shops. The episode ends with a call for the industry to raise standards and focus on creating long term value.   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: [01:00:25] – Customers understand testing better than diagnostics. [01:03:09] – Proper testing requires skill experience and expensive equipment. [01:04:04] – Shops lose profit when diagnostic time is given away. [01:06:47] – Flat rate pay discourages advanced diagnostic skill development. [01:12:10] – Lucas explains his Level One testing process. [01:14:45] – Cecil compares automotive testing to medical diagnostics. [01:19:22] – Skipping testing leads to poor repairs and wasted money. [01:31:06] – Lucas discusses leadership responsibility and coaching influence. [01:39:40] – Accurate testing saves money and prevents unnecessary repairs. [01:50:16] – The industry must value professionalism and technician expertise.   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/cUCa2tz_G1c   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:   [01:00:00:01 - 01:00:11:22] Lucas Underwood  Good afternoon, everybody. My name's Lucas Underwood from Changing the Industry podcast. I'm also a shop owner. And this afternoon, I'm here with the man, the myth, the legend, Mr. Cecil Bullard. Cecil, how you doing, buddy? [01:00:11:22 - 01:00:14:10] Cecil Bullard  Howdy, howdy. I'm great, Lucas. As always. [01:00:14:10 - 01:00:24:14] Lucas Underwood  Yes, sir. Yes, sir. So we've got some deep dive topics for the day. I'm excited about it because this is a hot button series of topics. So let's dig right into it. [01:00:25:15 - 01:00:53:00] Lucas Underwood  Now, now, Cecil, we're talking diagnostics. We're talking testing. We're talking charging for it. But you know something? Very, very early on when I first started kind of working on improving my business, I went to ASTA for the first time and I got into some training classes. It was drilled into my head from the word go. You don't sell diagnostics. You sell testing and testing results in a diagnosis. How do you feel about that, Cecil? [01:00:56:10 - 01:00:56:24] Cecil Bullard  Who cares? [01:00:58:05 - 01:01:03:19] Cecil Bullard  I don't care. Here's the thing. I mean, I sold diagnostics for, I don't know, 25 years. [01:01:03:19 - 01:01:04:04] Lucas Underwood  Yeah. [01:01:04:04 - 01:01:52:00] Cecil Bullard  We're going to diagnose your car. Now, testing actually, we keep having these people that come into our industry and they come up with these great new words. And so let's not call it green anymore. Let's call it, I don't know, pumpkin pie or whatever. Who knows? Who cares? Right. And so if you're selling pumpkin posse. Yeah. If you're, if you're selling, if you're, if you're good at selling diagnostics, who cares? Right. This is the one instance where testing probably makes more sense only because the consumer probably understands testing a lot better than they understand diagnostics. Okay. And, and so, you know, I'm, I'm, if I'm going to go to the doctor, they're going to run a series of tests. [01:01:53:03 - 01:02:38:10] Cecil Bullard  If those series of tests don't give them the information they need, then they're going to run another series of tests or more tests. And, and so I think that at least because of the medical industry and the, and the work they've done, the testing probably makes more sense at this particular point. And if we made that shift in the industry, would it make it easier for your customers, your clients to understand what you're, what you're doing and why there's a cost to it? And, and the answer is probably yes. So, you know, as far as calling, you know, technicians, mechanics or mechanics technicians or specialists or whatever, I don't care what you call me, you know, just call, make sure you call me. As [01:02:38:10 - 01:02:40:16] Lucas Underwood  long as you pay the bill when you're done, I don't care. [01:02:40:16 - 01:02:41:09] Cecil Bullard  Yeah. [01:02:41:09 - 01:02:42:09] Lucas Underwood  Yeah. [01:02:43:17 - 01:02:44:16] Lucas Underwood  Go ahead. Go ahead. [01:02:44:16 - 01:03:09:03] Cecil Bullard  I just, we keep coming up with new words, thinking we're going to change the game when we're not really changing the game. The problem is that we don't value ourselves as an industry or our time as technicians or as mechanics and we never have, and we still don't value that time. And that creates a lot of the unrest in our industry and a lot of the financial issues in our industry. [01:03:09:03 - 01:03:45:15] Lucas Underwood  I agree a thousand percent Cecil. I completely agree with you. But here, here's where I'm at on the testing thing. Okay. And a couple of thoughts behind this process. When, when I bring a client into my shop, I start with a level one testing routine. Now look, if you've never tested a car, if you've never done the diagnostic process yourself, it is very easy to say, well, hey, I'm just going to wrap that into the price. It's not that big of a deal. No, it's a talent. There is skill associated. There is knowledge associated. There's tooling associated with it. If you've never been the one to do it, you just don't understand how complex the process can be. Okay. [01:03:45:15 - 01:03:52:14] Cecil Bullard  I'm talking to a shop yesterday. They have $189 posted labor rate. [01:03:52:14 - 01:03:53:07] Lucas Underwood  Yeah. [01:03:53:07 - 01:03:55:29] Cecil Bullard  Okay. They have an effective labor rate of 123. [01:03:57:26 - 01:04:00:08] Cecil Bullard  Now they're wonder why there's no money in the bank. [01:04:00:08 - 01:04:01:00] Lucas Underwood  Yeah. [01:04:01:00 - 01:04:02:13] Cecil Bullard  And you know, we're talking about. [01:04:02:13 - 01:04:04:06] Lucas Underwood  Everybody they're higher than everybody in town. [01:04:04:06 - 01:05:44:14] Cecil Bullard  How many comebacks do you have? Oh, we don't have any, we have hardly any comebacks at all. Okay. And by the way, that's the answer. 99.9% of the time, we don't have any comebacks. Okay. Wonderful. Wonderful. It's not that how many, how many DVI's do you give away without charging that to your customer? Yeah, we do DVI's for free for our clients. Okay. All right. How much, how many times does your master technician, your A-Tech have an hour to quote unquote run tests or diagnose a car and take two days? Oh man, that happens a lot. Okay. Now we've, we've, we've circled in on one of the main reasons that the effective labor rate. And by the way, it's like $27,000 a month for this shop because their effective labor is so far off of their posted rate. And they, their A-Tech is again and again and again. If it's so easy to do this quote unquote diagnosis, anybody can do it in half an hour, anybody can do it in an hour. I cannot, you know, you got these ego tacks out there and I'm going to get blasted, but they're out there and they're like, Oh, well anybody should be able to do that in an hour. You know, we should be able to diagnose this code in an hour that code. And yet hundreds, if not thousands of guys are spending three, four, five, seven, 10 hours on a car, trying to figure out what's really going on. And, and how does that not come together? My ego is being in the way of being profitable and making money. Right? Yeah. Then I'm going to come up to the shop owner who's cheating me. [01:05:44:14 - 01:06:47:25] Lucas Underwood  Well, so a couple of things here, right? First of all, let's just, let's put the elephant in the middle of the room and beat it. Okay. Because the reality of the situation is this, the pay systems and the way that we have set up the testing routines have not rewarded technicians. Okay. Now I get that there are thousands of ways to obtain reward and to find meaning and purpose in life, right? We go back to Michael Smith's leadership in the last. It's not all about money. It shouldn't be right. Right. But I'm going to tell you right now, if you don't pay somebody for it, they're not going to develop the skill. Right? I mean, let's just be real about it. You go and you work in the dealership and you get paid 0.25. You get paid 0.5 to go and do said testing that you know is going to take you an hour and a half or two hours to do it. Is it fair? One, no, it's not. B, there's no system. They're, they see them giving it away. Okay. When, when someone sees you giving their work away, it says to them, I don't value this. Well, we've, I don't see value in it. [01:06:47:25 - 01:07:11:22] Cecil Bullard  Yeah. That's, that's one of the other issues we've devalued ourselves over and over and over again. And we continue to do that. You've got an owner that used to be a tech and for him or her, it, oh, it was easy for me. You know, every car that came in, I could figure it out in an hour. And, and then, but they're not the one figuring it out. Yeah. I have a, I have some companies that are, um, uh, [01:07:12:29 - 01:09:26:29] Cecil Bullard  like restoration. So that what they're doing, there isn't quote unquote a book time for right there. They're sometimes making components and, and taking something off of a vehicle was never intended for this vehicle and, and re retooling it and et cetera. And we're timing materials. So when your timing materials, um, what's better to have the worst tech doing the job or to have the best tech doing the job. And if you do do that, you're going to have to do it. And if you do have the best tech doing the job, is that, is that hurting the shop, but helping the customer? Is that hurting the tech, but helping the client? Right. So yeah, our, our, um, the way we pay and obviously, you know, I'm for a pretty decent base pay. Right. So you're going to be here. You got to know that you're going to have, you know, food at home and a shelter over your head. And once in a while it would be nice if I could take my wife out to dinner or whatever. Right. And you got to know that. And then I think you need to have performance enhancement stuff. And if you are excelling in certain areas in certain ways that I can earn more money, I can make a bigger paycheck. And if you can blend those two, which is what we do, then I think you have the best of both worlds. But, but it doesn't, it will never matter if we don't, if we continue to devalue what we do. We do this techs all the time because, you know, we'll go, "Oh, I know exactly what that is." And then you have to have a lot of money. And I think that's, that's what I think that is. But wait a minute, why do you know exactly what that is? Well, you're some experience. So I have, I don't know, 252 scars on my hands. The reason I know this is because when I'm sitting in church and I'm bored, I'm OCD. So I'm counting the scars. And I've done it a hundred times, right? A thousand times. And where did those 252 scars come from? Working on cars. They came from reaching up under a dash and, and getting cut. And they came from, you know, a bunch of cars. And I think that's, that's, that's the reason why I'm here. sized them as they mostly were. Is because, uh, [01:09:27:29 - 01:09:49:02] Cecil Bullard  I work overtime and I had a lot of hard work around them. And then you do the whole thing, pushed into that and I were like, Oh my God, this is terrifying. and, uh, you know, and there at the first time, you're someone else's medical Vancouver department. weren't born with it, right? You, you,u paid for it in blood, sweat and tears. You paid for it in extra hours that you didn't get paid for, you paid for it in real blood. Right? [01:09:50:15 - 01:10:17:11] Cecil Bullard  And yet we constantly, we disregard that as technicians. I would say it's epidemic in our industry. And then you have your ATEX who don't understand why the C-TECH can't do it as fast or as good as they can. Right? Well, I don't understand. This is so easy. Well, go back to when you were learning. It wasn't easy when you were learning it. Right? And until we... Absolutely. [01:10:18:16 - 01:10:30:04] Cecil