about economies of scale. For instance, we can share switchboards within the Sebring stores, and in Michigan, we can share snow plows. If we go into a market, we want to grow because it makes sense. Our partners in Michigan, Art White and Mike Withum, are lifelong friends. We all went to Northwood, and in 1986, we all pledged together as freshmen. Art worked in a KIA dealership, and I knew he would love to own a dealership. I thought that if we found one, we should buy it. KIA of Canton became available; we did our due diligence, during which we found out that they had no snowplow. It snows a lot in Michigan. I looked across the street and saw Nissan of Canton and wondered if they had a snowplow. I called another partner, James Lizotte. Art, James and I had a roundtable, and as a result, we acquired not only the KIA of Canton store but also Nissan of Canton, Nissan of Dearborn and Nissan of McComb. Those acquisitions happened essentially over getting access to a snowplow. As I said, Art and Mike are friends from college; we’re going on 35 years. James is new. We’re all doing great, and it’s working. Here’s what I have learned: the bigger we become, the more we can. Everything is about economies of scale, snowplows included. What’s the secret sauce, if you will, for you in running a successful dealership network? People. Surround yourself with people who are smarter than you. Pay them well and let them thrive. We all have core values that guide what we do. They are those proverbial lines in the sand. Do you have a personal and business creed, if you will, that you live by? I borrowed mine from Churchill. While I don’t necessarily agree with everything he said and did, his quote, “You make a living by what you get. You make a life by what you give,” has always resonated with me. What do you think will be the most significant challenge the auto industry will face in the next five to ten years? Does it concern you? I think one of the industry’s most significant challenges will be staffing. And, yes, it concerns me. People don’t wake up and want to be a mechanic. The auto industry has a smaller labor pool because young people are not guided into the industry. I think we need to do a better job of showcasing the benefits of working in this industry. We need to work on recruiting and retaining. I think we can all see the effects of a smaller labor market post-COVID, but the labor pool was shrinking well before COVID. I believe we are looking at a paradigm shift. Cars, in the future, will be more sophisticated, and they may need less work. I think we’re seeing a big wave of change in electrification, and those dealers who embrace change and learn to evolve with the market will continue to be successful. Dealers have a place in the auto industry. The services we provide are valuable. As we faced Y2K in 2000, no one thought about doing business online, yet here we are. Industries change, which is not a bad thing. But change is something to be aware of and adjust for. What is the takeaway for you from the pandemic that will guide your future business decisions as a smallbusiness owner and leader? The bigger picture was that we all lost important people, which made me realize the fragility of life. Tomorrow is never promised. Don’t wait to say the important things. I also learned that nothing is impossible. As a business, we did more with less and sold cars with no inventory. If you look back at your career and life, what would be three lessons learned that sum it all up? Think of this as legacy advice, if you will, to a young person looking to make it into the auto industry. First, never sacrifice your integrity for a career. Second, do the right thing, even when it’s not easy. Third, lead by example. Walk your talk. Pub Yr 2 | Issue 4 31 CFADA.ORG
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