Simons, Ellis, and Toothman on Used Car Acquisition | Daily Dealer Live

Hey, everybody, welcome back to another episode of The Daily Dealer Live.

I'm your host, Sam Dark.

Thanks for choosing to be here on this Wednesday, February 11th.

Hey, if you think used cars are just about pricing and retail execution,

today's episode might change your entire playbook in your dealership,

because the smartest operators right now aren't winning at retail,

they're winning at acquisition.

And this 2026 market, it's moving too fast,

capital is too expensive, an instinct alone doesn't cut it any more.

Or so goes the claim by some of our guests today.

Today, we've got a dealer principal reshaping a store around used car discipline,

a tech founder building the intelligence layer behind smarter inventory decisions,

and an owner already seeing results from that shift in real time.

If you're a dealer, a GM, or just trying to control turn, protect, gross,

and stop guessing today's episode is for you.

But, as usual, first up today's industry headlines.

First up today, Chinese automaker BYD is suing

the U.S. government over its tariff policy,

even though the company doesn't even sell passenger cars in America.

BYD filed the lawsuit in the U.S. court of international trade,

challenging President Trump's use of the International Emergency Economic Powers Act

to justify the levees' un-commercial vehicles,

batteries and energy storage systems and solar panels.

BYD argues the law was never written to authorize the tariffs in the first place.

Several small businesses and a dozen states have already challenged

the same authority in lower courts where judges ruled that the president overstepped.

For now, the issue is headed to the Supreme Court where justices from both sides of the aisle

have reportedly questioned whether IE EPA can legally support the broad tariff programs.

Depending on the rulings, tariff policy could swing in either direction,

either locking in higher landing costs or opening the door to cheaper components

and potentially more foreign brand competition.

Interesting news from BYD, particularly as we depart the NADA stage

where there was a lot of discussion about Chinese vehicles,

whether or not we'll see them and what the timing will be behind that.

We'll pull that thread during today's show.

Next up in the news today, new vehicle prices climbed again in January,

hitting a record for the month as incentives.

Well, they pulled back.

According to Cox Automotive, the average transaction price

for a new car reached 49,191 bucks.

That's up 1.9% year over year.

While the average MSRP rose to $51,288.

At the same time, incentive spending slipped to 6.5% of ATP.

That's down from 7.1% one year ago.

Cox says that product's mix continues to drive much of the story.

Compact SUVs averaged about $36,400, well below the industry overall,

while full-size pickups topped $70,000 for the fifth straight month

with more than $150,000 sold in January alone.

Meanwhile, true entry-level vehicles remained scarce,

fewer than 4,000 sub-camp packed cars were sold,

despite sticker prices under $26,000,

underscoring how little demand exists at the very bottom of the market.

What's the big picture here?

Well, affordability looks very different consumer to consumer,

while there are still options well below the average price.

Strong demand for large trucks and luxury SUVs

continues to pull overall pricing higher,

keeping the statistical floor elevated

even as budget-friendly models remain available.

And in news from the White House, the Environmental Protection Agency

under President Trump is on the verge of rolling back

one of the central pillars of federal climate regulation.

According to multiple reports, the EPA submitted a proposed rule

to rescind the Clean Air Act's endangerment finding,

which is essentially the scientific determination

that allows the government to regulate greenhouse gases.

The EPA initially called for cutting the measure in July of last year

as part of the President's efforts to expand oil,

natural gas and coal production.

In a statement, White House spokeswoman Caroline Levitt confirmed

that EPA Administrator Lee Zeldin

is expected to join President Trump at the White House

to formalize that decision on Thursday.

So far, the auto industry has been broadly,

but not entirely, enthusiastic about President Trump's plans.

The catch is that constant regulatory seesawing

makes vehicle development and product planning

a colossal ordeal to keep up with.

It's the question of what comes next

when you're trying to manufacture vehicles

a decade or at least five years down the road.

And last up today, we've got several recall alerts

from major OEMs affecting more than 670,000 vehicles.

First up, Toyota is recalling 141,000 Prius and Prius Prime vehicles

from model years 23 to 26 over rear doors

that could unexpectedly pop open due to faulty seats.

Next up, BMW is recalling more than 87,000 vehicles

from model years 21 to 24 equipped with starters

made by supplier Valeo.

The issue affects 10 BMW models, plus the Toyota Supra,

which shares the BMW's engine.

And Stellantis, parent company to Jeep and Ram,

is recalling over 450,000 pickup trucks

and SUVs from model 24 to 26, that's current year,

because of defective trailer tow modules.

To see more recall alerts, head over to the CDG Recall Tracker

powered by Busycar at cdgrecalls.com,

and that's our wrap on today's industry headlines.

And by the way, as always, we're streaming live

across all the CDG social media platforms.

Be sure to join us on those platforms, post your comments

into the comments section.

We love them.

They change the trajectory of the show.

They enrich in the conversations.

El Professor says, do you think CVNA has a unique data

advantage in acquiring vehicles at better prices

because of the Odessa business and because it buys 80%

of its vehicles from consumers?

That might be a pitch.

We'll see.

Might pull that thread through with a couple of our guests.

But coming up today first is a guest we've seen before

not on Daily Deal Alive, first appearance ever,

but on the pod and who we ran into at NADA,

Scott Simons dealer principal of Simon Chevrolet, GMC.

Scott, welcome to the show.

Hey, Sam.

Thank you so much for having me on.

It was great to see at NADA.

And yeah, I listened to the show.

Love what y'all guys are building.

You've got a fantastic team.

And yeah, man, what a NADA show.

It was wild, wasn't it?

NADA was amazing.

What's your take on like there were just more people there?

There was an intensity to engage particularly around AI

that was impressive.

What's something you took away from the week?

Well, Sam, I think it was pent up demand.

I think because remember last year,

a lot of people didn't get a chance to go

and a lot of vendors spent a lot of money

and about half the people showed up

is what they projected.

It was a great show for me.

I went there to go network and meet people in the GM world.

I got to meet with the president of General Motors North America,

the president of GM Financial,

got to go and meet people I never met before.

Spent a lot of time on the floor looking at different products.

Of course, buzzword, everybody talks about AI.

Even someone not doing AI says they're doing AI.

So you got to sort through all that.

But it was great to see everybody.

It was great to see you at the CDG party.

It was all.

It's interesting.

The head of GM, we had him on the show at NADA.

He talked about GM's discipline in production.