Bullard  Until we find a way to kind of value ourselves and our time, that's what we have. Could you imagine a lawyer, like lawyer giving you 30 minutes without charging you? [01:10:30:04 - 01:10:33:09] Lucas Underwood  Let me just tell you something. They don't ever. [01:10:33:09 - 01:10:35:01] Cecil Bullard  No, they don't. [01:10:35:01 - 01:11:14:29] Lucas Underwood  The one I've been working with here recently is fire. I mean, so good. We've got two right now that I work with on pretty much a daily basis. And there's a lot of things that they will just talk to us and say, "All right." And then they roll that into what they're doing. And I understand that, right? Because it's too much to every telephone conversation. Every second. Yeah. But I'm going to tell you right now, I've got a bad one and two good ones. And the two good ones, buddy, I don't even care. I don't flinch when that bill comes in because it's like, a great example is one of them, they're in another state and he calls me the other day and he said, "These people that we're going to battle with." [01:11:16:01 - 01:11:32:03] Lucas Underwood  Two years ago, they were in a civil case and they accidentally released a document and I found that document and it is your everything you need to get what you want from them. And it's right there. Yeah. And he went through thousands of documents. [01:11:32:03 - 01:11:36:16] Cecil Bullard  A few hundred thousand dollars. I'm like, "Yeah, you're worth your money, man. [01:11:36:16 - 01:11:52:07] Lucas Underwood  Whatever you need to do. Send me the bill." Yeah. And so here's the big thing for me and I've dealt with a lot of shop owners and I talked to a lot of techs, a lot of shop owners on a daily basis. I talked to probably six or seven already today. [01:11:53:07 - 01:12:09:14] Lucas Underwood  First of all, the main issue that I see is the people who have never done it don't value it because they don't understand it. And so there's a lot of these shop owners who went and they just bought a shop and they just say, "Well, a car goes to tech, tech tells me what to do, car fixed." [01:12:10:14 - 01:12:50:23] Lucas Underwood  And all they see is the time associated with it. They don't understand the talent. They don't understand the skill. They don't understand the logistics of what has to happen to properly repair that automobile or to find out what's wrong with it. And so what I started doing in my shop season, and you tell me if this is right or wrong, I start with a level one testing routine. It has one hour on it and they get the basic data. It's a code read, it's fuel trends, it's data acquisition, it's confirm the client's concern, determine where it's at on the car, get me some base data. And if you can figure out in that hour, which about 90% of all cases they're able to, then great. It's an hour. We roll on with it. Typically they're out in half an hour to 45 minutes. [01:12:50:23 - 01:12:59:07] Cecil Bullard  And maybe this is just coming in my head at the moment. Maybe what we're really doing in that first hour is creating a testing plan. [01:12:59:07 - 01:13:00:19] Lucas Underwood  Well, that's what I was getting ready to say. [01:13:00:19 - 01:13:01:22] Cecil Bullard  Or a diagnostic plan. [01:13:01:22 - 01:13:05:20] Lucas Underwood  That's exactly what happens if it is something advanced. [01:13:06:21 - 01:13:30:12] Lucas Underwood  And so step two, that technician comes to me and they say, Lucas, here's the data I have collected. It tells me that I am looking at an issue that is in X circuit because it says circuit high and I know it's not the component and I know it's not the computer because I've done these two tests. I have to do X to find this. [01:13:30:12 - 01:13:37:01] Cecil Bullard  I have to spend this amount of time or I have to run these three tests in order to determine what's really going on. [01:13:37:01 - 01:14:45:03] Lucas Underwood  You came back to me with data and you said, here's the test I need to do. Okay. Now, if I go to the doctor, I just want to point this out. If I go to the doctor and I've fallen, I've hit my arm and it's all bruised up and it's all to pieces and I go to that doctor, first of all, I'm going to pay for the visit fee. Okay. So I go into the doctor and they're going to say, Hey, it's a hundred and whatever dollars. The doctor comes in, takes a look and says, Hey, Lucas, I believe you've broken your arm. Now for me to determine the best course of action to correct your concern, I have to do additional testing. That's going to be an X-ray, that's going to be an MRI, that's going to be whatever it is. Now at that point, we'll know what course of action we need to take. Do we have to do surgery? Can we just set it? What do we do next? Right? First of all, they're not giving me an estimate for what's wrong. They're giving me probabilities. They're giving me some idea of where we're headed. But if I went into that doctor's office and they said, man, it looks like your arm hurts. I'm going to have to do some testing. It's going to be about a thousand bucks. Okay. What test are you going to do? Well, I don't know yet. I'm going to figure that out when I get there. I'll let you know. [01:14:45:03 - 01:15:10:13] Cecil Bullard  Right. But that's not, that's not kind of how it works. I mean, I was at the doctor yesterday, normal visit. I'm diabetic. So I go twice a year and he says, how are you doing? I paid my $95 coded up, whatever. So he's getting paid, I don't know, $250 for between me and the insurance company. Maybe it's 150 for 10 minutes of his time at most. [01:15:12:09 - 01:16:16:01] Cecil Bullard  And he says, oh, well, you're looking great, but I want to send you to this guy because you've got this problem and they need to, we need to figure out what's going on so we can have a course of action. Right. So we know what we're going to do or if we're not going to do anything. And so I paid for him. Now I'm going to go see a quote unquote specialist that will, I'll pay for that visit and then I'll pay for the testing on top of that. And then I'll have a plan to move forward. That's that's you know, we could discuss why are our medical systems out of hand and other things. The process that they do to determine the plan to solve the problem is a good process. They've been doing it for years and years and years. It works. It gets the right answer most of the time, 97% of the time or whatever. Right. And and and we move forward. And yet in our industry, we're like, well, I can't charge anybody for that. [01:16:16:01 - 01:16:23:25] Lucas Underwood  Well, I just need to point out to you Cecil. Yeah. That's when you know you over the hill when they start saying, well, we're not going to do anything about this. [01:16:23:25 - 01:16:24:16] Cecil Bullard  Yeah. [01:16:25:27 - 01:16:26:03] Lucas Underwood  Yeah. [01:16:27:21 - 01:16:30:28] Cecil Bullard  Until you can't walk anymore, then we'll think if we need to do something, [01:16:30:28 - 01:16:32:18] Lucas Underwood  we'll get you a wheelchair then see. [01:16:32:18 - 01:16:39:16] Cecil Bullard  Yeah. Yeah. That'll be great. You can get one of those little things. Yeah. Yeah. Thank you. [01:16:39:16 - 01:16:49:19] Lucas Underwood  My dear friend Rick white, when he hurt his back had a scooter that they read him around on at Apex and I've never let that go. I just rubbed it in all the time. [01:16:49:19 - 01:17:00:26] Cecil Bullard  You know, I had a, I had a foot surgery three years ago before Apex and I was, I was on a scooter for Apex and yeah, not, not fun. I'm really not fun. [01:17:00:26 - 01:17:18:13] Lucas Underwood  I bet not. So look, when we talk about this testing thing, I just want to point something out about this because I think it's so important when we look at that medical field, they see value in the test that they're going to do because they know what test needs to be done. [01:17:19:18 - 01:17:52:23] Lucas Underwood  They're in charge of charging you for that test, right? They decide what test has to be done. They put it on there. It gets billed to you and then the thing happens, right? Yeah. I think what happens in our industry is there are so many people who do not understand the service advisor and the owner or the service manager do not understand the skill, the talent, the tools, the ability, the time it takes to properly diagnose an automobile. Well, and so it's, it's different for them to stand up there and say, this is $400, but that's why I do the testing routine. [01:17:52:23 - 01:19:21:25] Cecil Bullard  That's part of the problem with our industry. So if we look at, at a doctor, a doctor cannot afford to just go set your arm, right? Yeah. The bone is sticking out. You know, I know I've, I've got the scars to prove it, blah, blah, blah. Bone is sticking out. The doctor says we need to do some testing to find out what's going on because we need a course of action. All right. Now, if they had just set my arm at the time because the bone was sticking out, then I wouldn't have use of my wrist. Okay. Because it was, the bone had shifted when it broke. All right. Now, and they needed to find that out. And, and in the medical field, they cannot afford to set that bone and then later have me sue them or come after them because I know I now, I now no longer have use of my wrist in the automotive field. We don't seem to have a problem with, well, that guy wasn't right. Okay. And we, we even, we even, we propagate this idea that there's too many guys out there that aren't right. Well, yeah, because we're not giving them the tools or the necessity to run the testing to be right or the time when you, when you have a free, Oh, by the way, I have an hour. Man, you've spent three hours on that car. [01:19:22:25 - 01:21:03:07] Cecil Bullard  How come, how come? What is it? You know, well, let me pull something out of my behind so that I'll get you off my back. And then, well, wait a minute. That guy was wrong. Now the shop is paying for it or the customer is paying for it or whatever, because we didn't do the testing in the front because we didn't value it because we didn't understand the liability that we have on the other side of that. It's a, it's a problem that is bigger than we think. And it's been going on for a very, very long time. Don't get me wrong. There's some guys out there working on cars that shouldn't be working on cars, but there's a lot of guys, when you put someone in a position for their family to starve or them to cheat, what do you think they're going to do? Let their family starve. Yeah, they have to. Right. And so when you're not charging for your text time and, and I don't know if, if Mike is here or not, but if he is Mike, don't tell me you're not charging for diagnostics. If you raised your labor rate, you are charging for your diagnostics. You're just charging for it in a different way. So now we got that out of the way. All right. But if you're not, if you're not charging for your diagnostic and, and you're asking your tech to do that for free, or you're paying for that yourself somewhere, there's a cost. There's either cost to the customer in poor diagnostics or incorrect answers. There's a cost to the, to the, the owner of the company, the company. And if there's a cost to the company, there's a cost to the employees of the company. And that's one of these things why we have techs constantly complaining about how poorly they're treated. You know, is it fair? [01:21:04:12 - 01:21:29:24] Cecil Bullard  You call me, Hey Cecil, I've got this Toyota Camry that, you know, 2014 and it's got this weird blah, blah, blah. What's it going to cost? Right? Oh, well, you know, we're going to need to. We need to do some testing. And so we start at $300 and that'll be applied toward the testing. And if we can solve the problem with that, we'll certainly solve the problem. You come in, it's not even a damn Toyota. [01:21:30:24 - 01:21:46:02] Cecil Bullard  Right. Yeah. And you show up with a, I don't know, you show up with a Nissan and you don't even know what you're driving and you want me to tell you on the phone what that price is going to be to fix something that I have no idea what it is or, or anything. [01:21:46:02 - 01:21:55:27] Lucas Underwood  But our industry set that expectation, right? Our industry has created that expectation in consumers and, and, and we, you know, Dutch is always bust about us being a commodity. [01:21:55:27 - 01:22:24:05] Cecil Bullard  Yeah. We keep propagating that. And you know, some of it is because we have egos and our egos won't let us get out of the way of ourselves. And, and, and some of it is because we don't, we don't get it, right? We really don't understand the, the financial aspects of the business or the, the, uh, uh, liability we have or any of the, you know, a few other things. And, and, and some of it's just probably plain ignorance. [01:22:24:05 - 01:22:43:28] Lucas Underwood  Okay. Spicy, spicy perspective coming in here. I think some of it is because we're too stupid to have our own thoughts. So we go and we listen to some big wig coach who is in a metropolitan area who has thousands and thousands of clients that they can pull from. And, and we don't realize that what we're doing is basically market manipulation. [01:22:45:00 - 01:23:01:28] Lucas Underwood  And, and we don't care that it devalues our industry as a whole. We don't care that it damages our industry because all we care about is making enough money to sell the shop or do whatever we need to do. We don't care who it upsets. We don't care who it hurts because all we care about is our shop. All we care about is the money. [01:23:01:28 - 01:26:37:16] Cecil Bullard  I think, um, when you look at, at, at human beings in general, um, certainly there is the trap of I'm only doing what's best for me. Yeah. Okay. And, uh, right now, you know, someone hangs this sweet carrot of if you get 10 locations, you're going to get 16 X and, uh, and they stay. And by the way, you're going to get a really nice VC company that's going to buy your company for top dollar, and then they're going to take care of all your customers and employees, just like you would. Uh, you know what? I will, I was born at night, but not last night. Okay. So, so yeah, we're. And by the way, should we be doing what's best for us? Right. Yeah. So on the, on the chart of, of, um, uh, what's important, uh, my chart is, is Cecil's relationship with Cecil. Okay. Then it's Cecil's relationship with God. Then it's Cecil's relationship with his family. And then it's Cecil's relationship with his business. And then it's Cecil's relationship with everybody else. Right. And the, and the reason why that has become that over the years, because it wasn't always that was because if I'm not happy with me, I won't be happy with anything else or anybody else. I have to like me. I have to understand me. I have to know that with all the, all the warts and all the other stuff, you know, the temper, the whatever, that I'm a good guy and I'm trying to be a good guy and I'm trying to, you know, et cetera. And so I like me and, and then I need to have a relationship with God, whatever that is, so whatever your. You know, you may say there's no God, Cecil. There's a, there's a being or some science or something. Okay. Whatever that is, you have to have a relationship with it. You have to understand how you fit in the world. Right. And then I got to make my wife, uh, mostly happy. Can't make her all happy. Can't make my kids happy, but I got to do my best for my family. And then it's my business because there's an awful lot of responsibility. So with that nature that we have, are we going to look out for ourselves sometimes more than we probably should? Yeah. You know, I think it's, it's inherent. What, what gets me in our industry is that I almost dread going online anymore because 90% of what I'm hearing is negative. Yeah. And, and I, in this industry, this industry has been good to me. All right. Uh, I was, uh, 19 dropped out of college, came home, started as a tech for my dad. I was making 50,000 the first year I was working as a tech and I got news for you. I didn't know squat. Right. And, and then I became a service advisor and a manager and, and eventually I owned shops and sold those. And then I started a coaching company and now we're, you know, we're expanding and doing other things. And, and the industry has got me here. And got me through, I don't 45 year, 45 tough years with four kids. All right. And, and where else can that happen? You know, someone that drops out of college that really knows very little high, high intelligence, high ego, right? But other than that, not much going for me. Uh, and, and I end up here, this is a great industry. There's more opportunity in our industry right now than there's ever been. And you know what, if your owner is treating you like crap, [01:26:38:18 - 01:26:40:11] Cecil Bullard  you know, how many shops need a tech, [01:26:41:11 - 01:26:52:14] Cecil Bullard  right? And so don't sit in the, excuse me, do not sit in the pile of shit and then complain how stinky it is. Right. Get out, [01:26:53:14 - 01:27:43:19] Cecil Bullard  shower yourself off, go get another job somewhere. Because I know right now I could tell 50 shops, if they could find an ATEC, they'd be paying that ATEC as much, almost as much money as they wanted. And probably a lot more than the average in the industry and, and really giving them a great place to work with all the support they need, all the tools, all the equipment, all the education, all the training, et cetera. And then I understand what you were saying about like the coach. Sometimes we have these companies that are telling you what you want to hear. Yeah. Not what you need to hear. Okay. Absolutely. And, and, and I think, you know, it's probably a good thing that I'm not God, frankly, cause I don't have the patience or the understanding and I might do some, [01:27:44:24 - 01:28:15:15] Cecil Bullard  I might do some really crazy bad things because there are people in our industry that, you know, if I had the, if it was up to me, they wouldn't be in our industry, but that competition, that, that knowing that that's out there drives me harder every day, right? Yeah. It makes me want the Institute to do better, to do more, to, to have more impact, to, to help more people be successful. Right. [01:28:15:15 - 01:28:34:29] Lucas Underwood  Here's the thing is that those people, okay, let's think about this for a minute. They know, right? Those people are intelligent enough to know what they're doing. They're intelligent enough to know what the outcome is. Um, Mike Allen says he wants a list of people that sees with Smike. Mike's at the very top of it. [01:28:34:29 - 01:28:37:05] Cecil Bullard  No, he's not. He's like fifth on the list. [01:28:38:17 - 01:28:38:23] Lucas Underwood  Okay. [01:28:39:28 - 01:28:43:19] Lucas Underwood  Um, uh, now I need to, oh man, this is going down a dark tunnel here. [01:28:45:20 - 01:28:56:15] Lucas Underwood  But I, you know, look, I'm just going to say like, I think that, that those people know, and they know that the impact they're making on the industry. We pick on Mike. Mike really does. [01:28:56:15 - 01:29:01:00] Cecil Bullard  Mike's a easy target. Thanks. And thank you for being that target, Mike. [01:29:01:00 - 01:29:09:08] Lucas Underwood  Yeah, absolutely. And he's, he is working. I see his efforts behind the scenes all day long of like teaching people and trying to lift them up and, [01:29:09:08 - 01:29:27:23] Cecil Bullard  and, but you, you have a big responsibility when you have the ear of the industry. Okay. And if you're going to be an industry influencer, there's a responsibility, not just to provoke, but to educate and to help. [01:29:28:28 - 01:29:39:26] Cecil Bullard  Okay. And if you're, if you're provoking for the sake of, um, uh, hits and likes and crap like that, that's problematic. [01:29:39:26 - 01:29:42:05] Lucas Underwood  That is not why Mike's doing that. [01:29:42:05 - 01:29:44:15] Cecil Bullard  No, I know what Mike's up to. [01:29:44:15 - 01:30:00:18] Lucas Underwood  I, yeah, what Mike is up to is he's just trying to meet his brother's level of this success. I mean, his brother was this super successful pilot and he did all these amazing things and Mike has always felt a little bit less than because of that. And so Mike is working really hard to get to the next level. [01:30:00:18 - 01:30:39:16] Cecil Bullard  Do you know where we, do you know what we have to compare ourselves to? If you do this, right? You compare yourself to yourself. That's it. Amen. I, if I, I will never be the man my dad was. Okay. Um, he was stronger than I am physically, uh, till the day he died. He, I will never be him. Okay. And there's good and bad about that. And there's a lot of people out there that I admire. Okay. But I'm not going to be them. I hold myself to my own standard, right? It's my standard for me. I don't, yeah. [01:30:39:16 - 01:31:06:00] Lucas Underwood  I've got to ask this question. Okay. This has nothing to do with diagnostic testing and it's something that I think I have personally struggled with a little bit, um, and something that I think about often when, when we give advice, right, it's rooted in our belief system. It's rooted in, in who we are, but I take giving advice to other people very seriously, and I take lifting them up and getting them to a better place very seriously, [01:31:07:03 - 01:32:07:05] Lucas Underwood  when we look at, at people giving some of this advice and, and I, I think they genuinely believe that they're doing what's right. I think they genuinely believe they're, they're doing the right thing for other people. See, so how do you judge that advice? How do you know that you're leading them in a right direction? Because like these, what I keep seeing is I see these people, they're business owners and they're, they're lost, right? They don't know where to go. They don't know what to do. They don't know. And, and many of them pull from many different facets and they get information from lots of different people. But sometimes someone will attach to a very specific person. And what that person says is the grace and they believe everything they say. My fear is that my belief system may move their morals or their values in a different direction that doesn't align with who they are. And I take that very seriously. But I don't, how do you avoid that as a, as a coach? How do you make sure that you're not infringing on their belief system? [01:32:07:05 - 01:33:31:20] Cecil Bullard  Do you, do you remember what I, I, I started out with in, and that is, um, Cecil has to like Cecil and then God and family and et cetera. So, um, you know, I judge the success of what we do with clients by their success, right? And I always said, you know, we, we can influence, um, we can't, I can't make your decisions for you. I can ask you what I can, I can tell you what I would do. Um, I can tell you also as a coach 20 years ago, I was a lot harsher and a lot more imagine that right. Uh, and a lot more, um, you got to do this and you got to do that. There were, there were a lot more definitive statements. All shops should, all people should blah, blah, blah. Uh, those, a lot of those things have disappeared from my, from my vernacular, I look at the, at what the Institute for all the clients that we have served and all the clients we serve and the success that we have. And I judge my success by that success. I also judge my success by being able to look at myself in the mirror in the, in the morning and, and, and like what I see, even though it's, it's a little flabbier, a little older and a little whiter. [01:33:31:20 - 01:33:33:05] Lucas Underwood  Well, saggy, the old nine yards. [01:33:33:05 - 01:33:34:09] Cecil Bullard  Yeah. All that. [01:33:34:09 - 01:34:34:01] Lucas Underwood  There's a, there's a great question that just came up and I'm going to take a stab at this, he's going to pop it up on the screen for us because I'm wondering about the best ways to present a higher cost for Diag to customers. I always have a hard time, especially if we end up having to send it elsewhere because we don't have a special tool or software. We go as far as we can. Then we have to stop sometimes medical field. It's not a big deal to pay a bill to one doctor after they tell you they need to send you to a specialist, but in our industry, it feels like we've just failed. Now, listen, I'm going to tell you that for me, I'm judging that situation very early on. Okay. I'm not taking on things that are out of my wheelhouse and I have learned my lesson. And listen, Cecil, this is something you've seen in my shop. If the advisor is not astute, automatically, if they don't have that technical knowledge, if the manager doesn't have that technical knowledge, it can be very difficult to weed those out. But you have to have a technical team that says, "Hey, I believe this is something that we shouldn't get into. We need to get this out." There's things that require some treatment. [01:34:34:01 - 01:35:55:10] Cecil Bullard  But I don't, I would, in a way, I disagree with you because we need to define what our jobs are in the business, right? If I'm the owner and the manager of my company, what's my job? To provide my people with the things they need to be successful, goals, org charts, job descriptions, tools, education, et cetera. Am I the one making the decision as the owner that we're going to take that job or we're not going to take that job? No, I'm not qualified. I haven't worked on cars in 16 years. Okay. There's no grease under my fingernails. There's, you know, the scars I have are well healed and there's no fresh stuff going on. Is it the service advisor's job to make that decision? No, no, no, it's probably not. It's the tech's job. This is beyond our capabilities. And by the way, can the tech do that if we haven't charged some time up front to determine that? And maybe we need to develop a list of specialists in our area that we can say, "We need to send you to a specialist on this type of a car." And not feel bad about doing that because that's what's best for the company. That's what's best for the client and the client's vehicle. It's not to bring it in and try to mess it around and, you know. For sure. [01:35:55:10 - 01:36:32:07] Lucas Underwood  But, but I mean, here's, here's the thing. A 1993 Mercedes SL shows up. It's KJET. It's one of the worst injection systems ever built. Somebody's going to yell at me for saying that. It's terrible. It's awful. You look at that car and you say, "Hey, I don't work on cars that are older than 20 years old." "Hey, I don't work on Mercedes that's this type of fuel system." I don't, right? Like there's, if we know, right? If I know there's no way I'm going to work on that car, I know better. I have learned my lesson. I have paid the price for it. I'm not going to take that car. [01:36:32:07 - 01:36:41:12] Cecil Bullard  As techs in our industry, we judge ourselves by being the guy that can fix everything and have all the answers. [01:36:41:12 - 01:36:45:10] Lucas Underwood  I'm over that Cecil. I am so over that. [01:36:45:10 - 01:36:45:25] Cecil Bullard  Me too. [01:36:46:25 - 01:37:06:01] Cecil Bullard  Someday, hopefully we mature enough to understand that that's, you know, that there are things in our life that we're never going to do, right? I'm never going to fix every car. I'm not going to fix every client. They won't, you know, I, I've got, believe it or not, there are people that won't listen to me, right? [01:37:07:24 - 01:37:49:25] Cecil Bullard  Sometimes I'm like, "God, you've hired us to help you. We're telling you what to do." And yet you won't go do it, right? Right. And again, I can only have influence. So I think, yeah, I think we need to decide kind of upfront what our roles are and what we're willing to do and what we're not willing to do. And the better we make that, the clearer we are, then the better we can focus our business on being more successful as opposed to, you know, all the crap. And I got to tell you, it's, it's really hard when you have no cars in your shop to say no to somebody that's bringing in a Mercedes with a K-Jet system or whatever. Right? [01:37:49:25 - 01:37:56:05] Lucas Underwood  No, it's not. So I would rather be broke. I would rather not pay my bills this month. Okay. I'm just telling you. [01:37:56:05 - 01:38:23:07] Cecil Bullard  It's hard for most people to, when they think, again, if you think, if you judge yourself on your, your prowess of fixing cars, and now all of a sudden you're making a shift into ownership or something, and you have to judge yourself now on the success of the people that work for you, not, and your clients, not on your own ability to, to fix cars. And that's not an easy shift to make. [01:38:23:07 - 01:38:37:07] Lucas Underwood  I agree. And that, that was one of the hardest things for me to do because the things that I saw as easy, the things that I saw as, Hey, just go do this. I recognize other people don't have the same abilities that I had. Now, I don't have the ability anymore. [01:38:38:15 - 01:39:34:28] Lucas Underwood  But they were easy for me. And so I would judge the situation based on my knowledge, right? The curse of knowledge. I would talk to clients on the front counter based on what I had experienced and got myself into trouble many times. Now I'm going to tell you, be prepared. Here's where I am with this. What I do is I bring them in for a level one testing routine. And I just explained in 90% of all cases, I'm able to determine the cause or causes of your concern. Other 10% of cases, I may have to refer you to a specialist or do additional testing. I will never, ever, ever change my estimate from this price. You will stay in control of the entire process at all times. But I may come back to you. And if you are one of those 10% cases and let you know, we have to do additional testing or you need to go to a specialist or you comfortable with that. And so I, you know, I made a video last night talking about this until you've been to a shop that throws parts at your car and can't actually fix it. And you just spent $3,500 trying to change all these parts and you still have the same exact problem you went in with. [01:39:35:28 - 01:39:40:05] Lucas Underwood  You listen, they have no issue paying for proper testing at that point in time. [01:39:40:05 - 01:40:33:04] Cecil Bullard  And those are my clients. The least expensive way to fix your car is to have someone that knows and understands that vehicle, inspect it, do the proper testing, create a diagnostic, a diagnostic process, plan for it and pay for that. That's the least expensive way to fix your car. And this, the stuff we do in our industry, like taking it over to, you know, one of the parts houses and they're going to test it for free and then sell you an oxygen sensor and you're going to bring it in and I'm going to put it on your car. Can't, can't make that work. Right. I, and we, we have to stop as an industry doing those kinds of things. And we have to, and, and those of us that are in the industry that are being affected by that, we should be fighting that tooth and nail. Yeah. Right. [01:40:33:04 - 01:40:54:18] Lucas Underwood  Yeah, absolutely. Absolutely. Got an incoming question and I vote. I know which one it is. And it's Mike Allen saying, are you super clear if you have to pump this to a specialist that you're still charging? Yes. Now listen, I've had issues with advisors not being super clear, but I am super clear and I am very, very transparent about that. [01:40:54:18 - 01:41:24:15] Cecil Bullard  And what I want to, what I really want to teach my advisors is this. We need to be as clear as, as I mean, crystal clear about what the costs are going to be and what's going to happen with our clients. And by the way, if I want a client to argue with me about the cost, do I want that to happen before I work on the car or after my tech is spent two hours on the car and created a plan, right? And, and what happens a lot is the advisors, we have a lot of. [01:41:25:23 - 01:42:43:22] Cecil Bullard  Unqualified salespeople in our industry. We're not really salespeople. Okay. They're not really advisors and, and they're, they might be the nicest people. They might be all kinds of things, but they're not really advisors and they have a fear, I don't want to have this conversation because it's going to be a potential to have that person be mad at me or have that person take their car away or whatever, and they may walk away and not like me. Right. And, and, and so we're vague. We're vague about our answers. We're vague about what we're going to do. We're vague. How many shops have you walked into that have a very good script about Diag and what they do, why they do it, what the costs are, why those costs are the costs and what, what is likely to happen and what could happen. You know, how many shops have that script that your service advisors know and understand. So that customer is right off the bat understanding what's really going to happen and why it needs to happen that way. I would tell you for me, like sales and building value, it's so easy, but it is not easy for the average service advisor because they've been taught how to do that and they don't have the experience to do that. Right. And so we, yeah, we, we need to, yeah, we got to clean that up. [01:42:43:22 - 01:44:28:21] Lucas Underwood  You know, look, we, we pick on Mike, but, but let's be honest about why Mike does a lot of what Mike does in this instance. And it's because Mike needs a competitive advantage. He is, he is in a very, very heavily saturated area. There's a lot of shops around him. There's a lot of people around him too, but he uses this as a tool to try and drive more people in the door. He uses it to set himself apart from the rest of the crowd. I use something completely different, right? Like for me, I'm using the fact that we can test anything. I'm using the fact that we have abilities nobody else has. And we have those abilities because we pay our guys to learn this. We pay our guys to go to training. We have this set up so they can develop these skills and we have the equipment and that costs money, right? I understand like in their eyes, a lot of times it's like, Hey, they don't really know that they're still paying for it. They don't understand that it's in the labor rate, but to me, like, I feel like that devalues the industry as a whole. I feel like it makes it look like this should be a free service. You know, just two weeks ago, we had a car in the shop that, that came through and he called somebody else and they, they were going to do the job we were going to do for $700 for $240. And they're telling them about how we're ripping them off. They've never heard of a coolant service. They've never heard of this. They've never heard of that. And then we look at our industry as a whole and it's like, Hey, this guy's over here talking smack on an industry standard just to talk smack about it. I think if we could align ourselves, if we could get our industry moving in a more similar direction, where we're, we're making it better about our actions in our shops, our single shops at a time, we have a chance at getting this industry to where it's seen as a professional industry. [01:44:28:21 - 01:44:34:01] Cecil Bullard  So let me ask you, let me ask you a question. I got, I got a couple of points, but let me ask you this question. [01:44:35:22 - 01:44:49:09] Cecil Bullard  We're going to go somewhere and have a steak. Yeah. All right. And they've got a, uh, I don't know. It's $120 steak. Yeah. Um, but they also have a $30 steak and they're the same steak. [01:44:49:09 - 01:44:50:04] Lucas Underwood  Yeah. [01:44:50:04 - 01:45:00:22] Cecil Bullard  Okay. Does that, did, would that even play? I mean, would, would anybody at all look at the $30 steak and think that's the $120 steak? [01:45:01:23 - 01:45:15:16] Cecil Bullard  No. Right. So if somebody comes into my shop and we're going to charge them $700 for whatever, right? Uh, Mike, that's my imaginary shop. Okay. Um, I don't own one. I'm thinking of buying one just because you put, you goaded me, [01:45:15:16 - 01:45:18:00] Lucas Underwood  but no, I missed this. [01:45:18:00 - 01:45:55:09] Cecil Bullard  But, but, um, uh, if I'm 700 and they call and say, this guy is, is saying he doesn't even know, never heard of this and he's going to charge $240 for the same thing, you know, my answer would be it's not the same thing. It can't be the same thing. Because if he, if he knew what he was doing, if he understood his business, if he understood the time it was going to take to properly diagnose and fix this car correctly, he'd be charging you $700 also. And then I want to, I want to play on something you said. Mike uses this for competitive advantage because he's in a saturated place. [01:45:56:13 - 01:47:28:26] Cecil Bullard  Boo hoo. I mean, every, you're, you're somewhat unique, right? In your out in the country and you're kind of further away. There's a two thirds of the shops are in saturated places. And there are a lot of guys that aren't using, well, we don't charge for diagnostic as their competitive advantage. And they're doing just fine. I know they're my clients, right? Um, I, I always talk about this stupid book. I'm going to write that Cecil, you don't understand is the title, you know, I love it. You, you don't, you don't understand Cecil. Um, my shop had 41 shops within a mile of it and two dealerships and we were $58 higher than the next shop and we were the busiest shop. We had the happiest clients, the most satisfied. Uh, we, I believe we were the most profitable, although I didn't see all the other shops, P and L's. I did see some of them because I was, you know, that's when I started my coaching career. But, but I, I, I don't need to do that for a competitive advantage. I need to take great care of my clients. I need to help them understand why it costs, what it costs and how they're paying when somebody says, you know, I can get it done for 240 and you're going to charge me 700, you must be ripping me off. I have to say, wait a minute. Time out. No, that's not true. Because if you and I go to the restaurant and I ordered the $120 steak and you order the $30 steak, we're not getting the same steak. Okay. [01:47:30:04 - 01:48:17:23] Cecil Bullard  And in, in, intelligently, internally, we understand that emotionally. We don't necessarily get that. We have to help our clients take their understanding and create emotional intelligence around that, uh, with what we, we charge and why we charge it. And I would say that most shop owners understand that we, or at least believe that if the client comes to them, the client is going to get a better repair, a better job, we care more, et cetera. And we should definitely feel that way about it, but a good salesperson helps the client take their emotion, their mental intelligent understanding and create emotional understanding around that. [01:48:17:23 - 01:49:58:04] Lucas Underwood  Yeah, absolutely. And I think that if we, if we are not doing that, and so it's your job as a coach to do that for us, it's our job as a business owner to do that for, for your people, for our people and our people's job to do that for the client coming through the door. And I genuinely see that if we don't start taking moves to move our industry in that direction, as far as educating the consumer about the value in what we do, that we are professionals, right? And see that, that, that's the thing that trips me up on this. Because I can look at Mike's shop and say, that's my friend's shop. I love him. I care about him. I want the best for him. And if that's what's working best for him, so be it. He can do whatever he wants. The thing that, that hems me up on that is that I know that it has a detrimental impact to our industry in the longterm, right? There's no ifs, ands, or buts about it. We've seen what it does. We see what the code scan from AutoZone and Advanced Auto Parts does to our industry. And so we know that not charging for that testing makes it look more like a commodity. Right. And I'll never forget. One of these coaches we're talking about was on a podcast a while back and he said, man, he said, I'm a retailer. I'm a retailer. I don't care about the industry. I don't care about any of that. I'm a retailer. I'm here to make money. And I'm like, but, but we're not retail. We're professionals. This is our job. We are here to advise, consult, provide information to the consumer, help them make an informed decision about one of their most expensive purchases that they'll ever make in their lifetime. Right. And it's not just about money to us. [01:49:58:04 - 01:50:16:05] Cecil Bullard  And if that customer takes care of their vehicle, that vehicle will service them and service them well for a very, very long time. Now, now here's the, here's the other thing. And I think this is like super important. And we have to stop complaining. [01:50:17:11 - 01:50:48:22] Cecil Bullard  We have to stop talking. I'm not, not talking about the bad stuff. And, and, and I can't, whose actions can I, can I change? Luke, Lucas, can I make you do something? No, I can't make you do anything. I can only change my own actions. So we, if we want consumers to understand the value of what we do, we have to start talking like what we do has value, not like what we do is crap. [01:50:49:22 - 01:51:04:17] Cecil Bullard  And, and there'll always be some bad guys out there. We can't, we can't help that. We can't make that go away. You know, um, like I said, it's a good thing. I don't have that power because I would do some, [01:51:04:17 - 01:51:06:07] Lucas Underwood  there would be some people, uh, [01:51:07:07 - 01:51:08:03] Lucas Underwood  burning crisp. [01:51:08:03 - 01:52:23:22] Cecil Bullard  Yeah. But, but, but I can be as positive as I can be and work towards a better industry and, and try to bring people together to, to work towards that better industry, I can influence again, what we say on our podcasts and, and how we say it or what we say in our, um, our groups and how we say it, I can influence that hopefully, but I can't change it all. I can only change as much as I can change it and work as hard as I can work. Um, I, we, we, we want to be seen as professionals as an industry. And yet many of us don't act as professionals and we need to, we need to turn that corner. Yeah. Okay. And whatever that takes, I mean, if it's a, if it's a badge that we wear a star on our forehead, a tattoo, whatever, whatever that's going to take, I'm for it. As long as we change the conversation and we start moving towards, you know, becoming in being the professionals that we know we need to be and that we know we should be, that's what we, that's what I'm for. [01:52:23:22 - 01:53:29:05] Lucas Underwood  You're exactly right. And I think that it takes experience. I think it takes commitment to trying to do the right thing, focused on doing the right thing. And, and sometimes it has to be, you know, I, and I'm with you, right? Like I've, I've really shifted over the past couple of years from, Hey, I'm primarily focused on our industry and making our industry better, right? But I still have to be able to pay my bills. I still have to be able to take care of myself and my family and I have to be there for them and, and I've seen the impacts through other people's actions of what misaligned, uh, desired outcomes or misaligned intentions can do. And so I recognize that I have to align my, my family, myself, they have to come first, my business has to come first, but still yet, every decision I make in my business, I'm trying my very best to say, how can I improve this industry? How can I make this industry a better place? Because one day I have this vision that I'll maybe my son owns this shop and I want his life as a shop owner to be easier than mine, because I'm not going to lie. This has been a slog. [01:53:30:05 - 01:53:30:11] Lucas Underwood  Okay. [01:53:30:11 - 01:55:23:25] Cecil Bullard  I'm just saying you like it. I mean, that's the other part. You know, we, we, we go through our lives and, and you know, I, I'm not, I always say I'm not supposed to be in this industry. I wasn't, this wasn't the plan. And, and here I am, you know, 44, 45 years later and here, you know, here I am. And I've been in this industry and, and, uh, it's been good to me. It hasn't been easy. But you know what, the hard part of it has, what's kept it interesting and, and make me strive and all of that. I don't, you know, I don't, I don't think there's a perfect anything and, and, you know, thank you, who, whoever's in charge of the universe for doing that to us so that we, so that we know how to strive and that we continue to strive. Um, I've had a great life. I've enjoyed my life. Uh, I'm going to hopefully enjoy it for another 20, 25 years and, and, uh, continue to try and influence, um, the industry to be as professional as possible. And, uh, I just, I really want to go to the changing the industry blog and all the, the, you know, the group and, and I want to see some people say, man, you know, my owner Lee is just a great guy. And man, this is a great shop that I work in. And there's such great opportunity to be a tech in this industry today. You could almost write your own ticket. And I'd love to see some owners go in there and say, you know what, man, it, it's a struggle, there's some bad weeks and occasionally there's a bad month, but overall, man, what a great industry we work in, because if we can't, if we can't talk about it that way and be that way with it, the public is never going to understand why they pay us a nickel. Yeah. A hundred percent, a hundred percent. If we get, we got to get more positive focused in this industry. [01:55:24:25 - 01:55:45:28] Cecil Bullard  And, uh, so look for the, uh, automotive industry initiative coming out soon, which, uh, is the group of, uh, people we put together and we're going to be putting more people into that pile to drive the industry towards more professionalism and towards, um, worse, uh, to be more solidified and more positive. [01:55:46:29 - 01:55:47:03] Cecil Bullard  Absolutely. [01:55:47:03 - 01:56:17:17] Lucas Underwood  It's going to be great Cecil. Thank you for being here today. Everybody. Thank you for, for being part of the conversation. Our dear friend, David over at inbound is going to get all kinds of diagnostic questions because the email says support at call inbound. So, you know, David, listen, you just answered the best you can. We'll riff off of it next time. Okay. So, uh, you know, I'm really excited about the things that are happening and the moves that we're making and even, even little old Mike Allen over here, his efforts in the industry have been huge as well. [01:56:17:17 - 01:56:21:13] Cecil Bullard  I'm going to have to give him a big old wet kiss on the cheek next time I see him. [01:56:21:13 - 01:56:49:14] Lucas Underwood  So that's it. He would enjoy that very much. So, uh, but I am so thankful to be here with you today, Cecil, and I can't wait for the next one. We got another one coming up next month and, uh, it's just been a blast. And if you guys have any additional questions, make sure that you email over to the Institute and we'll try and answer those next time on our next AMA with Cecil Buller. Cecil, thank you, sir. Thank you, Lucas. Have a good day, buddy. Love you, brother. Love you, man.

