Collision Repair 25#3 by Media Matters

Trusted repairs start with trusted processes

Standardise repairs with 3M™ RepairStack™ templates and use 3M Guide Match to help choose the right products for every job. Together, these tools help streamline workflow, reduce variability, and support clear documentation for timely payment and efficient operations. Streamlined, trackable, OEM-aligned repair processes

Keep on track with 3M OEM repair procedures.

The Solera AI Engine

Insurers aren’t short on AI. They’re constrained by the systems beneath it. Fragmented data, disconnected workflows, and complex integrations slow everything down from claims processing to new capability development. The Solera AI Engine removes those barriers. Unlike conventional approaches that layer AI features onto legacy systems, the Solera AI Engine is an infrastructure-first capability embedded directly into the Solera Cloud Platform, connecting proprietary data, orchestrating cross-product workflows, and enabling new solutions to move from concept to production on dramatically shortened timelines.

By unifying data across the claims ecosystem, embedding intelligence directly into workflows, and investing in shared AI infrastructure rather than isolated point features, Solera’s platform delivers continuous, compounding intelligence gains to insurers worldwide.

That means:

FASTER CLAIMS DECISIONS

REDUCED MANUAL WORK

ACCELERATED DEPLOYMENT OF NEW CAPABILITIES

“As Canadian insurers and collision shops face growing pressure to improve speed, accuracy, and customer experience, Solera is driving innovation across the ecosystem by connecting insurers, repairers, and data through AI-powered intelligence that reduces friction, accelerates cycle times, and delivers better outcomes across the repair journey.”

AI-Powered, End-to-End Claims Management

OMAR NABIL VP OF CLAIMS SOLUTIONS, CANADA SOLERA

Qapter Estimating is Solera’s next generation digital solution for claims management. Powered by artificial intelligence and computer visualization technologies, Qapter’s machine learning models are trained by Solera’s global database with over one billion images to identify the type and severity of damages. By combining state of the art data science with over 40 years of repair science, Qapter’s vehiclespecific option-driven inside-out methodology allows Qapter to automate the estimating process with unmatched speed and accuracy.

2 CLAIMS PROCESS

Estimates reduced from weeks to minutes Expediting repair with VI, build data and parts

Powering Faster Innovation Across the Automotive Ecosystem

The automotive industry is one of the most interconnected sectors in the global economy. Manufacturers, dealers, insurers, repair facilities, parts suppliers, fleets, and mobility providers all operate within a shared ecosystem. The Solera AI Engine is designed to serve as the connective intelligence layer across that ecosystem by enabling shared intelligence across connected products, continuous platform improvement through cloud delivery, and faster innovation cycles driven by real operational data.

Claim settlement and reporting

“

The automotive industry doesn’t need more AI features bolted onto disconnected tools. It needs intelligent infrastructure that makes the entire ecosystem work better together.

The Solera AI Engine is that infrastructure. It connects the data, automates the workflows, and gives us the speed to build what our customers need – when they need it.”

ALBERTO CAIRO CHIEF FINANCIAL OFFICER & MANAGING DIRECTOR SOLERA

The Future of Canadian Auto Insurance Claims Will Be Deﬁned by Intelligence

by OMAR NABIL, VP OF CLAIMS SOLUTIONS, CANADA

The Canadian auto insurance industry is entering one of the most signiﬁcant periods of transformation in its history. It is facing a new kind of pressure. Claims are becoming more complex, repair costs are rising, and customer expectations continue to increase. At the center of it all is a shift toward data, AI, and increasingly sophisticated vehicles.

While the core purpose of insurance remains rooted in protection, trust, and service, the environment surrounding those fundamentals has changed dramatically. Today’s vehicles are no longer purely mechanical. They are rolling data platforms, equipped with advanced driver assistance systems, embedded sensors, connected software, and increasingly complex electric vehicle technologies.