They said, hey, we're not going to oversupply

the market with vehicles.

And he said that has created a dealer environment

where dealers are more profitable

and General Motors itself is more profitable

than some of the other OEMs.

What's your take on that strategy

to constrain supply to meet demand

instead of oversupply,

which some of the other OEMs

have leaned into all too quickly after COVID?

I think we talked about that on the podcast that we did.

I was offered a Nissan CDJR Ford Volkswagen.

And I picked Chevrolet and I picked GMC.

And the reason why is some of the people

that say the values of new car franchise,

they'll say Toyota 1, Honda 2, Subaru 3, Kia 4.

Some people say Chevy GMC 4 and 5.

That goes back and forth.

Some people throw Hyundai up there.

But anyway, I chose Chevrolet GMC

because when I was CEO of the Weimar Automotive Group,

I got to see the financials of Ford.

I got to go into the stores and talk.

I got to see, you know, Ford's a great product.

You know, I would love to have a Ford store in the future.

But I got to see CDJR.

Ford's dealing with a lot of recall problems.

They just stopped the escape.

You know, that's that's the biggest market

out there, a sub-sport utility.

Then, you know, you go look at CDJR

and the issues that they're having.

So for me, based on the area, it was plain and simple to me.

I wanted to go after Chevrolet and GMC.

And I'm having to hustle to find inventory, both new and used.

I just bought 20 vehicles off of Chevrolet stores

because I'm trying to avoid brokers.

People say, Scott, how did you do that?

I did a LinkedIn post, did a Facebook post,

and then I used the power of my network.

And I would say, Sam, help a brother out, man.

You know, we've been friends for a long time.

Can you sell me five?

Well, five plus five plus five plus five is 20.

And then I was able to grab an allocation of 100 Silverados,

which I'm getting a lot of messages like,

how did you even do that?

So how did you do that?

That's kind of my little secret, Sam.

All right. That's fair.

Okay.

So it's it.

Go ahead. Share it.

You got it?

So because I know some of my competitors are listening,

but that's okay.

Okay.

I reached out to the upfitters and I negotiated a big deal

with the upfitter and limited the amount of accessories

I committed to and then committed to a big pool of trucks.

So they have a pool of trucks that they could sell

and I was able to negotiate a deal with the upfitter.

Very good. That's great.

And what a better place to be in to negotiate buying inventory

because you don't have enough than trying to get rid of stuff

that's been forced on you, right?

That's a strategic smart decision by GM to control inventory production

to help dealers be more profitable and with discipline inventory.

You know, I think they're building,

first of all, let's go back GM, you have a GM store.

Yeah. Oh yeah.

They're building a fantastic product.

They are.

The product that they're building Chevrolet, GMC,

top to bottom, they're building great product.

I truly believe in what they're wanting to accomplish.

So great product, great quality.

Yeah. Do we have to fight over inventory?

But I would rather have that than a Nissan store

that will shit me as many as I want to build

a Chrysler Dodge Jeep Ram store that I have so many

that everybody's cutting their throats.

So I'll dig a little bit harder to find inventory.

Like I just, before I got on, I did the locates myself.

I located two sold units and I'll look at the dealer's inventory.

This is a hack.

I'll look and see how much inventory they have

and say, Sam, if you got a lot of inventory,

I'll say, hey, Sam, I'm a new dealer.

Would you consider selling it to me?

If it's a small dealer, I know that I don't have

that much of a chance of getting you just to sell it to me

because you're in the same boat as I am.

Yeah.

And I just text them and say, hey, I'm a brand new dealer.

Look at my inventory.

This is my BAC.

Don't laugh at me and see if you'd help me.

So on the new, it's, you know,

and then same thing with used, you know, when we came here,

I knew nothing about this market.

Population of 5,000 people, county's got 50,000.

I came in and I really didn't even know,

I could assume, based on looking at the demographics,

that I needed to stock less expensive vehicles.

So, you know, how did I do that?

Not knowing a market.

So we want to, we want to come into that in just a second.

But before, before we go there,

because you have done something in the used market

that's truly extraordinary and we want to pull that thread

through as promised at the beginning of the show.

But a couple of questions leading up to it.

You're, this is your second time on the podcast,

first on Daily Dealer Live.

Before that, you were on our regular pod.

Your story, I think, connected with a lot of dealers out there.

Did you get any recognition feedback at any DA?

And why do you think that podcast,

it's one of my favorite to have recorded,

and I've gotten a lot of commentary on how vulnerable,

how authentic, how open you were and what you're trying to do

buying this dealership and creating a great team there.

Why do you think that connected so well

with the auto dealer community

and the audience watching this show?

Sam, I think sometimes me being speaking my mind

has got me in trouble.

Maybe in corporate places.

You're not alone, by the way.

Everybody gets in trouble every now and again.

Scott, it's not a bad thing.

Well, you know, and good thing about it is

right now I work for myself.

So I can't, you know, I can't, I can't fire myself.

You know, capital to one.

So I do believe it's kind of like paying it,

paying it forward.

I've been, I'm very fortunate.

I've got a fantastic team.

The auto industry has been amazing to me and my family.

I love the auto industry.

And I believe that when we've been favored

or that we've been blessed,

that we should be up front and honest.

And I said in there, Sam,

I couldn't walk around without people coming up

and saying, hey, I saw you on the podcast.

I don't know how many DMs I got,

which shows how popular your show

and what y'all guys are building is amazing.

Because I'm, you know, I try to respond

to every single one.

It was insane.

But I think people, sometimes they don't tell people

the harsh reality of opening up your first dealership,

buying a dealership, opening up a dealership in town

you don't know anybody.

It's very difficult.

And my point I wanted to get across to people is

if I could accomplish it, you can.

You can.

Secondly, watch what you wish for.

Yeah.

Because it's not all rainbows and unicorns, right?

I mean, there are challenges in this operation

that you're, this endeavor you're taking on.

And I think you inspired a lot of people.

You opened a frat house, right?

You lived with another bunch of guys for a period of time

as you got this thing up and running.

I think everybody was inspired by your story.

I still, I still, I still do.

You know, there's, there's, there's five guys

and we need some one, one cooks.

I don't really do anything.

I kind of eat the food when you're washing your clothes.

I'll throw my clothes in with you.

I was spoiled.

I'm a mama's boy and my wife spoiled me.

So it's, it's like, some people say

it's a seen-out land man,

but we don't have any women that live there.