Ep 151: The 4-Day Workweek Changed Their Lives | Erich and Lola Schmidt

Christopher Clingerman Compares Fleet Life to the Dealership

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! HEREIn this episode, Jeff talks with Christopher Clingerman, a fleet mechanic out of Rochester, New York. Christopher shares how he went from working on tractor trailers to maintaining school buses, and what surprised him most about the switch from dealership life to fleet work. They get into the day-to-day challenges techs deal with, from bad parts and misdiagnosed vehicles to the importance of training and having a shop culture that actually supports its people.Timestamps:00:00 Working at Hyundai dealership11:46 Frustrations with car dealership service26:28 Routine vehicle inspections37:40 Using vegetable oil in hydraulics42:50 Modified trucks and safety issues56:41 Concerns with turbocharged engines01:09:59 Laid back work environment01:19:22 Training opportunities during work hours01:25:33 Changes in welding education01:37:39 Brian's electrical skills explained01:46:34 Working on vehicle repairs01:57:40 Using real tools to teach skills02:10:56 Comparing tire brands and costs02:18:54 Open door for venting support 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

Ep 90 - Aniz Lavji | This Shop Owner Saw 50% Growth!?

Keep shop management, payments, marketing (all the things) all in one place with Tekmetric. It will CHANGE YOUR LIFE. Click HERETurnkey Marketing has made my life SOOO much simpler, AND they've helped keep the phone ringing. Do you need these two things too? Learn more HEREWhen I used the maintenance tool for the fist time with Detect Auto, my mind was blown. My advisors had the same reaction - and then SO MUCH MORE TIME. Learn more about Detect Auto and book a free demo now!Elite Worldwide's Ignite 2027 is coming up in February and NOW is the time to sign up. It's happening in Vegas February 4-6 and it will be the best 3 days of your shops year when you attend. Learn now HEREAniz Lavji is a Canadian shop owner and new podcaster! Today, he and Mike reflect on Aniz's growth over the last year and how attending his first trade show (ASTA Expo) sparked a major shift in both mindset and operations, especially after adopting Tekmetric (the best software ever, obviously). They also talk about the explosive role AI is already playing in shop management, the importance of shop culture and community, and how Aniz plans to continue growing this year. Timestamps: 00:00 There MUST Be a Day Limit onLoaner cars01:14 First trade show jitters, family stress, & Niagara Falls survival09:25 Building heart-centered shop culture & supporting your community13:04 Miata confessions, advisors, and the subculture of small cars14:03 QuickBooks to Tekmetric: The leap that sparked 50% growth22:07 Shop struggles: 454 cars in one month & tech shortages23:12 Planning for the future, hiring advisors, and stepping back24:47 Will AI take over? Balancing efficiency and human connection25:24 Loaner car policies: Leadership, responsibility, and big lessons30:15 North Carolina vs. Ontario: Shop culture & competitive spirit33:04 Trade association impact, collaboration, and ethical business38:45 Go-kart racing, trophies, and shop owner bragging rights40:44 Rage bait, social media, and “winning” on YouTube

Amy Bartel on 7-Day Shops, Hospitality Hires, and the Fraud-Fighting Formula - Bonus Zoom Episode 4

In this episode Glenn Piccolo interviews Amy Bartel about returning to the family auto business, rebuilding finances, and scaling performance through recruiting, culture, and seven-day operations. Amy shares recruiting strategies (especially hiring restaurant talent), lessons from fraud and accounting training, and more. They also discuss the impact of hands-on trainings like Key2Key, Courtside, and VIP Rack Attack Day, the importance of accountability partners, and practical tips for creating a high-performing team that delivers hospitality-driven service and sustainable growth.

Episode 268 - Mastering Shop Management and Technician Relations in Today’s Auto Industry

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://geni.us/Shop-Ware-Free-MonthTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingProsShop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into a single, sleek digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, Austin joins the Changing The Industry Podcast to discuss his journey from dealership technician to shop owner in South Carolina. Austin shares the challenges of buying a shop as a young technician, including navigating the SBA loan acquisition process and building a reliable team after early hiring struggles. The conversation covers practical strategies for technician management and compensation, as well as the importance of professional bookkeeping and mentorship as a shop grows.00:00 Navigating industry-exclusive groups08:31 Hiring the first technician13:09 Starting the podcast idea20:25 Cost transparency with manufacturers23:02 ETI's role in tool manufacturing27:38 Managing car programming and updates34:15 Car's auto-braking false alarms39:15 Quick and safe control arm repair44:53 Building a strong technician team52:07 Technician attendance and bonus policy55:11 Dealing with difficult coworkers58:51 Growing with business mentors01:05:03 Evaluating business coach effectiveness01:12:50 Importance of clean financial records01:14:53 Wanting a strict accountant

Ep 89 - Sam "Awesome" Freeman & Ethan Whidden | Why You Don't "Need" an A-Tech

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 HERESam Freeman is the Partner Manager with Promotive Ethan Whidden is a Sales Representative. Today, they share with Mike what they've learned about the challenges of recruiting in the automotive repair industry. They discuss the unrealistic expectations shop owners often have when looking for that elusive “A tech” and why most owners should reconsider what they truly need in their shops. The conversation covers the importance of clear communication—both when hiring and when working with vendors—and the need for accountability on both sides of the hiring process.Timestamps:00:00 - The reality of open bays & shop hopping01:14 - Walking the trade show floor & exhibitor life03:23 - Ethan Whidden on joining Promotive, shop culture, and genuine conversation07:27 - Mike Allen confesses: why he hesitated to use Promotive08:45 - Effort vs. results in recruiting—Matt Lofton’s tough love09:01 - Why most shops think they need A-techs (and why they’re wrong)14:47 - Defining technician levels (and what “A-tech” really means)17:26 - Expectations vs. reality: shops, techs, and unicorn hires18:09 - The shop owner who took “unrealistic” to new levels19:31 - Diagnosing your real hiring needs20:01 - Chaos coordinators & fixing the front office21:02 - You don’t need a unicorn—you need to be a better owner24:01 - Shop competition: Mario Kart, go-karts, and Monopoly battles27:02 - Epic neighborhood parties and community building33:06 - Localized guerrilla recruiting vs. Promotive (can you DIY?)34:03 - Why shop owners make terrible customers for vendors35:09 - Communication, unspoken expectations, and messy outcomes37:58 - Candidate screening, accountability, and whose fault is it, really?41:41 - Hiring stories: ghosting, no-shows & offers used as leverage51:14 - Why techs really leave—(hint: it’s not always money)01:00:05 - What you SHOULD pay your B-techs and A-techs in 202601:06:09 - Boasting moms, cheer championships, and motivation01:11:08 - Code yellow, code red: shop bathroom confessions

Hire Like a Pro: The First 5 Seconds That Reveal A-Players

Joe Adams and Glenn Piccolo break down a no-nonsense interview playbook for auto shops: why first impressions and rapid rapport matter, how to use targeted pre-interview questions to spot commitment, and what distinguishes A-players from B and C-players. They cover working interviews and onboarding, technician vs. front-of-house hiring, extracting referrals, and the case for paying top talent what they’re worth. It's all about culture, accountability, and building a winning team that drives immediate results. This is just one part of the life-changing Key to Key to Callbacks concept - sign up for the next class at www.autoshopanswers.com/ or call 925-980-8012 right now.

Detective Mind Mapping: A Forensic Approach to Automotive Diagnostics [RR 1089]

Thanks to our Partners, NAPA Auto Care and NAPA TRACS Watch Full Video Episode Recorded live at the TST Big Event 2026, host Carm Capriotto sits down with Andrew Fischer, shop manager at Cergizan's Auto and Truck Repair in Northwest Indiana, and an industry trainer. Andrew shares his disciplined, process-driven approach to diagnostics, his passion for technician development, and why shop culture plays a defining role in long-term success. From daily habits to big-picture philosophy, this conversation is a roadmap for building more confident, capable technicians. What You’ll Learn: Why committing to at least 40 hours of continuous education each year can dramatically reduce comebacks and improve shop performanceHow to build learning into daily routines: whether through short practice sessions, webinars, or online training resourcesThe power of Standard Operating Procedures (SOPs) and why “going rogue” in diagnostics leads to inefficiencyHow Andrew’s “detective mind mapping” technique helps technicians visually organize problems and accelerate accurate diagnosesWhy revisiting foundational knowledge is critical and how ego often prevents technicians from mastering the basicsHow embracing failure strengthens diagnostic ability and builds real-world expertiseThe importance of capturing and studying “known good” vehicle data to improve accuracy on future repairs Great diagnostics is about discipline, process, and constant learning. Shops that invest in their people, reinforce foundational skills, and create a culture where failure fuels growth will not only solve problems faster but build stronger, more resilient teams. TST Big Event: https://tstseminars.org/ Andrew Fischer, Cergizan's Auto and Truck Repair, Burns Harbor, IN. Fischer Automotive Consulting and Training Services: factsautomotive@gmail.com Thanks to our Partners, NAPA Auto Care and NAPA TRACS Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care 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/ 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:https://remarkableresults.biz/insiderAll books mentioned on our podcasts:https://remarkableresults.biz/booksOur Classroom page for personal or team learning:https://remarkableresults.biz/classroomBuy Me a Coffee:https://www.buymeacoffee.com/carmSpecial episode collections:https://remarkableresults.biz/collections The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcastwith Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion.https://remarkableresults.biz/Diagnosing the Aftermarket A to Zwith Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life.https://mattfanslow.captivate.fm/Business by the Numberswith Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest.https://huntdemarest.captivate.fm/The Auto Repair Marketing Podcastwith Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level.https://autorepairmarketing.captivate.fm/The Weekly Blitzwith Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching.https://chriscotton.captivate.fm/Speak Up! Effective Communicationwith Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size.https://craigoneill.captivate.fm &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

Jeff Compton Tells All - A Real Look At His Industry Impact | Jeff Compton - Ep 10

Consistency is key - heard that! But, consistency is HARD. That's why I gave up on trying and let the experts handle it. Detect Auto. Let them clean up your estimating process and raise your ARO - like they did for me! CLICK HERE TO BOOK A DEMOAnybody can run a shop. Building one that lasts? That's a whole different story. If you're ready to build smarter systems and a better experience for your team and customers, check out Tekmetric HEREIn this episode, Jeff Compton, Tonnika and Ash dig into what's been going on lately on social media because of Jeff's podcast the Jaded Mechanic. Jeff opens up on how highlight reels from his podcast can be misunderstood by technicians, stressing the importance of listening to the full message and always communicating openly within the shop. Together, they tackle the problem of toxic employees, with everyone agreeing that sometimes letting go—even when it hurts production—is essential for a healthy team.Timestamps: 00:48 Blind date confessions and why Jeff can’t stop talking02:10 Social media spotlight: When highlight reels create havoc at work03:38 Are podcasts causing techs to “hold the shop hostage”?05:10 What Jeff really tells techs: Not just “quit”—have the conversation07:14 Why bad shop culture crushes accountability (on both sides)10:34 Does Jeff feel responsible for how techs interpret the show?13:09 The truth about good shops: If your team is great, the podcast isn’t your problem14:49 Who Jeff used to be—a “problem tech” story you can’t miss17:45 Holding on to toxic employees: When to cut bait (for real)18:39 Empty bays vs. empty culture: What happens when you finally fire the wrong person21:14 Are you hiring for desperation, or for the long haul?24:25 When lack of information/tools costs EVERY shop time and money26:52 How shop environments drive young techs out—can we fix it?30:12 “Industry uncles and aunties”—our responsibility to the next generation32:08 The real risk: Shop culture, tech mental health, and suicide in the industry33:35 Get real: Who Jeff was, and who he doesn’t want YOU to become36:07 Can “star players” and teamwork mix on the shop floor?43:43 Why guarded leaders struggle—and how to break the cycle48:31 Don’t ask for validation—ask for REAL answers in shop groups52:00 Why we HAVE to keep having these tough conversations1:02:03 Why Jeff is not “causing a technician war”—and how to really connect1:10:52 Ending the division—accountability for both owners and techs1:12:49 Leadership is loving your industry and aiming for 1% better, every day1:20:37 Final thoughts: Building a softer, better industry for the future

