Navigating the 2026 Legislative Landscape What New Hampshire Motor Vehicle Businesses Need to Know PG. 4 VOL. 8 | NO. 01
Anticipate every turn In an industry that’s always evolving, your dealership can rely on our Dealer Financial Services team’s 90 years of experience to see what’s around the corner, forward-thinking insights to prepare you, and technology to keep you ahead of the curve. What would you like the power to do?® Steve Delaney, stephen.delaney@bofa.com business.bofa.com/dealer ©2024 Bank of America Corporation. All rights reserved. DFS-699-AD 6942528 Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured Are Not Bank Guaranteed May Lose Value “Bank of America” and “BofA Securities” are the marketing names used by the Global Banking and Global Markets divisions of Bank of America Corporation. Lending, derivatives, other commercial banking activities, and trading in certain financial instruments are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., Member FDIC. Trading in securities and financial instruments, and strategic advisory, and other investment banking activities, are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, BofA Securities, Inc., which is a registered broker-dealer and Member of SIPC, and, in other jurisdictions, by locally registered entities. BofA Securities, Inc. is a registered futures commission merchant with the CFTC and a member of the NFA. Anticipate every turn In an industry that’s always evolving, your dealership can rely on our Dealer Financial Services team’s 90 years of experience to see what’s around the corner, forward-thinking insights to prepare you, and technology to keep you ahead of the curve. What would you like the power to do?® Steve Delaney, stephen.delaney@bofa.com business.bofa.com/dealer ©2024 Bank of America Corporation. All rights reserved. DFS-699-AD 6942528 Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured Are Not Bank Guaranteed May Lose Value “Bank of America” and “BofA Securities” are the marketing names used by the Global Banking and Global Markets divisions of Bank of America Corporation. Lending, derivatives, other commercial banking activities, and trading in certain financial instruments are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., Member FDIC. Trading in securities and financial instruments, and strategic advisory, and other investment banking activities, are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, BofA Securities, Inc., which is a registered broker-dealer and Member of SIPC, and, in other jurisdictions, by locally registered entities. BofA Securities, Inc. is a registered futures commission merchant with the CFTC and a member of the NFA.
VOL. 8 • NO. 01 PRESIDENT Dan Bennett, REM, IOM, CAE NHADA OFFICERS Jason LaCroix, Chairman John Crowley, Vice Chairman Jeff Platek, Treasurer Shawn Hanlon, Secretary NHADA DIRECTORS Marshall Jespersen, Immediate Past Chair John Sawyer Jr., Franchised New Car Michael Lampert, Franchised Heavy Duty Truck Tim Foss, Franchised New Car Dennis Gaudet, Independent Used Car Ron Poirier, Independent Repair/Service David Hammer, NADA Director George Mullin, Franchised/Independent Jessica Trask, Franchised New Car Roger Groux, Advisory Director Damon Jespersen, Franchised New Car Justin Weisman, Franchised New Car Curt Grenier, Franchised/Motorcycle ©2026 The New Hampshire Automobile Dealers Association (NHADA) | MBR Connect DBA The newsLINK Group LLC. All rights reserved. DRIVE New Hampshire is published six times per year by The newsLINK Group LLC for NHADA and is the official publication for this association. The information contained in this publication is intended to provide general information for review, consideration and education. The contents do not constitute legal advice and should not be relied on as such. If you need legal advice or assistance, it is strongly recommended that you contact an attorney as to your circumstances. The statements and opinions expressed in this publication are those of the individual authors and do not necessarily represent the views of NHADA, its board of directors or the publisher. Likewise, the appearance of advertisements within this publication does not constitute an endorsement or recommendation of any product or service advertised. DRIVE New Hampshire is a collective work, and as such, some articles are submitted by authors who are independent of NHADA. While a first-print policy is encouraged, in cases where this is not possible, every effort has been made to comply with any known reprint guidelines or restrictions. Content may not be reproduced or reprinted without prior written permission. For further information, please contact the publisher at (855) 747-4003. CONTENTS 4 A MESSAGE FROM THE PRESIDENT Navigating the 2026 Legislative Landscape What New Hampshire Motor Vehicle Businesses Need to Know By Dan Bennett, REM, IOM, CAE, President, NHADA 7 A MESSAGE FROM THE CHAIRMAN Your Association at Work By Jason LaCroix, Chairman, NHADA 8 Understanding USDOT and CMV Requirements for Dealership Vehicle Transfers By Jay O’Leary, Government Relations & Compliance Specialist, NHADA 10 NADA Chairman Attends Oval Office Event on New Fuel Economy Standards By the National Automobile Dealers Association 11 ConnectED: Business Conference & Partner Expo By Kaleena Guzman, Director of Major Events & Partnership, NHADA 12 Boom or Bust in 2026: The One-Degree Difference By Bill Napolitano, Partner and Coach, ProActive Leadership Group 14 Are You Ready for WCT Auditors? What to Expect and How to Prepare for Your Upcoming Audit 16 OSHA’s Top 10 Violations of 2025 Safety Reminders for New Hampshire Dealers By Dustin Howe, ASP, Loss Prevention Consultant, NHADA 18 Building Connections: NHADA’s 2026 Career Fair Season By Adam Memmolo, Workforce Development Coordinator, NHADA 20 Financial and Practical Considerations When Buying or Selling an Auto Dealership By Erika Gagne, CPA, Senior Manager, ARB 22 Why Members Choose NHADA Insurance By Chelsey Gaudet, Licensed Insurance Producer, NHADA 23 By the Numbers 24 LotDrop The 2026 Winter-Spring Collection 26 NHADA Membership Milestones Jan. 1, 2026-Feb. 28, 2026 26 NHADA New Members 27 Thank You, 2026 NHADA Partners! 3
