Car Dealership Guy Podcast Aug 18, 2025

Spisak on Acquisition Pitfalls, Adragna on Hardest Dealership Roles to Hire | Daily Dealer Live

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We're doing better as a result of social media presence.

If it doesn't do those three things, then it's on the chopping block.

It's in return on investment discussion.

Hey, everybody, welcome to another edition of the Daily Dealer Live Podcast.

I'm your host, Sam Dark.

And back with us today is the Julie D. Martino.

Julie, welcome back.

What's up, guys?

You know, I said podcast.

I hiccuped on that line.

This is a live stream.

And we're joined by everybody across social media.

Also, CDG social media platforms were live across all of them.

Post your comments.

We'll bring those comments into today's show.

And we've got a bunch of topics

that are intriguing to me, Julie.

I think you as well.

I hope you, our audience as well.

For example, finding that right hire in automotive here is gold.

It saves time.

It builds culture.

That right hire has a direct impact to net profits.

And Julie, today we are going to explore

the toughest positions to fill.

Any guesses on which ones are the toughest in automotive

to fill and retain?

I mean, I feel like I know the answer.

Do you want a real guess or do we want to keep it?

No, no, no.

Let's keep it going.

But actually, on social, you can post it to it.

We'll bring those in.

Plus, we're going to give you three strategies

to filling and retaining the best.

One of our guests is a subject matter expert on this today.

We'll hear a little more on that later today.

But also, we've got David Spiesak.

He joins to discuss AI chaos and automotive.

What the promises of AI are so often

under delivering alongside tips to avoid the challenges

of costly trial and error.

Not only the challenges, but I feel like there's

an economic cost to some of that as well.

That can be avoided as we approach things

in a little bit different way with David Spiesak.

But first, let's dive into today's biggest automotive

headlines.

First up this morning, new cars were a touch more

affordable in July, making the second straight month

of improvement.

The typical buyer needs 36.8 weeks of income

to purchase an average new car.

That's down from 38.6 weeks a year

according to Cox Automotive.

Average monthly payments fell to $748 the lowest since March

as automakers leaned harder on incentives.

Vehicle prices also slipped a 10th of a percent.

Loan rates held steady at 9.63%,

but that's still a full point lower than last July.

And incomes rose 3.4% year over year,

giving some buyers extra cushion.

By the way, that data point from Cox is fascinating.

I know it's backed up by Fed reporting.

Incomes are rising right now.

That's a good sign for overall economic health.

And that's a great sign for automotive

as we wait for interest rates to drop significantly.

Next up today, Julie, and our daily dealer live audience,

Acura is reworking its brand product playbook

with plans to finally bring more hybrids into its lineup,

marking a sharp turn for the Honda-owned premium brand.

That shift comes as Honda invests $1 billion

into its Marysville, Ohio plant.

That actually, what's the show where he says $1 billion?

That sounds like a lot, and that is a lot,

which will build ICE, hybrid, and EV models

on the same lines, giving Acura the flexibility

to slot in hybrids quickly.

While the brand hasn't confirmed which models will come.

First, industry chatter points to a hybrid MDX,

aligning with Honda's strategy to electrify larger vehicles.

Honda's already had traction in the space.

Hybrids now account for 56% of Accord sales

and a Civic hybrid test returned 51 miles per gallon

over two months.

With US hybrid sales more than double EVs in early 25,

Acura's pivot looks less like an experiment

and more like a necessity as it fights to say relevant.

In a segment, its rivals from Lexus to Hyundai

are racing to own.

Fascinating.

And finally, a headline that blew up over the weekend,

Jeep CEO Bob Broderdorf is leading a product first

turnaround to rebuild market share

and re-energize the brand.

In just a few months, he's made 81 changes,

some tiny, some big, while keeping an eye on Jeep Reddit

threads where he sometimes jumps into the comments himself.

So heads up to everybody out there on Reddit.

If you want Bob's ear on all things Jeep,

go to Reddit and post there.

You may get his engagement.

The strategy centers on consistency

for Jeep's core audience while pulling in new buyers

with fresh launches like the Recon EV,

a 2026 Cherokee hybrid with all-wheel drive

and updated Wagoneer models, including the all-electric

Wagoneer S, hopefully under $100,000.

The mandate is clear, rebuild market share,

restore profitability, and cement

Jeep's position as a leader in key segments

of the SUV marketplace, which they

have been a standard Jeep has been for decades

since as long as I can remember you, right?

Yeah, we love Jeep.

And also it was Austin Powers with Dr. Evil.

It was, yes, $1 billion.

So they're investing.

You heard it first here on The Daily Dealer Live.

So hey, we mentioned this last week.

I'm going to mention it one more time here.

We get a ton of requests.

People reach out to me in DMs, email, they call.

We want all the requests for dealers

to join the show and come talk to us about topics

that matter to them most.

We're taking those requests into one place

just to help from an organizational standpoint

to make it a little bit easier.

Dealers, if you want to join the show,

please visit cdgguest.com.

That's cdgguest.com.

Fill out the intake form to be considered for a future guest

spot.

And the wonderful Michelle will reach out to you

and find out your topic and what you're interested in

and potentially bring you on the show.

So go to that spot to be brought in.

And Yuli, we've got a great lineup today, don't we?

We do.

Yeah, we do.

We really do.

Let's jump into it.

First off, President and CEO of Disruptive Growth Solutions

David Spiezeck, welcome, David, to the show.

Well, it's good to be here.

Thank you for having me.

Hi, David.

Oh, my gosh, you sound like a million dollars.

That is why it's a plastic mic.

Thank you, I know if you want, we

could switch the show over to being late night.

It could be like the love line, right?

Sam Doherty.

You want the cdg love line.

Go ahead.

Actually, if Taylor has my graphic from the close out

from last show, that would be a good appropriate.

Art Bell, David, you and I are of a similar generation.

We remember Art Bell, the late night, right?

Late night radio.

He or Larry King, so.

But no, that's a cool mic.

All right.

Before we get into the topic that you're here for,

answer our show's question, which is, how's biz?

And as you do that, give us a little bit of background

on who you are and what you define as biz, David.

Well, who I am, I'm a car guy.

Interesting, which is a good fit for the car dealership guy

show.

