Fixed Ops Friday w/ Garry Keyser, Matt Norris, Kevin Proctor | Daily Dealer Live
Car Dealership Guy Podcast
Fixed Ops Friday w/ Garry Keyser, Matt Norris, Kevin Proctor | Daily Dealer Live
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Concept
Fixed Ops
Fixed Ops is the part of a car dealership that takes care of fixing and maintaining cars, like oil changes and repairs. It makes a lot of money for the dealership, sometimes more than selling new cars.
Company
Scout Motors
Scout Motors is a car company that sells its vehicles directly to buyers without using regular car dealerships.
Concept
dealer franchise agreements
These are agreements that let car dealerships sell certain brands of cars in specific areas.
Concept
direct-to-consumer model
This means the car company sells cars straight to people instead of through car dealerships, which can cause disagreements with dealers.
Car
Scout Terra
The Scout Terra pickup is an electric truck made by Scout Motors that people can buy.
Term
vehicle reservations
This means people have put money down to save a spot to buy a car later, but they haven't fully bought it yet.
Car
Scout Traveler
The Scout Traveler SUV is an electric car made by Scout Motors that is like a big family vehicle.
Brand
General Motors
General Motors is a big car company in the U.S. that makes brands like Chevrolet and Cadillac. They also sell used cars that have been checked and approved by them.
Concept
certified pre-owned
Certified pre-owned means the used car has been checked and fixed by the car company, so it's more reliable and often comes with a warranty. It’s like buying a used car that’s been approved by the manufacturer.
Brand
GMC
GMC is a brand that makes trucks and SUVs. GM sells certified used GMC vehicles through their CarBravo program.
Brand
Buick
Buick is a car brand that makes nicer, more comfortable cars and SUVs. GM sells certified used Buicks through their CarBravo program.
Company
Carvana
Carvana is a company where you can buy used cars on the internet without going to a dealership. They deliver the car to your home or you can pick it up from special vending machines.
Car
Chevrolet Tracker
The Chevrolet Tracker is a small SUV that many people buy because it's not too expensive and works well for everyday driving. It's good for carrying things and people without being too big or hard to park. People talk about it because it sells well and is popular with many drivers.
Brand
Volvo Cars
Volvo is a car company from Sweden that makes cars known for being very safe and strong.
Brand
Audi
Audi makes fancy cars from Germany that are known for being high quality and having good all-wheel-drive systems.
Brand
Volkswagen
Volkswagen is a big car company from Germany that makes popular cars like the Golf and Beetle.
Concept
FixOps
FixOps means the part of a car dealership that fixes cars and sells parts. It's important because it helps keep cars running and makes money for the dealership.
Company
Ford Pro Elite Commercial Service Center
It's a special kind of Ford repair shop that helps fix work trucks and vans quickly so businesses can keep working without long waits.
Concept
Mannheim auction
Mannheim auction is a place where car dealers buy and sell cars in bulk. It's like a big car market for dealers, not regular buyers.
Concept
service lane acquisition
Service lane acquisition means getting used cars from people who come to a shop to fix or maintain their cars. Since the shop knows the car's history, it’s easier to trust the car’s condition.
Part
transmission
The transmission is the part of the car that helps it change speeds and move. Fixing it can be hard and take time.
Term
recalls
A recall is when a car company finds a problem with a car and asks owners to bring it in to fix it for free to keep everyone safe.
Concept
service revenue
Service revenue is the money a car dealership makes by fixing and maintaining cars, not just by selling them. This helps keep the business running and cars on the road.
Car
Ford F-150 Lightning
The Ford F-150 Lightning is a big truck that runs only on electricity instead of gas. It can do a lot of work like pulling heavy things and has cool new features that help save energy. People talk about it because it's one of the first electric trucks that many people can buy.
Term
EV
EV means electric car. Instead of using gas, it runs on electricity, which is better for the environment.
Concept
EV charging
EV charging means plugging in electric cars to give them power, like charging your phone. It's how electric cars get energy to drive.
Brand
Mercedes-Benz
Mercedes-Benz is a fancy car company from Germany. They make luxury cars and offer services like helping customers if their car breaks down on the road.
Term
roadside assistance
Roadside assistance is help you get if your car stops working while you're driving, like if you get a flat tire or your battery dies.
Term
mobile service
Mobile service means mechanics come to your car wherever it is to fix or check it, so you don't have to go to a shop.
Term
over the air communication
Over the air communication means the car can send and receive information wirelessly, like updates or alerts, without needing to be plugged in.
Concept
customer experience
Customer experience means how happy and satisfied people feel when they buy or use a car and get help from the company or dealer.
Car
Cadillac ELR
The Cadillac ELR is a fancy car that uses both electricity and gas to help save fuel. It looks stylish and has lots of nice features, but it was quite expensive and not many people bought it. People talk about it because it was one of the first luxury cars to try using electric power.
LIVE
Hey everybody, welcome back to another episode of the Daily Dealer Live.
I'm your host, Sam Darkin. Thanks for choosing to be here with us on this Friday, the 6th of March.
And hey everybody, welcome to Fixed Ops Friday. As we know, the smartest operators in the country
are quietly shifting their strategy right now. It's not about selling more cars, although that's
part of it. It's about owning the service lane while automotive debates EVs, tariffs, and shrieking
front-end grosses. The very best stores in all automotive are building technician pipelines,
commercial service operations, and service lanes that actually generate inventory. Because here's
the truth most of us don't want to fully admit. The biggest profit opportunity in dealerships today
in March of 2026, it's not the showroom, it's Fixed Ops. And today we've got three operators on
the show today proving exactly how they're doing it. Let's get into it. And first, today's auto
industry headlines. Today in the news, we are leading with an update on Scout motors. Just days
after two Volkswagen dealers filed a class action lawsuit alleging Scout's direct-to-consumer model
violates dealer franchise agreements, Scout announced it has surpassed 160,000 vehicle
reservations for its Terra pickup and traveler SUV. That's at least 16 million bucks collected at $100
a pop, a figure that is similar to the one cited in the lawsuit as evidence that Scout is already
transacting directly with consumers, bypassing the dealer network entirely. Scout has emphasized
that those are reservations, they're not sales, and that customers can cancel. Still, dealers aren't
buying that distinction. And with Scout's CEO projecting deliveries of said reservations
out to 2028, this legal battle has plenty of runway left. If you want to hear more about the battle,
go to our show Wednesday where we interviewed the attorney who's representing the two dealers
in a class action suit in which he says the putative suit allows all dealers to join
as they proceed forward. So you can check that out from Wednesday. Next up today,
from one big used car or headline to another, General Motors is consolidating its certified
pre-owned business under a single platform called CarBravo. Effective June 2nd,
all certified used Chevrolet, Buick, and GMC vehicles will move under the CarBravo umbrella,
making it GM's sole CPO program for those three brands in the United States. Cadillac, however,
will keep its own separate program. But the move GM says is designed to simplify the
buying experience and give more dealers a cleaner nationally branded way to merchandise
certified inventory. And as a personal aside, I love what GM is doing right now. The head of GM
came on to the CarDealership guy show DailyDeal Alive from NADA. Their discipline in inventory
production is very cool. And I think dealers are well served to give them a little bit of
flexibility as they move forward with this venture. Either way, it's hard not to read,
this is a direct shot at Carvana, which sold nearly 600,000 units last year and is gunning for
three million, three million units this year. So perhaps to Chevy as they compete with Carvana.