A MESSAGE FROM THE PRESIDENT NAVIGATING THE 2026 LEGISLATIVE LANDSCAPE What New Hampshire Motor Vehicle Businesses Need to Know BY DAN BENNETT, REM, IOM, CAE President, NHADA As the General Court moves through the heart of its legislative session, one thing is clear: 2026 is shaping up to be one of the most consequential years for New Hampshire’s motor vehicle industry in recent memory. Lawmakers are considering a wide-ranging slate of proposals that would redefine how vehicles are sold, titled, inspected, insured, repaired and even equipped. From electric vehicle classification to subscription-based vehicle features, inspection standards, workers’ compensation rules and insurance mandates, the scope of potential change is both broad and far-reaching. NHADA’s legislative priorities this year are guided by a clear mission: protect consumer safety, preserve fair competition and ensure that New Hampshire’s motor vehicle businesses can continue to operate efficiently, profitably and responsibly. The following are several of the most impactful issues now under active consideration. PRESERVING FAIR MARKET COMPETITION One of the most significant bills of the session would permit motor vehicle manufacturers to operate their own dealerships in markets already served by franchised businesses (HB 1041). This proposal represents a direct challenge to New Hampshire’s long-standing franchise protections. The franchise system exists to ensure fair competition, consumer choice and local accountability. Allowing manufacturers to open factory-owned stores in existing markets would undermine private investment, distort price competition and place locally owned motor vehicle businesses at a disadvantage compared to multinational corporations with unlimited capital. NHADA views this as a defining issue that could permanently reshape New Hampshire’s automotive marketplace. TECHNOLOGY, TRANSPARENCY AND CONSUMER RIGHTS As vehicles become increasingly software-driven, lawmakers are examining how new technologies affect ownership rights and consumer transparency. A high-priority proposal would regulate subscription-based vehicle features (HB 1146), potentially redefining how manufacturers charge consumers for built-in features delivered through software. While transparency is essential, poorly structured regulation could complicate vehicle sales, confuse consumers and place motor vehicle businesses in the middle of manufacturer billing models they do not control. Another key bill would create a new classification for electric vehicles (HB 1410). EV classification impacts registration, taxation, inspection standards and future regulatory policy. Getting this framework right will shape New Hampshire’s EV market for years to come. INSPECTION, EQUIPMENT AND SAFETY STANDARDS Several proposals would directly affect vehicle inspections, service facilities and repair operations statewide. New steering and suspension specifications (HB 1362) could expand inspection requirements and repair liability. While safety improvements are welcome, changes must be carefully crafted to avoid creating subjective inspection criteria that increase consumer disputes and administrative burdens for motor vehicle businesses. 4
Other bills would modify annual inspection standards and reinstatement rules (HB 1560), change mobile phone enforcement penalties (SB 649) and alter title exemptions for pre-2000 vehicles (HB 1421). Each carries downstream effects on compliance procedures, customer education and administrative exposure. TITLE, REGISTRATION AND TOWING REFORMS A number of high-priority bills focus on modernizing New Hampshire’s title and registration framework: • Trailer title requirements (HB 1466) • Motorcycle title registration updates (HB 1430) • New proof-of-insurance requirements at registration (HB 1558) • Revised towing and appeal rules on public highways (HB 1492) • Abandoned vehicle removal procedures (SB 617) These proposals directly affect daily transaction workflows, lien processing, customer turnaround times and liability exposure across the motor vehicle industry. WORKFORCE PROTECTION AND WORKERS’ COMPENSATION Several high-priority bills would modify workers’ compensation medical billing rules and establish new workplace safety standards related to extreme temperature exposure (HB 1352, HB 1451). Motor vehicle businesses support safe and healthy workplaces, but regulatory changes must balance worker protection with operational realities, particularly in service bays, collision facilities and outdoor work environments. NHADA’s advocacy efforts focus on protecting employee safety while preventing overly prescriptive rules that could drive up costs without improving outcomes. WHY YOUR VOICE MATTERS These proposals will shape: • How vehicles are sold and serviced • How inspections are performed • How insurance and registration are processed • How manufacturers compete in local markets • How businesses manage compliance risk and labor costs NHADA’s government relations team is actively engaged at the State House, but direct input from members remains the most influential tool in shaping legislative outcomes. When you share how proposed changes affect your business, your employees and your customers, lawmakers listen. STAYING ENGAGED This session will move quickly. Bills evolve rapidly through committee hearings, amendments and floor votes. NHADA will continue to provide timely updates, action alerts and advocacy opportunities to ensure that the motor vehicle industry’s voice is heard clearly and consistently. Together, we can help shape thoughtful, balanced policy that protects consumers while keeping New Hampshire’s motor vehicle industry strong, competitive and locally rooted. The following chart provides a more complete picture of NHADA’s current high-priority legislation. As always, don’t hesitate to reach out with any questions by contacting support@nhada.com or calling (603) 224-2369. NHADA’S HIGH-PRIORITY BILLS: 2026 LEGISLATIVE SESSION Bill Title, Sponsor(s) NHADA Position HB 1041 Relative to permitting motor vehicle manufacturers to operate dealerships in market areas also served by franchise dealers. Sponsors: (Prime) Samuel Farrington, Julius Soti, Yury Polozov, Michael Granger, Donald McFarlane, Matt Drew, Henry Giasson Oppose HB 1074 Extending the time period for the remission of certain OHRV and snowmobile fees. Sponsors: (Prime) Thomas Oppel Monitor HB 1075 Classifying recreational vehicles as a motor vehicle in the context of new vehicle arbitration proceedings. Sponsors: (Prime) Jack Flanagan Monitor HB 1095 Increasing the maximum weight of a utility terrain vehicle to 3,000 pounds. Sponsors: (Prime) Mike Ouellet, Arnold Davis, Michael Murphy, Nicholas Bridle, David Rochefort Monitor HB 1146 Relative to subscription fees for motor vehicle features. Sponsors: (Prime) Eleana Colby, Alexis Simpson, Laura Telerski, Jared Sullivan, Thomas Cormen, Zoe Manos, Paige Beauchemin, Dylan Germana, Alice Wade Oppose as Written 5
