WVADA VIP Charity Gala WRAP‑UP
©2026 West Virginia Automobile Dealers Association (WVADA) | MBR Connect DBA The newsLINK Group LLC. All rights reserved. WVADA News is published four times per year by The newsLINK Group LLC for WVADA 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 WVADA, 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. WVADA News is a collective work, and as such, some articles are submitted by authors who are independent of WVADA. 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 PRESIDENT’S MESSAGE 4 Off to a Strong Start By Jared Wyrick, President, WVADA 6 Congratulations to Ginger Fato, WVADA’s 2026 TIME Dealer of the Year Nominee 8 TIME Dealer of the Year Past Nominees 11 WVADA VIP Charity Gala Wrap-Up BY THE NUMBERS 14 Managing the Departure of an Office Manager A Step-by-Step Guide for Dealers By Steve Williams, CPA/ABV, Tetrick & Bartlett PLLC COUNSELOR’S CORNER 16 Navigating Vehicle Recalls A Straightforward Guide for West Virginia Dealers By Johnnie Brown, Esq., Pullin, Fowler, Flanagan, Brown & Poe PLLC 18 Here’s How Employers Can Get Smarter About AI Use in 2026 By Fisher Phillips 20 WVADA 93rd Dealer Family Convention 21 Modern Payment Strategies for Automotive Dealerships Leveraging Surcharging for Efficiency and Profitability By Amberly Allen, Dealer Merchant Services 23 In the Community 25 WVADA Preferred Partner Programs 26 Executive Committee, Board of Directors and Directors at Large 2026 ISSUE 1 11 JARED WYRICK President HALEY JUSTICE Communications & Events Director WEST VIRGINIA AUTOMOBILE DEALERS ASSOCIATION 1618 Kanawha Blvd. E. Charleston, WV 25311 Phone: (304) 343-4158 wvcar.com MEET OUR TEAM ELAINE JUSTICE Office Administrator 6 WVADA NEWS 2
Off to a Strong Start Jared Wyrick President, WVADA PRESIDENT’S MESSAGE As we conclude the first quarter of 2026, WVADA is off to a strong start, highlighted by the success of our recent legislative session. Among the 304 bills that were passed, WVADA successfully passed two key pieces of legislation: S.B. 556, which modifies the priority of insurance during test drives, and H.B. 4881, which removes the stipulation that the loan value of a vehicle must be less than $9,500 to obtain a title for abandoned or junked vehicles. ∙ S.B. 556: Modifying the priority of insurance coverage for individuals operating a vehicle during test drives (Sponsored by Sens. Martin, Woelfel, Phillips and Takubo and Delegate Riley). — PASSED (Senate: 34-0, House: 77-16) ♢ WVADA is grateful to Matt Jenkins for his testimony before the House Judiciary Committee, as well as to Richard Tilson (USI), Dennis Sheets, Suzanne Persinger, and Ginny and Wyn Bowden, who traveled to the Capitol and engaged with legislators on this bill. ∙ H.B. 4881: Relating to obtaining titles for abandoned or junked motor vehicles left on the property of an automobile dealer (Sponsored by Delegates Ferrell, Sheedy, Pritt, Mallow, Phillips and Hall). — PASSED (Senate: 34-0, House: 94-0) Our organization remains steadfast in upholding our franchise law and protecting the interests of our dealer members. WVADA was also successful in combating harmful legislation, including: ∙ H.B. 5136: Authorizing certain motor vehicle manufacturers to operate as new car dealers — Not Passed ∙ S.B. 97/H.B. 4814: Equipment Right to Repair Act — Not Passed ∙ H.B. 4198: E-Verify Safe Harbor Act — Not Passed We would like to thank our dealer sponsors for supporting our weekly legislative receptions for members of the Senate and the House, as well as their staff. These receptions have proven to be an effective networking opportunity for both WVADA and our dealer members: ∙ Thornhill Auto Group ∙ Moses Auto Group ∙ Harry Green 7 Acres ∙ Bill Cole Auto Mall ∙ Jenkins Auto Group ∙ Northside/Midstate Auto Group In addition to a productive legislative session, we also experienced a successful turnout at our VIP Dealer Charity Gala, where we raised over $20,000 for Good News Mountaineer Garage. WVADA is immensely grateful for the support from our local dealers, sponsors and attendees. Looking ahead, we have many exciting events planned, including our joint Family Convention with the Kentucky Automobile Dealers Association at Nemacolin Woodlands Resort in Farmington, Pennsylvania, June 14-17. We are excited to offer an agenda featuring innovative speakers who will highlight emerging automotive trends and vital industry updates, along with exciting social events that will appeal to the whole family! Between events, you’ll have the chance to connect with peers against the stunning backdrop of the Laurel Highlands and enjoy all the amenities of the resort. Everyone should have received their voice-box invitation in early March, showcasing everything Nemacolin has to offer. We are expecting a larger turnout from our neighbors in Kentucky this year, so I encourage you to register and book your room ASAP by visiting our events tab at wvcar.com. We deeply appreciate our members’ engagement; WVADA’s success is a testament to your participation and support. I look forward to a successful year, and I appreciate the opportunity to serve this Association. WVADA NEWS 4
HIGHLY ATTENTIVE TO YOUR GOALS UNWAVERING REPRESENTATION UNPARALLELED SUPPORT STRAIGHT-FORWARD AGREEMENTS SUCCESS FEES ONLY WITH NO RETAINERS STRICT GUARDING OF CONFIDENTIALITY FAMILY-OWNED WITH FAMILY VALUES BROKERAGE SERVICES For a confidential consultation and a complimentary evaluation on your business, please contact us. California • Utah • Texas • Iowa • Illinois • Ohio • New Jersey • Alabama • Florida • North Carolina • Virginia • Alberta • Ontario Midwest Office East Mark Shackelford, Sr., Partner 330. 352. 5651 | mark@performancebrokerageservices.com Mark Shackelford, Jr., Partner 330. 634. 3825 | markjr@performancebrokerageservices.com 503 West Park Ave, Barberton, Ohio 44203 Corp: 949. 461. 1372 | performancebrokerageservices.com PIECE TO A PERFECT DEAL THE MISSING We are the trusted resource for helping dealers navigate the complex selling process, while preserving your legacy, protecting your confidentiality, and maximizing the value. Let us help you take the next step with confidence, knowing you have a partner committed to your best interests. Family-owned for over 30 years, our reputation is unmatched and built on a foundation of honesty, integrity, and ethical conduct. These core values run deep throughout our firm and are the driving force behind our continued success. We pledge to do it right, every time, one client at a time.