All right, next up today, before we go, let's run through the buy sell wire,
straight off the CDG buy sell tracker. It's been an active, it's been an active wire for
the past few days. First, Lithia closed on Toyota of Gallatin just north of Nashville on March 2.
That's picking up its fourth Tennessee store from the Stumble Automotive.
From Stumble Automotive, Lithia CEO says the group is continuing to target high growth markets
and the deal brings their total acquired US annual revenue to get this 225 million bucks so far.
Down in the southeast, Tamron Gulf Coast, a division of Canon Motor Company added three
mobile Alabama stores from CarLock Automotive, Audi Mobile, Volkswagen Mobile, and Volvo Cars
Mobile. That deal closed February 23rd and pushes Canon Motors footprint to nearly 40 rooftops across
Louisiana, Mississippi, and Alabama. And finally, a feel good one to close on,
Frank Mastrovito of Mastrovito Auto Group fulfilled a childhood dream purchasing a Chevy store on
commercial drive in Yorkville, New York from Leadcar. He now owns two dealerships on the same
strip he pointed to as then a 12 year old telling his parents one day, all own those stores.
Props to him for making that dream come true and part of the American dream,
the auto industry is. As always for the Bicell Tracker, head to cdgbicell.com and
we love our cdgbicell.com tracker Bose Jingle. We love it. And that folks is a wrap on today's
industry headlines and welcome everybody to Fix Ops Friday.
Well, it's Fix Ops Friday. If it's Friday, it's Fix Ops Friday, which means today is the day we
get to dive deep into the service drive in the fixed operations. We've got three incredible
operators joining us today. First up, we've got and actually as a reminder before we go into this,
I'm a little off my normal flow today. First up today, let's go to the chat. Remember, you can
push your comments anywhere across cdg platforms. We're streaming across all Cardiola ship guide
platforms. Our own Michelle says let's go Fix Ops Friday. Paul Salisman excited for my Fix
Ops Friday education session. Thanks for watching Paul Salisman, Hannah Farmer, happy Fix Ops Friday
and Ed Roberts. Thanks God. Thank God it's Fix Ops Friday and we appreciate you and you've got a
little skin in the game with today's show. So first up, we're going to go to Gary Kaiser,
president of LB Smith Ford Lincoln. Gary, welcome to the show.
Hey Sam, thanks for having me. We appreciate you being here. Hey, for those that don't know you,
tell us a little bit about yourself and what you do there at LB Smith Ford Lincoln.
So currently I'm the president general manager of LB Smith Ford Lincoln. Take me all day probably
to tell you the whole journey, but as a young kid, 16 years old, I got into a little bit of
a lie in the road and I had to decide if I was going to go to an ROTC boot camp or find a job
and my teacher found me a job at LB Smith and it's the best thing that ever happened to me.
You know, you find a family and our owners, you know, the Jordans have believed in me and
have allowed me to do every job from, you know, when I started on a lot to a tech to a service
advisor, to a service manager the whole way up through and it's been a great ride.
So Gary, what would you say to those in the auto industry that say, hey, this industry is changing
and really what was the American dream, which means somebody could come in
at a young age like you did and realize unlimited potential? What would you say to that person that
says, hey, the American dream and automotive is dead? Is it dead or is it still thriving, Gary?
Oh, no, it's thriving. You know, I still sit in interviews and hire young, you know,
young lads that, you know, are looking for jobs and they start and, you know, on the lot or in
quick lane or, you know, one of our departments and next thing you know, they're selling cars and
they just, once you get into this industry, there's so many, so many different careers under one
rooftop and it's just so exciting. Yeah. Well, it's FixOps Friday. You recently shared,
you've got a new mantra at your auto group for 2026. Share with us that mantra and how it came
to be. So we, it's so exciting, you know, for us right now, we opened a Ford Pro Elite 33,000
square foot, 26 bays, I mean, extra large bays for the commercial world. Through that commercial
business so much that we had to, you know, build a building and FixOps has always been our backbone.
I mean, we just, we love FixOps, we crush FixOps and this year with moving so much gross out of
our main shop, you know, we had to figure out FixOps again and I thought, how am I going to,
how are we going to do this in our FixOps meeting? So we got 2026 is the year, so we named it 2020
Fixed, made T-shirts for all years. I love that. You know, because this is the year of FixOps. I
mean, we got to figure it out, you know. 2020 Fixed, I think that's a great rally cry for the
entire auto industry. In fact, I have a personal ask, will you send me, I'll pay y'all, send you
a check. I want one of those shirts. I want a 2020 Fixed shirt from, from you guys there.
Yeah, so I mean, they wear it on, they wear it on the weekends, just to remind them that, you know,
just not here, we still got our easy path is now something we got to recreate.
So that Ford Pro Elite Commercial Service Center, that's a major commitment. That's a big
financial investment. What made you decide this was the right strategic move in 2026?
So we've been working on it for a couple years and our business, our commercial business,
just grew out of control, you know, and in these commercial accounts, there's no one's
taking care of them, you know, they're waiting. That's their offices and that's their toolboxes
and they're sitting on lots and not getting repaired, right? So if you can turn them fast,
it's, it's low hanging fruit. I mean, the commercial world doesn't really, you know,
monitor the price of the repair. They monitor the time of the repair. So go ahead.