Bill Title, Sponsor(s) NHADA Position HB 1352 Relative to payment and dispute resolution for medical bills under workers compensation. Sponsors: (Prime) Mark MacKenzie Oppose HB 1353 Relative to discounted motor vehicle insurance premiums for voluntary safety inspections. Sponsors: (Prime) Alice Wade, Chris Muns, Heath Howard Monitor HB 1362 Adding steering and suspension specifications relative to requirements for the equipment of motor vehicles. Sponsors: (Prime) Thomas Walsh Support HB 1410 Creating a new classification for electric vehicles. Sponsors: (Prime) Thomas Walsh, Gregory Hill, Charlie St. Clair, Daniel Veilleux Monitor HB 1421 Modifying title exemptions for motor vehicles manufactured before the year 2000. Sponsors: (Prime) Michael Granger, Henry Giasson Monitor HB 1430 Relative to title registration requirements for motorcycles. Sponsors: (Prime) Ellen Read, Tom Mannion, Henry Giasson Monitor HB 1451 Relative to protecting workers from extreme temperature-related injuries and fatalities in the workplace. Sponsors: (Prime) Chris Muns, Erica de Vries, Michael Edgar, Alice Wade, Cassandra Levesque, Daniel LeClerc, Debra Altschiller Monitor HB 1466 Relative to obtaining a certificate of title for certain trailers. Sponsors: (Prime) Thomas Walsh, Gregory Hill, Daniel Veilleux, Matthew Coker Monitor HB 1492 Relative to the regulation and appeal of motor vehicle towing from public highways. Sponsors: (Prime) Peter Leishman, John Cloutier Oppose HB 1558 Requiring proof of insurance or adequate financial responsibility for vehicle registration. Sponsors: (Prime) Susan Vandecasteele, David Nagel, Lilli Walsh, Lorie Ball Monitor HB 1560 Relative to annual motor vehicle inspection standards and reinstatement. Sponsors: (Prime) Peter Leishman, John Cloutier, Jaci Grote Oppose as written; Support with amendment HB 1568 Relative to mandatory minimum insurance coverage requirements for motor vehicles. Sponsors: (Prime) Joseph Barton Monitor SB 469 Allowing the director of the division of motor vehicles to adopt administrative rules regarding the use of electronic signatures. Sponsors: (Prime) Timothy Lang, Sharon Carson, David Watters, Steven Smith, Regina Birdsell, Kevin Avard, Michael Moffett, James Gray, Bill Gannon, Daniel Innis, Jim Maggiore, Cindy Rosenwald, Suzanne Prentiss, Denise Ricciardi, Donovan Fenton, Debra Altschiller, Howard Pearl, Keith Murphy, David Rochefort, Mark McConkey, Tim McGough, Pat Long Support SB 505 Repealing the fee for temporary registration of nonresidents relative to OHRVs. Sponsors: (Prime) David Rochefort, Arnold Davis, Timothy Lang, Howard Pearl, Mike Ouellet, Mark McConkey Monitor SB 617 Relative to the removal of abandoned vehicles by law enforcement. Sponsors: (Prime) Bill Gannon, Aboul Khan, Regina Birdsell, Daniel Innis, Mark Pearson, Melissa Litchfield, JD Bernardy, Tim McGough Oppose SB 649 Increasing fines for using a hand-held mobile electronic device while driving a motor vehicle. Sponsors: (Prime) Donovan Fenton, Karel Crawford, Regina Birdsell, Bill Gannon, Nancy Murphy, Terry Roy, Suzanne Prentiss, Denise Ricciardi, Ted Gorski, Mark McConkey Support When you share how proposed changes affect your business, your employees and your customers, lawmakers listen. 6
A MESSAGE FROM THE CHAIRMAN YOUR ASSOCIATION AT WORK BY JASON LaCROIX Chairman, NHADA As I reflect on 2025, I am incredibly proud of what our association accomplished on behalf of New Hampshire’s automotive industry. Last year tested our businesses in new ways, but it also proved what makes NHADA strong: We are present, proactive and deeply committed to protecting and advocating for our members. A STATE HOUSE SESSION THAT CHANGED THE LANDSCAPE The 2025 legislative session will be remembered as one of the most disruptive and consequential in recent history for New Hampshire’s roadway safety. In the final days of the state budget process, lawmakers repealed New Hampshire’s long-standing annual vehicle inspection program without securing required federal approvals, creating regulatory uncertainty that continues to impact dealers and repairers into 2026. NHADA has remained fully engaged on all fronts — monitoring federal proceedings, EPA review timelines and evolving legislative proposals — while working to keep our members informed, protected and prepared to adapt in real time. COMPLIANCE SUPPORT THAT PROTECTS YOUR BUSINESS NHADA’s compliance and licensing support services remained a cornerstone of our value in 2025. Our team assisted members with Troop G audits, DMV title and registration issues, hazardous waste compliance, SQG licensing, AST audits, MSDS inventories and rule interpretation. These services help protect our members from costly violations and provide peace of mind in an increasingly complex regulatory environment. GROWING SERVICES THAT DELIVER REAL VALUE NHADA’s Workers’ Compensation Trust once again demonstrated its long-term strength in 2025. Since 2011, collective rates have decreased by 34%, including an additional 5% decrease in 2025 alone, delivering sustained and meaningful savings for participating members. In a year defined by volatility in the broader insurance market, NHADA’s health insurance program provided rare stability for member businesses. While many employers faced steep premium increases, NHADA worked directly with major carriers to secure expanded quoting options for 2026 and maintain a competitive, workable plan offering for our members. Lastly, the products division also experienced continued growth, with apparel, ad specialty and promotional products ranking as the highest-performing categories in 2025. Our online store, lotdrop.com, continues to serve as a one-stop shop for member businesses, streamlining purchasing and branding needs across the state. INVESTING IN WORKFORCE AND THE NEXT GENERATION Workforce development remained a central priority in 2025. Through the New Hampshire