"You're Sitting on Gold!" Why Most Dealerships Are Sitting on Hidden Fortunes & What Top Operators Know | Vic Keller, Founder and CEO at Experience Ventures

"You're Sitting on Gold!" Why Most Dealerships Are Sitting on Hidden Fortunes & What Top Operators Know | Vic Keller, Founder and CEO at Experience Ventures Car Dealership Guy Podcast · Jun 9, 2026

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Term

grosses

Dealers use “grosses” to mean the money they make from selling cars (and sometimes add-ons). It’s a main number they watch to see if deals are profitable.

Term

penetration

“Penetration” here means how many customers say yes to a particular add-on or finance product. If more people buy the add-ons, the dealership makes more money per sale.

Term

CPRO

CPRO is a way dealers measure marketing efficiency. It’s basically how much it costs to generate a good chance of selling a car to a real buyer.

Concept

AI agent

An “AI agent” is smarter software that can do tasks toward a goal, not just chat. Here, it’s being discussed as using past dealership data to help people move toward the next step in buying a car.

Topic

They’re talking about the “vendor landscape,” meaning the companies that sell dealership software and services. The question is whether AI will replace some of them or just add new tools alongside them.

LIVE

The downside is a lot of times it becomes

an individual sport instead of a team sport.

And, you know, you really put a lot of emphasis

and focus on unicorns and unicorns aren't real.

There's no such thing as a unicorn,

but in the car business, right,

there's a lot of times that you're like, man, we can't,

we're not gonna mess with this guy

because he's putting up the best gross,

he's got the best numbers, he's selling the most units,

but it becomes toxic to the rest of the, you know,

the rest of the dealership at times.

Welcome to the car dealership guy podcast.

Today's episode is brought to you by GuidePoint Systems,

Target, and CDG Circles.

And now let's get into the show.

The Show

Vic Keller on the CDG podcast, Vic, welcome.

Thank you, Yossi, great to be here, man.

Vic, you founded several companies

that were acquired by Berkshire Hathaway,

massive companies.

If I dropped you into the auto industry today,

no resources, no connections, where's the opportunity?

Today, there are countless opportunities

in retail automotive.

I believe the biggest is fixed operations.

And I think fixed has got unbelievable potential

that nobody can compete with,

no matter how other organizations are selling cars,

even the direct to consumer market, whatever it may be,

there is nothing that is as powerful

as the relationship and the trust

that you can build with a customer in fixed operations.

Still, absolutely.

And when you think about building a durable,

healthy business, you think about predictability

and you think about durability.

And the frequency in which someone buys a vehicle,

you can't completely predict,

but service intervals and everything

that happens in fixed operations,

that's where you build trust,

that's where you can retain your customer.

And it's predictable reoccurring revenue

that you can model in your business

if you run it the right ways.

There's just a great opportunity to level up the staff

and to train and develop people

and to put systems and processes in place

and to drive efficiency and optimization in your bays.

I think there's a lot of opportunity

around the parts side of the business

or you can drive some efficiencies and optimization

and you can use technology to do so.

But that's where I would go

because it's the backbone of the business.

You have your hands in many, many businesses.

You've been immensely successful.

I think anyone who knows you will know that,

anyone who doesn't can run a quick Google search right now

or read in the show notes.

When we were having coffee before this,

you were dropping some numbers that were very specific,

which to me, it shows, okay, Vic is on top of his game.

He's following the industry very closely.

Are you planning something?

Like what is your current connection

to auto retail today?

Well, first of all, I think it's an amazing business

and just fascinating.

I think the next 10 years in retail automotive

is gonna be an unprecedented time, right?

There's a lot of speculation around

what's going on in the industry,

but I love the business.

I've been a student of the business since I got into it

when I was 25 years old.

We gotta talk about that.

Yeah, so 25 years ago, I got into business

and all I could do to learn the business

was to study the business, right?

The big macro trends that are happening in the business,

rather it be where the gross is per retail unit,

where F and I dollar per copy is,

which I think industry right, it's somewhere around $2,600,

and you look at where the payments have gone

and the cost of a car,

a vehicle for a customer is more than ever before today,

but I think in order to serve a franchise dealer well

and to be a player in the industry,

you can't just be a vendor that sells a product.

You have to be completely integrated into their ecosystem

and you have to understand their entire business model.

I've always tried to stay close to the data

and I learned that early on.

I mean, the guys that I partnered with

and worked with early in this business,

they were like relentless about the data, right?

Who were those guys?

Yeah, Cecil and Larry Vantile.

They gave me an opportunity in the auto industry

that was just second to none

and I learned from what I believe

are the best in the industry.

So how did that come to be?