Ginger Fato WVADA’s 2026 TIME Dealer of the Year Nominee WVADA extends its congratulations to Ginger Fato, dealer principal of Straub Honda and president of Straub Automotive, for her nomination for the 2026 TIME Dealer of the Year award! Ginger was among an elite group of 47 dealer nominees from across the nation who were recognized at the annual National Automobile Dealers Association (NADA) Show in early February in Las Vegas, Nevada. The prestigious TIME Dealer of the Year award recognizes the nation’s most successful auto dealers who have a long-standing commitment to the community. Fato was chosen to represent the West Virginia Automobile Dealers Association in the national competition from more than 20,000 dealers nationwide. Straub Automotive began as an automotive repair facility in downtown Wheeling, West Virginia, in 1945 and later expanded into a full-service dealership. Fato joined the company in 1989 as a second-generation dealer, collaborating with her father, Kenneth “Dick” Straub, and playing a key role in helping the business transition from paper-based processes to modern computer systems. Over the years, Ginger’s role grew into much more than a career; it became a true passion. She recognized that a Congratulations to WVADA NEWS 6
successful dealership is about more than selling vehicles; it is about building relationships, serving the community, and creating meaningful experiences for customers and employees alike. “Working beside my dad taught me that our success is rooted in the philosophy of short profit, high volume and a guarantee of excellent service, and above all, that this business is about people.” In 2000, following her father’s retirement, she assumed the presidency of the company. With a clear vision for the future, she set out to grow and modernize the business. One of her first major initiatives was relocating Straub Honda from downtown Wheeling to The Highlands in Triadelphia, positioning the company for continued expansion and long-term success. In 2009, Straub Automotive acquired the Nissan franchise and developed plans to relocate Straub Nissan to The Highlands as well. This marked the beginning of a period of significant growth. By 2015, the company had completed its Honda and Hyundai dealerships and expanded further with the acquisition of the Chrysler, Dodge, Jeep and Ram franchise. In 2017, Straub Automotive added a second FCA-branded dealership, and the following year, the company continued its expansion by acquiring the Ford dealership in Moundsville. Ginger has consistently demonstrated a strong ability to see the bigger picture, pursuing strategic opportunities that align with the needs of both her employees and the customers they serve. “I can tell you that we’re honored whenever someone comes here, trusts us and purchases their next vehicle from us. That means a lot to us, it really does.” In 2018, Straub Honda was once again honored with Honda’s President’s Award, marking the fifth time in the company’s history that it had received the distinction. The dealership was the only Honda retailer in West Virginia to earn this recognition, an achievement reserved for less than 10% of Honda dealers nationwide. Ginger passionately believes that if you “take care of your people, they will take care of your customers.” This philosophy is reflected in Straub Automotive’s strong commitment to employee well-being. The company provides modern break areas, comprehensive health insurance, paid time off, retirement benefits, and hosts an annual, month-long employee appreciation celebration. Her goal is to ensure that every employee feels valued and truly part of the Straub Automotive family. Ginger believes that if you have the ability to help others in need, you should. Philanthropy has long been a passion for both her and the Straub family. In 2025, following the devastating flash flooding across the Ohio Valley, Straub Automotive partnered with Appalachian Outreach and the Valley Grove Volunteer Fire Department, donating $50,000 to provide appliances, furnaces and hot water tanks to families affected by the disaster. Giving back remains central to her leadership. She regularly encourages employee involvement through community service days, Toys for Tots drives, charity benefit walks and sponsorships of local youth sports programs, reinforcing the company’s commitment to supporting the communities it serves. After being diagnosed with breast cancer, Ginger refused to let the diagnosis define or defeat her. Instead, she faced the challenge with determination and turned her personal journey into a mission of hope and support for others battling cancer. She has donated $100,000 to local hospitals to fund educational resources, transportation assistance and free mammograms, helping ensure that more individuals have access to care and support. Ginger is happily married to Thomas, and they have two children, Bryan Fato and Cari Woods, who are poised to carry on the family legacy. Ginger, like so many of our dealers, demonstrates true commitment to the communities her dealerships serve. WVADA is proud to call Ginger one of our own! WVADA NEWS 7
TIME Dealer of the Year Past Nominees 2019 Steve Moses 2018 John Miller 2017 Jed Smith 2016 Dennis Sheets 2015 Hal Green 2014 Bill Cole 2013 Barbara Moses Adkins 2012 No Nominee 2011 Wally Thornhill 2010 Charles Lewis 2009 Jo Marie Pitrolo 2008 Paul Stephens 2007 Kyle Hamilton 2006 Larry LaFon 2005 Bill Minsker 2004 Michael Matheny 2003 Robert Moses 2002 Richard Stephens 2025 Shawn Ball 2024 Fred Timbrook 2023 Chris Miller 2022 Ginny Bowden 2021 JR Toothman 2020 Wally Thornhill WVADA NEWS 8
1983 Harry Green II 1982 Joe B. Holland 1981 Daniel B. Wharton, Sr. 1980 Vern Spohn 1979 Andrew Clark 1989 Sam Yanen 1988 James Love III 1987 No Nominee 1986 Jim Pitrolo 1985 Paul Cole 1984 Dick Smith 1995 James F. Love III 1994 Mike Ratz 1993 Anthony Pitrolo 1992 Dan Wharton 1991 Clair Chenoweth 1990 Marvin Ware 2001 George Miller 2000 Robert Robinson 1999 A. Andrew Earehart 1998 Ellen M. Parsons 1997 W. J. “Bill” Talbott 1996 Matt Miller WVADA NEWS 9