Episode 265 - Modern Pay Plans and Efficiency Tips To Fix The Tech Shortage With Eric Svedberg

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://geni.us/Shop-Ware-Free-MonthTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingProsShop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into a single, sleek digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, Lucas and David are joined by Eric Svedberg of European Autowerks. Eric shares his journey from starting in the gas station business at 16 to owning and growing a successful automotive shop. The conversation dives deep into the persistent technician shortage, with Eric outlining the challenges in attracting and retaining skilled talent and the evolving pay structures needed to stay competitive. The hosts and Eric also explore strategies for fair compensation, diagnostic testing systems, and the importance of shop culture and communication in bridging the divide between owners and technicians.00:00 Starting at a gas station job04:49 Rebranding to Automotive Specialists09:29 Mac and cheese cart setup11:26 Bellman warns about minibar sensor15:40 Salary expectations for auto techs18:05 Explaining the three-level system21:04 Handling customer pushback25:35 Technician pay discussions26:54 Negotiating a technician's pay raise30:33 Paying employees more than expected34:26 Explaining the production bonus system37:27 Growing demand for skilled technicians41:53 Ensuring seamless parts distribution44:01 Discussing social media dynamics48:42 Dealing with unreliable workers52:06 Understanding different industry perspectives55:27 Dealing with technician issues56:07 Discussing employee accountability

Ep 144: How to Lead the Younger Generation with Eddie Campbell

Ep 85 - Jay Huh | Why So Many Shop Owners Are Broke

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 HEREJay Huh is the owner Carmedix in Durham, NC. Today, he tells Mike how he figured out how to run a shop the hard way. After years of struggling, he has built an efficient, highly profitable shop that gives him total freedom. They also talk about ShopFix and what the coaching company is doing after the loss of Aaron Stokes. Timestamps:00:00 – Jay's confession on not making enough money02:17 – Why sharing mistakes online changed everything04:40 – Living on $1,000 net per shop and barely making it06:07 – Consolidating down, shop tours, and landing in the “anchor” spot08:19 – Do we really need so many shop owner groups? Breaking down the division09:35 – Shop culture, coaching, and why too many owners are still broke10:45 – Shop Fix vs. other coaching: It’s about heart, not just numbers13:07 – Haters, jealousy, and why everyone thinks their way is best14:43 – Growing the right way—efficiency before expansion and protecting family time15:16 – Let’s talk cruises! Why Speaker A rides MSC and the yacht club life16:46 – Degenerate gambling confessions: Blackjack, craps, and cruise ship casinos18:01 – Owning a beach house: Boats, depreciation, and gathering your crew20:00 – The exit plan: Cashing out vs. the freedom of autopilot shops21:10 – The guardrails: How Speaker A uses daily numbers, not vibes23:00 – Forget top-line revenue, focus on real margin25:17 – Shop meetings, keeping techs and advisors rowing together26:01 – Why the multi-store “dog” life isn’t for everyone26:30 – The danger of scaling without the cash to back it up27:59 – Shop size vs. profit: Luke Walker’s $1M store reality check29:05 – The secret: Hire high skill, pay well, and net more31:12 – Money loves speed: Adapting shop processes for today’s customers32:13 – Show & sell: Finding the urgent fix, but always telling the whole story35:20 – Ethics, shortcuts, and hiring for integrity36:05 – Losing Aaron: Leadership, legacy, and moving Shop Fix forward39:14 – What’s next? Shop Fix’s plan and why the mission’s stronger than ever

Before I Was the Boss Lady, I Was His Little Girl | William Brown and Ash Kaplan - Episode 7

Today, we welcome the man who started it all....William Brown, my daddio. It took some convincing to get him to open up, but I just HAD to let you meet him! Together with Ash Kaplan, we talk about how my dad didn't just build a shop, but and a legacy. He shares hard-earned wisdom from decades in the business, including how sacrifice and a refusal to quit paved the way for long-term success. Timestamps:00:00 Pricing for Profitability: Why YOUR benchmarks matter01:22 The Brown Effect: William Browns shop owner origin story05:10 From $3,000 Loans to $1.8 Million Shops—The Long Game07:35 Childhood Lessons Learned in the Shop09:02 “Excuses ain’t nothing but a made up lie”—Quitting in the Dip12:17 Making Hard Financial Choices (Do you need the Escalade?)16:28 When Is It OK to Treat Yourself? Dad’s Rules on Wealth18:57 Six Months in the Bank: Protecting Team and Family20:53 Work-Life “Balance”—What it Really Takes24:00 If Your Labor Rate Isn’t THEIR Business—Why Benchmarks are Personal28:38 “Pass the Baton”: Building Teams, Letting Go, and Growth37:40 Leadership vs. Boss: Why Pouring Into Your People Matters42:50 Firing, Hiring, and Being Held Hostage in Your Own Business47:10 When You Outgrow Your Shop (and Why that’s a Win!)56:25 Would You Do It Again?

Kaleb Nimz on How Auto Hospitality Transformed 98 Shops

Todd Hayes sits down with Kaleb Nimz, president of Grimaud Enterprises, to discuss how Precision Tune transformed its culture and performance across 98 locations using Key2Key and Courtside training. They cover leadership in the trenches, shop cleanliness, automotive hospitality, recruiting, and practical shop stories — including a memorable pit visit and record months for stores that embraced the process. Kaleb also explains how technology and accounting-first discipline support growth, the importance of daily Take Fives and phone skills, and how a faith-driven, people-first approach helped roll out consistent processes that boost sales, close rates, and team morale.

Why Technicians Are Leaving the Industry | Adam Matz

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! HEREIn this episode, Jeff is join by Adam Matz to discuss challenges facing dealership mechanics today. They talk about stagnant wages, rising labor rates, and management practices that impact technician morale and retention. The conversation also brings up the growing technician shortage and the need for better support and fair compensation to sustain the industry.Timestamps:09:42 Starting in the car industry11:42 Challenges with car repairs20:53 Training and mentoring younger workers27:00 Challenges with customer feedback31:44 Talking about car audio setups36:44 Warranty pay limits for repairs42:57 How mechanics are paid44:26 Mentoring young mechanics and mistakes52:25 Feeling undervalued at work55:47 Generational views on mental health59:39 Keeping technicians happy01:07:38 Challenges of modern living01:13:47 Struggles of young adulthood01:20:13 Building trust with employees01:23:10 Frustrations with dealership management01:27:47 Challenges in fair technician pay01:36:00 The value of trade education01:38:05 Challenges in industry and workforce01:44:04 Dealing with toxic employees 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

The “Monster” in Your Head Is Costing Your Shop Money [RR 1086]

Thanks to our Partners, NAPA Auto Care and NAPA TRACS 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:b7123d23-4a4b-4700-b41f-68ea2bc61414-0" data-testid="conversation-turn-2" data-scroll-anchor="true" data-turn="assistant"> In this episode of Coffee with Carm and a Coach, host Carm Capriotto sits down with Greg Bunch, business coach and Founder at Transformers Institute and owner of Aspen Auto Clinic, to unpack the mindset barriers that quietly limit leadership and growth in auto repair. At the center of the conversation is the “monster” voice that is wired for survival, not success. While it once kept us safe, today it often holds leaders and advisors back from difficult but necessary actions: addressing underperformance, having honest conversations, or confidently recommending needed work. Left unchecked, that fear can cost shops hundreds of thousands, even millions, in missed opportunities. Greg shares five foundational pillars for effective leadership: Wisdom: Surrounding yourself with the right voices and guidanceKnowledge: Understanding your numbers and facts without emotionUnderstanding: Knowing what those numbers actually mean in your businessDiligence: Doing what needs to be done, even when it’s uncomfortableRight Choices: Staying aligned with your values, no matter the pressure Together, Carm and Greg explore how business is ultimately an emotional math problem, a constant balance between data-driven decisions and the human side of leadership. They also challenge listeners to become perpetual students, actively seek honest feedback, and confront the habits that hold them back. The episode wraps with a powerful reminder: long-term success comes from “slow dimes,” not “fast nickels.” Doing the job right, every time, builds trust, safety, and sustainable profitability. Greg Bunch, Aspen Auto Clinic, Transformers Institute. Listen to Greg’s previous episodes HERE. https://transformersinstitute.com/ Thanks to our Partners, NAPA Auto Care and NAPA TRACS Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care 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/ Connect with the Podcast: Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 Subscribe on YouTube: https://www.youtube.com/carmcapriotto Follow on LinkedIn: https://www.linkedin.com/in/carmcapriotto/ Follow on Instagram: https://www.instagram.com/remarkableresultsradiopodcast/ Visit the Website: https://remarkableresults.biz/ Join our Insider List: https://remarkableresults.biz/insider All books mentioned on our podcasts: https://remarkableresults.biz/books Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom Buy Me a Coffee: https://www.buymeacoffee.com/carm Special episode collections: https://remarkableresults.biz/collections The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/ Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/ Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/ The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/ The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/ Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size. https://craigoneill.captivate.fm &nbsp; <img

EP23: Greg Shares Some Thoughts On Private Equity And Its Effect On The Automotive Aftermarket