Why is it such an unmet need? Why did it pop up almost out of nowhere that created this
opportunity that you're capitalizing on? It didn't pop up out of nowhere. We had a vision,
you know, we had a vision probably in 2018 that this is what we wanted to chase, right? So
one of my foreman's and myself, we sat at Sheets, Wawa, Rutgers every morning at 5.30
and we would write down everyone that was getting fuel that day. And then we would go visit them
and say, look, all we want is your warning work. We know, we know John's doing or whoever's doing
your repairs, right? Just give us our chance at your warning work. And then we're going to pick
it up and deliver it, right? So this was before Ford even had picked up in delivery and mobile and
all that. So once we created that team to pick up and deliver and allow them to keep their day
going, it just grew and grew that it was busting at the seams in our main shop, right? We got 37
stalls in our main shop and it just was out of control. Do you see the nature of that business
of the demand there increasing, declining, staying flat? I mean, obviously you've invested planning
for the increase, I would imagine. Yeah, definitely increasing. I mean, there's so much out there.
There's so many commercial and just the regular, the average Joe that has one landscaping vehicle
that he's trying to make a paycheck for, right? To pay that. What is a typical commercial customer
relationship look like compared to a retail one? So it's a good question. When we were building
this building, we're like, well, we really don't need a waiting room because we go pick them up
and they don't come in, right? Or they drop off. So the commercial customers, you know,
all they care about is getting their vehicle back because their tools are in that vehicle to fix
what they need to fix. Yeah, yeah. All right, we're going to go into the comments. Angelica
surprised us 2020 fixed. I think she's picking up off your rally cry 2020 fixed props to Angelica.
And then eager K comes into the text with an update from a Mannheim auction. It says,
good afternoon, fellas. Just got done with auction today at Mannheim, New England,
had a great day. Big engine vehicles are getting dumped by dealers. Gas prices scare is going on
right now. And I think that's in reference to the stuff going on in Iran, the impact on oil overnight,
price of crude oil shot up. And there's some uncertainty out there. And I would argue that
we're going to see a little bit of a shift as we have at other periods of time when the price of
oil has been a little bit under pressure. You probably don't have a big opinion on what that's
going to look like from your vantage point. But do you foresee a little bit less demand on gas engines
and maybe even a little bit more EV in our future? Anything you want to say on that as breaking news
from eager K at the auction? Are you asking me if I want to say anything? Yeah, yeah, yeah, you want to
that's a loaded political. No, that's a loaded question from me. I pass on that question.
Fair enough. Fair enough. Fair enough. All right. So one thing that you've talked about in your
intake form is you talked about working the service lane to acquire vehicles. How big of an
inventory source is the service lane in March of 2026? And what's your process to capitalize on that?
So we're just dipping our big toe into that because everywhere we go, I mean, NADA, the two biggest
seminars we're acquiring vehicles, used car vehicles and retaining tax, right? So, you know,
we're servicing probably an average of 150 to 60 cars a day, right? We're the only ones bidding on
that car, right? And I know this is the new wave going on out there, but it's true. And we kind of
put a team together to do it. And we're stumbling a little bit, right? And it's just as you, you
know, before you walk, you crawl and that's where we're at. But we're getting some great success
and some of the stories that I listened to at NADA, these guys are really acquiring a lot of cars
out of their service lane. And, you know, it depends on your retention, like our store has a
huge retention. I mean, our customers trust us. They've been coming here since, you know, you hear
it in the service lane, the 60s, the 70s. And, you know, it's great because you have their service
records, you know, you're not buying a car, you know that you don't know what you're getting.
So we're still trying to figure that out. So I think a lot of stores are. And in fact, service
lane acquisition is one of those things you almost hear as a buzzword. Everybody's talking
about it. Not everybody's figured it out. We'd love to hear from our listening audience in the
text. We'll bring those comments in. As you're thinking about it, and you're starting to create
that process, what does the process look like? Who's conducting those appraisals? How often are
you executing on those? And then how many vehicles are you picking up on an average month since you
began? So great question. So we've switched gears a couple of times. We thought maybe one of our
used car managers would sit down there and start having the conversations. And, you know, but our
clients, you know, we have such great relationships, our clients didn't know our used car managers.
So our senior advisors would be the ones to say, Hey, Sam, today when you're in here today, how
about a complimentary appraisal on your vehicle? You know, that really seems to be getting traction.
Now we just started it about a month ago. I think we bought maybe eight to 10 cars out of there so
far. Okay, okay. You know, so but a lot of a lot of appraisals and a lot of tire kicking, we're
planting seeds and, you know, in this business, a lot of things you do, you don't get instant results.
Yeah. So transitioning from the used car acquisition piece, which I do believe in, I think you can
have a major impact on used cars overall dealership profitability. You've opened this new commercial
center and you've talked about backfilling the main shop. What is backfilling the main shop
look like in March of 2026 after you've opened this huge commercial service center there at Ford?
So what our plans are to start, you know, we struggle with transmission repairs in the Ford
world and, you know, any Ford dealers out there listening would probably say, Yeah, that's a
true statement. So we are actually creating a transmission shop inside of our shop that we're
going to expand. And, you know, a lot of our Ford dealers around us are a month out for
transmissions, you know, and then you got loaners and it really puts a bind on your business. So
we're going to expand that like having like an internal transmission shop for all makes and
models inside of our inside of our dealership. And, you know, of course, we're trying to buy
more used cars instead of running the used cars through the main shop, we're going to have a
used car recon center. So a lot of good exciting plans, you know, we have a vision, we just got to
get there. Yeah, yeah. And truly in 2026, Fixedops is a big opportunity in in operations you've
capitalized on on the commercial side. We reported last year 2025 Ford is the number one most
recalled OEM. How are you meeting customer demand and needs for those recalls? Are you involved in
service? Is there anything you're doing different in your organization to help create a great
customer experience for those customers that are going through recalls and or routine warranty?