How did you find yourself within Vantile?

Oh, that's a fun story.

So I was 25 years old, I was in Dallas, Texas.

I started my career out as a banker at JP Morgan,

which I did for a couple of years

and I realized that banking wasn't the place for me.

I was on the wrong side of the desk.

Not very creative.

No, not creative.

I wanted to be an entrepreneur.

I wanted to build companies and so

I started selling products and services

to franchise car dealerships

and I say I started to sell them.

I was knocking on a lot of doors

and I was having a hard time converting general managers

into doing business with me

and I finally one day just said,

who owns all these car dealerships?

And I was in Dallas, Texas

and I think there was 25 or 30 stores at that time

that Cecil Vantile and Larry Vantile owned

and I found my way through an internet search

to Mr. Vantile's assistant, just calling the main number

and I asked, what would it take

to get a meeting with Cecil Vantile?

And she said, well, he can see you tomorrow.

And I said, great, I'm gonna be in Kansas City.

I was a long way from Kansas City

but at any rate, I made my way there

and had an amazing meeting with him

and it was probably, I would say that that meeting

and the relationship that I had with Cecil

and ultimately with Larry Vantile

was transformative for my entire life and for my career.

I went there just selling something

and I left with a business partner

and really left with two business partners

and Cecil taught me the three most important things

that I've ever learned in business in my life

and Larry Vantile was really graceful and kind

to bring a guy outside of the auto industry in

and he supported me as an entrepreneur.

Every time I wanted to start a business,

I would sit down and say, hey, I wanna do this

and he said, all right, go try it, let's do it.

So what were the three things that Cecil taught you?

The most important thing you'll ever know in this business

are people, people and people.

And so it was people three times

and he said there's nothing more important.

I think it was not just the customers,

it was also the people inside of the dealership

and he lived his life in a way that it was all

about the people and Larry is exactly the same.

I mean, just like hyper people focused.

Every conversation you had with those guys,

every conversation I had is they wanted to know

what was going on with your family,

what's going on with your life.

It was much more than just, you know,

what was going on in the car business

and that taught me a lot that over the past 25 years

I've founded a lot of companies

and people are always like, man, what's the secret?

What's the secret?

And I'm like, just love people,

care about people and take care of people.

So how do you find yourself at the helm of that company?

Because from my understanding,

when you linked up with Vantile,

you were running your own companies

that were serving Vantile.

When I started my first business, as I mentioned,

I had the privilege to partner with Larry and Cecil Vantile,

which was exceptional.

And then later, several years down the road,

I was asked to join their dealership group,

which was very interesting because, you know,

I was a vendor to the industry.

I was serving dealers all over the place

and the conversation was a strategic conversation

of kind of what the next five years of the business

was gonna look like

and what they hoped to accomplish during that timeframe.

One of the funnest things that I got to do

was build out the professional development

and training part of the business,

which was a very strategic way for us to drive

a lot of efficiencies, optimization,

and just culture throughout the dealerships

with training, you know, great people.

But the Vantiles, they attracted the best people

in the industry.

They were very generous with compensation,

but they also built a partnership model

that was second to none.

They didn't see partners as transactions.

They saw partners as truly a business partner.

And so the opportunity to work inside of that group

and professionalize and grow and develop that business,

which was really what my job was,

you know, was largely working in concert

with extraordinary partners.

Tell us more about the actual building process

in preparation for an acquisition.

I think many, many dealers, we spoke about this too,

but many dealers run their businesses

and you know, call it bubble gum and duct tape, right?

It's not suitable for scale, for let alone an acquisition

or, you know, any growth beyond that.

Everyone has different goals,

but you, I think what I find interesting about you

is you've scaled many companies.

And then to find yourself within a major auto retailer,

how do you structure that for more scale,

for potential acquisition?

The retail automotive business has a lot of different ways

that you can approach it and how a legacy plan,

you know, really, which is what the Vantiles had

was a legacy plan in place

and how the business would convey and what they would do.

But you know, I know, I have great friends right now

that acquire car dealerships, amazing car dealerships,

but they acquire them for the opportunity to be able to,

you know, be a franchisee and to sell vehicles

and to distribute vehicles and to run service

and all the different business units.

And they're not really buying the business,

they're buying the opportunity.

And I would say that that is very different

than what I saw ultimately

in what became Berkshire Hathaway Automotive.

And that's that, you know, the Vantiles built a business

that was highly predictable.

The sales business wasn't run day-to-day

or month-to-month.

I mean, it was an annual thing.

Of course, there was, you know, measure,

I think we were measuring data by the minute,

but they had systems and processes in place before,

you know, I mean, before anybody else,

I think in the industry really did.