Automotive Education Foundation, we awarded $103,500 in scholarships to 54 students across the state. Our Scholarship and Industry Night alone awarded $30,000 in direct support to students preparing to enter automotive careers. More than 800 students from 17 CTE schools, regional schools and colleges participated in Foundation events, strengthening the workforce pipeline that will sustain our industry for years to come. EXPANDING EDUCATION, ENGAGEMENT AND COMMUNICATION Member engagement continues to grow through education and communication initiatives. In 2025, NHADA hosted 26 webinars and seminars attended by 241 members, delivering timely training on compliance, technology and operational best practices. Since 2018, our social media following has grown by 56%, expanding the reach of our messaging across the state. LOOKING AHEAD Every program, service and initiative we offer is built around one goal — helping our members succeed. In a year marked by regulatory disruption, economic pressure and rapid industry change, NHADA proved once again that we are more than an association. We are your advocate, your resource and your partner. Thank you for your continued trust and engagement. Together, we are building a stronger future for New Hampshire’s automotive industry. 7
When Do CMV Regulations Apply? A vehicle is generally considered a Commercial Motor Vehicle (CMV) when it: • Is used in commerce (including transfers between dealership locations), and • Has a Gross Vehicle Weight Rating (GVWR) of 10,001 pounds or more If both conditions are met, federal CMV requirements apply, even for internal dealership transfers. What Is Required for Compliance? When CMV regulations apply, both driver and vehicle requirements must be met. Driver Requirements • Valid driver’s license (CDL required only at 26,001+ lbs.) • DOT medical certificate (medical card) • Compliance with Hours of Service (HOS) (often satisfied via timecards) • Driver Qualification File maintained by the employer Vehicle Requirements • Display of a USDOT number • Annual DOT inspection documentation • Properly functioning safety equipment (brakes, lights, tires, mirrors) • Emergency warning triangles • Fire extinguisher Do You Need a USDOT Number? If your dealership is operating CMVs in interstate commerce, a USDOT number is generally required. Dealers have two options: • Company-wide USDOT number: centralized recordkeeping • Separate USDOT numbers per location: each store manages its own compliance The best approach depends on how your operations are structured. Note: Not all locations require a USDOT number. If a dealership does not transport vehicles over 10,000 pounds (and does not otherwise meet CMV thresholds), it may not be necessary. Recordkeeping Considerations Obtaining a USDOT number triggers federal recordkeeping requirements. • Records must be maintained at a designated location • Driver time records (Hours of Service) must be accessible • Centralized recordkeeping may not be practical for multi-state operations USDOT Number Display Requirements Vehicles operating as CMVs must display: • Company name (exactly as registered) • USDOT number UNDERSTANDING USDOT and CMV Requirements for Dealership Vehicle Transfers BY JAY O’LEARY Government Relations & Compliance Specialist, NHADA 8
LAKE ESTATE ON WINNISQUAM TILTON, NH SAVE THE DATE ANNUAL CONVENTION JUNE 21 - 23 Display options include: • Magnetic signage • Temporary paper signage (e.g., 8.5" x 11" sheet inside the rear window) All markings must be legible from at least 50 feet. Do Drivers Need to Stop at Weigh Stations? Yes. Vehicles meeting CMV criteria (10,001+ lbs. in commerce) are required to stop at open and operating inspection stations, including in New Hampshire. Best Practice: Create a Vehicle Transfer Kit To streamline compliance, consider preparing a standardized transfer kit for drivers, including: • Emergency triangles • Fire extinguisher • Laminated USDOT signage • Tape or mounting materials This helps ensure required equipment and markings are always available during transfers. New Entrant Status & Safety Audits After obtaining a USDOT number, your business will be classified as a “New Entrant” for 18 months. During this period: • A Safety Audit will be conducted within the first 12 months • Audits are performed on behalf of FMCSA (often by NH State Police Troop G) Proper preparation is key to successfully completing this process. Training Is Strongly Recommended CMV compliance extends beyond basic requirements. NHADA encourages dealerships to attend: • New Entrant and Compliance Training (NH State Police – Troop G) • NHADA training sessions as available These programs provide guidance on recordkeeping, driver files and audit readiness. Key Takeaways • Dealer transfers can trigger CMV regulations • Vehicles over 10,001 lbs. in commerce must comply • A USDOT number may be required for interstate movement • Compliance includes drivers, vehicles and recordkeeping • CMV drivers must stop at weigh stations • Preparation helps avoid citations and audit issues Need Help? CMV requirements can be complex, especially for multi-location dealerships. NHADA is available to help members evaluate their operations and stay compliant. Reach out to our team with questions or for guidance. 9
NADA Chairman Attends Oval Office Event on New Fuel Economy Standards BY THE NATIONAL AUTOMOBILE DEALERS ASSOCIATION NADA Chairman Tom Castriota attended the Oval Office event in early December, where President Donald Trump announced an NHTSA proposal to reform the Corporate Average Fuel Economy (CAFE) standards. Castriota joined Department of Transportation Secretary Sean Duffy, along with Sens. Bernie Moreno (R-Ohio) and Ted Cruz (R-Texas), among other members of Congress, at the event. Also in attendance were Ford CEO Jim Farley and Stellantis CEO Antonio Filosa. “The actions that you’ve done as the president are definitely going to save our customers money,” Castriota said to President Trump. “You made your promise to let the consumer buy what they want, and you delivered on that.” The proposed rule is an overhaul of CAFE standards starting with model year 2022 vehicles. The new standards aim to balance improvements in fuel economy with vehicle affordability. For years, NADA and America’s franchised auto dealers have championed a sensible and effective approach to fuel economy regulations. The proposed changes would grant manufacturers greater flexibility in meeting these standards through a diverse array of technologies, enabling them to produce vehicles that align with a broad spectrum of consumer lifestyles, budgets and fuel preferences. The proposed rule will undergo a review and finalization process that could take several months, but discussions surrounding affordability, innovation and consumer choice will continue. IN CASE YOU MISSED IT | FEB 2026 Representing New Hampshire on the National Stage NHADA proudly recognizes our Past Chair, Marshall Jespersen (ICL Autos), who stood on stage alongside the best dealers from across the country at the 2026 NADA Show. 10