You know, in the Ford world, you know, Ford has pressed mobile pickup and delivery and more we got
we got five mobile bands, three really running, you know. So are we doing anything different? I
wouldn't say anything different or stands out compared to all the other Ford dealers in our
world. Just you got to have it's got to be its own business. And it's got to be have its own
advisor, its own, you know, that's got to be a little iceberg off the big iceberg. And it's
got to run like that, or where you're constantly, you know, looking and searching, trying to figure
out how it works. Yeah, Ford has done a lot in terms of supporting the program with factory
money with mobile service. Are you guys all in on mobile service? How many mobile units do you
have? Or are you doing more pickup delivery work? So we do we do a lot of both. We're not some of
the super stores that are out there, but we do we do well with it. We have we have five bands,
but we only have three running at this time. And pick up and delivery. I think we have eight
quarters in the morning, eight quarters in the afternoon. And you know, clients love it. I mean,
it's great. I mean, all manufacturers, they it's easy CSI. So going into the text eager case
says every dealership should have at least two dedicated transmission experts on hand that do
nothing. But transmissions eager says I agree. And then BDN goes 69 says, what do service managers
and advisors think about this is a question for you, Gary, what do service managers and advisors
think about possibly losing customers and selling less hours when cars are bought in the service
lane? So one of the tricks to use car acquisitions and services, what do you do with the revenue
loss to the service department when we snag it as a used car or sell a newer vehicle, Gary?
So, you know, we're a month into it. And I think out of our the ones that we acquired,
75% of them bought a new car. So, you know, it's a great question. We're pretty fortunate in service
that, you know, our flow is pretty strong. But, you know, we haven't got to that point where we
said, hey, we're going to hurt our service department, because you got to keep it all going,
right? You got to keep everything rolling. All right, Gary, as we wrap up, and then we're going
to bring you back for the round table at the very end, a lightning round, if you will. If there's
a dealer listening to Gary that says, Hey, I want to grow service revenue 20% this year in 2026. In
your opinion, where should they start? What's starting grounds for that 20% boost in service
revenue? Hands down commercial. Yeah, so much of it out there. It's higher labor rate. They fix
their vehicles that you don't have the time you're not even waiting on OKs. I mean, they just need
them fixed. And it's so strong, such the low hanging fruit of our business. Yeah, yeah. And
it's interesting that note that it's been under a need that's been undermet and you've executed
on strategy to go after it. Gary Keiser, President of LB Smith, Ford Lincoln, we appreciate having
you on the show today. Thanks for joining to share your perspectives. We'll have you back
as part of the lightning round at the very end. Thanks, Gary. Yeah, thank you. And we are full
swing into fixed ops Friday. Thanks everybody for being here. Thanks for posting your comments
on social media. Again, we'll continue to bring those into the show. Igor Kay reporting live from
the auction as it relates to used car values with gas engines. That'll be super interesting
when you think about impact to EV and EV demand if the price of oil becomes significant through this
Iran thing. Let's talk Great America. Today's episode is brought to you by Great America,
Great America finances, buildouts and remodels including service equipment, collision and repair,
body and paint, EV charging, car washes, signage and software. Upgrade your dealership without
draining cash. Learn more at GreatAmerica.com forward slash dealer build and we appreciate
Great America for supporting today's content including that great conversation with Gary about
servicing commercial vehicles and their expansion to meet that growing need and automotive and then
also their new initiative aimed at going after used cars and really, you know, they're working to
perfect that. So I think a lot of us can learn from that. And I am super excited to get my 2020
fixed t-shirt from their organization. I love that rally cry. So let's swing straight into our next
guest up next fixed ops director at Bozard Ford, Matt Norris. Welcome to the show.
Matt, welcome.
Hey, we appreciate having you. And by the way, one of the things I love about automotive is we
pivot fast. We had a couple last minute changes and you were gracious enough to raise your hand and
working with our team to come in and be part of today's conversation. So thanks. You work with
Ed Bozard who we've had on the show in the past and you guys are a growing organization out there.
So your technician, actually, first of all, Matt, tell us a little bit about yourself for
those who don't know you in your store. So Matt Norris, fixed ops director at Bozard Ford Lincoln.
I've been in the industry probably 30 years between being a technician, service advisor,
service manager and now fixed position. But I love the industry. I don't think I would want to do
anything else. It's been very rewarding for my family and seeing the growth and development of
the people that I get to work with every single day has been phenomenal. So that's awesome. Well,
your technician pipeline in service is one of the most interesting in the industry and you've
intentionally built that. Walk us through how you've built that technician pipeline and how you
continue to grow and develop technicians within the auto group. Sure. So 2016, prior to me getting
here, I've been at the dealership almost eight years now. But in 2016, the dealership started what we
called TDP, our tech development program. And we started off with one instructor and a couple of
entry level technicians. And we felt that the only way that we were going to be able to get
talented with the dealership, which is what everybody struggles with this industry now is
getting talent, right? And unicorns aren't, you know, they're not falling from the skies. And
so we got to grow our bench and we've got to develop people. And we felt the best way to do
that was to start our own development program. And we work very closely with two of the tech
schools in the area. We have great relationships with them. They both have automotive and diesel
programs. We invest a lot into those schools with finances and commitments, etc. And because of those
relationships, we have a pipeline of students that come into the dealership. And so as those entry
level techs come into our quick lane, that's typically where we'll start them. They spend five,
six months on our quick lane. It gives them an opportunity to understand and know our culture
and know how we do things. It gives us an opportunity to make sure that that individual
has what it takes. And then from there, we move them over into what we've changed TDP into BTI,
those are technical institute. And we've moved that into a nighttime role. So those students
come into the program, they start at two o'clock for the first two hours of the day, they spend
working with the instructors doing, you know, the required for the web based training so they
can start working on getting their their certificates and their training. And then at four o'clock,
they come into the shop from four to midnight, they work for 10s. And then they come into the shop
at 4pm. And they work very closely with other students and their instructor. And they work on
live cars. We do pretty much everything except heavy line work for the most part. But two thirds,
I think it's roughly about two thirds of our of our technicians, our masters, our senior masters
in the shop have come out of that program. If you walk through our shop, it's very compelling
when you see the medium age of our of the majority of our technicians are 35 and under.
That's impressive. You know, at Ziggler Autogrew, Bob Keele was on last week or week before talked
about a similar program. So props to you guys on that BTI. And I asked you pre shows, you know,
how many technicians do you have today on staff that are from that program? And it's astounding
that the impact that it's had to your ability. So as you recruit technicians into this industry,
what do you think the biggest myth is an automotive when kids are thinking about a career? What do
you think is the biggest myth and automotive that prevents a lot of kids that would be great
technicians from exploring that as career potential before coming to your school? It's a
six months of training. And for the most part, they've got it, and they can run the ball down
the field and be very successful. Technically, it's a whole different ballgame. There's, in my
opinion, from entry level to being senior master or knowing what's what's going on and how to
properly get a vehicle and diagnose it and actually repair it. It's like years. And so I think,
I think between the learning curve and a lot of technicians are, you know, the younger generations,
a little unsure of flat rate. I think those are probably the two of the biggest myths.