I'm a 45-plus year car guy, served in the Navy.

To all of you out there, thank you for your service.

Thanks for your service.

And fell into a job in the car business, like most of us.

Like most of us didn't sit on our mother and father's

lap at 8 and say, if I really work hard at school

and meet the right people, I'm hoping to sell cars.

We just kind of fell into this business.

And then most of us fell in love with it

and a little bit like Al Pacino and Godfather 3.

Every time you try to get out, they pull you back in.

So I'm a car guy, disruptive gross.

I'm a former dealer, spent 25 years in retail.

The last 18, 20 years, I've been creating software solutions,

including reverse risk, excessive net profit,

and a couple of others have sold a couple of those solutions

and have, I don't know, four or 5,000 clients out there

on software.

Today, I do the David Spiesak show.

Tune in.

Very good.

I'd love to have you guys on.

I'd like to flip the script.

Bring us on.

Let's bring it.

Yeah, I'd like to put the script.

Let's do it.

Do some kind of a TMZ expose with you guys.

I don't think it's salacious.

We'll make up everything.

But I do that once a week.

I drop that once a week, but my main focus

is on being an advocate for dealers.

So I'm an advisor and consultant for dealers

around the country, and that keeps me close.

I spend over 150 days a year in dealerships

so that I'm real in what's happening now.

And I also do consulting and advisory

for some of the top tech clients out there in their industry.

So it's a great way to spend time.

It keeps me off the mean streets, if you will.

Yeah, so with all this background,

all your experience touching dealers

from coast to coast here in the United States,

from your vantage point, how is automotive retail

this month, August of 2025, mid month?

What do you see out there?

You know, it's a mixed bag.

And I think that we're entering a period of time

in retail automotive to where the franchise counts.

And I think one of your topics today is people.

So the franchise counts, of course, AI,

it's going to be top of mind.

Use car acquisitions can be top of mind.

There's always going to be things top of mind,

fixed operations if you're not paying attention to fix.

This is not the year to get interested,

not the year to focus.

It's the year to master fixed operations

because it is guaranteed growth

for the next five, 10 years or beyond.

And we're not so certain where we're going to be

with variable, but you have more risks

than the variable sign.

As far as use cars, you know,

it's a very interesting situation in June.

Our use car inventory of all things

went up 14.5% in a market

that's been struggling to get used cars.

And of course, we're in a situation

where Carvana and CarMax have never been stronger.

Carvana is nearing $50 billion.

This is incredible for a company in December 22,

less than three years ago, guys,

it was less than $1 billion.

When the stock fell from 371 down to four bucks,

but Ernie Garcia and that team

has done possibly the greatest turnaround

in the history of the stock market.

CarMax is solid.

And we're seeing more and more dealers

starting to really go to school on them.

Success leaves clues, of course,

and they're going to school and starting to learn

and how to leverage the things

those companies do very well,

but then coupling those with things

those companies cannot do.

They don't have new,

they don't have leasing off lease loaner cars.

And they can't get that face-to-face Carvana

necessarily that a retail dealer can.

So, David, before we ask you to go into

what are the things they do really well

that is a masterclass for dealers,

let's pull a thread you mentioned earlier.

You said right now, it is a tale of OEMs.

There's the great ones, right?

And how's biz pivots on what OEM?

Who do you see as the top two

and the bottom two most struggling OEMs and why?

It stays market.

Man, this is a challenge,

don't hate me OEMs or dealers,

but I'm going to keep it real.

I always have said for my whole existence,

I'm not trying to get invited to anybody's pool party.

I'm trying to help dealers win.

So let's be real,

there's no question who number one is.

It is and probably for the long term will be Toyota.

Why is it?

They don't just create phenomenal vehicles

that consumers love, trust and rely on.

Honda is another one that creates fantastic vehicles

and will always be relevant in that top conversation,

but what separates Toyota is not the cars,

it's the organization.

So that partnership, they have it,

every OEM says we're partners,

but the last time I looked guys,

when was the last time you were in a partnership

where your partner didn't tell everything that was going on,

where your partner wasn't transparent,

where your partner said,

hey, you've got to be transparent with your clients,

but they're not transparent with me.

Those relationships don't last long, do they?

No, no.

So when you think about this and you mentioned Jeep

and I'm super hopeful for Jeep,

but I'm gonna wait until I'm gonna be a little bit

of the Missouri state and have them prove it first

since their market share has dumped in previous years.

But Toyota's an iconic American brand, Jesus.

Oh, you want them to come on.

Who doesn't love the comeback story?

So David, who do you put at the bottom?

Who are the two or three bottom

that you see struggling right now

that could mount a massive turnaround?

Well, Stellantis is very much at the bottom.

If you simply look at market share,

if you pay attention to how they've treated their dealers,

you don't have to just treat your clients right.

You have to create great products, of course,

but you better think about re-energizing

your dealer network as much as you're thinking

about re-energizing the product lineup

because that dealer network is critical

to getting the word out

and being able to sell those vehicles.

At the bottom, I have to say right now,

boy, I gotta keep Stellantis there

until they've proved me otherwise,

but I'm super hopeful, Jason Stojevich

and a number of other people that are back at the reins,

I think, are in position and fully committed.

The other one, man, it's a tough one.

I'm very mixed on Hyundai just because

of the partner side of things.

Yeah, I like the brand, I like the cars.

I'm not necessarily in love

with the partnership relationship.

When you look at others, I mean,

how do you not have conversations about Volvo, about Mini,

about some of these fringe franchises out there

that Lincoln, for God's sakes.

I mean, how do you get relevancy

when you're at 1% or less market share in this country?

Very hard.

So at the top, you also have Porsche, you have Lexus.

I still think Subaru is a mover shaker,

although watch out, Subaru,

because they've been sitting on their cars for way too long

and they need to kind of, I think,

I think they need to consider the fact

that others are catching up.

But historically, they've shown a discipline

that has been unusual in automotive,

not oversupplying, not undersupplying.

They produced to demand very nicely, in my opinion.

They have, but they kind of went from Rolex to Target,

you know, over a couple of periods of time.

They were always subscribing when Tom Dahl was there

to the one-two-few.