Welcome to ShopSoup. I'm your host Greg Buckley and today it's just me on the mic and offering up some personal reflections since I had a week filled with listening and learning about the topic. Thanks for stopping in the Soup Kitchen and please subscribe!Greg Talks Private Equity in Automotive & HospitalityThe Impact of Private Equity on Small Businesses and the Automotive IndustryIn this episode, Greg shares his insights on how private equity influences industries like restaurants and automotive care, emphasizing the importance of understanding this financial strategy’s long-term effects. He reflects on local case studies, historical management practices, and broader economic implications.Main topics:The $29 billion acquisition of Restaurant Depot by Cisco services and its underlying data-driven motivesHow private equity’s focus on scalability and debt impacts small and independent businessesThe rise and fall of Iron Hill Brewery’s expansion through private equity, bankruptcy, and rebrandingManagement philosophies of Jack Welch and their influence on today’s corporate and manufacturing practicesGlobal manufacturing shifts, offshoring trends, and China’s strategic economic manipulationsThe cultural and operational challenges of maintaining independence in a fragmented automotive landscapeThe importance of industry pride, relationship management, and advocating for our craft amidst economic changesThe cyclical nature of business development, debt cycles, and industry consolidationReflection on societal attitudes towards capitalism, fairness, and legal versus ethical strategiesKey insights:Private equity often aims to leverage data and scale for maximum profit, sometimes at the expense of small business stability.High debt levels have caused even successful restaurant chains like Iron Hill to close operations unexpectedly.Management tactics like Jack Welsh’s aggressive workforce reductions have long-term impacts on industry culture and quality.Manufacturing has historically offshored to low-wage countries but is now somewhat returning to the U.S., with China's economic stratagems shaping global supply chains.The automotive service industry is increasingly divided but still retains core values of community and relationships.Industry stakeholders should stay informed, communicate openly, and advocate for a positive industry reputation.Timestamps:00:00 - Introduction and episode overview on private equity in business02:18 - Private equity’s focus on data and scalability in restaurant businesses04:39 - Insights from Adam Coffey on private equity deals and exits06:33 - Case study: Iron Hill Brewery’s expansion and bankruptcy09:03 - The dangers of debt and bankruptcy as strategic tools11:24 - Historical management practices and cultural shifts in business13:45 - Offshoring manufacturing: trends, reasons, and China’s manipulation tactics16:34 - The influence of management styles on today’s industry practices18:03 - The decline of teamwork and industry fragmentation19:29 - Building relationships with consumers and industry pride20:29 - The cyclical nature of debt, build, sell, and rebuild in business22:27 - Corporate history insights from Delaware and industry consolidations24:51 - Lessons from oil companies and industry turbulence26:14 - Reflection on industry resilience and future challenges30:07 - The importance of understanding and managing industry relationships32:27 - The impact of efficiency, debt, and pricing in automotive aftermarket34:53 - Personal reflections on industry passion and legacy36:26 - Final thoughts: industry strength, community engagement, and prideResources & Links:Adam Coffey - Private Equity ExpertRestaurant DepotIron Hill Brewery - Company WebsiteRepair Pal - Founder David's storyCarlyle GroupYelpConnect with Greg Buckley:LinkedInTwitter

Ep 142: How People-First Leadership Drives Shop Performance with Chris Cloutier

Can the Technician Shortage Be Fixed?? | Josh Fowler

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! HEREIn this episode, Jeff is joined by Josh Fowler, a shop foreman at a Chrysler dealership in Adams, New York. Josh talks about how tough it’s been to find good technicians, especially with changing job trends and not much local talent to pull from. He and Jeff swap ideas on how to bring people in and keep them around, like offering signing bonuses and bumping pay as techs level up their training.Timestamps:00:00 Fuccillo's influence and radio presence08:58 Discussing repair workflow challenges12:30 Using signing bonuses to attract talent19:20 Exploring high school co-op opportunities23:42 Employee training and probation process30:55 Addressing incentive structures for young workers32:53 Developing mentorship and skill-building plans41:36 Building confidence through experience45:55 Developing practical mechanical expertise52:37 Addressing car maintenance and trade-in options54:57 Challenges driving service advisors to leave01:00:16 Technician networking and collaboration01:05:01 Encouraging collaboration and knowledge sharing01:10:26 Evaluating roles in auto repair01:20:02 Selecting appropriate diagnostic tools01:21:23 Addressing wages in the auto industry01:26:20 Addressing technician problem-solving skills 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

You Don’t Have a Sales Problem… You Have a Culture Problem

Everybody keeps talking about how this industry is broken. How it sucks. How you can’t make money. How technicians are leaving and shops are struggling. Here’s the truth. Yeah, there are problems. But that’s not the whole story. Because there are...

Own the Technician Shortage: How One Shop Owner is Transforming Industry Recruitment [RR 1083]

Thanks to our Partners, NAPA Auto Care and NAPA TRACS 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:b7123d23-4a4b-4700-b41f-68ea2bc61414-0" data-testid="conversation-turn-2" data-scroll-anchor="true" data-turn="assistant"> In this episode, Carm Capriotto speaks with Chris Machado, founder of XGen Academy, about a bold new approach to solving the automotive technician shortage. Machado has developed an intensive 16-week training program that blends virtual reality simulations, classroom learning, and hands-on shop experience to accelerate the development of new technicians. At the core of the academy’s philosophy is the “reverse funnel,” which attracts a wide pool of young talent and progressively refines their skills toward professional mastery. The program goes beyond technical instruction. Through its “Reality Hub,” students also learn essential life and workplace skills, including financial literacy, professionalism, and ethics. By modernizing the training experience and making automotive careers more appealing to younger generations, Machado aims to build a scalable model that can be replicated nationwide, offering a proactive, high-tech solution for developing the industry’s next generation of technicians. XGen Academy: https://xgened.email/ Chris Machado, Circle M Tire & Auto and Circle M Truck Repair Bakersfield, CA. Thanks to our Partners, NAPA Auto Care and NAPA TRACS Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care 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/ Connect with the Podcast: - Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ - Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters - Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 - Subscribe on YouTube: https://www.youtube.com/carmcapriotto - Follow on LinkedIn: https://www.linkedin.com/in/carmcapriotto/ - Follow on Instagram: https://www.instagram.com/remarkableresultsradiopodcast/ - Visit the Website: https://remarkableresults.biz/ - Join our Insider List: https://remarkableresults.biz/insider - All books mentioned on our podcasts: https://remarkableresults.biz/books - Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom - Buy Me a Coffee: https://www.buymeacoffee.com/carm - Special episode collections: https://remarkableresults.biz/collections - The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ - Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/ - Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/ - Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/ - The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/ - The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/ - Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size. https://craigoneill.captivate.fm &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

Episode 259 - Building Company Culture and Beating Chargebacks in Automotive Shops With Kevaughn Williams

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://geni.us/Shop-Ware-Free-MonthTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingProsShop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into a single, sleek digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, Lucas and David are joined by Kevaughn Williams, Operations Manager at 360 Payments. Kevaughn underscores the importance of company culture in building a motivated, accountable team, highlighting how 360’s values of transparency and peer-to-peer accountability support both employees and customers. The discussion covers practical strategies for automotive shops to protect themselves from payment chargebacks, with Kevaughn outlining red flags to watch for and offering tips to improve payment security. 00:00 "360 Culture and Leadership"04:28 "Honesty and Accountability Matter"08:13 "Impactful Workplace Culture Insights"11:16 "Towing Office Experience Reflection"14:50 Car Rental Customer Support Journey15:54 Rental Car Upgrade Mishap21:08 Mandatory Work Schedule Change24:40 Building Youthful Team for Success27:58 "Disney Trip as Life Milestone"28:40 Prioritizing People Over Business34:51 Preventing Text-to-Pay Fraud38:11 Fraud Awareness and Payment Precautions39:06 DocuSign ID and Card Verification44:24 Chargeback Fraud at Local Shop48:02 "High-Risk Account Threshold Explained"50:23 Transparency and Informed Decisions53:22 "David's CSP Concerns"56:19 "Buttoning Debate Unresolved"

EP 19: Can The Industry's Past Be It's Future? With Todd Hayes Of AutoShopAnswers

Welcome to SoupRadio Podcast. I'm your host Greg Buckley, a 60 year old, multi-automotive repair shop owner in Delaware. Today's guest is Todd Hayes, a highly successful entrepreneur that is bring back customer service to the automotive aftermarket in a HUGE way. He is the COO of Adams Automotive in Houston along with the CEO of his private equity firm, Houston, Boston Partnership.In this engaging interview, Todd Hayes shares his journey from a young entrepreneur to a successful automotive industry leader. He emphasizes the importance of discipline, exceptional customer service, and innovative business strategies that have transformed his businesses and impacted lives. In this engaging conversation, industry veterans Todd Hayes and Greg Buckley share insights on transforming the auto repair industry through customer service, technology, and efficient business models. They discuss the importance of industry roots, leveraging AI, and building a culture of excellence to achieve sustainable growth and wealth.Keywords For The Showauto industry, customer service, business growth, discipline, automotive success, legacy business, private equity, auto hospitality auto repair, customer service, AI, business efficiency, industry transformation, auto hospitality, private equity, technician recruitmentKey Topics In The ShowDiscipline in business and healthCustomer service as a differentiatorLegacy building and business growth Industry roots and customer service excellenceLeveraging AI for customer relationshipsBuilding a high-performance auto repair businessKey PointsCustomer-Centric ModelEfficiency FrameworkAuto Hospitality ModelPractical Tips To Build The Client RelationshipImplement AI tools for customer profilingTrain staff on customer service excellenceAdopt the Ritz Carlton auto hospitality standards"Customer service is the key to industry success.""Building a team that respects each other is essential.""Focus on the customer, and success will follow."Chapters00:00 Introduction and Personal Connection01:48 Health Journey and Resilience03:42 Discipline in Life and Business07:25 Early Career and Business Foundations11:29 Customer Service and Industry Changes17:10 Legacy and Community Focus24:19 Transforming Auto Shops into Customer-Centric Businesses28:38 The Journey of Entrepreneurship and Family Values32:27 Changing Lives Through Business and Community37:16 Innovative Customer Service Strategies in Auto Repair44:06 De-risking Business Portfolios and Growth Strategies50:11 The Importance of Communication and Customer Relationships01:00:18 Revisiting Business Fundamentals01:01:12 The Evolution of Business Models01:01:49 Harnessing Technology for Customer Engagement01:02:58 Building Relationships Through AI01:04:24 Efficiency in Service Delivery01:06:27 The Importance of Customer Experience01:08:16 The Role of Team Dynamics in Business01:12:24 Customer Service as a Core Value01:14:10 The Need for Respect in the Workplace01:16:13 Choosing the Right Business Model01:18:50 The Importance of Cleanliness and Presentation01:23:28 The Future of Private Equity in Business01:31:42 The Importance of Winning in Sports and Business01:33:11 Running a Business Like a Pro Football Team01:35:56 Discipline and Professionalism in the Workplace01:37:51 Navigating Industry Events and Networking01:39:40 Customer Service as the Core of Business Success01:43:02 Honoring Mentorship and Industry Relationships resourcesAuto Shop Answers - https://autoshopanswers.comTodd Hayes on LinkedIn - https://linkedin.com/in/todd-hayesAI Development by Michael Floyd - https://aidev.comAuto Shop Answers - https://autoshopanswers.comAdam Coffey's Private Equity Books - https://www.amazon.com/s?k=Adam+CoffeyTechMetric - https://techmetric.comBryce's Auto Service Event - https://theaslconference.com guest linksLinkedIn - https://linkedin.com/in/todd-hayesLinkedIn - https://linkedin.com/in/greg-buckley