As long as you have some of the programs like, you know, some of us out there do,
I think it's helped support, grow and develop those individuals so they don't have to have
those fears. Yeah. And you know, it's kind of our fault as an industry for not having supported
such a technical skill with training and development. You know, you can't go to, you know,
college isn't the best place to learn to become a technician, right? And school of hard knocks
in today's increasingly complicated world isn't also, you've got to really recruit, cultivate,
career path, guide them through that. What do you think is the biggest mistake most dealerships
make when they're trying to recruit great technicians, understanding where they come from
and the success you've had? So from past experience and knowing a lot of people in the industry,
what I've seen as seems to be the biggest mistake is to bring entry-level technicians in
and make an assumption that because they've been to school, they know how to go out and fix a car.
That's not reality. And you've got to, you've got to support them. You've got to, you've got to pour
into them. You've got to put them either with a mentor, if you don't have a training program,
but it really just takes a special someone to wrap their arms around that individual
and want to grow them and want to develop them. But if you've got those kind of people in your
dealership, I highly encourage you to figure out a way to get those entry-level people in to spend
time with those people that are willing to pour into them. So you've invested a lot of time training
expertise into BTI. If there was a dealer that's listening today that says, hey, I want to create
this technician pipeline program tomorrow, what are the first few steps they should engage in to
create that? So I think first and foremost, you've got to identify the individuals within, you know,
the either you bring people in from outside, but preferably you identify those people within
the shop that are willing to take the time to grow and develop those people. And then you've
got to grow out and develop those relationships with either the high schools or the tech schools
so that you have a pipeline of people that are interested in. And then, you know, having a culture
where everybody understands that work, we all start somewhere and we all got to focus on taking
the time to teach, train and mentor people because all of us have one at some point in time, right?
Yeah. All right. I want to transition over to props to you guys for your commitment to developing
talent, recruiting people and helping young individuals see automotive as a career opportunity
before we get into service, mobile service. Ed Roberts, who may know a thing or two, he says,
hey, ask him about Bozard built. Tell us what that is. We're straight from the boss.
So a couple of years ago, you know, we've been doing a lot of accessory builds. We got
more heavily involved in building trucks. We wanted to brand that and create a new vertical
within our industry, maybe not our industry, but certainly at our dealership. And so we branded
Bozard built and we've just hired a manager, Justin, to run that program and he's doing a
phenomenal job so far. The team here is phenomenal. But we really want to dive into that market where
we can have a lot of fun with consumers. We can build some cool stuff. We can have some fun with it.
And I'll tell you, from my standpoint, there's nothing cooler than being out at a car show or
being out at the grocery store or Target or something and seeing one of our Bozard built
trucks because they're all branded that way. It's like, you know, it's ours. Yeah. So no matter
where you are, everybody looking at it can see it and they acknowledge it. They see what it is.
All right. We we are powering out right now of a time in automotive history where there were less
new cars in the market. So less UIO for a lot of dealerships, maybe not as much Ford, but there
were manufacturers that were constrained. There are some service departments out there right now
that are saying, Hey, you know what, customer pays not as central to our strategy. We're living off
recon warranty pay, that sort of thing. What do you think is a great target for customer pay to
make a service department healthy? We all know absorption and other things like that. And what
would your response be to a service manager that says, Hey, you know what, it's kind of different
here. Customer pays not as big a deal. UIO was lower over the past several years. So we're going
to focus on warranty work. We're going to focus on internal recon and use car sales. What do you
say to that manager? Well, that's a loaded question. I love the loaded questions, by the way. It helps
my own curiosity. Go ahead. So I'm a firm believer that we need to care for people's cars. And I think
everybody, you know, from a consumer standpoint, I think everybody has different levels of what
how they want to care for their car, whether it's, Hey, at least this thing for two years. And I'm
really not super concerned about, you know, spending all this money on 30 case or whatever the case
may be. But then you have a lot of other individuals that they will keep their car for 150 200,000
miles. And I think at the end of the day, it's our job as a dealership, they don't come into us
knowing what they need for their car. They come into us because we're the experts, and they're
relying on our expertise to tell them what they need. I do think that customer pay is a big part
of our business. It's always going to be a big part of our business. But you know, looking at
caring for their cars, the biggest thing for us is we want to make sure that they have a good
ownership experience. And then obviously, you know, they have a great ownership experience,
and their cars has has had limited breakdowns, because they've done all the routine stuff,
we're going to sell more cars, they're going to come back into us, and they're going to buy more
cars. So are you saying in a way, don't worry about customer pay, worry on the customer experience
and the CP will take care of itself? 1000%. Okay. And what's what's a tool you use in your auto
auto dealership here in March of 26 to lean into creating that great customer experience and fixed
operations? So obviously, a big piece of that is culture. Advisor advisor team does a great job.
I've never worked with a group of advisors like we have here. And I'm obviously biased, but we
have an amazing team. But I think another key component to is the technician video MPI. I think
that's all I love that. Yes. Why what what system do you use? What's your benchmark? And how how
good are you at doing that opposed art? Well, last question. First, we always have the opportunity
to get better. We actually got down my management team. And I just sat down yesterday, we discussed,
how do we improve upon this service? And how do we create a more consistent process in the shop?
And so we're actually launching that the next couple of days. We've got something lined up,
but it's transparency. You know, when when I'm looking at a technician going over my car,
they do an introduction, they go over everything on my car, they tell me, you know, what I'm there
for, then they go over, hey, look, this is some some items that need attention. At the end of the
day, I want to I want my I don't need to be sitting on the side of the room because my car is not
running properly or something happened. And, you know, Ed and I were talking this morning about
how the advisors have traditionally always had the relationship with the consumer. I believe
that game can change now. And I believe that if a technician that's really, really wants to create
a name for himself and really take off, flip that phone around, flip that iPad around, introduce
yourself, let the consumer see who you are, and you'll build a pipeline of customers coming in
that ask for you to work on their car. So, so what system do you use to deliver that video MPI?
And what's your percent standard? What is success at Bozard? So we're using my karma,
and we've got we've got to be above 85%. Okay, and are you above 85 consistently?
Is that? Yeah, we are. Now, what we're not going to do, like when when we bring up bring a stock
unit in for recall or things that nature work, we're not going to do a video MPI on that.