No pretty women go run around and cook

and do stuff like that.

So anyway, it's, it's pretty good.

You guys are, you guys are struggling

to make it on your own.

And that is, I think a, it's an inspiration

to everybody that watches this.

So thanks for being on that pod.

I want to take you to a comment

that came up from Monday's show

and get your perspective on that.

Now let's dive into all things used cars.

Matt Bowers is a dealer that was on Monday's pod

and I asked him a question.

I said, hey, what set,

he talked about success he was having

in some of his stores.

He, and I said, what differentiates

the successful stores

from those that are struggling?

We'd love to get your perspective on this.

If the producers have it up,

I promise to text them

and I can't find out my text.

So Taylor, if you're ready on the clip,

would you show the clip now?

The operators I have that have

the most success, communicate the most.

When they struggle, they over communicate actually.

Ones that struggle, I have to go find them.

Like they disappear off the face of the earth.

True?

I've been thinking about this all night

and I can't think of anything more true

in life success between success and struggle, Scott.

Well, I think really good leaders communicate.

I think a lot of problems that we have

is a lack of communication.

I'm an over communicator.

I include people on emails

and they're like, why am I on here?

Because I want everybody to know

because I want people to not come up with the excuse

they didn't know.

No, you knew.

You just chose not to do it

and I'll go back and show you again.

But first of all, I think Matt's spot on

with a lot of things that he's obviously

been wildly successful.

I have a lot of respect for Matt.

Yes, the people when I have a day

where we just sold a couple of vehicles

and I've got one particular team member.

He'll come sit in my office

and he'll say, you know, I know we didn't sell

a whole lot of cars today,

but I want you to see all the hard work

you've put in and I want you to see

the appointments I'll put in tomorrow.

So he almost feels bad.

Now, there are people that I work with

that they won't even win it.

We've had a tough day.

They'll walk by my window

and not even make eye contact.

They won't look the other way,

hoping I don't see them, right?

So I do believe that one communication is key.

It's key to your success.

The lack of communication can ruin marriages,

businesses, it can let relationships

go south, go sour.

So I think that is,

I think Matt was spot on when it's times

or when it's a struggle right now.

And I think if you look at the industry,

I know for here, we have a good plan

for the second half of February,

but we got to dig.

We got to really, in February is a short month.

I mean, we got to have a big couple of weeks,

but we've got to.

And that's communication.

Those are conversations.

When we're talking about it,

we're thinking it through.

We're trying to figure out strategy.

We're overcoming problems real time.

For those that go into hiding,

you got to go find them.

And then you find out about the problem

at the end of the month

when you get the financial statement.

That's a big problem, Scott.

That is not a future leader of your company.

You want that person to come in and say,

hey, Sam, it's me and you talking.

Hey, Sam, take a look at what I'm doing.

What would you do differently?

I need some help.

I need some advice.

And that's when you may crank up some advertising.

You know what, Sam?

A good leader may look at you and say, Sam,

this is what all you're doing.

Continue to do what you're doing.

You're doing everything right.

It will turn.

Sometimes you just got to pick people up and say,

hey, you know what, Sam?

I believe in you.

And sometimes you got to kick them right in the rear end.

But the good ones are very...

I think what Matt was saying is,

the good ones are very self-aware

and they're looking for feedback

and they're not afraid of criticism.

Yeah.

And they work through it live and in real time.

So one last comment,

and then we'll transition into used cars.

What would you say?

Let's pretend your new car manager there, Scott,

is like, hey, you know what?

I have a problem.

I'm trying to work through it.

I know we're struggling a little bit,

but you know what?

Scott is so busy.

Like, he's busy cooking at the frat house.

I don't want to bother him with this problem.

How do you respond to the, you know,

he's too busy?

Yeah, I'm never too busy.

First customers have to come first.

Obviously, employees come before customers

because if your employees aren't taken care of,

they're not going to take care of your customers.

But nothing's more important

than that customer walks in the front of the door.

Yet another guest on that said,

customers should never open up the door.

Oh, I agree with that.

Yeah, that's so true.

Nothing's more important than the customer on the showroom,

the customer that's calling,

the customer that's emailing.

Now, I have an open door policy.

I'm literally sitting at Simon's Headquarters,

which is a joke.

It's only with some dealership,

in the showroom looking out.

And as before you got on,

we have a customer trying to trade a Kenworth.

Yeah, you're trying to buy a semi-drug.

What's up?

They're trying to trade it.

So I don't know, but we'll trade anything.

We'll trade goats, X-Wives,

we'll trade whatever you got.

We don't care if it's got value, we'll trade it.

But no, I think an effective leader

always should be approachable

and always should read the person.

Like right now, even my team's a little bit down.

We're not having the month.

We've got to really pick up our track.

Beating them up is not going to help anything.

It's not going to help anything.

I got to say, hey guys, we got a plan.

Like I'll give you an example.

We're doing a cap one mailer toward the third week

that will hit right during tax time.

I have two buyers out buying cars right now.

We have a plan.

And I guarantee you, we'll pull this month out.

So I've got to be the most positive person

whenever everybody else is a little bit down.

And when they're a little bit bragging a little bit,

say, wait a minute, look at this other dealer.

You know, we track where we are

and the other dealers are every single month,

every single day, actually, we know where they're at.

And say, you know, look at this dealer.

Look at this dealer.

Like our goal right now is to be the number one dealer

in tier three.

Once we do that, we're going to go up to tier two.

And then we're going to try to go out for tier one.

That's our goal.

I love it.

All right.

A lot of props online.

Ben, congratulations on the new store.

He says, Schwatt, team, Scott,

absolute legend in doing big things with his new store.

Lauren Klein, longtime listener who is also at NADA.

So much NADA this year.

Hard to keep it straight.

And then Paul Salisman chimes in and says,

a dealership is truly a team sport.

And that is true.

And that's why your housing situation is so much fun.

What a great way to bring everybody together

to kind of connect.

You're eating together.

You're working out together.

You're reminding each other it's time

to wake up in the morning.

Hopefully, you know, at the end of the day,

you guys are obviously continuing to crush it.

All right, Scott, you wrote in your intake form,

you said used cars are one of your biggest growth drivers

to February 2026.

What specifically changed in how you're running that used car

department that's turned it into this growth driver this year?

Well, you know, before saying when I was with a previous company,

I had five dealerships in one area.

And the dealerships could sell from each other.

You know, so if you were a salesperson at CDJR,

you could go sell at Honda.