This shift is transforming Canadian auto insurance claims from end to end. And it is happening faster than many organizations are prepared for.

Vehicle complexity is reshaping claims

Modern vehicles are fundamentally changing the nature of a claim.

What was once a relatively straightforward repair can now involve sensor recalibration, software diagnostics, OEM-speciﬁc procedures, and highly specialized expertise. Even low-speed collisions can trigger a cascade of technical requirements due to cameras, radar systems, and safety features embedded throughout the vehicle.

This added complexity is increasing both repair severity and variability across Canadian auto insurance claims.

For claims leaders, this creates a clear challenge. Traditional workﬂows and assumptions no longer hold. Faster triage, more accurate estimating, and stronger repair network alignment are becoming essential capabilities.

EV growth is driving new cost and cycle time pressures

Repairable EV claims in Canada continue to rise year over year, bringing new operational challenges with them.

EV repairs often require more diagnostic steps, specialized tooling, and trained technicians. Parts availability and repair capacity can also vary signiﬁcantly depending on region. As a result, cycle times are increasing and costs continue to rise across the industry.

For example, repairs that might have taken a few days in the past can now extend signiﬁcantly due to calibration requirements or limited access to certiﬁed repair facilities.

For insurers, the implication is clear. Managing EV-related claims e ectively will require new expertise, tighter collaboration with repair partners, and better use of data to guide decisions.

AI is transforming how Canadian auto insurance claims are managed

At the same time, artiﬁcial intelligence and advanced analytics are creating new opportunities to modernize the claims experience.

Across the industry, there is a shift from reactive handling of claims toward more predictive and intelligent operations. AI can assist with damage assessment, automate portions of estimate generation, improve fraud detection, streamline communication, and accelerate payments.

More importantly, these capabilities reduce friction during one of the most stressful moments in a customer’s journey.

However, many insurers are still focused on digitizing the front end of the claims process while leaving downstream workﬂows largely unchanged. That gap is where delays and ine ciencies often persist.

The organizations that move faster to modernize the full claims lifecycle will be better positioned to control costs and improve customer satisfaction.

Customer expectations are redeﬁning the experience with claims

Customer expectations are no longer shaped by insurance alone.

Today’s policyholders compare their claims experience to the digital interactions they have with retailers, delivery services, and transportation platforms. They expect speed, transparency, personalization, and simplicity as a baseline.

When those expectations are not met, it quickly impacts brand perception and loyalty.

For Canadian insurers, this means claims is no longer just an operational function. It is a deﬁning moment in the customer relationship.

Meeting these expectations requires more than technology. It requires rethinking how information ﬂows, how decisions are made, and how customers are engaged throughout the process.

Why human expertise still leads

As AI adoption accelerates, one thing remains clear. Technology alone will not deﬁne the future of Canadian auto insurance claims.

Human expertise remains indispensable.

Adjusters, appraisers, and repair professionals bring judgment, context, and empathy that technology cannot replace. AI works best as an enabler, helping people make faster and more informed decisions rather than replacing them.

A human-in-the-loop approach ensures that decisions are not only e cient, but also fair, transparent, and aligned with customer needs.

The insurers that succeed will be those that combine intelligent technology with experienced professionals who know how to apply it e ectively.

The future will be built on intelligence and execution

The next decade will not be deﬁned by scale alone. It will be deﬁned by how well insurers build and use intelligence across their ecosystems.

This includes:

• Connecting data across the claims lifecycle

• Strengthening collaboration with repair networks and partners

• Applying AI in a way that improves real operational outcomes

• Keeping customer experience at the center of every decision

Canada is uniquely positioned to lead this evolution. The market can draw on global innovation while building solutions tailored to local realities, including regional regulation, climate risk, EV adoption, and repair capacity constraints.

Final perspective

The future of Canadian auto insurance claims will not be deﬁned by technology alone. It will be shaped by how e ectively the industry brings together data intelligence, operational agility and human expertise.