ConnectED: Business Conference & Partner Expo NHADA invites automotive dealers and industry partners from across New Hampshire and beyond to ConnectED, a dynamic one-day Business Conference & Partner Expo designed to bring the industry together to connect, grow and learn. Built with today’s New Hampshire motor vehicle business in mind, this event creates a space where meaningful relationships are formed, ideas are exchanged, and forward-thinking strategies come to life. Attendees will experience a full day of networking, learning and engagement alongside trusted partners who support every facet of business operations. The Partner Expo will feature a wide range of industry solutions, spanning technology, marketing, finance, operations, compliance and beyond. This gives you the opportunity to connect directly with vendors who help drive performance and profitability. In addition to the expo, you can look forward to multiple continuing education tracks, allowing attendees to customize their day based on their role, interests and business goals. Breakout sessions will cover compliance and regulatory issues, legal and employment law trends, and business and cost-saving opportunities. Attendees will hear updates from state agency representatives from the Department of State, the Banking Department, and the Division of Motor Vehicles, including an update on e-titling. Additional speakers include NADA President Mike Stanton and NHADA NADA Director David Hammer, who will provide insights on EVs, tariffs and catalytic converter theft. The day will conclude with a cocktail reception, providing a relaxed environment for continued networking with peers and partners. What else? Don’t miss your chance to win prizes by entering our raffle, adding an extra layer of excitement to the closing of the event. Members of the NHADA Workers’ Compensation Trust who register early will receive their annual rebate checks early! Whether you’re looking to expand your professional network, explore new partnerships or gain insights that move your business forward, ConnectED is the place where the motor vehicle industry comes together. To view the full agenda, or to learn about sponsorship opportunities and how to register your team, scan the QR code. Questions? Contact Kaleena Guzman at kguzman@nhada.com or (603) 224-2369. https://www.nhada.com/ events/conference ConnectED at a Glance Date: Wednesday, April 8, 2026 Time: 8:30 a.m.-4:00 p.m. Location: Grappone Conference Center 70 Constitution Ave. Concord, NH 03301 Registration Fees: Member Registration: $99 BY KALEENA GUZMAN Director of Major Events & Partnership, NHADA 11
Boom or Bust in 2026: The One-Degree Difference 2026 won’t be decided by one big bet. It will be decided by one-degree moves made consistently and front-loaded with intent. At 211 degrees F, water is very hot; at 212 F, it boils, creating steam powerful enough to move a locomotive. That single degree is the difference between effort and energy, motion and momentum. In the same way, a rocket spends most of its fuel at liftoff to escape gravity; once in orbit, everything gets easier. In automotive retail, the “one-degree difference” and “front-load the energy” mindsets are how we turn purpose into profit. Auto retail is entering a more disciplined era, with more normalized inventory compared to recent years, higher rates, compressed grosses and customers who expect transparency end-to-end. When teams chase quick gross, stack tools and burn out good people, we don’t have a tactics problem — we have a purpose problem. “The Dealership Manifesto” was written to fix that: rehumanize the experience, make trust the top strategy, and align leadership, process and pay around lifetime value. Boom or bust won’t be luck; it will be the compounding effect of small, repeatable upgrades you manage daily. REHUMANIZING AUTOMOTIVE RETAIL For more than 30 years, I’ve had the privilege of working with dealership groups in North America across automotive, powersports and marine. Some were just getting off the ground; others had been around for generations. Some had shiny new buildings and technology, and others, not so much. But no matter how different they looked on the outside, they all wrestled with the same set of challenges on the inside. There was an overall lack of consistent discipline. Everyone, from sales to service and in between, did things “their own way.” There was no standard execution system. Leadership suffered from serious gaps in skill and experience. Because of all these issues, employee turnover was through the roof. The cost of employee turnover should be a line item on the financial statement. Even if stores were profitable, there was a creeping sense that they could be doing so much better. How much better will your results be in 2026 compared to 2025? Launch your 2026 rocket by aligning and executing with the Manifesto: 1. Before anything else, have the right leaders in the right roles doing the right things. Define the seat before you pick the person, including outcomes, decision rights and KPIs for each role (e.g., GSM = turn + margin; Service Director = HPRO + first time fix). Build a bench and succession plan so one vacancy doesn’t stall the flywheel. Red flags to remove fast: hero mode, unclear ownership and “lots of meetings, few decisions.” 2. Strategy starts with culture. Culture is what you consistently reward, tolerate and model — it either accelerates or erodes the plan. Codify 5-7 non-negotiables (e.g., no-surprise pricing, same-day response SLAs, clean menus) and embed them into hiring, onboarding and reviews. Measure it like any strategy: ends, voluntary turnover in the first 180 days, and adherence to the “way we do things here.” 3. Employee experience is the foundation of customer loyalty. Teams deliver externally what they experience internally — tools that work, fair schedules, and clear growth paths create confident service and dependable follow-through. Invest in training, coaching and recognition so the middle 60% improves, not just the top 10%. Track drivers (ins, training hours per FTE, tool adoption) alongside outcomes (CSI, retention, referrals). 4. Cash flow isn’t just an accounting task; it’s the oxygen of your business. Run a 13-week cash flow and a daily DOC so you see trouble before it hits, not after. Protect turns and aging, BY BILL NAPOLITANO Partner and Coach, ProActive Leadership Group 12