So my plan there was new car volume, every new car.

I never looked at front gross really.

Just do the deal.

Do the deal.

Make it a customer long term vision for 14 years

and it worked really well.

We took every single deal we came with possibly good.

And then we would train all of our team

on how to post on social media.

So if you have 40 salespeople organically posting on social media,

when you traded in that 2014 CRV with 40,000 miles,

I want you to imagine 40 people posting it on their feeds.

It would sell before it ever made it to the lot.

It would sell before it got off of the service department.

So I was good at turning used cars,

but I've never really been good at acquisition.

Buy now fast forward buying a small store

that was losing money in an area I didn't know anybody.

You don't know the market.

Used cars market is important, right?

The way I'm going to be profitable used in service,

use the service, the engine that drives everything is new cars.

Nothing happens to a new car sold.

But if I got down to 16 Chevy's and seven GMC's

because I did 250% of my GMC number.

I have help coming, but it's not coming now.

That's why I had to call Mohawk Chevy and buy five.

I had to call Thornhill by five.

I had to call Bowman by five.

I had to call and you know, that takes a lot of work.

And so I can't fix that overnight.

So I have to.

I have to me as an operator.

I have to get better.

So then I started researching.

Of course, our tech stack is automate

because it was already here.

Then solutions, the auto.

So I said, well, you know, the auto is a great tool.

VQ is another one, but both great tools.

But I'm with the auto.

And I said, how do I get information on the market?

I don't know.

So I used agile auto where I was at before,

but I never really dove into the tool

because I had five traits.

I was the big dog in a,

I was a bigger fish in a smaller pond.

But now I'm in a small pond.

I'm a little fish right now.

So I really dove into what sells in this market?

What has sold?

What do I need to stock?

So then that's when I really dove into agile auto.

Like right now I've got two buyers out looking to buy cars

right now.

I don't have enough customer pay coming in

to buy through the lane.

And then I'm starting the process of creating a buying center.

Okay.

So that's our strategy.

And that's what I had to do.

I didn't have to do those things.

Now we worked a service lane before,

but right now I'm having to rely on auction purchases.

And we all know

That's the worst kind.

That is the last place you want to go

acquire a majority of your inventory.

So then what do I have to do?

Transit time.

Yeah.

So then I have to use,

which is the company that's really helped me

is agile auto.

Like today I could click one button,

one button right now,

and I could tell you

that I need to acquire,

to hit my number,

I need to acquire 12 used cars

and I need to sell three.

And it'll even tell me where I need to acquire them at.

So I need to buy so many at auction,

try to purchase on the service lane

and then acquire off the street.

So right now,

right now I'm having to rely on auction

and I'm trying to get off that.

I mean, I'm really trying to,

so that's what I'm focused on right now.

So this tool, this agile tool,

how does it bring,

like you're looking at a dashboard,

tell us the practical steps

that you engage with it

in that helps you understand

the locally used market,

how to buy, what to buy, when to buy.

It tells my two buyers that are out there,

it'll tell them,

these are the top 10

that sell in this market.

And then it also shows me my data also.

So it'll say that that 2021 F-150

sells really well in this market.

So then we communicate that information

with the buyers

and then they're out looking.

And then of course the team knows about it too.

So when we go to trade something,

but right now when you come on the sales floor,

we're going to do all we can just to do a deal.

I mean, regardless of front gross,

I'll go negative

to get a customer and to do that front deal.

If my back end gain

is equivalent to my front end loss,

roll the car.

Roll it.

Even if they're going to charge back products,

roll the car.

I'll go get more.

If I sell it on the asphalt, that'll be fine.

Now that's different than used.

So my strategy

right now is I had to rely on agile

and I still will,

but I need to get the buying center up,

which I'm working on,

you know, David Long

and there's some other people,

David's a good friend of mine,

you know, that I'm going to talk to.

He's been on the show.

And then we also just signed on with KBB

to be buying center.

So I'm reacting to it,

but I've had to rely on

the data that I get from agile

and then what sells in the market.

And then I have buyers out going

and taking a look at those.

But I know every day

what we need to acquire.

So you've talked about

what your growth in that used car department

from acquisition months ago, right?

You've been in business now what?

Six months, maybe?

No, no, no, no.

Last month was my second full month.

That's crazy.

That seems like so long ago.

Okay.

All right.

Trust me.

Some days it feels like it was years ago.

So you sold how many used cars

first month and then how many used cars?

The previous dealer was selling

only 16.

Then we went to 24

and then now we're at 38.

We're tracking.

We should do about 50, 55 this month.

So you've ramped it up.

I believe we can do 100

fairly soon.

I don't see why not.

But I've got to go and

there's some things that I need to do.

Like first I had to

just evaluate what I had

and kind of just, you know, get

things like I had to go from

four texts to now seven texts.

We've got a great team

and we're adding to the team.

So I had to basically,

Sam, I was basically starting

with a brand new store like brand new.

Yeah.

I remember from the interview

anybody that wants to go back

and watch it.

You can search for him.

It's interesting, you know,

what is as a new operator

in a new store,

what is your north star

for success right now?

Is it profitability?

Are you profitable?

Is it growing the right team?

Is it getting market pen?

What in this first, let's say,

six months, what is success to

Scott and Simon Chevrolet?

Well, right now, my wife looked

and said, you haven't made money

the first two months.

You don't get a paycheck.

What did you do?

Why did you do this?

Remind me again?

Just kidding, you know.

We didn't make money

the first two months.

We did the third month.

My goal is this,

build a team,

build a culture,

get everybody on the same page.

New car penetration is extremely

important to us.

CSI and then profitability

because our goal

is to take care of this community.

You know, we just sponsored

the baseball team.

We're doing the grassroots things

which GM does have

a lot of great programs for that.

So we're getting involved in the community.

We're training our team.

And then, you know, we'll start

putting on the KBB Buy Center

and we'll start growing.

And then our goal will be

start looking for another store.

I have a team here.

I've got four people that would

like to be GMs.

That, you know, I've got to expand

for that to happen.

But right now it's the tech.

Sam, it's the tackling and blocking.

Like it truly is just tackling and blocking.

So it's so it's

so the thing that went into my mind

when he said an additional store

so quickly.

I thought there's another frat house

going.

You're going to get another

living situation.

My room there.

Yeah.

So that could happen.

So so so growth is part of that north

star.

I think a lot of people watching

have just been inspired.