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?® Nicholas Breslove, nicholas.breslove@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?® Nicholas Breslove, nicholas.breslove@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.
WVADA VIP Charity Gala Wrap-Up WVADA hosted another exceptional VIP Charity Gala on Feb. 12, 2026, at the Charleston Coliseum. We successfully raised over $20,000 for our featured charity of the evening, Good News Mountaineer Garage. This event would not have been possible without the generous support of our remarkable sponsors and participating dealers. Thank you for your unwavering support. We extend our heartfelt gratitude to the government officials who attended and supported our event. We hope everyone had an enjoyable evening and wish to express our deepest appreciation to all who contributed to making this event a success! WVADA NEWS 11
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BY THE NUMBERS Steve Williams, CPA/ABV Tetrick & Bartlett PLLC They may never sell a car or turn a wrench, but few positions in a dealership are as essential to daily operations as the office manager. From overseeing accounting to coordinating compliance, payroll and reporting, the role often sits at the center of the dealership’s financial health. When an office manager announces a departure (or anticipates one), dealers must act quickly and strategically. A structured approach helps prevent disruption, maintain accounting accuracy and strengthen your team for the future. Here’s a five-step guide to navigating the transition. 1 DEFINE THE ROLE Before searching for a replacement or redistributing responsibilities, clearly define the office manager role at your dealership. In many stores, the position evolves over time, and responsibilities accumulate without a formal review. Start by listing the core duties currently handled by the office manager, including overseeing the accounting department, managing the month-end close, handling payroll administration and coordinating with department managers. Next, determine which responsibilities are essential and which may have been added out of convenience. This review may reveal opportunities to redistribute tasks or improve workflows by utilizing technology or streamlining processes. Finally, document the role. A clear job description guides hiring decisions, sets expectations for internal candidates and ensures continuity during the transition. 2 ASSESS THE CURRENT STAFF With the role defined, evaluate your existing accounting office structure. Review staff skills, experience levels and workloads. Consider questions such as: ∙ Who handles critical processes like deal posting, title work, reconciliations and payroll? ∙ Are there employees with leadership potential or strong dealership accounting knowledge? ∙ Where are the current bottlenecks or risk points if the office manager leaves? This assessment will highlight both your strengths and your vulnerabilities. In some dealerships, experienced staff may already be able to assume more responsibility. In others, the office manager may be the sole repository of key knowledge. 3 DECIDE: PROMOTE INTERNALLY OR HIRE EXTERNALLY Once you understand the role and your current team’s capabilities, determine whether to promote internally or hire externally. Promoting from within can be an effective solution. Internal candidates already understand your dealership’s culture and processes, and promotion can boost morale by demonstrating opportunities for advancement. However, internal candidates may lack the leadership or communication skills required for the role, which can create challenges during the transition. Have a plan for reassigning responsibilities; shifting additional work to the rest of the department can create conflicts or even resentment. External hiring can bring fresh ideas and deeper experience, especially if the dealership is growing or restructuring its accounting processes. When hiring externally, prioritize candidates with a combination of accounting and dealership experience, though this combination can be difficult to find. Managing the Departure of an Office Manager A STEP-BY-STEP GUIDE FOR DEALERS WVADA NEWS 14
Accountants outside of the dealership industry won’t know holdbacks from we-owes, while experienced dealership staff may lack the accounting skills necessary for the position. In many cases, a hybrid approach works best: Promote a promising internal employee while supplementing the team with new hires and outside support in areas such as payroll processing, monthly financial statement and schedule review, or controller-level oversight. 4 IMPLEMENT THE TRANSITION PLAN If the current office manager is still present, prioritize knowledge transfer. Document processes, review recurring tasks, and ensure access to systems, passwords and reporting schedules. Even a few weeks of structured transition can prevent months of confusion later. For internal promotions, provide additional support through formal training, mentorship from an experienced controller, or outside accounting assistance during the transition period. For external hires, onboarding should go beyond basic orientation. New office managers must quickly learn the dealership’s DMS processes, manufacturer reporting requirements and internal workflows. Clear expectations and regular check-ins during the first 90 days can greatly improve success. 