So the opportunity, when you have system,

measurable systems and processes in place,

and you're building a business with durability

and predictability, the beauty of that is,

is not that you have standard operating procedures.

That's the price of admission.

The beauty is that you can iterate and you can refine

and you can always make it better.

So I mean, it was just a very calculated process.

So when we thought about how we were gonna develop

a training program, so we would, you know,

when I left there was 11,

we had 11,000 associates across the organization.

And if you think about how are you gonna get

the 11,000 people to fall in line and comply, right?

And so is what the Vantiles did that was very unique

as they invested deeply in the people's education.

And, you know, instead of giving somebody a directive

or a memorandum, we would certify them

and we would reward them and they would get incentives

and get compensated very well for results.

Well, no one wants to hear what the rules are, right?

The rules don't motivate people.

Is what motivates people is outcome that's aligned

with compensation and their goals, right?

And so that was a big deal.

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And I want to add one of the things.

No one wants a job description, right?

Job descriptions are very one side.

Yeah, tell me more.

Yeah, so if you think about a job description,

I give you a job description,

that's what I want from you, right?

And I think one of the misnomers

and one of the things that's changing

in the automotive industry specifically,

and I'll come back to job descriptions,

is a lot of people in the car business will say,

well, hey, your pay plan is your job description.

And that really isn't how life works.

It sounds good.

The pay plan is really important.

But this world's definitely changing

and the pay plan doesn't fix everything, right?

People need nurturing, they need development,

they need to understand what their journey is.

And so I feel like certainly in the businesses

I operate today and what I saw us do in retail automotive,

it was more about a journey description.

It was, Yossi, what do you want to accomplish

over the next 10 years?

Love that.

And so when you think about building

a tactical outcome oriented plan

with an associate that's going to work with you,

it needs to be about the journey.

It doesn't need to be about the job descriptions.

Another reason I love the retail automotive industry

is there's an amazing career track.

I mean, you can literally go from a porter

to a general manager, a partner, maybe a dealer principal.

I mean, you have an amazing path and an amazing journey.

And one of the things that I've seen

the most successful dealer groups in the world do

is create an authentic journey description

that shows someone the progression

of where they could go in their career.

I'm in many other industries, many other businesses

that I love.

None of them have the framework, the blueprint

and the financial opportunity that's completely defined

like you have in retail automotive.

Why does that still exist in automotive in your opinion?

Well, first of all, it's a very rich industry.

It's an industry that is easy to understand

what the outcomes are, right?

So while a lot of dealers treat it

as a transactional industry,

and I don't think it's a transactional business,

I don't think it should be a transactional business.

I think there's much longer runway

than what the next transaction is going to be.

The reality is you can measure every transaction.

You can measure profitability.

Dealerships have the best financial statements on earth

when it comes to measuring every single thing

that's happening in the business,

if it's done right and it's done well.

And that's the price of admission right now

is you have to understand every single discipline

in the business.

But when you know that,

it's easy to be able to reward someone, pay them

and give them credit for what they accomplished.

You don't always have that in every other business, right?

In the dealer space, you're able to measure that.

Now I'll tell you what the downside is.

The downside is a lot of times it becomes

an individual sport instead of a team sport.

And you really put a lot of emphasis and focus

on unicorns and unicorns aren't real.

There's no such thing as a unicorn,

but in the car business, right?

There's a lot of times that you're like,

man, we can't, we're not gonna mess with this guy

because he's putting up the best gross,

he's got the best numbers, he's selling the most units,

but it becomes toxic to the rest of the dealership at times.

So you over reward and you over recognize

individual performance.

So that's a negative that comes with it.

But the positive is if you're a standout performer,

I don't know many places that you can go

and make the kind of money you can make

and have the kind of career progression you can have

in a retail automotive.

So let's build on that more.

Like I think a lot of the conversation I have

on this platform are with dealers that want to grow.

Like we naturally attract to the platform dealers

who are more progressive minded,

meaning they want to scale,

they want to innovate, do better.

If you were in those shoes today,

like where would you be focused on growth?

You mentioned earlier fixed ops,

which has been continued to strengthen this economy

and with car prices still being at multi decade highs

and are close to it, right?

It's people are repairing their cars.

It's very much a K-shaped economy,

but where would you as an operator,

like where would you put your focus for growth?

Is it more acquisition?

Is it operational excellence all at the above?

I'm just curious how you think about this

as someone who's obviously scaled many companies.

I would contest that most franchise car dealers today

have much more enterprise value hidden in their business

than they realize.

Explain.

So there is a tremendous amount of profitability

that can be all the way from margin expansion

to expense reduction to the way you operate overall.