manage flooring expenses, and watch F&I chargebacks and service WIP so cash isn’t trapped. Healthy cash creates optionality — buy right, market fast and invest in the plays that compound. 5. Systems have to be documented, aligned and lived out in practice. If it isn’t written, trained and audited, it’s a suggestion. Standardize SOPs, checklists and definitions across BDC, sales, F&I and service. Keep a single source of truth for lead notes, quotes and promises so customers never repeat themselves. Review exceptions monthly: Refine the system or retrain the behavior, but don’t let drift become the new standard. 6. Execution routines turn intentions into measurable results. Set a simple cadence: 10-minute daily huddles on the vital five, weekly one-on-ones to coach one skill, and monthly retros to remove one step and add one automation. Make work visible with scorecards and boards, so priorities survive the day’s chaos. Timebox decisions, assign owners and close the loop at the next meeting — rhythm beats intensity. 7. Your message must be clear, bold and differentiated if you want to own your market. Lead with one promise you can prove (e.g., transparent out-the-door pricing + F&I preview) and show the receipts in videos, testimonials and process explainers. Tell the same story everywhere, including your website, VDPs, phones, desk and service lane. Track lift in branded search, direct traffic and referral rate to confirm your message is sticking. 8. Coaching is the bridge between culture and consistent performance. Replace once-a-quarter lectures with short, frequent, skill-focused reps: live call reviews, desk debriefs and service walk-arounds. Coach the behavior you just observed, tie it to one KPI and role-play the better version immediately. Great managers spend the majority of their week coaching, not just reporting — coaching is how values become results. JOIN THE MANIFESTO I wrote “The Dealership Manifesto” because I believe the retail buying and ownership experiences should be honest, empowering and dignified — for customers and the people who serve them. My purpose is to help dealerships become trusted, lasting partners in their communities — places where teams build meaningful careers, and customers proudly return year after year. Join us at the NHADA ConnectED: Business Conference & Partner Expo on April 8. A limited number of author-signed, complimentary copies of “The Dealership Manifesto” will be available, and you can spin the wheel at our table for a chance to win high-impact, high-value tools and experiences. Learn more about the book or order your copy today at www.thedealershipmanifesto.com. 13
To accurately calculate member premiums, the NHADA WCT performs annual audits to determine members’ actual payroll figures for the previous year. We have decided to use a single auditing firm this year to ensure consistent audits. NEIS will be performing these audits beginning in January for NHADA Workers’ Compensation Trust members. You will have the choice of an in-person or virtual audit, and smaller members will be assigned a telephone audit. NEIS has a secure website for collecting your payroll information for virtual audits. This annual audit is critical and must be completed by March 25. Once all audits are complete, we can begin calculating rebates. Members can assist in this process by scheduling their audit in a timely manner and being prepared and on time for their meeting with their auditor. The firm charges NHADA by the hour, so if auditors are kept waiting or experience delays, the audit will cost more. This cost is passed directly to members through increased administrative costs, thereby adversely affecting rebates. During the audit, the auditor will need to review your general ledger, payroll records and at least three quarters of your filed quarterly tax returns (IRS Form 941). Gross overtime costs for each employee classification must be totaled. One-third of overtime is deducted from the payroll by classification for premium calculation purposes. The auditor must see gross overtime broken out by classification to exclude it. All employees, including executive officers and owners, should be identified by name and title. The auditors will also review all 1099 forms to ensure that “employees,” as defined by the workers’ compensation statute, NH RSA 281-A:2 VI(b)(1), are not misclassified as independent contractors. The workers’ compensation statute defines an employee in a seven-part test, and all seven criteria must be met to prove that a person is an independent contractor. The NH Department of Labor, the U.S. Department of Labor and the IRS are all concerned about employee misclassification. If an audit from one of these entities reveals a misclassified employee, severe civil penalties may be levied. Please remember that swap drivers are generally considered employees and not independent contractors unless they are employed by a company that provides that service to you and is covered by their own workers' compensation policy, or they hold themselves out to be a business unto themselves. The State and federal governments will always determine the employer-employee relationship under the applicable statutes. If you have questions, please contact Pete Sheffer or the NHADA Employment Law Hotline. Upon receipt of the completed audit, members’ 2025 premiums will be recalculated, and a final bill will be produced. If the net result is an overpayment, the overpayment will be applied to your 2026 premium. If the net result is an underpayment, a bill will be sent and is due within 30 days of receipt. All members will receive a copy of their