5 BUILD DEPTH IN THE ACCOUNTING OFFICE Perhaps the most important lesson from an office manager transition is the need to build depth within the accounting office. Too many dealerships rely heavily on one individual to manage complex financial processes. When that person leaves, the dealership becomes vulnerable to delays, errors and compliance risks. Train employees across key roles, document processes and establish backup coverage for critical tasks. Identify high-potential employees and give them opportunities to develop new skills over time. FINAL THOUGHTS The departure of an office manager can feel disruptive, but it can also present an opportunity. With the right approach, dealers can turn a potentially stressful situation into a strategic improvement for the entire organization. Steve Williams, CPA/ABV, is a member of Tetrick & Bartlett PLLC and has been providing accounting, tax, valuation and consulting services to automobile dealers since 2007. Tetrick & Bartlett PLLC currently serves over 60 dealers in West Virginia, Virginia, Ohio and Pennsylvania and is a member of the AutoCPA Group, a nationwide organization of CPA firms specializing in services to automobile dealers. Steve can be reached at swilliams@tb.cpa or (304) 366-2992. New office managers must quickly learn the dealership’s DMS processes, manufacturer reporting requirements and internal workflows. Clear expectations and regular check-ins during the first 90 days can greatly improve success. WVADA NEWS 15
It doesn’t take much effort to recognize and appreciate that recalls are significantly increasing for West Virginia dealers. You already know that selling customers safe, reliable transportation is one of the best parts of what we do — and it’s also one of the smartest ways to protect your business. When a safety recall pops up, it can feel like a curveball, but the rules are fairly simple. Let’s talk plainly about what federal law (and common sense) expects when you’re selling new or used vehicles with an open recall, plus the government tools that make checking them a breeze. NEW VEHICLES: NO EXCEPTIONS — FIX IT FIRST Here’s the bottom line for any new car or truck on your lot: You simply cannot sell, offer for sale, or deliver it if it has an open safety recall. Federal law is clear on this point, and NHTSA enforces it. That means the recall repair has to be completed before the customer drives off the lot — no ifs, ands, or buts. Fines for violations of this rule range from $21,000 to $26,000 per vehicle. The good news? Manufacturers are required to notify you right away, send the parts (or tell you when they’ll be available), and pay you the warranty rate for the labor and parts. If a recall drags on and you’re stuck with floor-plan interest costs because parts aren’t available, the National Traffic and Motor Vehicle Safety Act gives the new motor vehicle dealer a path to recover those floor-plan costs. This is typically a rate based upon what your floor plan lender is charging, starting from receipt of the stop-sale notice until the remedy is available, the vehicle is repurchased, or it can be sold. (See 49 U.S.C. § 30120.) Bottom line: Hold the vehicle, get it fixed, and everyone stays safe and compliant. It’s not worth the risk of fines or headaches to do anything else. I appreciate that manufacturers will attempt to avoid warranty costs by exchanging parts, reducing the cost of the parts and reducing the alleged allotted repair time, but that is a topic for another time. But please know that your West Virginia franchise law does provide protections for this specific instance. USED VEHICLES: MORE FLEXIBILITY, BUT USE GOOD JUDGMENT Used cars are a different story. Neither federal law nor West Virginia law prohibits you from selling a pre-owned vehicle that has an open recall. You’re not required to fix it before the sale, and there’s no automatic legal duty to disclose every single one. That said, we all know that “legal” and “smart” aren’t always the same thing. If the used vehicle is the same make and model line you sell new, think twice before sending it out with a safety-related recall open — especially anything involving brakes, airbags, steering or fuel systems. Those deserve extra caution because customer safety, your reputation (and your service department’s relationship with customers), and legal exposure are on the line. We cannot COUNSELOR’S CORNER Navigating Vehicle Recalls A STRAIGHTFORWARD GUIDE FOR WEST VIRGINIA DEALERS Johnnie Brown, Esq. Pullin, Fowler, Flanagan, Brown & Poe PLLC WVADA NEWS 16
say that we did not know, because we can access recalls for our same line of motor vehicles. For vehicles outside your primary franchise, the same principle applies: safety first. If the recall is minor (such as a simple software update or a non-critical label), many dealers move forward — but with full transparency. The West Virginia Automobile Dealers Association has a ready-made disclosure form for this situation. (If you don’t have it, reach out to WVADA or me, and we will get it to you right away.) A quick signature from the buyer confirming they were aware of the open recall goes a long way toward keeping things clean and building trust. THE EASIEST WAY TO STAY AHEAD: OFFICIAL GOVERNMENT TOOLS You don’t have to guess or wait for manufacturer notices. The federal government makes it incredibly simple to check any vehicle for open recalls — and you should be doing it on every car that comes across your lot. Visit the National Highway Traffic Safety Administration’s official site at www.nhtsa.gov/recalls and search for recalls by the 17-digit VIN or, in many cases, by license plate. In seconds, you’ll see every open recall that applies to that specific vehicle, along with what the fix involves. It’s free, updated regularly, and works for both new and used inventory. Bookmark it on every computer in your sales and service departments — it takes less than a minute and gives you peace of mind. NHTSA also offers a free SaferCar app if your team prefers checking on the go, but the website should be your go-to resource for quick, reliable lookups. BEST PRACTICES THAT KEEP YOU PROTECTED Check for recalls on every vehicle (new or used) the moment it hits your lot — and