There's just a lot of different areas obviously

in a dealership where you can squeeze profitability,

but there's also ways that you can optimize

and drive innovation in that business as well.

And I think that most operators in the business

adding on another point and getting more dealerships

is a great strategy for growth

and it is an awesome strategy for growth

and it's something fun that you can do in this business

as you have a chance to, especially right now, right?

I mean, there's gonna be a ton of private transactions

where people are gonna be able to buy car stores

over the next several years and it's really fascinating,

but I think the enterprise value that's hidden

inside dealerships today, all the way from again,

looking at variable operations, fixed operations

in every department that's within

this multifaceted business, there's a lot more there.

But in order to get there,

you have to implement and integrate professionalism.

And there's a lot of things that you have to do

to professionalize the business.

I believe right now is the best time ever

for a car dealer for two reasons.

One is people are gonna become more important

than ever before.

As AI rises and continues to grow and evolve

and you see what's happening with AI every day,

I mean, I can't study AI enough.

I think it's an extraordinary tool,

but as AI continues to grow,

I believe that people in the customer retail business,

i.e. franchise car dealerships,

people are gonna become really, really important.

So the reality of it is if you can leverage AI

not just to drive efficiency and optimization

in your business, which I think the retail car business

is still trying to figure it out,

if you can use AI to develop people,

and I'll give you an example.

You know, if I was running a retail car store today,

I would absolutely have a second brain,

I would have an agent, I would have an application

that every single person in the store had access to

to be able to get real time knowledge and information

every single day about what's going on in the industry,

what's going on at the dealership,

what the culture stands for within the dealership,

where the opportunities are, how would that actually help?

Oh, hugely.

The challenge is that you have a lot of time

in between training, development, coaching,

and reviewing data with personnel in the store.

And the reality is if you're able to leverage AI

and position it the right way,

you can give them right now information

that's gonna help them.

And you can tailor it specifically to the individual, right?

So, I mean, I've personally built some agents

that are awesome, we've actually built some agents

in car stores that have helped car dealers.

Are you invested in car dealers now?

I'm invested in businesses

that serve franchise car dealerships.

Yeah, I own some businesses that serve the industry.

So, and I believe there's gonna be an amazing opportunity.

I think the vendor landscape for franchise car dealerships

is gonna change greatly in the next,

yeah, five to 10 years, but I wanna get back

to your question.

So, the challenge with Retail Automotive

is that there's just a delay in getting people

to create the outcomes that the store needs to.

And it's largely month by month, right?

We're reviewing what happened last month.

We're looking at quartile reports.

We're trying to figure out what we need to change.

We figure out who's performing,

who's not able to perform.

The greatest tool and the greatest resource

that you could ever have to be able to help someone grow,

develop and have knowledge and have current information

is really enabled by AI right now.

And so, having right now information.

Imagine if you're in a car store

and you're able to get into an agent right now.

It's not just about your DMS.

It's not just about the 10 other tech stack tools

that you're using.

It's not trying to figure out, you know,

how you're counting ups, what you're doing,

where your grosses are,

but make it specifically tailored to that individual.

So, the car business has always been,

by the way, if you go to work at a car store today,

some huge percentage of the time,

people learn how to be a retail individual operator

within a car dealership by Osmosis.

And Osmosis is really. 100%.

It's really important, right?

Osmosis is important.

You've got to learn by situational awareness,

practical applications, seeing people do things,

but Osmosis is not going to build enterprise value.

And it's not going to get you a predictable,

repeatable, consistent plan that needs to happen.

And it slows you down.

It does slow you down, right?

AI compresses time.

And so, if you think, where's the best place

to compress time?

The best place on earth to compress time is knowledge.

Because if you can give someone knowledge and information,

and you can combine it with that amazing level

of inspiration that you can't get anywhere else,

like you can get in a franchise car dealership, right?

I mean, car dealership is loaded with inspiration.

You got a problem if you don't have inspiration.

But now, if you can take the compression

of knowledge and information, leveraging AI,

and you can really train and enable someone

to be really sophisticated and smart at what they're doing,

you've created a customer experience that's dynamic,

and everything's going to change.

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I didn't want to interrupt you.

You were talking about, I was asking you,

look, where's the opportunity?

You said margin expansion, as I said,

and you mentioned different departments, sure.

And then you said, but you got to professionalize.

And I wanted to ask you,

what do you really mean by that, right?

Because, again, there's definitely

the disproportionate amount of dealers

listening to this are growing or in growth mode

to something like they want to grow and be bigger

and offer a better experience to the customer

and make more money and blah, blah, blah.

When you say professionalize,

what's the right way to do this?

How would you do that today

if I dropped you to the dealership?