audit, along with a bill or explanation of how overpayment will be applied to future premiums. If you have questions or concerns about the audit, please notify us immediately. Once the rebate checks are disbursed in May, an audit cannot be changed. The 2026 premium will be estimated based on the actual audit payroll figures from 2025. We understand that payrolls fluctuate throughout the year, particularly in the current economic climate. In June of each year, we send out a self-audit form that members can complete to adjust their payroll figures. Our collective goal at the end of the year is to avoid large premium adjustments. If you believe your payroll figures have changed at any time, please contact Marianne Gourgiotis to update them. Marianne will gladly recalculate your premium, and your monthly billing will be adjusted accordingly. Remember to prepare for your audit and have your materials ready. Please do not keep the auditor waiting. Accurate premium billing depends on accurate audits. Please contact Marianne Gourgiotis with premium questions at (603) 224-2369. Are You Ready for WCT Auditors? What to Expect and How to Prepare for Your Upcoming Audit 14
OSHA’s TOP 10 Violations of 2025 Safety Reminders for New Hampshire Dealers BY DUSTIN HOWE, ASP Loss Prevention Consultant, NHADA The Occupational Safety and Health Administration (OSHA) has released its annual list of the Top 10 most frequently cited standards for 2025. This list highlights areas where employers may need to improve their safety and health programs to protect their workers. UNPACKING THE TOP 10 VIOLATIONS 16
How Do NHADA Members’ Violations Compare? We commonly encounter violations on OSHA’s 2025 Top 10 list during our audits of NHADA members. The most common violations we identify include: 1. Machine Guarding (1910.212): Issues include missing guards, missing shields, missing tool rests or improper tool rest adjustments on bench grinders. 2. Hazard Communication (1910.1200): Secondary containers aren’t always properly labeled with the chemical name. All containers holding chemicals must be labeled. Safety Data Sheets (SDS) are sometimes outdated or missing. Every chemical used in service and parts areas must have an updated SDS. 3. Respiratory Protection (1910.134): Problems include incomplete medical questionnaires, uncompleted fit tests and improper respirator storage. Employees using half-face dual cartridge respirators must complete a medical questionnaire, which is reviewed by a medical professional to ensure they are fit to wear the respirator. Afterward, a fit test and training must be conducted to ensure a proper seal and teach the employee how to use, maintain and store the respirator properly. 4. Powered Industrial Trucks (1910.178): Common issues include incomplete forklift inspections, which should be conducted and documented before each shift; operators not wearing seatbelts, which must be worn at all times while operating; and incomplete training or evaluations for forklift operators. Training must be completed before operating a forklift, and recertification is required every three years or after an incident or near-miss. 5. Personal Protective Equipment — Eye and Face Protection (1926.102): Employees often fail to wear safety glasses when required, such as when working under vehicles or using pneumatic tools like air guns or impact guns. THE IMPACT OF NON-COMPLIANCE Non-compliance with OSHA standards can result in serious consequences, including: • Injuries and Illnesses: Non-compliance can lead to workplace injuries and illnesses, which can have a devastating impact on workers and their families. • Fines and Penalties: OSHA can impose significant fines on employers who violate safety and health regulations. • Lost Productivity: Accidents and illnesses can disrupt operations and reduce productivity. • Damage to Reputation: Negative publicity associated with workplace safety violations can damage an employer’s reputation. PROMOTING WORKPLACE SAFETY Employers can take several steps to reduce workplace hazards and prevent injuries and illnesses: • Develop a Strong Safety Culture: Encourage a culture of safety by prioritizing safety in all aspects of business. • Provide Adequate Training: Train employees in safety procedures, hazard recognition and emergency response. • Conduct Regular Inspections: Regularly inspect workplaces to identify and correct hazards. • Invest in Safety Equipment: Provide employees with the necessary personal protective equipment (PPE) to protect them from hazards. • Encourage Employee Participation: Involve employees in safety committees and encourage them to report hazards. By prioritizing workplace safety, employers can create a safer, healthier work environment for their employees and protect their business from potential liabilities. If you are interested in improving your workplace safety culture or have questions, please contact safety@nhada.com or call (603) 224-2369. 17
BUILDING CONNECTIONS: NHADA’s 2026 Career Fair Season BY ADAM MEMMOLO Workforce Development Coordinator, NHADA Spring marks the return of NHADA’s career fair season and an important opportunity to connect with students and job seekers across New Hampshire. From late February through May, NHADA staff will travel statewide to schools, community centers and community events to highlight the wide range of career paths available in the automotive, powersports and equipment industries. These career fairs go beyond general awareness. They create meaningful, face-to-face interactions that help attendees better understand what careers in our industry actually look like. NHADA members who participate play a key role in demonstrating the variety of positions available in dealerships, repair facilities and related businesses, from technical and service roles to sales, management 18