again before delivery. Document the check and any repairs or disclosures. For new vehicles, lean on your manufacturer’s recall portal or notices — they’ll walk you through the process and reimbursement. For used vehicles: When in doubt, talk to your GM or fixed-ops manager and consider that WVADA disclosure form. Remember, even when the law gives you flexibility on used cars, customers appreciate honesty, and it can help shield you from any “I didn’t know” conversations down the road. CONCLUSION Taking care of recalls the right way isn’t just about staying out of trouble — it’s about serving our customers who trust us with their safety on West Virginia roads with the vehicles we sell them. New cars have a bright-line rule: fix before you sell. Used cars give you more options, but smart dealers combine good judgment with clear communication. Make the NHTSA recall check part of your daily routine, grab that disclosure form from WVADA, and you’ll sleep better knowing you’re handling the issue in a professional manner. If you ever have questions, the team at WVADA is just a call away. You can also email me at jbrown@pffwv.com. Drive safe, sell safe and keep our customers coming back. WVADA NEWS 17 Learn more at BankWithUnited.com Member FDIC / Subject to credit and underwriting approval. United Bank specializes in tailoring a combination of financial products and auto-dealer services to best meet the specific needs and goals of your automotive dealership. Floor Plan Line of Credit Term Financing Indirect Financing Cash Management Services GET MORE BANK FOR YOUR DEALERSHIP
By Fisher Phillips Merriam-Webster named “slop” as its 2025 Word of the Year, citing the explosion of low-quality, AI-created digital content that now clogs our inboxes and social feeds. While employers and business leaders should view this news as a warning, it can also be an opportunity to set yourself apart. By combining the power of AI with a healthy dose of human judgment, you can capture the authenticity that people will crave more than ever in 2026. We’ll take a look at what slop is, discuss the problems it can cause and provide you with some practical steps you can take to eliminate it. WHAT “AI SLOP” LOOKS LIKE AT WORK 2025 was the year that AI slop showed up in every aspect of your job. No doubt you have started to see an increase in: ∙ Generic emails and corporate communications that all start to sound the same (sounding official but not saying much of anything) ∙ Business content that’s repetitive, vague and quite possibly wrong ∙ Resumes and cover letters that almost sound too good to be true, exactly matching your job postings ∙ Performance self-evaluations or reviews containing flowery language and corporate jargon about “synergy” and “leveraging core competencies” ∙ Marketing copy that looks polished at first glance but is immediately forgettable WHY EMPLOYERS SHOULD CARE AI slop is annoying, no doubt. But it’s not just an inconvenience — it’s a real business risk. (See what we did there? Did you cringe when you read that last sentence?) Here are some reasons why you should be concerned about the proliferation of slop in your workplace: ∙ Brand Erosion: Low-quality content lets customers, recruits and employees know that you don’t care enough about them to put in the time to create quality work. Once that perception sets in, it’s hard to reverse. ∙ Productivity Theater: AI slop often looks like productivity because your employees are churning out a lot of work in a short period. But what they’re actually doing is creating more downstream work through the inevitable revisions, clarifications and clean-up. ∙ Cultural Damage: When employees are encouraged (explicitly or implicitly) to outsource their thinking to a robot, they can drift away from human judgment and creativity. This is a dangerous shift for any organization. ∙ Legal Exposure: Sloppy AI-generated policies, contracts or employment communications can misstate legal obligations and conflict with existing policies. Here’s How Employers Can Get Smarter About AI Use in 2026 WVADA NEWS 18
WHAT EMPLOYERS SHOULD DO TO AVOID AI SLOP The good news is that a few simple steps will help you use AI without creating slop. Here are five steps you can take to set guardrails that preserve human judgment, corporate accountability and quality of work. 1. Define “Acceptable AI Use,” Not Just “Permitted AI Use” The first generation of corporate AI policies, released in the wake of ChatGPT’s release and the subsequent explosion of GenAI (roughly 2023-2024), is already outdated. If you look at your company policy, it probably focuses on “AI is allowed for X.” But that’s not enough these days. Instead, you need to go further and spell out: ∙ Where AI can assist and where it needs to be avoided ∙ Where human judgment must lead ∙ That AI output must always be reviewed before use 2. Assign Ownership for AI-Assisted Work Every AI-generated document should have a human owner responsible for ensuring accuracy, tone and consistency with the company’s values and policies. 