What is one thing as we wrap up

here?

And thank you so much for being

generous with your time.

You're super busy.

Well, you got to let us know

if you got the semi truck.

It'll be fascinating.

But we're going to train one.

What's one thing that could

is it?

Yeah, very good.

Live live live on the show floor.

There's Simon Chevrolet GMC.

What's one thing that concerns you

most about the next six months

in the business as we get started

here in 2026?

And how are you looking to overcome

that challenge?

Last question.

Yeah, I've got to make long term

decisions.

I'm a very impatient person.

I'm highly competitive.

And so is our team.

And I've just got to make.

I've just got to remind myself.

We just started.

And that this is a long term plan.

And I can't make a bad decision,

short term decision.

So no matter how bad I would like

to grow, I've got to make sure that

I take care of this team

and set the right foundation.

And that's a responsibility that

that's on me.

And, you know, when we win,

I have a great team.

And when we have a tough month,

it's on me.

You know, so it's been a lot of

fun if it, you know,

people have reached out to me

before I try to get back to as

many people as I humanly

possibly can.

This is like a dream come true

for me, Sam.

But it is hard work.

We leave before 30.

We don't get home till eight

o'clock at night.

Surround yourself with amazing

people.

And I tell you, props on the

journey.

I think all the auto industry

is is rooting for you.

I was like, I saw you at

NAD on the floor high five

when you said, Hey, we're

profitable.

It's like, it's exciting to

see someone that that is

having an impact on this

industry having success.

The Wymer one says can

confirm Scott is an elite

over a communicator.

By far the biggest takeaway I

gained from his time with our

group was the power of

constant, clear communication

and dance.

He says that's a lot of volume

coming out of Whiteville,

North Carolina.

So Scott Simons deal

principle.

Simon Chevrolet, thank you so

much for being on the show

and we need you back for

another touch point.

Thank you for being gracious

with your time today.

Thank you.

Thank you, Sam.

Appreciate y'all.

I tell you, it's conversations

like that with dealer operators

that just get you excited to be

in this industry.

The American dream and

automotive continues to be

alive and well.

Let's talk about today's

episode, which is brought to

you by Four Eyes.

Four Eyes helps dealers turn

data into action starting

with a clean, connected

data foundation across

dealerships systems.

Four Eyes empowers

dealerships to use that data

to drive consistent execution

throughout their business.

The data stays dealer-owned,

vendor-neutral and works with

any tool or partners.

More than a CDP,

Four Eyes is a reset for how

dealers data gets put to work.

Headquartered in Oregon,

Four Eyes employees live

in 20 plus states to be

closer to the communities

where dealers are.

Visit them at FourEyes.io

forward slash to learn more.

Props to Four Eyes for

supporting today's content,

including that incredible

conversation with Scott

about his success,

brand new dealer operator,

and it's fun to see him

winning in so many unique

and interesting ways,

particularly in used cars

in a tough, challenging

used car environment.

Props to Four Eyes,

thanks for supporting today's

show.

Let's, without further

due, transition to our next

guest, John Ellis,

CEO of Agile Auto.

Scott paid you guys props

at the opening of the show.

John, welcome to the

Card dealership guide,

Daily Dealer Live Show.

Thanks.

Just excited to be here.

Yeah, so you heard Scott

talk about the impact.

You know, he's in a brand new

marketplace,

not selling a ton of used cars.

He's got to understand

the vehicles to acquire

that make most sense

in his marketplace.

And given that huge increase

in used inventory,

or used car sales,

granted, it's a small quantity,

but huge for his store

and marketplace.

That's a big,

that's a big increase.

So what would you say

is driving that growth the

most at stores like his

from your perspective,

Agile Auto?

Yeah, thanks for the question.

It's a great one

because it's,

it's why we founded

Agile Auto,

focusing and prioritization

on acquisition before retail.

And so that was the key

to his success

from the beginning,

as we know,

Scott's been an amazing

number one in his market

and brand

new car seller,

but getting to that

used car volume

in a market like his

and, you know,

most markets in our country,

especially post COVID,

requires focused

attention on an acquisition

first, retail second.

Yeah, that's interesting.

You talk in your notes,

the intake notes,

you say, quote,

no more dashboards,

real decisions.

So what does that look like

actually at 730 AM

for that used car manager

looking to make those purchases,

right?

Yeah, that's a great question.

We try to simplify things.

You know, early on,

we had great strategic advisors

like Bob Hollinted

and a former Marine with his

myself.

He's been so kind to us.

Ed French,

I can name many that said

keep it simple, stupid.

You want to make sure

that the operators

can get going right away.

So our platform,

albeit at layers

on top of the IMS and DMS,

and bubbles up some really

gold nugget

intelligent pieces

to run the acquisition

to retail side of the

business and use cars.

We call it a use car

manager playbook.

We don't want it

to be a dashboard.

We don't want it

to be something

you have to look at every day.

It is literally just a score

card that's live.

So you can pace your success.

But what we deliver in the morning

at 7.30 a.m. is a playbook.

Do this and this and this

and you'll get back on track

and you'll be able to

get back to 100% pacing.

If you're at 100% pacing,

we're going to push you

to go over your goal.

But you have to look

at the acquisition first

and that's where we start.

And so this system

that provides this playbook,

what data points is it

pulling in to help create

this playbook

for an individual dealer point?

What's it?

What's it calculating?

So it's very unique.

So if you think about it

in how I'm going to explain it,

it's your IMS, your DMS

and our local market intelligence

smashed into one.

And we take all that data

and we run it

through our patented proprietary

algorithms and LLM models

built with 100 years of experience.

You've talked to Scott

and JR and many others

that their minds are in this.

How do we run these tight

productive use car operations?

What do we pay attention to?

And we've got NAD,

AKPI fundamentals

in there for the departments.

We measure against them.

So once we bring this data together,

we don't just report on the data,

what you did and where you are,

which most BI tools,

to data rails, many others.

Yeah, that's backward-looking, right?

Yeah.

You got to go fix something

you did in the past.

Our algorithms watch

a weighted sales forecast

and the market

looking at your inventory inflows

in the process

of how they're leaving the store

and profitability in turn

and determine what levers

need to be pulled

to maximize tomorrow.

And that's what the

virtual performance coach does.

It builds that daily action plan.

This is what you need to do,

use car operator

to get back on track

or to get tomorrow

even greater than today.

So give me an example,

February 2026, John,

of a plan

that a use car manager

might wake up to at 7 a.m.