and support functions. Through hands-on demonstrations and direct conversations, students gain clarity around skills, training options and long-term career pathways. The impact is tangible. Past career fairs have led students to pursue apprenticeships, enroll in technical education programs and accept entry-level positions with NHADA member businesses across the state. These outcomes highlight how member engagement at these events translates into real workforce connections. Member participation is essential. By joining NHADA at a career fair in your community, you can help strengthen the talent pipeline while building relationships with potential future employees. Participation can take many forms, including: • Bringing a vehicle or equipment for hands-on engagement • Representing your dealership, shop or business • Talking with students about career opportunities within your organization • Sharing your personal career path and experiences in the industry Career fair season is underway. To learn more or to participate in an upcoming event near you, please contact foundation@nhada.com. Together, we can continue strengthening the automotive workforce across New Hampshire. 19
Financial and Practical Considerations When Buying or Selling an Auto Dealership The auto retail market continues to shift as consolidation, OEM priorities and consumer behavior reshape the industry. For owners and financial decision-makers, buying or selling a dealership is a strategic move that requires disciplined financial and operational evaluation. A well-structured approach protects value, reduces execution risk and supports long-term success for both parties. ASSESSING STORE PERFORMANCE AND MARKET POSITION Every transaction begins with a thorough review of store performance. Buyers should obtain and review factory statements to evaluate normalized earnings, departmental profitability, fixed absorption and inventory turn. Additionally, buyers should review a sample of deal jackets to ensure compliance and proper funding, as well as service and warranty claims. Inadequate support can indicate an increase in OEM audit risk and exposure issues when the stock of a seller is acquired or sold. Getting ahead of any potential documentation issues can assist in making the transition process smoother. Sellers must present accurate financials that reflect ongoing operations rather than unusual or non-recurring items. Transparency builds confidence and supports efficient negotiations. Market position is equally important. Brand strength, competitive saturation and demographic trends influence valuation expectations. Sellers should understand how their market position affects goodwill, while buyers must determine whether the franchise aligns with their strategic objectives. Realistic assumptions from the outset help avoid delays and renegotiations. VALUATION AND DEAL STRUCTURE Dealership value rests on tangible assets and intangible goodwill, or blue sky. Brand multiples serve as reference points, but actual value reflects operational results and expectations, customer mix, facility condition and market outlook. Well-supported valuations grounded in financial data reduce the likelihood of post-closing disputes. Deal structure significantly affects tax consequences and liability considerations. Asset sales allow buyers to step up the tax basis of acquired assets and limit exposure to historical liabilities. Sellers may prefer stock sales for potential tax advantages and administrative simplicity. Detailed modeling of after-tax outcomes helps both parties evaluate purchase price allocations, depreciation opportunities and available elections. REAL ESTATE AND FACILITY REQUIREMENTS Dealership transactions often involve real estate held separately from the operating entity, creating distinct negotiations around lease terms, purchase options and facility requirements. Buyers must determine whether the property meets OEM standards and evaluate the scope and cost of required upgrades. Sellers should weigh the benefits of retaining the real estate as a long-term investment against the simplicity of selling both the business and property together. BY ERIKA GAGNE, CPA Senior Manager, ARB 20
WORKING CAPITAL, INVENTORY AND FLOORPLAN CONSIDERATIONS Working capital definitions are central to a dealership transaction. Buyers must confirm working capital will sustain operations, while sellers need to ensure they are not transferring excess capital. A clear methodology avoids disputes and protects cash flow on both sides. Inventory valuation requires equal rigor. New vehicles usually transfer at invoice, while used vehicle valuation depends on market conditions and aging. Accurate reconciliation of parts, accessories and prepaid items is essential. Buyers should closely assess inventory quality to avoid assuming aged or overpriced stock. Floorplan financing also requires coordination. Payoff procedures, interest credits and curtailment obligations should be specified in the purchase agreement. Buyers must ensure new credit facilities will be in place to support immediate operational needs. OEM APPROVAL AND TRANSITION PLANNING OEM approval is often the most time-consuming element of a dealership transaction. Buyers must demonstrate financial capacity and operational expertise, while sellers should anticipate facility or image-program requirements that could affect timing or pricing. Early dialogue with the manufacturer helps avoid surprises. Transition planning ensures continuity for employees and customers. Payroll, HR policies, technology systems, vendor agreements and accounting processes require careful coordination. A defined transition period, often with limited seller involvement, helps retain key staff and maintain customer satisfaction. TAX PLANNING AND POST-CLOSING REQUIREMENTS Effective tax planning can substantially influence deal economics. Buyers should evaluate opportunities for bonus depreciation, cost segregation and elections that enhance the tax efficiency of acquired assets. Sellers must understand capital gains exposure, depreciation recapture and state tax implications to determine net proceeds. Post-closing reconciliations, working capital adjustments, inventory true-ups and pro-rated expenses should be clearly defined in the purchase agreement. Detailed documentation and consistent methodologies help prevent disputes and allow each party to close the books efficiently. THE ROAD AHEAD Buying or selling a dealership requires financial discipline, operational insight and strategic alignment. Owners and financial leaders who prepare thoroughly and engage advisors experienced in dealership transactions, taxation and OEM requirements are better positioned to maximize value and minimize disruption. Thoughtful planning is essential to achieving strong outcomes in a rapidly evolving industry. 21
www.thenewslinkgroup.orgRkJQdWJsaXNoZXIy MTg3NDExNQ==