3. Train Managers to Spot Slop Managers and content approvers don’t need to be AI experts, but they do need to recognize some of the telltale signs of AI usage so it can be edited out before release: ∙ Overly generic language that could apply to any role, department or company ∙ Perfectly structured paragraphs that lack a human voice, specificity or the natural friction that comes along with human writing ∙ Excessive use of em-dashes like this — often multiple per paragraph — to create the illusion of nuance ∙ “It’s not just X — it’s Y” construction, used repeatedly to inflate ordinary points into faux insights (like “It’s not just a change — it’s a revolution”) ∙ False confidence in incorrect or oversimplified statements, especially about legal, technical or operational issues ∙ Repetition of the same idea using slightly different phrasing rather than adding new substance ∙ Buzzword stacking (“synergy,” “alignment,” “value creation,” “impactful outcomes”) without concrete examples ∙ Vague conclusions that gesture toward action without assigning ownership or next steps 4. Slow Down High-Risk Uses For legal, HR, compliance and external communications, make sure you require human review before anything is delivered. It will be almost impossible for AI to generate sound communications in these areas without human customization, often a great deal of it. 5. Measure Outcomes, Not Output You will want your organization to shift performance conversations away from questions like “How fast was this produced?” and “How many pieces of content did you develop?” Instead, consider whether the communication effectively solved the problem and reduced the need for follow-up questions. FP IS ALL IN ON AI — BUT THE RIGHT KIND OF AI Don’t get us wrong. Fisher Phillips is a massive supporter of AI. We host an annual AI Conference that brings together thought leaders from across the country. We hold dozens of webinars each year about AI use (including our popular AI Forums). We’ve published hundreds of AI-related insights, have an active AI, Data, and Analytics Team, and offer products and services to help businesses master the use of AI. We understand the value it can bring to businesses and corporate leaders. But (with apologies to Spider-Man’s Uncle Ben), with great power comes great responsibility. By following the steps we have outlined, you can responsibly use AI without contributing to the scourge of slop. WVADA NEWS 19
NEMACOLIN WOODLAND RESORT WVADA 93 rd Dealer Family Convention Joint Business Sessions with Kentucky Auto Dealers Association Farmington, PA June 14 - 17, 2026 Scan for Room Reservations & Registration Scan for Sponsorship Package
The automotive retail landscape is evolving rapidly, and payment acceptance at dealerships is no exception. Dealers across the nation are adopting new technologies, responding to shifting consumer expectations and managing rising costs associated with credit and debit card acceptance. Among these trends, credit card surcharging has emerged as a practical strategy to control expenses, improve cash flow and maintain compliance. THE CHANGING PAYMENTS LANDSCAPE Dealerships historically relied on straightforward credit and debit card processing. Today, consumers expect flexible payment options, from digital wallets to instant funding. Meanwhile, processing fees continue to climb, impacting profitability. Surcharging, the practice of passing a portion of card processing costs to the customer, is a legal and increasingly common way for dealerships to manage these rising costs. Surcharging is particularly effective because it offsets costs directly without affecting the overall pricing structure. COMPLIANCE MATTERS Surcharging is not just about cost savings — it also requires strict compliance. Under the Truth in Lending Act (TILA) and card-brand rules, dealerships must clearly disclose any surcharges. Key compliance considerations include: ∙ Transparency: Fees must be displayed at the point of sale and included in all invoices and documentation. ∙ Consistency: Surcharges must be applied uniformly across locations, transaction types and payment methods. ∙ Profit: The merchant cannot profit from any transaction. Failure to follow these rules can result in disputes, fines or reputational damage. It is important to note that surcharging is not a DIY project. Attempting to implement a program without professional guidance can lead to errors in fee application, disclosure omissions and compliance violations. Dealers should work with knowledgeable payment partners to ensure proper setup, system configuration and Modern Payment Strategies for Automotive Dealerships LEVERAGING SURCHARGING FOR EFFICIENCY AND PROFITABILITY By Amberly Allen Dealer Merchant Services 21 WVADA NEWS
adherence to all regulatory requirements. Clear communication and expert oversight are critical for success. OPERATIONAL AND FINANCIAL BENEFITS Beyond compliance, surcharging impacts cash flow, reconciliation and customer experience. Benefits for dealerships include: ∙ Reduced Processing Costs: Recover a portion of card fees rather than absorbing them. ∙ Simplified Accounting: Transparent fee structures streamline reporting and reconciliation. ∙ Customer Choice: Offering clear options allows customers to make informed decisions about payment methods. Operational alignment is essential. Sales, finance and accounting teams must understand how surcharges interact with invoicing, contracts and customer communications. Well-defined processes and trained staff ensure smooth execution. BEST PRACTICES FOR SURCHARGING Implementing surcharges effectively comes down to discipline, consistency and professional guidance. Dealers should consider these best practices: 1. Clear Disclosures: Make surcharges unmistakably visible at the point of sale and on all documentation. 2. Uniform Application: Apply fees consistently to avoid disputes or regulatory issues. 3. Employee Training: Ensure staff can explain fees clearly to customers. 4. System Configuration: POS and invoicing systems should accurately reflect surcharges and simplify reconciliation. 