If when they log into the system

using all these different data

points and then embedding AI into it.

Well, that's a great question.

So like I'll give you,

I don't think Scott will mind me

sharing because it's not

proprietary data.

Scott's 20% behind in his

inventory because he had such a

tremendous January

and he had a really good December.

So his plan is

he needs to acquire 12 cars today.

He needs to sell three cars today

and he needs to net $7,061 in revenue.

If he does those three things today,

he will be at 100% inventory balance.

He'll be at 100% unit pacing

and he'll be at 100% revenue outlook

pacing for the month.

Of course, he has to continue that

every day,

but it gets easier and easier

as you catch up.

The way we focus on that for an

operator is when I walk in the morning,

our operators no longer look at the

CRM first.

They look at Agile and they go,

okay, my look to book ratio is this.

My appointment to close ratio is this.

So Agile is telling me I need

35 appraisals today.

I need seven appointments

and I need to average a 2354 PBR.

They get that email at seven during

the morning and all of our

use car managers that are active

in the platform,

send this out to the team.

Guys, this is our plan for today.

Let's don't shut out the lights till we

meet this goal.

We call that aim small, miss small,

and our operators are performing at

over 100%

because what do the use car managers

tell me?

They say,

I didn't know what I was.

I just knew I was supposed to sell

everything I could

and make all the money I can.

And Agile Auto keeps me on track

every day

from what my owner,

my GM has said is my goal.

So, John, you talk about

intelligence over instinct.

Contrast that to what a

traditional use car manager

might do

or a traditional team might do

at 7 a.m. that could

unintentionally,

because they're well intentioned,

might cause the store harm

in their acquisition strategy,

not having that data.

Yeah, I think that's a great question

because when you're behind the eight

ball, we panic.

Yes.

So the virtual performance coach

measures your success by day.

It's the elephant at one bite at a time.

So nobody panics.

Without it, what do we do?

We need 20 cars today.

Well, that's what we fix with Agile.

Our patented optimal inventory monitor

that builds a dealer's buy plan every day

keeps you from selling 20

and then going to buy 20.

Yeah, what's wrong with that strategy though?

That's a common strategy.

Buy, sell 40, you go buy 40.

What's wrong with that?

You said it at the opening.

The post COVID hypersensitive market

based on levers that dealer

doesn't get to participate anymore.

Unemployment, interest rates,

all the things that have just changed

our supply side of COVID

and used cars

that in any moment

the price had dropped

and go like this.

We don't want to play that roller coaster game

in acquisitions.

So our buy plan allows the dealer

to buy like a tortoise, not a hare.

The tortoise always beats the hare.

If you'll follow this weighted sales forecast

optimal inventory monitor

that builds this plan

and continue to buy even to slow,

but we stop buying when it's slow.

That's a mistake.

We're buying to a weighted sales outcome.

We're not buying to today's outcome.

And if it gets too fast,

we know to pick up the pace a little bit.

I'm never bulk buying and bulk selling.

That's where the dealers have gotten hurt,

even in COVID.

I know dealers that made

inorganic profits

and then lost inorganic losses

because the COVID did this.

Well, guess what?

The roller coaster's still there.

And according to JD Power and Black Book,

it's going to be here past 2030.

It's going to take a while for us

to balance that inventory load

out in the youth car market.

So longtime listener

and poster in the show Yoga Cars

who we also saw at NADA, by the way,

Props Yoga Cars.

Thanks for being here.

Asking the question,

does Agile deliver leads to buy cars?

Or does Agile give you a plan?

What does that look like?

That's a great question.

So Agile Auto does three things.

We build an optimal inventory buy plan.

We build a dealer

and market specific intelligent vehicle buy list.

And then we build a channel productivity list

to know where to focus first.

So look,

new car trades are not the number one

profitable trade anymore.

At least they haven't been when people have traded

their 12 and 13 year old car in for that new.

So you have to measure

what your most profitable channel is

and then you have to measure

how much inventory you need

so you know how to focus.

And then finally,

our preferred vehicle buy list

looks at all of your historical sales

and then measures the last 120.

Then it looks at the market

and what it's selling

and it marries them together

to build a preferred buy list

for that specific name plate,

that specific market

and all the way down to the store.

We sell Subaru's better than we sell Mazda's, right?

So once you know what my most valuable

at commodity is in a used vehicle,

you can continue to rebuild that buy plan

and then we're going to bring the market in

and say, don't forget this,

this is selling it.

If you're interested by this

and it's a very digitally savvy buy list

that they export

and then they give it to their

service drive manager.

They give it to their desk manager.

Everybody's an army of acquisition specialist.

That has increased direct and consumer

acquisitions by 20%

because you are now comfortable as a salesperson

or as someone in the service drive to go,

oh, I know this is a good car for my store.

Oh, and it says it's great in the market.

So I'm comfortable bringing it to my manager

and saying, I've got one on the list.

You might want to take a look at this.

So I want to go to two questions.

Scott talked about building a buy center.

I do eventually want to ask

how this product differs

from a lot of other stuff in the market

because there are products

that will deliver vehicles sold

and how popular certain vehicles are in the market.

But before we go to that,

Scott talked about how

he's had enough success in used cars.

He sees the need for a buy center.

So he's going to start to do this.

Is the buy center a recommended strategy

with a tool like yours?

And how does building that buy center

look like with this sort of data?

Yeah, it's fantastic.

So we're integrated with BenQ.

We're vendor agnostic.

Every one of our dealers has a DMS and IMS.

We just give them the access to data

they don't have there using our proprietary algorithms.

But if you think about

how to use this with those vendor tools,

so with a KBBICO buy center,

for example, or BenQ's Virtual Buying Center,

their managers bubble up

this preferred vehicle buy list

to be the inventory they know they can step up on.

The one thing about our preferred vehicle buy list is

in a difference.

It's why the BenQ wanted it.

It's why other legacy tools miss it.

We don't look at the Toyota, Honda, Nissan, and Ferrari

stores selling the same Honda Accord in your market.

You're not going to get good representative data

because their front grocers are going to be different.

Their turns are going to be different.

What they pay for the car is going to be different.

So they're net to sales.

We look at what you do well

and does what you do well

in the next acquisition match that

and does it match the stores dynamic?

So you know your front gross, back gross turn,

they supply and the inventory volume

that you have on lot.