Just because it's time that we can use for other things. Yeah. So, so to tie it back to my other
question, what is the impact of video MPI 85% above on customer pay? Does that customer pay
number go up? Yeah, 100%. And it's interesting when you when we first started this, and obviously
some of our consumers have seen it now. But when when they we first started sending these out,
it was overwhelming response of this is super cool that I get to see what's wrong with my
thoughts. I would identify some things. Yes, things I saw or I met, you know, I heard the
technician like people want that transparency and they like being involved in it. If they have a
if they can be involved in it, man, what a game changer. Yeah. Matt Norris, this is killing me
because our time's almost up and I have so many other questions to ask you for. I want to transition
from customer pay video creating that great customer experience to mobile service. You guys
have a large mobile service operation. Tell us how you're thinking about mobile service in March
of 2026 and any tweaks you're making to it to win between now and the end of the year at your
Ford franchise. So we have, yeah, we've got total of 46 units. We have 41 or 40 on the road currently.
And it is something that we're all 100% invested in. I don't think it's ever going to go away.
I my wife loves it. I don't have to bring her car in. I don't have to inconvenience her anymore.
They go to the house. They do it. She is she's in love with mobile service. My neighbors are in
love with it the first time they had it. But yeah, it's a game changer. One of the biggest
things that we're focusing on this year is fleet and commercial retail work, you know, we're going
to continue that focus but fleet and commercials and other big focus that we're really diving into.
And we we're going to we're looking at going out to these fleet and commercial companies and just
say, Hey, look, we're here. Just give us one of your cars. It can even be an employee car.
Let's just go out there and do a little change. I'll just let us show you what we can do.
So Ford has been great at supporting mobile service. They've provided factory dollars for it.
As I mentioned with Gary, you take that factory support away and a does it still
pencil economically? Is it still a very profitable enterprise? And B, do you see for see a time when
there'll be a preference for mobile versus coming into the brick and mortar? And how soon is that
if you think that comes? So I think we're there now. I think as people are getting more and more
exposed to mobile service, the added layer of convenience where I can, if I work from home,
I don't have to come into the dealership and spend two hours at the dealership,
basically with not a whole lot to do with the dealership in a waiting room, right?
So there's a huge convenience there. You can go out to people's businesses. We can go out to the
ball field while their kids are playing sports on Saturdays and do their service right out in the
ball fields like we'll do it anywhere as long as people are okay with it. And so yes, I do that.
I do think that this is going to continue as far as penciling and making it work without the factory
money. Yes, I absolutely think you can go, you can absolutely make it work. You just have to be
very intentional about making sure that your scheduling means appropriately that you're
keeping your guys with a good stream of work. But yeah, I do think it can pencil without factory
money. Yeah, fantastic. Well, I'll tell you what, Matt Norris, fantastic conversation today. We
appreciate you jumping on last minute with us. What is your biggest initiative as we wrap? Final
question in 2026. What do you see as the biggest threat and the biggest opportunity in fixed stops
for dealers 2026? So I think our biggest opportunity, at least from my perspective,
that our dealership is going to be continue with a focus on our buzzard technical and student
growing and developing young tax. Obviously, it's opened up some hours in the evening for us to do
additional work. I think the third thing for us, or second thing, excuse me, is a focus on customer
outreach through our service BDC Center. And then the last one for us is a heavy, heavy advisor
training program. Yeah, yeah, well, fantastic. Matt Norris, thanks for being on the show. Gary
Kaiser came into the comments in our internal little messaging thing. And he said, I'm just
going to read this because that was cool spot on in our words, love the client up close quote,
the revenue will come after and rather than having that focus on customer pay as a metric,
focus on elite service to that customer in the moment and and the rest will come. So
Matt Norris, fixed ops director at Bozard. Thanks for being on the show today, sharing your
perspectives. You're welcome. Thanks for having us. That was fun. And seriously, we had a we had
a little bit of a pivot last minute, he was great to come in. And I would love to continue the
conversation even more on mobile service. But, you know, it's only a 60 minute show, we could go
for a couple of hours here, eager K comes into the comments as Ford's following the Mercedes Benz
playbook with mobile service and roadside assistance. He says, I think it's great. And actually,
the Benz program is awesome as well. They do a lot of the over the air communication with the
vehicle to help dispatch the vehicles and meet customer need. And again, creating that great
customer experience makes it less about price, more about the service and people I think in
2026 are willing to pay for a better experience. And then Christopher Shouten says, how do we lock
in customer loyalty when so many are defecting? Let's hang on to that question for the roundtable
at the very end, because I think we've got just the guests to address those questions and more.
So next up, we are going to turn quickly to Kevin Proctor, Service and Parts Director at
Classic Chevrolet. Kevin, welcome to the show. Thanks for having me. So Kevin, you're not far
away from me. So Kalamazoo, Michigan, we're in Western Michigan, you're just on the opposite
side of the state. So we share Michigan. It's great to talk to a fellow, Michigander. So for
those in our audience daily dealer live that don't know you, tell us a little bit about yourself
and what you do out there. So obviously, Service and Parts Director, I started this dealership in
99. Fresh out of trade school started as a technician, worked as a technician for 24 years.
While I was doing that adjunct automotive instructor at the local college did that for
about nine years, which was fantastic, because I could take my star students and bring them
into the dealership and grow my own technicians that way. I quit doing that, you know, the whole
two jobs thing with the family and all that just wasn't working out long term. So yeah, quit doing
that. But I did love it. Got a call from the owner of the dealership about two and a half years ago
and he said, well, I need you up front. So guess what? Take your toolbox home and come on up here.
What was the biggest shift for you going from the prior role to the new role?
It's just so much. And of course, that first year was drinking from a fire hose. There's just
so much to learn up here. It's a lot more stressful. One of the things that they don't tell you as
you're on all the time. When you're a manager, you're on call all the time. When you have a day
off, you have your phone on you because there's often a fire to put out. There's something to do.
You serve the customer and your employees, right? And at the end of the day, you've got to be available
to both. You've got to be available to the customer oftentimes through your employees. So it's
learning to balance multiple hats. It's fascinating in the intake form you talked about. You run
book studies with your service advisors. I don't hear about that a lot. Service advisors
getting into books and then talking about why did you start doing that and what's the business
benefit to the organization of those book studies? So I mean, really, I'm a bit of a book nerd
anyways. So I'm always reading something, multiple books, listening to books, whatever. I'm always
looking for a little bit more knowledge on stuff and just talking to different people
and really realize that my service advisors have a gap somewhere. And I don't know if I'm totally
equipped to fill that gap without help. So I started running shift meetings about a year ago. So
pre-shift, we get together for about 20 minutes. We go over the day schedule, who needs a loaner,
what maintenance everybody's got, what appraisals we need to do, that kind of stuff.