It's about creating a business that's got predictability

and it's got durability,

because it's really what you're trying,

anytime you build a business,

you're trying to create enterprise value.

You don't want a business that is dependent upon the owner,

the operator, in the case of a car store.

If the character of that business is the general manager,

and if everything happens because of the ecosystem

of the general manager,

you're not building a durable business.

You're building a business that's highly dependent

on an individual.

I think the greatest operators

in the retail car business today

aren't the ones that are always trying to audit, inspect,

and hold accountable the individuals,

but they're always inspecting, auditing, and working on

the systems and the processes

that are gonna drive the success of the business

that are ultimately gonna hold the people accountable

for the productivity.

So if you have a manager that's always focused

on the individual, they need to spend more time than that

on the systems and processes that are gonna really drive

the professionalization of the business.

So for me, it's about what is your pipeline

for talent look like?

How are you onboarding your employees?

What are the conversations look like that are happening

between your personnel and your customers?

What does that look like?

The absolute number one department to build trust

in the front end of a franchise car dealership

is your F&I department.

And I think that when you hire F&I managers

and you have people operating F&I,

it needs to, you need to be hiring people

that can't just run the highest dollars per transaction,

but you need to hire people that can create

the highest level of trust.

Because that trust is gonna be conveyed as professionalism

and that trust is gonna make its way out into the community

and that trust is gonna, you're gonna get referrals.

But more times than not, the weakest link of trust

in a dealership is an F&I.

When you're thinking about who's gonna be an F&I,

who's gonna deal with that customer,

what does that look like?

It needs to be someone that can create trust,

that can be authentic, endearing,

that can be compassionate,

that can be understanding of people's situations.

I mean, if you look at where right now,

30% of the transactions,

people are upside down in their cars, right?

I mean, it's a big deal or more.

And it's a pretty big number.

And that rubber hits the road in F&I.

And so that needs to be a place

that you can really build trust.

Another area to build trust in the business

is with your service advisor, right?

I mean, your service advisor is the megaphone

of the dealership, right?

They get more transaction, more communication.

So I would just say that when you think about professionalism,

the first place I would start is communication.

That communication is number one.

Whether it's written, whether it's text,

whether it's verbal, you know,

people need to be treated with a high level

of respect and professionalism.

I've never in my life had someone say to me,

you're being too professional.

You're being, and you know how much it costs

to be professional?

It's free.

It doesn't cost anything.

I have two comments on that as well.

So one thing is, I've had a lot of conversations,

say the last 36 months,

with dealers who have been implementing,

recording in F&I office.

So this has really been, you know,

a hot trend because they've seen results,

but recording in F&I office and you're able to,

you know, almost like we had it on the podcast

we discussed and we called it like game tape, right?

Like an NFL quarterback is going to watch

the game tape after the game, right?

To see what they did, how they can do better.

And of course today with AI,

you can tell you right away what you need to do better.

Second comment I wanted to make was,

so hearing you say a lot of this stuff,

like I kind of, I like repel a lot of it.

I am a very creative person.

I love systems.

I don't want to build systems, right?

I love when there are systems,

because there's predictability,

but I don't want to build a system.

I want to just be creative and, you know, do whatever.

And one of the, you know, arbitrages

or whatever you want to call it,

one of the things I found in today's economy

that works really well and I've recommended this

to a couple of dealers is bringing someone on board,

like someone like young out of college

that just knows AI very, very well

and just showing them what you'd like hate

or what is not predictable or not systematized.

And hey, can you use AI to systematize this?

And literally the habit I've had now

is like when we record all of our meetings,

you know, like in company meetings.

So we'll take the transcript, throw it up

into one of the AI tools and say,

based on all this, like pitch me a system

that could solve this.

And this is not like an expensive endeavor.

And for people like me who hate building systems

but love the outcome of systems,

it's actually been a game changer

because to me it's like second nature

to actually do that act and that activity.

I am actually not good at building systems.

I'm highly creative.

It's two of us.

Yeah, I'm highly creative and I'm always thinking about,

I'm good at thinking about what the systems need to look like

but I'm not the guy to architect systems.

So here's my big comment on this.

Dealers do not need to wait for the vendors in the industry

to create the AI solutions

that they're gonna use in their business.

They're gonna be late.

And so back to what you said about,

hey, if you're a dealer, you need to hire someone

that's young and smart and can be an AI ninja

and can come into your business

and can help you professionalize and implement

what you need to do in your business.

By the way, if you wanna leapfrog the competition,

if you wanna win right now, you need that person today.

You need that person today.