And when you put in the VIN

and our agile vehicle analysis tool,

it tells you, hey, this Honda Accord,

it does not match the store's goals.

You can still buy it,

but know that you will not get to your front gross average

if you buy this car over and over again.

Or we can tell you the propensity to finance.

You can count on 90% of the time

this vehicle finances in your store.

And those are indicators that no one else has

and all that's built in that preferred vehicle by list.

Online question, Robert Marchione says,

is agile built for used car managers at franchises

or can an independent dealer from profit

from a technology like that?

Yeah, we have a lot of independence on.

Look, independence go by gut more than franchise dealers

because they own their inventory.

They touch it every day.

It's personal and franchise dealers.

I'm not saying it's not personal,

but there's so much else going on.

We have found that even that's a more of Achilles

healed for independence.

So we really act as bumper guards on the bowling alley

to make sure they can step up on a car

or maybe this is a velocity car

that we need to price correctly right away.

So what do you say to a used car manager

listening to the show right now

who's of that been buying cars for a long time

is feeling a little bit of the pressure

because of the market.

It's changed so quickly.

All the reasons we listed at the top of the show

but says, you know, if I have all this data AI driven,

I'm just one step away

from being run out of the dealership altogether.

It takes away the art of me as a used car manager

making wise decisions, buying used cars.

That's what I'm paid for after all.

Is this a threat to my job

or is this type of data an enhancement

to things I already know?

Yeah, you know, I think it takes gut.

That's why we study your sales data

and the market data

but it's still your preferred vehicle by list.

I'll give you an example.

The market may be selling something very well

but it's just not traditionally a piece

that we want in our store.

So dealers do make that final decision

but it gives them that secondary,

that second opinion.

Think about our correlate

by an inventory like heart surgery.

It can be that detrimental

if you buy the wrong stuff

and so don't we want to have a second doctor's opinion

before we go in and have surgery?

Well, we can give you that second opinion

in less than five seconds

which enhances the legacy vehicle appraisal tool

that you use with different data

than they get supplied.

So I would say if anything,

it gives that used car manager

the confidence they need to sprint.

We're right now, we kind of jog,

we're worried about, oh, I'll make a mistake here,

I'll make a mistake here.

We're going to keep you in the guard rails

to allow you to sprint to your success model.

Interesting, very cool.

Well, John Ellis, CEO of Agile Auto.

I may have to reach out to you

to see you a little bit about a demo at some point.

So appreciate your perspectives

and sharing this technology on the show.

Thanks for being here.

Thank you, Sam.

Yeah, I appreciate it.

That's a fascinating technology,

being able to have kind of a game plan

as you go into the day about,

instead of just the old buy 20, replace 20

or sell 20, buy 20,

just a real detailed game plan.

Excited to see how that looks in practicality.

Next up today, JR Toothman, owner of Toothman Ford,

Toothman Ford and Sewers Ford.

Welcome on the show.

How are you, Sam?

How are you doing today?

JR, welcome.

You've been on before.

Thanks for coming back.

I'm a veteran.

Yes, you are.

Well, since we last talked to you a little bit,

tell our audience who you are, what you do,

and how the heck is biz in February 11th of 2026.

Yeah, my name is JR Toothman.

I own Toothman Ford in Grafton, West Virginia,

and Toothman and Sowers Ford in Fairmont, West Virginia.

February is off to a kind of a strange start.

January was very challenging at the end of the month,

based on the fact of challenging weather conditions.

Yeah, we saw that too.

But overall, a solid month.

We're starting to see a little bit of tax infusion

moving into the market this month,

which is encouraging.

But just regardless of the day, time of year,

that type of thing, we kind of roll forward

with moving a lot of used car metal.

Yeah, we want to get into used cars.

You're a member of CDG Circles.

Tell us a little bit about that.

What's your experience been there?

And any insights gleaned as a member

that's helped you in the business day to day?

I'm actually in one of the groups

that has some of the most powerful minds

in the automotive industry in that group.

So it is very humbling for me

because I sit back kind of like a wall flower

a lot of times and listen to high level issues

and just kind of pick people's brains

and try to throw in some insight every once in a while.

But sometimes I don't want to be

the person that opens my mouth

and exposes my ignorance

based on all the experience in that room.

You know, it can be intimidating,

but as you learn things,

I think one of the difference makers

in automotive to different industries

is our speed to execution.

And it does seem those conversation groups

rather than having to go to NADA

and talk once a year

or having to go monthly to a 20 group,

you can actually talk over issues real time

and then the elite operators execute quickly.

And then as Scott talked from Matt Bauer's comment

last show, we communicate a lot.

It's been fun for me to be a part of the group

that I'm in as well JR.

So let's talk used cars.

You heard, I know you use Agile as well.

You shared that in the intake form.

You heard Agile and both Scott talk about

today used car acquisition

isn't about selling 40 and buying 40.

You've had success with a different metric.

Talk to us a little bit

about your used car acquisition process

and this challenging February 2026 market.

Well, you have to be ahead of the market

for years.

We've been performing at a fairly high level

in a small market town of 3000.

Typically we'll sell 170 to 180 used.

My other location will sell another 100, 120.

So between the two locations

we're selling about 300 used a month.

So acquisition is the light blood of the organization.

And that's where it all starts.

And that's basically I had been going

through the roller coaster effect in the past

of having a great month

and then being depleted of inventory

and facing the challenges.

Yeah.

And that's where John and I kind of came together.

He's a trained economist.

And we were kind of looking at market insights

that type of thing.

And we quickly realized

you're never going to get off this train

as long as you're acquiring sporadically like that.

You need a plan to do it consistently,

daily, weekly, as opposed to just,

hey, we're in need of vehicles.

Let's go buy 40.

Because then you're asking for trouble

by doing that in bulk anyway.

So you have some ownership interest in agile.

Just full disclosure to everybody out there.

What the need for you to create this was roller coaster

and what advantage does that data delivered up via AI

give you in the marketplace

that allows you to more evenly

and more profitably acquire cars?

Because we've talked a lot on this show.

We've talked a lot about

where do you find that perfect used car,

service drive, customer trading.

That's obvious.

We go to the curb.

We've never really talked about

like the overall strategy and the acquisition,

the timing and the types of vehicles.

How does this allow you to do that differently?

Well, I think we're bringing,

it's truly called an intelligence platform

because we're taking your IMS and your DMS

and kind of layering on top of that

in addition to market data.