And they jumped in, I think,

wanting to go all in against Toyota, Honda, Kia, Hyundai.

And I think they went outside their lane a little bit.

So I have full confidence.

It's a phenomenal brand, phenomenal story,

almost a cult-like client.

100%.

Yeah.

And actually, with some exposure to the Subaru brand,

I, David, I'm gonna disagree with you a little bit.

I think if there is a little overproduction,

which I haven't seen yet 100% from my vantage point,

I think it's probably on the footstool of tariffs, right?

So, but that's good that we can agree to disagree, I like it.

We shall see, we shall see.

All right, so as far as this question you have up there,

do you have a defined use car policy?

Let me share something with you

that may be considered controversial.

So for years, it used to be a 90-day turn,

and then somebody finally woke up and said,

okay, that's not working.

So they flipped it down to a 60-day turn.

Everybody subscribed to that.

I've got news for you guys.

I've got data, hundreds and hundreds of thousands

of sales across the country.

And you know what's interesting?

The cars that sell in under 15 days

make, obviously, maximum gross.

They have maximum GDPs.

They have very low, if any, advertising costs,

and they have tiny floor plan.

So that's no surprise.

Keep in mind, everybody out there,

you have two types of vehicles in stock.

You have cars people want to buy,

and cars you have to sell.

Now, the cars that people want to buy

always flip in under 15,

and the average days are actually eight.

If you look at the data, 16 to 30 days, gentlemen,

the gross cuts in half or less.

And if you look at all the cars

that sold in the United States,

give me every dealer you can.

I'll throw them all into my data analysis.

The average gross is actually negative.

So my view of the world is, explain this to me.

If you need to turn your inventory 12 times in a year,

that's a 30-day turn, right?

And if you're not turning in 30 days,

you're probably not profitable.

In fact, most dealerships are wildly unprofitable.

So what's my turn policy?

It's simple.

If my car doesn't have significant VDPs or write-ups

within 21 days, the car's out.

Think of how crazy most people

are gonna think about that.

But if the car's not popular in demand,

if it's not a car people wanna buy in 21 days,

why do we keep thinking it's gonna become popular

in 30 or 45 days?

And when you say it's out at day 21,

what does that mean?

Wholesale it, sell it, regale it, launch it, price-wise?

It's just wrong.

Regardless of the loss.

Well, at best case,

you better be number one in the market

for whatever that car is.

I'll tell you why.

People will sometimes tell me, guys,

hey, we're the fifth lowest or eighth lowest.

My answer to that is,

so point out the customer that's out there going,

you know, as long as I could get the eighth best deal.

I'm gonna be because it doesn't happen, right?

It doesn't happen.

So many people fall in love with the metal too.

You get this little cream puff

or some one-off or maybe a more rare car.

And for some reason, your used car manager thinks,

hey, let's price it to 115 or 120% of market.

And it's like, all right.

So now you get no clicks for the first 20 days

of your points.

It's just dead air.

You know what's crazy?

What a waste of time and money.

You have this little company called CarMax

who is so disciplined that they know,

they've got the data and the discipline

to know exactly what to do with a car on day one.

They have an exit strategy day one.

It's either retail or wholesale.

So think about this.

The number one challenge for a Carvan

or CarMax is feed the beast.

I need as many cars as possible.

So explain to me why CarMax wholesaleed

almost 600,000 vehicles last year.

I'll tell you why.

Because their data told them it would not sell.

It would not be a profitable outcome in under 30 days.

So what do you do?

Well, what if we come up with an auction

and we'll sell these cars that are undesirable

and don't meet our ideal inventory?

Gentlemen, who bought those 550,000 cars?

Dealers.

So dealers took CarMax off the hook

for cars that were likely to be unprofitable

and a problem.

And then dealers, check this out.

10% of the cars CarMax sold profitably came from dealers.

Guys, it's time to wake up.

It's time to rethink.

And one of the things you got to start with

and make sure you have an exit strategy.

I noticed that Yossi was on with Alex Vetter

from cars recently.

It was, yeah.

And dealer club fascinates me.

I think it's intriguing because I can list a car.

I can have a first day immediate exit strategy.

I can list it for free.

I can sell it for free.

I mean, what could be better than that

versus taking it to the auction?

Stop taking chances on cars

that are not your ideal inventory.

So David, what would you say to the used car manager,

the dealer right now?

So we had somebody on Industry Spotlight.

You can go back to that podcast.

You can see it, it dropped I think on Sunday

and he said, look, we don't have a turn policy.

We're using technology, some of AI driven,

some tech driven that tells us

where to put this vehicle, how to price it.

We're going to hang onto that until we sell it retail

because some dealers would say

used car pricing is uncertain right now.

Things are going up, things are going down.

Like some dealers would say,

it's better if we're going to invest in reconning it.

Let's hang on to it until we can retell it on our terms

rather than wholesaling it as you say off

to another dealer as CarMax has done.

What would your response be to that?

By the way, not my opinion.

It's just a question.

Just stop it.

Listen, is that what Carvana does?

Is that what CarMax does?

Is that what the top,

is that what the top used car performing retailers

in the country do?

Absolutely, positively not.

Now, here's the problem.

The problem is we have a disease in our industry

and again, don't hate me guys, but check me on this.

It's called irrational optimism.

It's optimism without basis

and that's what gets people in trouble.

I asked this question to hundreds and hundreds

and hundreds of dealers.

In the course of your career,

same thing with sales managers.

In the course of your career,

have you ever had a used car manager leave your store

either because they were asked to

or they left on their own

and the day after you had a mess to clean up?

What was the percentage people said that was true?

100%.

Why is that irrational optimism?

Here's the thing, you can get lucky

but just because I go to Vegas and get lucky

on 21 black or I get lucky at a black check tape,

that is not a 401K or a retirement

or a legitimate retirement plan or strategy.

So I think it's a big mistake.

I love that phrase by the right way.

Irrational, what'd you say, optimism

because you know who coined irrational exuberance, right?

Coming into 08 was Alan Greenspan, right?

That's right.

That people just got away with their own optimism.

Now we have irrational optimism.

It is a net profit assassin right then and then.

So give us the takeaway for the single point

or maybe you've got two or three rooftops

where this getting rid of that vehicle

at what was the day mark again, David?