If you are waiting on all these big bureaucratic organizations

or the next technology company

that wants to sell you features and benefits

so they could keep you on the reoccurring take,

if that is what you're after,

and by the way, there's amazing vendors in this space,

but you don't have time to wait for them.

If you wanna leverage the tools and resources

that are available right now,

which I believe again, the number one place to leverage AI

instead of inside of a car store

is with knowledge, information, training,

real-time information that's gonna be able

to allow someone to play the game better.

You can get real-time information

that can improve your chances of winning.

Your batting average improves by the minute,

by the day.

You don't have to have the weekly meeting.

You don't have to have the monthly ass kicking.

You don't have to have any of that.

You can learn and get this information right now.

So if I'm a car dealer right now, I'm telling you,

like I'm listening to what's going on in the industry.

I'm listening to what the vendors are doing,

but I am absolutely bringing somebody in my store right now

that can help me optimize my business using AI.

And I think there's a lot of people that are scared of it

because it's the unknown and they don't know what to do.

They don't know where to start.

They don't have time to sit around and study AI

and know what's going on.

Well, let me tell you,

there's a lot of people out there

that do have that time and they're able

to walk into your business.

We're doing it right now.

I've got several companies right now

where I've hired those people and I've said,

come show me how we can be more efficient and more optimized.

But at the end of the day, people are like, well, why?

Is it just gonna make everything more technologically oriented?

Is it gonna make it more professionalized?

Hell no.

It's gonna make it more profitable.

I want it more to be more profitable, right?

I'm not thinking about how I can get rid of people

because of AI.

I'm thinking about how can I have the smartest.

Make them superpowers.

Yeah, make them superpowers.

And by the way, if you make people,

and that's one of the things that I love about the car business,

is if you help people find success and make good money

and enjoy life along the way,

they're gonna stick with you forever.

And so you're not investing in an AI.

You're investing in people.

You're investing in the people

that are gonna create better outcomes for your business.

And it's fun.

I think it's gonna make this business fun.

So you said that you were referencing the vendors.

I wanna see what you mean there.

One quick comment on your point about recording

and learning from having that in real time.

Another dealer who's a follower of our platform

left us a note that they have moved to a structure

where they record every single meeting

because for them, even in-person meetings,

because then they have that as transcripts and knowledge,

the data corpus that they feed into AI,

and it gets smarter on, again,

it gives them real-time feedback.

So another cool little trick there.

Card dealers have more data and more information

than most businesses.

Between all the vendors that they do business with,

with the DMS, with recorded phone calls,

they have so much information.

And you can take all this information

and you can plug it into a second brain

and you can create an AI agent from that.

And you also can drop into that same platform,

not necessarily what's been going on from the data,

but what you want to happen, right?

So it's not just what has historically happened,

but what behavior do you want to happen?

What outcome do you want to happen?

You talk to any general manager in a car store today,

they know what they want to happen.

They know where they want their grosses to be.

They know where they want their penetration to be.

They know what they want their CPRO to be.

They know, I mean, you can go through every department,

they know, and there's a way to build that information

and that education into an AI agent,

even using all your historical information

and to create something that's going to help people

get to where you want to go.

So again, I'm sorry to keep talking about AI,

but it is so powerful for ways dealers can use it right now.

I just don't think they see it.

Do you think we're going into a zero sum world

with vendors and, you know, dealership technology

or is this positive some meaning?

Will I have the intern in house or the AI expert in house

and I'll still have my vendors, if not more vendors,

or will one replace the other?

Like how do you feel about the vendor landscape?

By the way, dealers are many vendors power many dealers.

Like you need the vendor landscape.

The average dealer spends over 30,000 rooftops,

spends over 30,000 a month on vendors.

Like it's a big part of running a dealership.

So how do you feel about the whole vendor dealer

landscape relationship?

Well, the success that I've had personally

and professionally throughout my career

has been because I've been a vendor

to the retail automotive space.

I don't think, I mean, it is an amazing...

You were a vendor then a retailer.

Yeah, but it's an amazing ecosystem to serve.

Like car dealers are the best customers on earth.

Why?

Right, because they'll pay.

They'll pay and they have the money to pay

and they'll keep paying.

And so, you know, I think right now vendors

that serve the franchise automotive market,

you know, I say that dealers don't need to wait

on the vendors, but the vendors are gonna be,

they're inevitably gonna be the catalyst

for change, involvement and improvement

that happens in a lot of different areas of a dealership.

So here's what I learned being a vendor at, you know,

early on is you don't wanna be a vendor to a dealer.

You wanna be a partner.

And a vendor is walking in with features and benefits

and I wanna talk you in to what I have.

It's gonna be awesome.

It's gonna make your business better.