You know, talking about the sales leads, that kind of stuff. And every Friday we do a book study.
So we take a chunk of that service meeting and we do a book study. So really, it really started
out as a focus on hospitality. Go ahead. What book are you reading now? What are you cracking up
as you read now? I'll tell you, but I'm going to also say I don't necessarily recommend it,
but we have had some really good discussions on it. It's write service and write your own paycheck.
There's some really good nuggets in there. There's stuff that definitely doesn't work for our
demographic, but it has my advisors talking and that's really what I want. What's one discussion
point in March of 26 that has ended in a takeaway where you've read it in the book, you've debated
it, and you've said, hey, this could actually work.
Well, part of it is building a rapport with the customer, getting to know the customer,
getting to know the customer's vehicle. Customer walks in, you're looking for those tags.
You look for their hat, they're sure, you do the walk around in their car, you look for their
kids, their pictures of the grandkids, that kind of stuff. You look for that one connection point
that you can get with that customer to build the rapport, to build the trust, to get the customer
to connect with you and see you as a human, not just a deletion. So let me ask this, Kevin,
you could stand up in a meeting, in a sales meeting and give your top five hints and tips.
Why is it better to read it in a book, have a conversation, and then have everyone arrive
at that on their own versus you talking about it in a meeting and just leading the meeting with it?
Well, and honestly, we talked about it a little bit this morning in our book study.
It's the idea of show, don't tell. I shouldn't have to tell everybody what to do, but I can show
them. I don't have to tell my customers that we're the best dealership around. I have to tell
my customers that I have the best technicians, but I'd better be able to show them.
Yeah. Yeah. Of all your service advisors, do you ever get some of them that are like,
I just don't read. I'm not doing this. I don't understand it. I don't get it.
This is ludicrous. I'm not doing it. So not anymore. It was a fight. Well, I don't want to
even say it was a fight at first. I did get some kickback from it, and not to sound harsh,
but it really came down to this is a condition of employment. This is what we're doing. That's
not optional. And even though I had to start it out that way, our advisors really embrace it,
and they love it. And I think they love it when the books are not as good sometimes,
because they can pick them apart and go, oh, this is not going to work for our customer.
We can't do this and that kind of stuff. But again, it's getting them talking.
Yeah. But sometimes the conversation is more valuable than the information they're going to
take away because you learn to relate to each other, you learn to talk, you learn to problem
solve. And sometimes you'll probably get the team gather on one side as a team. And as long as
they're all banded together on it, that you've you've accomplished the goal. So let's transition
to warranty labor rate. You talked about focusing heavily on warranty labor rate increases this year.
Why is that such a big important lever in March of 26?
Well, we really have to look to our future. With our warranty labor rate increase, it's
obviously based on a lot of state laws. Whatever state you're in, the state laws drive, whatever
your warranty labor rate increase can be, what goes against it, what goes towards it. And really,
a lot of that is the customer pay repair work that goes towards that. So back to your previous
guess, that yeah, the customer pay work is the customer is important, the customer pay work
is important. Because if you don't have that, then you're not you don't have anything to stand
with your manufacturer to try to get that. Yeah, but what do you say to the service manager that
says, look, there are less new cars in circulation right now, there's going to be less customer pay
because there's less cars to bring back in here. We're an expensive dealership, right? Customers
shop up the road because they're super, you know, they're saving money. You know, I'm going to focus
on warranty pay and internal. I'm not going to focus on that customer pay. What do you say to
that manager? Well, if we don't have the customer pay, we don't have the warranty. You know,
yeah, people, you know, people buy their first car from the sales department, but they buy the
rest of them from the service department. So what's your biggest tip? What's your biggest tip in
March of 26 to create an elite customer experience for every customer walking into your dealership?
How do you train for that in the drive? So honestly, it really comes down to the basics.
Somebody needs to be on that drive at all times. You know, that's one of those struggles that we've
really had is keeping somebody on the drive, keeping those phones answered. When that phone rings,
somebody has to be there to answer it. When a customer walks through that door,
there should be, there has to be a smiling face while they're greeting them and greeting them
by name if possible. What percent of the time would you say you're successful at that? And what
percent of the time do you think we fail at that? Having someone on the drive ready to greet you by
name? Where do I want it or where am I? Yeah. So I'm probably 85%. They do really well. I get it.
Advisors are busy. There's always something to do. But that's something that we really need to focus on.
One of the most shocking statistics, I think, in all of automotive is CDK's recent survey
where they came out and they said, hey, the average wait time, average wait time for a customer
calling and getting put on hold and services nine minutes, which means there's equal over and equal
under. Does that resonate with you? And then what's the solution to that when we think about creating
a great customer experience? Oh, well, you know, I don't, I don't know our exact metrics, but I
can't imagine any of our customers are waiting nine minutes on the phone. There's no way. Who would
wait that long? That's insane. They're going to hang up and they're going to, they might call back
once. And if we don't get on it, they're calling somebody else. This is the way it is. Yeah.
So thinking about KPIs that you watch and monitor, and then we're going to get into our roundtable,
what is, what is a couple KPIs that you watch in March of 26 that are important to you to
decide whether or not your team's running efficiently, effectively and profitably?
I really like to group our KPIs together. I don't know that there's really one important
KPI. We really do like to focus on effective labor rate, because that is what goes towards
our warranty labor rate, is our effective labor rate. So that's a big one. But, you know, we have
our hours per hour. We have our dollars per hour. One line repair orders is a big one.
All of those need to work together. Because if you don't have them working together,
you can have some super clever advisors trying to manipulate numbers and make things look good.
So, you know, we always try to make sure everything works together.
All right. So you talk about super creative service advisors. What is the ideal service
advisor pay plan look like in 2026? And then we'll go to our roundtable.
We keep our advisor pay plans pretty simple. They're based on labor dollars sold rental.
They're based on CSI, effective labor rate bonus. They're really not super complicated.