You said?

I mean it's 21.

21 days.

It's 21 days.

I'm either gonna get rid of it guys

or mark it way down to make sure it's number one.

I need to give you peace.

You're gonna retell it, force retell it, okay?

Because CarMax with all the locations they have

they've got a bigger network,

more horsepower to do it.

A single point might say hey,

I can't afford to take that loss.

I can't afford to just retell

but you're saying price it to the marketplace

in that case, yeah?

Yeah, you ever noticed guys,

think about your whole career.

You don't have to sell cars people wanna buy.

You ever noticed that?

You have to sell cars people don't wanna buy.

So everybody please take a clue from that.

So if it's on day one,

here's the keys, here's the takeaway.

Number one, you have to figure out

what your ideal inventory is.

What is that based on?

It's not based on you, nobody cares.

It's based on what the searches are

in your marketplace.

What is selling in your market?

And the problem is most dealers repopulate

these car departments with cars they're selling.

Well, you're only selling them.

It's a self-fulfilled prophecy

because that's a car you have.

Please start looking at your search.

Number two, make sure that you know the ideal inventory

and your discipline to that.

Number three, make sure you price them to sell.

You'll find that most top performing used car places

never put more than two grand in a car.

Why?

They have figured out that if you wanna maximize gross

you don't do it one deal at a time.

You do it by maximizing turn.

If you give me 20 grand and I get you a car

and I sell it in under 20 days

and I'm able to turn that capital for you 15, 18, 20 times

you're going to beat the snot

out of everybody else out there

who's trying to make maximum gross.

Recon, you gotta re-look at your recon.

And last but not least,

you gotta make sure that you are merchandising

the vehicle correctly and get it out no more than 30 days.

80% of your cars should be sold in under 30 days, 80%.

So if you're doing that, you're doing something right.

So David, these are the lessons

that Caravana and CarMax have honed in on

and has helped cause the turnaround with CarMax

sorry, with Caravana.

And you're saying that if dealers take their strength

which is the franchise system

the access to used car trade-ins

that they can win in that marketplace

but leaning a little bit more on that.

How do dealers today win versus Caravana

with the franchise benefit?

Look at organizations like Eastern's Auto Group

which isn't largely an independent

one Nissan story is called I think 11

used car facilities in Virginia brilliantly run

Joe Basam, if you look at the Casa Auto Group

if you look at Edgar Costellanos in Southern California

going up against the most highest density

of new car franchises and he's killing them.

So in each case, that's what they've done

is they are paying attention, learning

from those clues that work over and over and over again

they're adopting those disciplines.

Also they're making recon so much easier

they're eliminating the great dealer Adam Arons

the relief, they're eliminating

the decision making in recon.

Most stores guys, the car comes in, it sits

I gotta wait for it to get in recon

and I gotta wait for the advisor to come back

and I gotta wait for what they're gonna say

then the advisors waiting for the used car

better to approve it.

In these top performing stores, they get the car in

and they get the car out.

Everybody knows what needs to be done.

They're getting the car through in three or four days

they're pricing it to move

and they're going after cars

that people ultimately wanna buy.

They don't pay attention to the nameplate

or what's on the hood nearly as much

as the fact that most people want a great car

with car play, Android play or whatever.

So David, we're almost done

and we're on a tight timeline

but I wanna hit one more topic

the producers are gonna kill me for this

but I wanna bring in just a couple of comments

cause you've got some good feedback here online.

So Darius said such valuable insight, thank you.

Ben says this guy is good.

And then Bert Davidson, he says

I've got 15 rooftops in three different markets.

I've been moving aged units around like Kelly

for two years now.

That's commentary back to the industry spotlight

and Kelly talked about Viotto, no turn policy

but a used car director

that's basically orchestrating moving vehicles around

which to your point, it's not outside

it keeps it inside the group says very few transferred

and then I lost the last part.

Transfer vehicles typically lose money.

Yeah, I consider it laundering.

So in fact, when I was an executive auto nation

I call that laundering

where I would catch one of my stores

taking a 60 day old unit

and instead of wholesaling it

they would wholesale it to another one of our stores

and that store would take their old car

and now it's in their store as a fresh unit

and the other one would do the same thing.

All you're doing is laundering inventory

but the thing doesn't get more valuable.

If you look at the publics

they write those cars down.

You wanna keep it, you wanna keep it

but you gotta write it down and forever said

oh, don't worry the prices are unstable

what if they go up?

Well, somebody please go into chat GPT

and tell me how many times that's happened

and when's the last time it happened?

Every single year it goes down.

This year we're more stable than most years recently

but it's still going down.

Great viewpoint that pivots or the counters

what we saw in the industry spotlight.

Dan Sias, so it's David's business model

essentially a consulting form for dealers.

If so, how do you price your services David

as you work with dealer groups?

For me, well my dealers are all on to monthly retainers

so I have a consulting and advisory agreement.

People can go to davidspesac.com

or disruptivegrosssolutions.com.

If they go to davidspesac.com

you'll also find about 230 podcast episodes

with some really smart people like yourself.

I'd love to have you on.

We're on, let's do it.

But basically they contact me

they could reach out DM me on LinkedIn

they could hit me on my cell phone

share this, write this in a bathroom

stall 5106040308

hit me up my team will send you the information

on how you could get a blank consulting

and advisory agreement.

No risk, 30 day out, it's easy.

Hey, I pay for my...

How's that for a setup, right?

A volleyball setup at Spike.

So that's a great answer to the question.

Two questions and then we got to go

because we got 30 seconds left.

Scorpio on my favorite movie is the note.

That's right, this is going to be like,

what's the toughest position

in all of automotive to hire?

Come on, come on.

That's a softball.

It's a technician, it's a technician.

The hardest?

I asked this question.

Harder than general manager?

A good general manager.

Not so much.

100 times.

Harder than a good technician.

Yeah, because here's the problem.

How many Gen Zs are going mom

if everything goes right for me?

I'm hoping to turn a wrench for the next 40 years.

I don't want to mess with things like AI.

People say the exact same thing about being a GM

or even in car sales, period.

Like, I never intended to get into...

My dad was a college professor.

He had great hopes of me doing all the great things

at a university that people do.