5. Documentation: Keep detailed records of policies, staff training and transactions to support audits. Following these steps minimizes risk and positions surcharging as a strategic advantage rather than a compliance headache. INTEGRATING EMERGING PAYMENT TOOLS While surcharging is a key strategy, dealerships should also explore new payment technologies such as digital wallets, instant funding solutions and automated payables tools. When evaluating these options, consider: ∙ Compliance: Ensure fee structures and disclosures meet legal and card-brand requirements. ∙ Operational Fit: Confirm smooth integration with existing POS and accounting systems. ∙ Vendor Reliability: Review contracts, security protocols and service claims carefully. A well-integrated payment approach combines innovation with strategic cost management. MITIGATING RISK Even with a structured program, risks exist. Common pitfalls include inconsistent fee application, poor signage, misconfigured systems or inadequate staff training. Dealers can minimize exposure through: ∙ Regular system audits ∙ Thorough staff training ∙ Clear policies and documentation Proactive risk management safeguards both the dealership’s reputation and its bottom line. TURNING PAYMENTS INTO A STRATEGIC ADVANTAGE Payment acceptance is no longer just a transactional function — it’s a strategic lever. Well-implemented surcharging programs can: ∙ Offset rising processing costs ∙ Improve cash flow and reporting accuracy ∙ Deliver a transparent, flexible experience for customers ∙ Maintain compliance with federal and card-brand regulations Dealerships that integrate operational, financial and compliance considerations into their payment strategy gain a competitive advantage in a crowded marketplace. CONCLUSION The payments environment in automotive retail is dynamic and increasingly central to dealership success. Rising processing costs, digital wallets and instant funding solutions create both challenges and opportunities. Surcharging, when executed thoughtfully and with professional guidance, allows dealerships to manage costs, streamline operations and maintain compliance — without sacrificing customer experience. By adopting clear disclosures, consistent fee policies, staff training and properly configured systems, dealerships can turn payment acceptance into a strategic advantage. Payments are no longer simply a transaction — they are a key part of running an efficient, profitable and compliant dealership. Dealers who embrace modern strategies, including professionally managed surcharging programs, can reduce costs, improve cash flow and stay ahead in a rapidly changing market. Amberly Allen is the founder and managing partner of Dealer Merchant Services (DMS), powered by Priority. She has spent nearly two decades helping dealerships improve profitability, with a particular focus on uncovering hidden costs in payment processing. After studying the legislation behind processing fees, she launched Dealer Merchant Services in 2020. She introduced a patented process that helps dealers recover from $5,000 to $15,000 per month, per rooftop, without affecting CSI. Under her leadership, DMS became the fastest-growing merchant services provider dedicated to dealerships. Since joining Priority in 2025, DMS is now helping deliver a stronger suite of financial and payment solutions that support dealer profitability and simplify day-to-day operations. WVADA NEWS 22
LOUIS THOMAS SUBARU Giving back is at the heart of Louis Thomas Subaru. As part of the Subaru Loves to Help event, their team donated over 200 coats to The Salvation Army of Parkersburg to help keep children warm through the winter. DUTCH MILLER KIA OF CHARLESTON The City of South Charleston recognized Doug Miller, owner of Dutch Miller Kia of Charleston, for his ongoing support of the South Charleston High School athletics programs. Dutch Miller proudly invests in the future of local youth and supports student athletes on and off the field. JENKINS SUBARU Through the Subaru Loves to Help initiative, Jenkins Subaru launched its “500 Steps Toward a Brighter Future” campaign. Partnering with the United Way of Harrison and Doddridge Counties, the two organizations hit the road to deliver 500 pairs of new shoes and socks to multiple schools in their community. COMMUNITY In the COLE SUBARU As temperatures dropped and winter storms moved in, Cole Subaru partnered with Bluefield Union Mission to donate 250 coats through the Subaru Loves to Help program to community members in need. Way to help your community stay warm! WVADA NEWS 23
LAND ROVER CHARLESTON Land Rover Charleston was a proud sponsor of the Marshall University Quarterback Club of Charleston Beach Party on Feb. 28. The team was present at the event to give a warm welcome to their partner athlete, Marshall University tight-end Toby Payne. RIVER CITY SUBARU Through Subaru Loves to Help, Chad Rhodes and Chuck Rhodes from River City Subaru’s sales and service departments delivered 132 new coats for children in the Huntington area to their partners at Huntington City Mission. We thank them for doing meaningful work to support the most vulnerable members of our community. BUCKHANNON TOYOTA Buckhannon Toyota was proud to sponsor the addition of two new scoreboards in Elkins High School’s gymnasium, an ongoing show of support for schools in Elkins and Randolph County. Here’s to many exciting games and memories made on the court! MOSES AUTO GROUP Moses Auto Group is proud to once again sponsor Daymark’s Bingo Brunch & Bubbles event in South Charleston this April. The fundraising event supports Daymark programs, providing advocacy and services to vulnerable youth in the Greater Kanawha Valley. BUCKHANNON TOYOTA Buckhannon Toyota’s own service technician, Charlie Supers, won first place in a local SkillsUSA Contest in Automotive Technology held at Fred W. Eberle Technical Center in February. The dealership was very proud of Charlie, praising the hard work and dedication he had demonstrated as he advanced through his Toyota certification. WVADA NEWS 24