Yeah. Dan C. comes into the comments, says try audiobooks for those that just don't want to
read. I agree with that. And he says it's a great solution for people who hate reading
audiobooks. Igor Kay agrees with it. Igor Kay also says, I don't get it. We can show you and
train you. But if they say I don't want to do it, you say buy. And that's a standard for creating
that expectation. So, Kevin Proctor, classic Chevrolet fellow of Michigander. Thanks for being
on the show. And we're going to bring Gary Kaiser back in for our lightning round here at the very
end as we wrap up today's fixed ops Friday. Welcome back, Gary. Good to be back. Yeah.
Hey, what do you think? We just talked a little bit about ELR as an important KPI. We've talked a
lot about this on the show. Anyone that watches and hears Tully as an example, Tully from Nilo
would say, hey, ELR is not that great a metric. He says I'd rather focus on retention. Gary,
any thoughts about ELR versus retention? Yeah. So, you know, my opinion is I'm retention heavy.
You know, as I said earlier, love the customer off. ELR comes, you know, you get the key flippers
that just give you the keys and say, fix it, right? Once you get that relationship and back
to the question about retaining or the loyalty of clients, it's all relationship. I mean, it's all
just knowing your clients and making them feel at home and don't make it about a service visit.
Make it about their lives. Yeah. Yeah. That resonates with me. All right. First question
up on the roundtable. This is the official. If a dealership and anybody can take this,
if a dealership doesn't have at least 100% service absorption in the next five years,
is that just poor management? I'd say 100%, you know, that's shooting for the moon, right?
In our region, 75% now we're, you know, we're real close to that 100%. Sometimes over, you know,
we dabble with being over that, but I mean, you're shooting for the moon. Yeah. It's definitely
a high number, especially in a rural area with a single point dealer. It's, you know,
that's a tough number to hit. Is there a better stability metric for a dealership than absorption
today? I don't know. I don't, I guess I don't really have a good answer to that one. I would
say no. I mean, we concentrate on our absorption, right? That's our, every time the statement comes
out, we're flipping right to our page and saying, what's our absorption? Yeah. All right. The service
lane, next question up, the service lane might be the most underused inventory acquisition channel
in the entire industry. Should every service advisor be trained to identify trade opportunities
and appraise cars at a dealership of 2026 March in today's world?
I wouldn't trust my service advisors to appraise a car, but
they could start the conversation for that conversation. Yeah. I'll get somebody on the
sales team that we communicate with every day. They go through the schedule with my dispatcher
and we identify the vehicles before they even get here.
Gary? I agree. You keep the service advisors in their arena. When you put them outside their
arena, they already have X amount of texts, X amount of phone calls coming at them. Their
plates are so full and it's like Thanksgiving dinner. It just stuff falls off the edges and
you got to pick it back up and put it on. You start, you'll start losing, I think, CSI if you
start asking them to appraise cars. Next question is one that just fascinates me.
Service advisors are sometimes the highest paid people in the dealership that most GMs don't
train enough. When you think about comp relative to training, what percentage of advisors are
actually performing at their potential where if there is additional training attention,
they could actually exceed that and be even more profitable. Do we train advisors enough,
Gary? No. The whole industry will say it. I believe we'll say the same. In my opinion,
as we do not, they are left out on an island and I'm going. What's the solution, Kevin?
Why don't we train them enough? We talk about it all the time.
Well, I guess I don't know what the solution is. I know what I do and we just talked about the book
studies. That's one thing that I do just to try to train the advisors. Talk to them, build a
relationship with the advisor. Just as important it is for the advisor to build a relationship
with a customer. You have to build one with your advisors. Get to know them. They need to be able
to respect you so that you can teach them how you want things done. I like your process,
because from your role, you're spending significant time with them. They're hearing how you think,
what you do, you're debating things from books, but not everybody has the time, the ability to do
what you're doing. Is there a process in the training world that best trained service advisors?
I believe you have to get them outside their environment to train them. If you try to train
them, we have morning huddles and we do it all day long or train them. You get them outside their
environment where they're not getting fastballs thrown on them all day long. They retain more.
You have to trust who's training them. Are they training them to your culture? That's the big
thing. At the time, you can't take them off the lane because you're so busy that you can't get
them outside of this world. I would love for a future episode to do a round table. You two are
related to service advisors. Everybody's got training in sales. Everybody's got service training
at FNI. I haven't seen a really great, other than the one-on-one you're talking about off-site and
whatnot process. I would love to invite various trainers in to get their takes on that. To you
both, Gary Kaiser and Kevin Proctor, thanks for joining Daily Deal Live and this Fixed Ops Friday
round table. Props to you both. Congratulations. You guys crushed it today. Thanks for being on the
show. Thanks for having us. Today was an awesome show. We had a great conversation on all things
Fixed Ops. We've got a few great shows next week. On Wednesday as an example, we're going to dig
deeper into the broker conversation, hearing the reply side to the broker debate that we had last
week. A bunch of great content coming up next week. But for now, we say thank you for watching the
Daily Deal Live. We break down the biggest moves in the car business as they happen. Don't forget,
we're here every Monday, Wednesday, Friday, live 1 p.m. Eastern across all CDG social media platforms.
So if this is your world, hit like, hit subscribe, turn on those notifications so you never ever
miss a beat. And we'll see you next episode. Thanks for being here, everybody. Happy Fixed Ops Friday.
About this episode
The discussion centers on the growing importance of fixed operations (FixOps) in car dealerships, highlighting how service lanes and commercial service operations are becoming key profit drivers in 2026. Gary Keyser shares his journey from entry-level to president at LB Smith Ford Lincoln and explains their strategic investment in a large Ford Pro Elite commercial service center to meet rising demand. The episode also covers industry news like Scout Motors' legal challenges, GM consolidating its certified pre-owned programs, and recent dealership acquisitions. The conversation emphasizes the evolving automotive landscape and the opportunities in service and commercial vehicle maintenance.
Original notes
Today's show features:
- Garry Keyser, President of L. B. Smith Lincoln
- Matt Norris, Fixed Ops Director at Bozard Ford
- Kevin Proctor, Service and Parts Director at Classic Chevrolet
This episode is brought to you by:
Great America – Planning a new service lane, collision center, or showroom refresh? GreatAmerica finances dealership build‑outs and remodels—including service equipment, collision & repair, body & paint, EVSE, car wash, signage, and software. Our fast credit decisions keep projects on schedule, while flexible financing structures are designed to support growth, efficiency, and long‑term ROI—without tying up cash needed for inventory, staffing, or daily operations. Visit https://carguymedia.com/4l4uK13 to learn more!
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