And here we are in the car business

and we love this business.

And we're having a pretty...

My wife is a brilliant physician

and she's astounded that we make so much more money

than brilliant physicians.

So I don't think we're doing bad,

but here's the problem.

We just don't have enough technicians.

In fact, I was listening to a podcast episode

with Jim Kramer last week with UTI CEO.

And he said they keep building more

and more and more local facilities.

They cannot keep up with demand.

If they built three or four more a year,

they can't keep up.

We can't find them.

Guys, if you have a great work culture

and you pay attention,

you can keep the good ones.

If you reduce turnover,

it's a heck of a lot easier to build a team.

Everybody knew my store

for being the most profitable in the country

at nearly 30 million.

But that wasn't my favorite stat.

My favorite stat was we had less

than 3% employee turnover.

That's what helped us create

that type of financial outcome.

So lower the turnover,

get the people right,

recruiting, development and retention.

All right.

And we actually have a great conversation coming up on that

including three tips to find the right person

to retain the right person long-term.

Last question, honestly, 15 seconds on this.

You said at the automotive forum,

you said when talking about AI,

the dealers want solutions, not noise.

And you cautioned against overhyping AI.

I know this opens up a big topic,

but just as a lightning round,

what's one or two AI driven

or tech driven solutions right now

that are valuable?

Because I agree with you,

there's a lot of noise.

Most often it's a solution in search of a problem.

Is there anything that you're seeing

that's good out there

as you're working with all the different groups

you're with?

I'll name a couple.

Constellation Out of New York has created AI agents

which is the first of its kind

that helps people don't hate me advertising agencies,

but you could eliminate brand strategists,

advertising strategists.

These agents are brilliant at helping you,

literally grab market share.

Two is Impel.

Impel is probably the king.

They've been around longer than anybody else out there.

They're good, I agree.

And you have Sky Vision,

which I've had so many of my clients

get into Sky Vision.

I mean, because you could tell,

you could reduce cycle time,

you can improve client satisfaction,

and you can help the acquisitions.

So what's the difference?

What's the operative most important difference

between the noise of AI and the execution of AI?

Number one, it depends on what DMS you're on.

If you're on a closed API DMS,

it's very tough.

You're going to end up living in silos

and relying on third party,

fractured kind of integrations.

If you're on a tech on cloud-based,

mobile-based, AI-based,

that makes a difference.

But otherwise, you've got to find people

that are focused on the right things

and have data origin in the right places.

So places like Dealer Inspire,

Cars, Commerce, Accu-Trade,

you've got others out there as well.

Vincue that are doing some really good things.

Drive-centric has some good stuff.

But guys, pay attention.

AI is not going to solve your problem.

It's not.

It can exacerbate your problem.

It'll actually uncover it

if you don't have good time in the process.

But it won't take it.

And on that, President CO,

Disruptive Growth Solutions,

David Spiezeck, we appreciate you being

on the show sharing your perspectives.

Thanks so much for having me, guys.

We should roll the bellings, David.

Yossi and the whole CDG team.

You guys are party.

That's our graphic.

It's Sam After Dark.

So this will be our late-night show, Dave.

I believe Sam,

I believe that one of the NADA after parties,

you looked exactly that way.

That could be.

No future for their comment.

So good to be, good to see you.

See you, guys.

See you next time.

Thanks, David.

That's a heck of a lot of fun.

I love the conversation about turn, no turn.

Obviously, as a best practice,

you've got to have a turn practice.

But we did see on the industry spotlight

a great strategy for not having the turn,

but then making sure that the cars made it

to the right place.

Very interesting.

A lot of great commentary.

Bobby Evans says great insights.

David Dancy says another techie on plug.

We had several plugs in here.

By the way, these are not paid endorsements.

It's just to get information out

and let people know what the industry is seeing people

like David from his perspectives.

So let's talk about the show.

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All right.

Toughest job to hire and recruit for, Yuli.

What would you say before we bring on our next guest?

Controller.

You know, I agree, like,

and you know, I think as soon as we say toughest,

I think we also have to say,

like, toughest to find really good quality

that becomes a part of the organization

that stays, that grows, that develops.

Because there's so much bouncing around.

And if you just go to someone who's available,

you put a job listing out there

and they are not working anywhere,

you're just hiring someone else's problem.

It's almost like David Spiesak said,

you're buying that used car from another dealer group

to take on their problems.

Like, I don't want that.

I want someone that will grow here with us.

Yeah.

Listen, it's also mindset.

You know, I think the sales positions

are the easiest to fill

because the way we're wired in sales

is we're networking, we're outward reaching, right?

But when you look at these office positions

or even the fixed positions,

these guys are not living on social media

or even platforms like LinkedIn

and expanding their network.

They're doing their job.

They got their head down there.

You know, they're hard to find.

Yeah.

They don't get your orbit.

Which brings us up to our next guest,

General Manager, CDG Recruiting,

Steven Adrania, welcome to the show, Steven.

What's going on, gentlemen?

All right, so you heard David Spiesak talk

a little bit about hiring and recruiting

and give you his strategy.

He said, technicians are the toughest to hire for.

You're an expert in the industry.

You've placed a ton of automotive industry experts

and professionals across all automotive.

As part of your house biz,

tell us what is the toughest job

to hire and recruit for and why?

Absolutely, right now the toughest job

to hire for is controllers.

All across the board.

It's our biggest inquiry right now.

It's far exceeding technicians.

And we're seeing a lot of action

on the controller side right now.

And what makes controller so specialty driven

and make it such a tough hire long-term,

but also such a, I mean, valuable, I understand,

but why is it so tough to find good controllers?

Well, we're seeing a lot of centralized accounting

offices being set up right now.

And really that person that maybe came from,

you know, a huge background in accounting

is really accelerating right now.

Coming from a big firm,

coming through processes, procedures,

that's what a lot of our clients are looking for,

and then growth.

So with good accounting, with growth,

you need great accounting.

Awesome, that's great.

So thinking about another position.

So it's interesting, I think for my role,

like you'll put an ad out

and you'll get a bunch of respondents.

Typically it's not the people that respond

who are employed somewhere else

and who are doing well and crushing it.