WVADA Preferred Partner Programs are designed to meet the needs of our members while providing competitive pricing. Supporting our Preferred Partners benefits YOUR association and helps maintain low dues for our membership. WVADA works for West Virginia Dealers, buying from our Preferred Partners is like buying from yourself. PREFERRED PARTNER PROGRAMS Heritage Crystal Clean provides its customers with parts cleaners, parts washers, drum waste management, oil collection, oil re-refining, vacuum services, parts cleaning solvent as well as other products and services pertaining to the environmental services market. Capital Automotive represents best-in-class F&I solutions that strengthen the bond between dealers and their customers. Through our comprehensive portfolio — including vehicle service contracts, limited warranties, theft prevention products, GAP, maintenance programs, a full complement of ancillary products and more — we help dealerships build lasting relationships based on value and mutual reward. Our solutions and training drive profitability while enhancing customer loyalty. ComplyAuto LLC is a RegTech company offering cloud-based software that helps dealerships enhance their compliance capabilities while becoming more efficient and cost-effective. ComplyAuto uses data analytics and AI to provide real-time automated compliance decisions, performing tasks that would normally require manually intensive processes and human intelligence. Cross-Sell has developed the ability to instantly email reports after the data is processed each month and has also created an online interface that allows you to analyze, filter, print and download the specific data or reports that you need. We are a “dealer first” business focused on helping our partners find their best path to success, plan for the future and achieve real results. There’s a reason why we’ve been trusted for over 40 years by dealers across the country. We’re proud of the relationships we’ve built with each and every one. The Accelerated Title program offers faster payoff, as fast as 4-6 days, by turning a traditionally manual process electronic. Accelerated Title now uses over 81 lenders and is still growing! The NADA Retirement Program from Empower Retirement focuses on optimizing participant outcomes through innovative 401(k) plan design. With over 75 years of automotive experience, Dealer Merchant Services has a proprietary solution to help dealers save up to 75% of their credit card processing fees without disrupting CSI. We feature the industry’s only Retail Management System to help you manage every area in your dealership. Whether it’s online interactions, selling and servicing vehicles or managing the business, we’ve got you covered. Integrum Advisors provides one-stop, strategic enterprise solutions that make it easy to take care of your people. As full‑service consultants, Integrum Advisors delivers complete peace of mind to every client. USI’s dedicated team designs comprehensive programs that include coverage not only for physical damage for your inventory but also theft, false pretense, collisions and more to safeguard your dealership. They also provide loss control services to evaluate your potential threats before they occur and access to online training courses to help reduce workplace incidents. Tyler’s broad solution and product offering empowers you to deliver better and faster assistance to the public — greater transparency and accessibility, sustainable office practices, secure data that’s easy to manage and maintain, and faster results. Contact WVADA today to learn more about our preferred partners at hjustice@wvcar.com or (304) 343-4158. WVADA NEWS 25
EXECUTIVE COMMITTEE JONATHAN LeROSE Director At Large Midstate Automotive/ Northside ALEX WHITE Director At Large Paul White Chevrolet JR TOOTHMAN Immediate Past Chair Toothman Ford RICHARD STEPHENS NADA Director Stephens Automotive Group ROBERT RAMEY District 4 Director Ramey Motors GRANT TALBOTT District 4 Director Greenbrier Ford & Chevrolet JASON MINSKER District 2 Director Buckhannon Toyota NICK GREEN District 2 Director Harry Green Chevrolet Nissan RICHARD STEPHENS District 3 Director Stephens Automotive Group SUZANNE PERSINGER Secretary/Treasurer Moses Auto Group BILL COLE WVCAR PAC Bill Cole Automotive LOU THOMAS District 1 Director Louis Thomas Subaru DON WARNER District 1 Director Straub Automotive Group RODNEY LeROSE II Vice-Chair Midstate Automotive/Northside TIM MATHENY Exclusive Truck Dealer Matheny Freightliner WALLY THORNHILL NADA PAC Chair Thornhill Auto Group DENNIS SHEETS Chair Sheets Chrysler Dodge Jeep Ram LLC LEE-ANNE COLE GREENE Director At Large Cole Chevrolet Buick Cadillac GMC KOLTEN SAUNDERS District 3 Director Cardinal Chevrolet BOARD OF DIRECTORS DIRECTORS AT LARGE BRYAN FATO Director At Large Straub Automotive Group FRED PARSONS Director At Large Kent Parsons Ford MIKE MATHENY Emeritus Matheny Motors WVADA NEWS 26
inquiry@capital.email (704) 554-9422 www.capital-automotive.com Partner with us and INCREASEYOUR PROFIT POTENTIAL As the economic landscape continues to shift, Capital Automotive remains committed to keeping you informed and positioned ahead of the changes that matter most to your business. We continue to develop and provide product and coverage solutions that deliver meaningful value to both your dealership and the customers you serve. From training and consulting to vehicle service agreements, limited warranties, GAP, a full suite of ancillary coverages, and unique customized products, we’re equipped to provide professionally backed solutions that support your success. Connect with our team to discover how our tailored solutions can strengthen your performance and drive your long‑term objectives forward. DIVERSE PRODUCT OFFERINGS TO MEET YOUR NEEDS Ultimate Care Ancillary Products DotTrak Microdot Anti-Theft System with Limited Warranty Connected Dealer Intelligence - GPS Anti-Theft Products with Limited Warranty Windshield Hydrophobic Coating & Limited Warranty Priority Equity Protection - Diminished Value Coverage Priority Repair - Service Department Parts & Labor Limited Warranty Vehicle Service Agreements Limited Warranties Wrap Service Agreements High Mileage Programs Guaranteed Asset Protection Waivers CatTrak Catalytic Convertor Etching Priority Maintenance Coverage Optimum Ceramic Coating & Limited Warranty
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