Insurers that close the gap between digital capability and day-to-day execution will be the ones that control both cost and customer experience.

And in a market where both are under increasing pressure, that distinction will matter more than ever.

THE COLLISION INDUSTRY CAN REPAIR ANYTHING EXCEPT ITS OWN IMAGE

THE INDUSTRY HAS A BLIND SPOT THE SIZE OF A GENERATION — AND UNTIL INSURERS, MANUFACTURERS, SUPPLIERS AND SHOPS ALL LOOK IN THE SAME MIRROR, THE JOBS WILL REMAIN UNFILLED, THE CARS WON’T GET FIXED AND EVERYONE LOSES

There are tens of thousands of young Canadians who cannot find work and thousands of collision repair jobs that cannot find workers. The industry doesn’t have a labour shortage. It has an image problem so severe that it has effectively made itself invisible to an entire generation.

Young Canadians are struggling to find work while Statistics Canada reports 6,800 auto technician vacancies nationwide, with 2,500 in Ontario alone. The retirement wave isn’t coming — it’s already here. The jobs are there. The people are there. What’s missing is the story.

The industry earned this image problem — and only the whole industry can fix it

The stigma around trades is long entrenched. Canadian society has promoted, in the words of the Canadian Apprenticeship Forum, “a narrow definition of success that discounts hands-on careers.” Collision repair carries extra baggage on top of that. It is seen as dirty and intellectually unchallenging. That image belongs to a different era. ADAS calibration, EV battery proximity work, computerized diagnostics: this is precision engineering, not hammering metal in a dark garage.

The financial case is equally untold. OECD data shows vocational graduates out-earn university peers by about 25% and they start without student debt. Statistics Canada recorded a lower unemployment rate for trades certificate holders than for bachelor’s degree graduates as recently as September 2025. University is being sold as the safe path. The numbers say otherwise.

Why every sector must be at the table

The collision repair industry treats recruitment as a shop-level responsibility. Individual operators post job openings, occasionally visit a trade school and hope for the best. This has failed for decades because the challenge isn’t operational. It’s reputational and reputational problems require industry-wide responses.

Insurers depend on qualified technicians to keep cycle times and costs manageable. OEM manufacturers need certified techs who understand increasingly complex vehicles. Suppliers need a growing, skilled workforce to sell to. The entire ecosystem suffers when the pipeline runs dry, yet the entire ecosystem leaves the recruitment problem at the shop owner’s door. A co-ordinated, industry-funded campaign to rebrand collision repair as a modern, well-compensated career is not a charity project. It is a direct investment in every sector’s bottom line.

Why Bodyworx & Paint Professional is the industry’s new pivot point!

Bodyworx Professional, published by Media Matters Inc., launched 11 years ago with a clear mission and strong industry support behind it. It was built to celebrate everyone who makes a collision repair facility run: technicians, painters, estimators, managers and support staff alike, serving as an honest, accessible guide for anyone considering the industry as a career. It was never just a trade publication. It was a bridge between the industry as it is and the workforce it needs to become.

We are now relaunching Bodyworx & Paint Professional with renewed purpose and a platform built for now and beyond: a full complement of social media, impact videos and an enhanced website and digital edition designed to celebrate the industry, and the young people the industry so desperately needs to attract. The content reflects a collision repair world transformed by technology, electrification and the relentless rise in vehicle complexity. The mission, however, remains exactly what it always was — to tell the real story of this industry, to the people who need to hear it most.

Bodyworx & Paint Professional is uniquely valuable now because it represents OUR industry where shops, insurers, OEMs, suppliers and training institutions have historically operated in their own separate lanes. No single sector can solve this alone. But together, through a platform with the reach, the credibility and the relationships that Bodyworx & Paint Professional brings, the industry finally has the tools to make a real dent in a problem it has been talking about for far too long.