It's the people who are unemployed,

who are trying to find another job,

who are frustrated with their prior employment.

And don't you think in a lot of cases,

that's hiring someone else's challenges, right?

What does it take into,

like why is it so hard to find those people

who are, and it answers my own question,

who are happy and well-employed?

And what are some tips and strategies

for finding those happy, well-employed

and bringing them into a great organization

such as ours or any other great auto group

across the United States?

Yeah, no, I think we always have to remember

that there's a person behind that resume.

So dig in deep into what happened,

what their experience is

and where they can be an asset to your organization

is really a good approach.

I think back to your question,

really vetting people,

making sure that they are who they say they are

is a big thing right now.

And I would necessarily wouldn't discount

someone that's not employed

because there's always a rhyme or reason

whether it's personal,

something happened in their personal life or whatnot.

But to seek the best talent right now,

it's displaying your company culture.

That's what a lot of our candidates

that we talk to every day

doesn't always come down to compensation,

it comes down to growth opportunity.

So if you're not presenting growth opportunity,

they like, for instance, you're buying more stores,

it's something to throw it out there that,

hey, we are growing and we need top talent

to come within our organization.

Yeah, that's awesome.

We see that like a strong culture,

people want to be part of something.

It's almost an employee bill of rights now,

especially with a younger generation.

It is part pay, it is definitely part lifestyle.

Ziggler just won best Glassdoor's best workplace environments,

the top rated auto dealer a year or so ago.

But it's also shameless plug for anybody

thinking about this conversation.

But it's also almost an employee bill of rights

to be able to be part of something bigger than yourself.

Like I think employees today, they want to be,

I do, you want to be able to give back

any unique and interesting way

to a bigger cause, something bigger than yourself.

And this workplace and automotive

gives that opportunity to Steven.

Yeah?

Yeah, no, I think there's tons of great dealer groups

we talk to every day that have extreme,

they have their values right, they have everything in line.

And without us having to sell that aspect to candidates

is people need to talk about it more.

Why is it, why your group?

Because great talent isn't knocking down your door

every day, right?

You have to go out and seek it.

And you have to show people why you are the best

to work for in the industry.

It's no different than selling a car, why buy from you?

Why come work for me?

So how do you help dealers connect those dots

behind the scenes?

Well, a big portion is like, hey, we do this every day.

Our team, we have two people in office right now

and then we have a remote team all across the country.

And we're having 50 to 60 phone calls a day

from our team, right?

If we're seeking out people,

we necessarily don't take a lot of inbound

even though we do get a lot of inbound

is we're doing cold outreach constantly, right?

Whether we're hitting our database, we're scheduling calls

and we're scheduling calls for future

because right now it's hiring season.

Everybody, it's time, it's crunch time.

It's like for a recruiter, this is game time.

This is, we're gonna throw out our uniforms.

It's like kicking off the first pre-season for the NFL.

Why is now the recruiting season?

Why is now hiring?

You know, if I had a crystal, it's all the time,

but for some, you know, summer's winding down.

You know, the numbers are coming in for the year

and we're going for that final Q3, Q4 push.

All right, so as we come into the Super Bowl

of hiring and recruiting,

I also think there's probably people who are realizing,

hey, they're frustrated

with the financial performance of their store.

They've spent all their resources

and they're at a disagreement with whoever

or whatever they work in

and they're just like open to something else, right?

And maybe that's part of it

as we get closer towards the second half of the year.

What are some best practice recruiting tips

that you could give us based on your expertise?

And also, if you would, CDG,

you've got a compensation report.

Maybe talk a little bit about that,

but what are the three best practices?

Well, the best practice is actually,

you know, they link to compensation, right?

Compensation's not the only thing.

You don't want to sell an opportunity,

not just the paycheck.

You know, top performers really want money,

but they also want a clear path to growth, right?

Dealers who highlight culture, growth path

and modern perks stand out right now.

So that's one.

You got to know the market you're recruiting in, right?

You got to know where the money's going to land,

right?

And that's kind of where we provide that data

and that compensation report.

It's to recruit talent, right?

Here's where the percentiles are, 50 percentile.

It means that, you know, your average, right?

So, and keep in mind, Sam,

that, you know, this is a production-based business, right?

So everything we do on the vendor side,

everything is based on production, right?

And it's also right now,

what we see is in the hiring processes,

they're too dragged out, right?

So you got to move with speed and you have to vet, right?

So you have to call those references.

You have to check the people out.

That's the best thing that, you know,

could we can't just go off word of mouth anymore

with what people are telling us?

Just like a dealer, you know,

has to prove themselves to a top tier candidate

is why they need to come work for them.

You know, the dealers who are moving quickly

are doping up the best talent right now.

So know your market, move with speed,

sell the opportunity, not just the paycheck.

You talked about the comp report.

Why is it important to understand compensation

in the marketplace and what is the compensation report

and how do you get ahold of it?

Yeah, so our compensation report we have,

we'll share the link.

It's all over, you know,

you got to go to CDG Card dealership guys website

and it'll say to do our compensation report.

And if you go to CDGrecruiting.com,

we have it on there too.

You can also DM any of our recruiters

and we'll send you the link,

which this compensation report has,

we've, it's been out there for about a month now.

And really where it stands is,

you know, it's showing the demand

and, you know, what you can get

for what you're paying right now

and where you compare in the market

based on our recruiting data.

Okay, so why is it important?

I mean, obviously you need to know

what different jobs and roles pay.

Do you have a strategy as it relates

to whether you pay market,

do you pay under market, do you pay over market?

Like, what do I do with that report once I've got it?

Yeah, well, right now what you got to do

is you got to be within the market of 50 percentile.

In order to secure top talent right now,

you got to be a little over the 50 percentile.

So 75 percentile is what we're seeing.

And then 90th percentile is people that are,

you know, that are in a dealership right now

and they're cranking, right?

So elite talent, so to speak, right?

All compensation plans are very similar, right?

But what we're looking for,

what we're looking to show you in this report

is basically how you can be,

how you can, you know, make sure you're competitive, right?

And this is based off of, you know,

actually offers made and negotiations we do

on behalf of our dealers with candidates.

So I got a question for you.

Obviously you've got a recruiting service.

You've placed a lot of people all across the country.