So a lot of times,

you can't just look at your past data

to see where you want to go in the future

because you might be missing some growth opportunities

if you don't inject that market data

because your competitor down the street

or even in a different part of the state

could be doing really well with something else

and you have a blind spot to that.

But now with our market data,

we can look at that and use those as growth opportunities.

But in the past, to use a sports analogy,

we can also watch our game film

and see where we have been very successful

and done well with

and where we've made missteps

and to avoid those missteps going forward.

And the thing is, when you're dealing with 300

used vehicles a month,

your mind and your gut might tell you certain things

but once you get into the hard data,

you realize a lot of times you can get lead astray.

So are we officially entering

this intelligence era of used cars

where the gut is just gone?

And obviously, I'd argue yes.

I asked John the question before,

if I'm a used car manager watching this

and all these different tools are coming at me,

does it depreciate my value as a good used car manager?

Is it just to enhance my ability

to go out and make the right acquisitions

right time profitably?

I think both.

I think if you're a sports guy,

you've seen how analytics

have been injected into the NFL

and to major like baseball.

And that doesn't take away a good manager

because their gut is still going to be

the other variety and factor to make those decisions.

But now they have a full encyclopedia of knowledge

to make those decisions off of.

And I think this is exactly the same thing.

Your gut is still always going to be very important

but I want to make that gut decision

with the best possible data available

to me at that particular time

to make the most educated choice

because basically the way I'm not a car person

that loves horsepower and loves different things.

To me, they're widgets and I'm an investor

and I am trying to move that investment

as quickly and as most profitably as possible.

All right.

Let's lightening around

because we've got just a couple minutes left.

One acquisition rule

every GM should adopt immediately in January, 2026.

Oh, that's a tough one.

You need to know your most profitable source

which seems elementary

but a lot of times people look at all of them the same

that you need to know what your most profitable source is

whether it be a trade

whether it be an acquisition

straight from the consumer that type of thing.

Everybody's pretty clear

that the auction is not going to be that

but you need to know that

that way you can make educated decisions on that as well.

Two more.

What's one inventory metric that you obsess over JR?

Not so much an inventory metric but a pricing metric.

I'm still old school with Dale Pollock

about tracking my VDPs obsessively

to see where I think something maybe need tweaked

if it's not getting enough engagement.

How often do you update pricing in January of 2026?

I do it every six to seven days.

Well, I keep an eye on them in between times

and based on changes in the market that type of thing

but I think that people that do it every day

a lot of time with a lag in syndication

sometimes you're teasing yourself.

And then finally, what's one sacred cow

and used cars that needs to die that has existed

that needs to go away?

A belief that we've all believed in automotive?

Excuse my French but every there's an ass for every seat because

there's not.

We need to look at these vehicles as investments

and to turn them quickly and as most

at the profitable point and to do that in the most efficient manner.

Quick data point as we exit out.

Toothman Ford's used inventory sells in 26 days

versus the market's 44.

This according to lot GPT props to lot GPT

and lot links for providing the data

but great accomplishment for you being so far under days.

Do you attribute part of that to your discipline

and acquisition and having a strategic plan?

Yeah, 100%.

I mean, we have a plan at the beginning of every day.

Every morning I wake up to my GM

and my sales manager sending out our agile report saying,

today we need to sell nine.

We need to acquire X amount of vehicles.

We need to produce X amount of gross.

I got an ass because I'd love to see it.

Will you Ford me yours?

I promise I won't share it to anybody.

I'd just be curious to see the actual format.

And maybe if somebody's comfortable,

maybe we could put in the show notes a link

to an actual example of a report

because that is an interesting way.

And then how does that differentiate?

Ask John this a little bit from some of the other data

that you can collect from other places

that will show, hey, popular vehicles in the market

and all that.

Why isn't that enough?

Why do you need this plan created by AI?

Well, the plan is what Ed French was telling us

is like, hey, we're talking at a really high level here

with a lot of things.

And he goes, you wouldn't realize how many dealers

I consult with or talk to on a daily basis.

If I go ask their used car manager,

what type of production do we need today?

And they're like, well, we need to sell cars.

But they don't have a structured plan.

They don't have a plan.

Yeah.

No.

And so they're just kind of working backwards.

So this gives a very structured, finite plan

of what we need to do.

Our team feels really good about it at the end of the day

if they hit that number

because they feel like we've done what we set out to do today.

If we surpass it, that's great too.

If we don't, we don't make a huge deal about it

because we know we get back to work tomorrow,

but we know we got to catch up.

JR, at some point, we need to have you back

because one of the areas you filled out in the intake

is F&I profitability.

That's a whole different area.

But as we wrap up, I lied.

I've got one.

Would you say now, thinking about the different roles

in the dealership, use car manager and use vehicle

acquisition, F&I, fixed ops.

What's the most important or critical key role

in February of 2026 for you and your dealer group?

Is it acquiring that used car?

Is it executing on F&I?

Is it service?

Everything with the way we build our operations starts with acquisition

because when we acquire a used car,

we've created a service and parts opportunity.

We've created a sales opportunity

and we've created an F&I opportunity.

So that is the most critical piece of our business.

Probably not just in February,

but March, April, May, June, July,

because everything, nothing occurs until a vehicle

is acquired and brought into the dealership.

JR Toothman, owner, Toothman Ford,

also part owner, Agile Auto.

Thanks to you so much for being on the show,

sharing your perspectives on all things used vehicle

acquisition and the success that you've had

in that space, utilizing data to make better decisions.

Thank you.

Thank you, Sam.

Appreciate it.

Props to JR on the entire team.

Paul Salisman says,

eventually there is a but for the seat,

but 200 days is an ideal.

A birthday also is not ideal in used automotive.

Paul, thanks for that comment.

And then Mark asks, does Agile pull in MMR data?

Maybe JR or John or one of the other teams

can quote that.

And then Corey McMillan says, use Agile every day.

So fun conversation today.

Props to Scott on his success, JR on his success

and the different dealers

that are willing to come on this show

be so vulnerable, transparent

with what they're challenged with

and where they're winning in this marketplace

in January of 2020, or February of 2026.

And to you, our daily dealer live listening audience,

thank you so much for being here today,

watching Daily Deal Live

where we break down the biggest moves

in the car business as they happen.

Don't forget, we are here every Monday,

Wednesday, Friday, 1 p.m. Eastern.

We'll be back Friday.

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.

Simons, Ellis, and Toothman on Used Car Acquisition | Daily Dealer Live

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