But is what a dealer really needs is a partner

and an integrator that understands the pain points

in the business and how they can help them overcome

the pain points in the business, right?

And so, a dealer doesn't need somebody

that has the next shiniest thing

that they're gonna walk in.

How does it get on my showroom floor?

Go stand in my shop.

Go stand in my service drive.

Go talk to my, you know, warranty department.

Go talk to, I mean, go understand

what's going on in my business, right?

And so that's where I built 10 different offerings

that I sold to franchise car dealerships

and all those companies are still in existence today

and still selling to franchise car dealerships.

And it wasn't because we were a vendor that walked in

that had a singular solution.

We walked in with understanding,

and that was one of the wonderful things I had

by having a partner that was a, you know,

one of the most successful retail automotive operators

on earth was that I was able to vertically integrate

into the business.

I was able to understand where the pain points were.

Every time I launched a new company as a vendor

in this space is because I saw a pain point.

It was never because I had something cool.

A lot of people are like, well, man, wouldn't it be cool

if a car dealer had this?

Well, no, it wouldn't be cool

if it doesn't integrate operationally

into all the systems and processes

that they have to manage their business.

So I think vendors today, more than ever before,

they need to understand every single operating area

of the dealership and how what you're doing

impacts every area.

And at the end of the day, how does it affect the P&L?

Like what does it look like on the financial statement?

Like where does it fall?

And so if you can have that mindset

and you're truly helping a dealer overcome pain points,

you're gonna have a customer for life

that quite candidly they'll pay you all the money in the world.

This episode is brought to you by CDG circles.

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Where do you think all the value is gonna be captured

over the next 35 years, 10 years even?

Like where are you investing?

The best investment that anyone's gonna be able to make

in the retail automotive space

is gonna be in making it the professional career opportunity

of choice for people.

And so I'm gonna invest in people.

And quite candidly, the only thing

that's ever gonna differentiate anyone or any business

in the retail automotive space is gonna be people.

So the investment needs to be in people.

So would you say that a proxy for that

would be like the publics, the consolidators?

Like do you think they'll be increasingly

at an advantage in the world to come?

If dealerships overall, and we'll say public,

did a better job conveying the career opportunity

that exists within retail automotive

and they did a better job onboarding and training

and equipping people to be successful in the space

that retail operators in the automotive space

would have a top pick of a lot of talent

that is going to be looking for jobs in America specifically.

And I think AI is gonna displace a lot of other...

It's hard to do it.

Yeah, a lot of other professions.

And I believe that if the publics who employ

hundreds of thousands of people, if the privates as well,

if they can figure out a way to bring efficiency

and optimization within the business

to make it a very desirable place for smart people to work,

they are, here's what's cool.

They have the revenue.

They have the engine.

They have the, you know, I'm in these other businesses

that we don't have the ability to pay people

a hundred, 200,000, 300,000, $400,000 a year.

The economics just don't support it.

They don't support it.

So guess what you get?

You don't get those high capacity, high achieving people.

So at the end of the day, I think that the franchise car dealer

needs to figure out how to make it known

that if you are top tier talent,

this is the place you wanna come work.

And I think that's more than just a pay plan

and it's not a job description.

It's helped me understand the journey.

I tell people all the time,

you drive by a target or a Walmart.

You know, say you have a target, Walmart,

and you have a Toyota dealership all next to each other.

Think about what the general manager of the Walmart

and of the Target are making in comparison

to the general manager of a successful franchise car

dealership.

And you-

I'll tell you a story after that,

but it's funny you say that.

And you say, what's the-

It doesn't make sense.

Well, then you say, what's the difference?

What's the difference?

You know, what's the difference?

The only difference is gonna mean the only difference

is gonna be in the person, in the individual, right?

That's there.

So it's a-

It's a very good point because when I first discovered

that a restaurant general manager made like $75,000,

I was blown away because I compared it to automotive.

Not-

You didn't wanna go run a restaurant.

Yeah, and like great, you know,

you can make 50 a year, 100 a year, whatever it is,

it's all power to you, you're being productive.

But when you discover the variance

between an automotive GM, I was like completely skewed.

I mean, it warped my entire mindset.

I was like, what is going on?

Why work anywhere else?

Dude, I was blown away.

So this was obviously years ago.

But yeah, so that's why when you say that,

I kinda chuckle.

I was like, yeah, it's a big difference.

But it's an opportunity.

If you have the ability to pay people for performance,

it's a flywheel that once you get it turning the right way,

it just gets bigger and

because the only difference of the business is the people.

And so if you can attract high capacity,

highly talented individuals,

and you can highly compensate them

into comparison to the rest of the marketplace,

then you shouldn't, by the way,

dealership's biggest problem today

is the same thing that it's been for decades

and it's turnover.