One of the things that fascinates me is, you know,

the person that says, hey, I'm frustrated in my current role.

I want another opportunity.

They put their name in a hat, it gets out, right?

How do you, and I've never,

you and I have never really talked about this before,

but do you have any strategies

for like maintaining confidentiality

as you go through it, right?

Because if you are a high performer,

like people talk everywhere in automotive, right?

As soon as somebody drops on the street

or as soon as somebody signals

it's tough to not have it get out.

How do you keep it either as a prospective employer

looking to engage with someone

or you in a recruiting role?

How do you keep a confidential in a world

that there's no confidentiality?

Well, you know, we hold our clients

and our candidates to confidentiality, right?

And we, you know, we execute an agreement

that states that, you know,

this is confidential on the candidate

and the dealer side, right?

And people, I'll tell you that people understand it, right?

Is like, hey, you know,

we wanna make sure that this isn't getting out

because like 75% of the work we're doing right now

is confidential, meaning that the dealer

does not want anybody to know

they're hiring for this position, right?

And they're not posting it, it's not out there.

You know, so that's why we use general terms

when we're posting online about the job we have

is we wanna make sure that we're,

you know, not breaking that and selling the beans, so to speak.

And Stephen, it seems to be that's part of your secret sauce

is that confidentiality piece, that huge discretion piece

because as people move around in automotive,

you don't want just those that churn,

like have a new job every three to six to 12 months.

You wanna find that person that's willing

to make a career in a home

and in an organization like ours here at Ziggler,

we find those right people

and then we cultivate them, we grow them,

we develop them, we give them opportunities

for growth development like Ziggler University.

There are other groups that have very similar

and our philosophy is probably similar to yours.

Once you get into a group like that

and you find a home like that,

it's very low chance that you're gonna go anywhere else, right?

Yeah, no, we carry about over a four year period

where you retain 75% of our placements, right?

Because of our vetting process.

And, you know, we wanna know everything,

we're not held to the same standards as Ziggler

would be as far as HR goes, right?

So we can ask questions that generally

a hiring person can't, right?

So we wanna know about the candidate's family,

we wanna know everything, right?

Before we make that placement,

so we can one know what we're getting into when we place them.

So last question, and thanks for your perspectives

and insights today.

Controllers, the toughest,

what's the toughest number two and number three position?

Ooh, so I would say from our perspective right now

is the fixed, is finding fixed people

that, you know, can really drive the numbers

and hey, a fixed operations manager or whatnot,

their job is to recruit and retain technicians, right?

So if you look at that, when we get a call for technicians,

which we generally don't, you know, we don't do a lot of,

but hey, we have to look at top down

is why are technicians leaving

and why aren't you able to recruit technicians?

Yeah, well, and by the way, that fixed ops director,

there is no better role to create that culture

that brings people in.

So vis-a-vis that it's hiring

for every single position across the group.

So Steven Adronia, general manager at CDG Recruiting.

Thanks for being on the show,

sharing your perspectives.

Controllers, fixed ops directors, fixed ops.

David Spiesak and you agree on that.

Controllers, that's a fascinating one.

So thanks for being on the show.

Thanks, Steven.

That's fun.

So GM, he didn't call out general manager on any of them.

Like Steve Spiesak didn't say that.

He didn't say it.

So maybe I'm wrong.

But again, I think general manager,

it's like people are looking for that spot.

They're looking to jump.

I think controllers have their head in the books.

You know what I mean?

They're not out perusing.

So to your point, you know,

there's a lot of top talent out there

that is doing their job maybe well or exceptionally,

but maybe they're feeling a little underappreciated

or maybe they're not compensated enough.

And then Steven calls at the right time

and connects those beautiful dots.

So before we go to the breakdown with Anna,

I just want to go to a couple of comments

that we're seeing online, but then next we'll go to Anna.

So Matty Max Daddy says, good watch.

Scott Simmons says, David Spiesak is an automotive legend.

We saw that today.

By the way, he's got a great voice.

So I'm jealous of that.

And he's got a great mic as well.

Lauren Klein, are you seeing less demand

for AI-enabled roles like Service BDC?

That's a great question.

We'll have to ask that.

And then Cardiola Ship Guy posted a link

to the CDG Recruiting Compensation Report,

which is cdgrecruiting.com forward slash comp

and noted that it is free from there.

But with that, let's transition over to our very own Anna.

Anna Delvilar.

Anna, welcome to the show.

Hi, guys.

So good to be back.

So joining today, doing well, is our roving head

of editorial content, Anna Delvilar,

to discuss an OEM.

I'm going to set you up here, Anna,

that went from virtual bust to one of the coolest OEM

turnaround stories in all of automotive today.

I'm super intrigued by this.

What you got for us, Anna?

Yeah.

For years, Buick hasn't really been

able to catch a break.

As many of us know during the 2008, 2009 great financial

crisis, Buick's parent company, General Motors,

almost shuttered the brand completely.

But it held on, nestled kind of awkwardly

in between Chevy's mainstream appeal and Cadillac's luxury

positioning.

However, by 2022, Buick's US market share

had cratered to 0.8%.

And leadership knew something had to change.

So they told every Buick dealer either

invest hundreds of thousands in EV infrastructure

or take a buyout.

And roughly half the dealer network walked.

But the dealers who stayed were quick to buy up inventory

from the stores that had exited.

And they got a lot more kind of territory,

is what I've heard from quite a few dealers.

Sarah Automotive was telling me that one of their leaders,

Tyler, was telling me that the closest Buick

store used to be 20 minutes away.

And now it's about an hour.

But buyouts were only phase one.

Between 2023 and 2024, Buick redesigned all of its four

models in just 14 months.

And the vehicles got sleeker, more tech was added,

and they were using higher quality materials.

And as a result, Buick saw the largest first half sales

increase of any mainstream brand this year.

They're up 29%.

And sure, Buick's overall sales are much lower compared

to, say, Honda, for example.

So the growth is more noticeable by comparison.

But the brand has made big strides in product market fit.

However, Buick has some hurdles to face.

Three of its four models are built overseas.

And with tariffs rising, the brand's pricing edge

could disappear fast.

Right now, dealers are telling me

that Buick is eating those costs to stay competitive.