To help shape that conversation, Bodyworx & Paint Professional is establishing an Editorial Advisory Board. Technicians, painters, managers, suppliers, insurers: everyone on the same page, finally. Be part of the solution. Join the board or provide your comments by contacting me directly at publisher@collisionrepairmag.com.

The labour pool is not dry. The interest simply never formed because the story was never told. That is a fixable problem, but only if the industry decides, collectively, to fix it.

And if it doesn’t? The jobs remain unfilled, the cars won’t get fixed — and everyone loses.

PUBLISHER

Darryl Simmons publisher@collisionrepairmag.com

ASSOCIATE PUBLISHER

Orest Tkaczuk | orest@mediamatters.ca

ART DIRECTOR

Yvonne Maschke | yvonne@mediamatters.ca

ASSISTANT EDITOR

Mackenzie Grant | mackenzie@mediamatters.ca

INTERIM EDITOR

Gideon Scanlon | news@collisionrepairmag.com

STAFF WRITER

Sadie McDonald | sadie@mediamatters.ca

AUDIENCE ENGAGEMENT MANAGER

William Simmons | william@mediamatters.ca

VP OF INDUSTRY RELATIONS & ADVERTISING

Gloria Mann 647.998.5677 | gd.mann@rogers.com

INDUSTRY RELATIONS ASSISTANT

Wanja Mann 705.928.0653 | wanjamann1@gmail.com

DIGITAL OPERATIONS MANAGER

Cassie Doyle | cassie@mediamatters.ca

MEDIA PRODUCTION SPECIALIST

Dayna Dicuangco | dayna@mediamatters.ca

DIGITAL MEDIA

Natalie Dinh | natalie@mediamatters.ca

CONTRUBUTORS

Tom Bissonnette, Theresa Jachnychy, Stefano Liessi, Ryan Marrinan, Jay Perry

SUBSCRIPTION

Single edition $7.99 One-year $39.95 ( 6 issues) Collision Repair™ magazine is published bimonthly, and is dedicated to serving the business interests of the collision repair industry. It is published by Media Matters Inc. Material in Collision Repair™ magazine may not be reproduced in any form without written consent from the publisher. The publisher reserves the right to refuse any advertising and disclaims all responsibilities for claims or statements made by its advertisers or independent columnists. All facts, opinions and statements appearing in this publication have been compiled and included with the permission, though not necessarily the endorsement, of the editor, or of independent columnist contributors, and are in no way to be construed as those of the publisher, or as endorsements of them.

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Collision Repair magazine is published by Media Matters Inc., publishers of:

Make every minute count with our proven systems.

Fix Auto is a game changer.

Your craftsmanship in auto body provides a solid foundation which continues to get stronger. But as you already know, there’s much more to this business. Fix Auto is invested in forward thinking and bringing global best practices to building your local business.

Drive your business forward with:

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Our owner started as a franchisee, and this inspires our commitment to the success of the local business owner.

People on the Move

PETER GREEN, DIRECTOR AT ACX

AUTO SERVICES

Peter Green has been appointed director at ACX Auto Services to drive the company’s nationwide expansion. A Red Seal technician with nearly 20 years of collision operations experience and Lean Six Sigma training, Green recently served as manager at ACX Airdrie in Alberta, where he delivered record growth. In his new role, he will expand ACX’s specialized diagnostics, calibration and paint protection services across Canada. ACX officials praised Green’s out-of-the-box thinking and relentless execution, emphasizing his focus on process consistency and OEM-aligned repair standards.

collisionrepairmag.com/15822586

JEFF

HELGET,

VICE-PRESIDENT OF HOLLANDER AT SOLERA

Solera Holdings, LLC has named Jeff Helget as vice-president of Hollander, expanding its leadership team in automotive recycling and parts. Helget brings more than two decades of experience scaling operations and building strategic partnerships across the collision repair ecosystem. He previously served at B&R Auto Wrecking, where he successfully grew the business by forging strong relationships with MSOs, insurers, dealerships and national buyers. In his new role, Helget will lead Hollander’s lifecycle parts strategy, leveraging his extensive industry expertise to drive growth.