And it's turnover.

And you'd say, okay, well, then where does it break down?

Why do we have the turnover?

Well, are we hiring the wrong people?

Probably so.

Why are we hiring the wrong people?

The reason we're hiring the wrong people

is because we aren't doing a good enough job

illustrating what the true opportunity is

because if we were able to illustrate

what the real opportunity is on a franchise car dealership,

we go to the smartest and the brightest

and the best people lined up at the door

begging for a job.

So Vic, as we wrap up, I like to ask this question,

but what didn't I ask you that I should have?

You know, the only thing that I would say

that we've definitely emphasized but haven't hit on enough

is I think that the dealership ecosystem in America

is one of the most exceptional

entrepreneurial businesses on earth.

And I think that if you really think

about what the next five, 10, 15 years look like,

a lot of people would say, man, it's scary

what's gonna happen.

I think that the thing that everyone's missing

is how important the speed of play is.

And I think speed of play is most critical.

And so I think right now we take for granted

that we're in a business, we're in an industry

that, you know, it's month to month

and it continues to happen and we celebrate wins,

we celebrate losses, but the reality is

those that are gonna win the biggest going forward.

And what I'm thinking about is

time has been compressed with AI.

And so if you ask me what is most important right now,

I would say speed of play.

And I think that's most important.

And, you know, I love a quote that,

and I won't get this right, but Warren Buffett

has a great quote that, you know, I'll go as fast as smooth.

And in other words, I don't wanna get wobbly and fall over.

And I think that, you know,

what is most important right now in business

if you want to win and you wanna leapfrog your competition

is speed of play.

And you doesn't mean you need to get wobbly,

it doesn't mean you need to be messy,

it doesn't mean you need to be reckless, right?

But speed of play is number one.

Amazingly said.

Vic Keller, on the CDG podcast.

Vic, thank you so much for joining me.

Thanks, Yossi.

All right, hope you enjoyed that episode.

Please give the podcast a rating,

consider subscribing to the show

and check the show notes for links to what we talked about.

Thanks for tuning in, I'll see you guys next time.

Music

About this episode

Dealerships can look “successful” while quietly sitting on hidden enterprise value—especially when teams chase top gross and unit numbers in ways that turn culture toxic. Vic Keller and guest Vic Keller’s guests dig into why fixed operations, trust-building F&I, and service advisor communication create durable, predictable revenue. They also map how professional operators grow through systems, training, and measurable metrics, and how AI can compress timelines—if dealers invest in people and act fast.

AI agent grosses penetration vendor landscape

Original notes

Today I'm joined by Vic Keller, Founder and CEO at Experience Ventures. In this conversation, he makes the case that most dealers are sitting on hidden enterprise value they haven't tapped, that the vendor landscape is moving too slowly for dealers who want to win now, and that the single biggest lever in any dealership is still the people, not the platform. Topics: 01:30 Fixed Ops Is Unbeatable. 02:45 The $2,600 F&I Number. 04:10 The Cold Call That Changed Everything. 07:40 Job Descriptions Don't Work. 11:00 Unicorns Destroy Dealerships. 12:20 Hidden Enterprise Value. 15:00 AI Won't Replace People. 17:30 Osmosis Is Killing You. 21:30 Don't Wait On Vendors. This episode is brought to you by: 1. Guidepoint Systems - Guidepoint Systems has spent decades purpose-building telematics for franchise dealerships — and in a flat-sales environment, their platform is becoming a dealer's most important retention tool. Visit @ here for more info. 2. TARGIT - TARGIT is an end-to-end business intelligence platform that gives car dealers worldwide complete visibility and control over all their operational data. Learn more about TARGIT @ here. 3. CDG Circles – A digital peer group for top auto dealers. Private dealer chats. Vendor reviews. Real insights — confidential, compliant, no travel required. Join dealers representing 3,000+ rooftops @⁠ here⁠. Check out Car Dealership Guy’s stuff: For dealers: CDG Circles ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cdgcircles.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Industry job board ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://jobs.dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dealership recruiting ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgrecruiting.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Fix your dealership’s social media ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.trynomad.co⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Request to be a podcast guest ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgguest.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ For industry vendors: Advertise with Car Dealership Guy ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgpartner.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Industry job board ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://jobs.dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Request to be a podcast guest ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgguest.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Car Dealership Guy Socials: X ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠x.com/GuyDealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠instagram.com/cardealershipguy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠tiktok.com/@guydealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠linkedin.com/company/cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Threads ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠threads.net/@cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/profile.php?id=100077402857683⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Everything else ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Car Dealership Guy Podcast

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