But that's not likely a long-term solution.

GM could shift more production to its plant in Lansing, Michigan.

But that takes time.

They can drop models.

But the lineup's already pretty thin.

And they could raise prices, which

could put off maybe some conquest fires.

So no easy options here.

And not everyone is convinced that this

is a true kind of resurgence.

I was reading the comments and the feedback from that we

got on the story.

And yes, we read every single comment.

But many people think that Buick is still

destined to go the way of Oldsmobile.

And that's a real possibility.

But I'm looking at it more from a glass half-full perspective.

And I think the next 18 months will determine

if this turnaround is more of a permanent fixture

or if it's just kind of a false start.

But so far, really, really encouraging stuff from Buick.

It's a very cool and interesting story.

As you were going through that, Anna,

one of the kind of tests, I guess,

would be at a rental car.

Because I rent cars all the time.

Is there a rental car under that brand

that you really want to drive?

And either the best brands in my mind

either aren't on the rental car lane at all

because they don't engage in that to sell cars.

Or they've got a car that's pretty cool

that you enjoy driving.

And here's what's interesting.

Buicks are a heck of a lot of fun to drive.

And their integration with all the different

is that the heads-up display and the navigation system,

the glass cockpit, as well.

It's very cool.

It's forward-thinking.

It's well above and beyond what you see

in a lot of other, maybe, like Chevy's

and some of the other GM products.

And then you have the Invista for $26,000.

So it's one of the most affordable price to new cars.

And that is definitely giving them a boost.

Yeah, yeah.

Well, Anna, thanks for sharing your research with us.

It's fun to have you as always.

We'll be excited to hear what you come back with later

on this week or next week in your latest research.

Anna Delvalar, thanks for being on the show.

Thanks, guys.

Very cool.

And a note as we wrap up today from Nate, the truck driver.

I did see your DM on social media.

He says, I'm here again today, Sam.

I'm being a sponge as usual.

And I've sent you a DM on LinkedIn.

I'm ready to park it.

So he's a parts driver.

I think he delivers parts, trucks, or a Toyota parts.

And he wants to get into automotive.

And I'll tell you, Julie, that's the great thing

about this auto industry that we're in

is once you find a group where you're comfortable,

you feel like you're part of the culture or vision values,

you can grow.

There is no ceiling for growth in great automotive groups.

That's right.

And it's pretty cool that Nate is continuing to listen.

I'll get back on the DMs and respond back to you.

Or Nate, reach out to CDG Recruiting, too.

They'll bring you in somewhere.

Cole said, I saw a murdered out in Vista on the highway

and was blown away by how cool it was.

I don't know what murdered out means.

This is not.

Like blacked out, all black emblems, black windows,

stuff like that.

I got to say, completely unrelated.

But when I think of something that couldn't be turned around,

to me, totally subjectively, Volvo

was an exceptional vehicle, I mean forever.

But I remember in the 90s, the bricks,

you were like, OK, so they run 500,000 miles.

But they're the worst-looking cars ever.

And then they turned around aesthetically.

They started making really beautiful cars.

The look to me is that it went from nothing to, wow,

I'm starting to see a lot of these cars on the road.

Pretty cool.

But that's not always evidence of a successful brand long term.

I think of Oldsmobile, right?

Before they weren't, there were a ton of Oldsmobile,

like the Alero.

I remember a year old Alero you

could sell for $99.95 as a lease buyback or a buyback

from the rental cars.

And they were enormously successful,

but just didn't quite make it long term.

So yeah.

Listen, my mom had a Buick Park Avenue back in the day.

And I remember it was the first car

to have dual zone climate control.

And in the passenger side, I had two little buttons.

You could go a couple degrees hotter,

a couple degrees colder.

So it's interesting.

And then final comment up today.

Lauren Klein says, train and retrain.

And I love that as a comment to David Spiezeck's piece,

is I don't care what tech you have,

I don't care what AI you have.

If you don't have well-trained people

that understand their purpose, their role, their job,

and they're leaning into executing on it,

the whole thing's a disaster.

I don't care what AI you implement.

It's a problem.

So yeah.

You can buy the best calculator,

but if you don't know how to use it, it is worthless.

A calculator what?

I remember the calculator.

And I said, you can buy the best calculator.

No, I know.

You don't know how to use it.

Yeah.

All right, well, hey, everybody, thank you for watching today.

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About this episode

The episode dives into the challenges of hiring in the automotive industry, focusing on the toughest roles to fill, particularly technicians and controllers. Guests David Spiesak and Steven Adragna share insights on the importance of finding the right talent and strategies for retention. Spiesak discusses the impact of AI in automotive, emphasizing the need for practical solutions over hype. The episode also covers recent automotive headlines, including Buick's turnaround and the evolving market dynamics, making it a rich discussion for industry professionals.

Honda Accord Honda Civic Jeep Cherokee Jeep Recon Jeep Wagoneer

Original notes

Today's show features: David Spisak, President/CEO of Disruptive Growth Solutions, LLC Steven Adragna, General Manager at CDG Recruiting This episode is brought to you by: Prime Dealer Equity Fund - Prime Dealer Equity Fund is providing a limited number of accredited investors with $100,000 or more the rare opportunity to invest directly into franchised auto dealerships; the offering can only be made via the Private Placement Memorandum under Regulation 506(c). Led by seasoned operators with deep experience in both dealership operations and fund management, the fund is designed to deliver consistent cash flow and long-term capital appreciation. f you’re looking to diversify into this asset class—this is your chance. Check out https://primedealerfund.com/CDG/ to learn more. Disclaimer: This is not an offer to sell or a solicitation of an offer to buy securities. Any investment can only be made through the official Private Placement Memorandum and only by verified accredited investors. Nothing stated here should be considered investment advice. — Check out Car Dealership Guy’s stuff: CDG News ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://news.dealershipguy.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ CDG Jobs ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://jobs.dealershipguy.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ CDG Recruiting ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.cdgrecruiting.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ My Socials: X ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.twitter.com/GuyDealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/cardealershipguy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@guydealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/cardealershipguy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Threads ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.threads.net/@cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/profile.php?id=100077402857683⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Everything else ➤⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ dealershipguy.com

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