collisionrepairmag.com/15822994

MIKE

LOFGREN,

VICE-PRESIDENT, RETAIL SALES AT MEVOTECH

Mike Lofgren was appointed vice-president, retail sales at Mevotech, a Toronto-based supplier of automotive aftermarket parts. In the role, he led U.S. retail sales strategy, oversaw key national customer relationships and supported growth across major retail channels. “Mike’s deep experience in retail sales and national account management makes him a strong addition to our leadership team,” said Matt Weiss. “As we continue to grow and strengthen our presence across key retail channels, Mike’s leadership will help us deepen customer partnerships and deliver the level of service and performance our customers expect.”

collisionrepairmag.com/15821958

CHAD MELCHERT,

AFFILIATE SERVICES DIRECTOR FOR CANADA AT CERTIFIED COLLISION GROUP

Certified Collision Group has appointed Chad Melchert as affiliate services director for Canada. Melchert joins the Chicago-based network from BASF Refinish Coatings, where he spent five years as an account representative for Western Canada. In his new role, he will support Canadian affiliates as CCG expands its independent repair facility network. “Working with independent operators to achieve sustainable growth is what I love to do,” Melchert said. CCG vice-president of sales, Canada, Tony McQuillan, added that Melchert brings valuable experience to support the growing network.

collisionrepairmag.com/15822295

TOP TECHS: SKILLS ONTARIO AUTOBODY COMPETITION WINNERS NAMED

A Mohawk College student has taken top honours in the post-secondary autobody competition at the Skills Ontario Competition, following a full day of hands-on collision repair challenges.

Vincent L. of Mohawk College earned gold in the postsecondary division, while Evan B. of the Halton District School Board claimed top spot in the secondary category.

Competitors were evaluated across four core modules reflecting modern repair practices, with a total possible score of 1,000 points.

The largest portion of the competition focused on a structural sectioning project, requiring students to complete MIG welding and adhesive bonding while following precise sectioning and measurement points.

Participants were also tested on aluminum and silicon bronze welding, a unibody measuring exercise using computerized systems and a dent repair task using BETAG equipment.

Across all modules, judges assessed accuracy, technique and adherence to industry procedures.

Safety requirements were strictly enforced throughout the competition, with students required to use approved personal protective equipment and demonstrate competency with tools and welding systems.

COLOR COMPASS ACQUIRES FLAT LINE

The autobody repair competition is part of Skills Ontario’s annual event, which introduces students to careers in the skilled trades and serves as a pathway to national and international competition.

Top finishers are expected to advance to the Skills Canada National Competition, where they will compete against peers from across the country.

FULL RESULTS

Post-secondary:

Vincent L. – Mohawk College

Ben H. – Algonquin College

GiJeong J. – Centennial College

Makenna M. – Fanshawe College

Tyler H. – Mohawk College

Jordan E. – Centennial College

Secondary:

Evan B. – Halton District School Board

Xavier P. – Upper Canada District School Board

Xavier P. – Greater Essex County District School Board

Elizabeth M. – Limestone District School Board

Ty C. – Halton Catholic District School Board

collisionrepairmag.com/15824450

Color Compass Corporation, one of Canada’s largest independent distributor of autobody and industrial supplies, has announced the acquisition of Flat Line Spraybooth Specialists Incorporated of Richmond Hill, ON.

This strategic move marks another milestone in Color Compass’ commitment to expanding its footprint and delivering innovative solutions across the Canadian marketplace.

Flat Line has built a strong reputation in Canada for its customer-centric approach, equipment solutions and technical and service expertise. With this acquisition, Color Compass Corporation claims to strengthen its presence in Ontario and position Flat Line as a key driver of growth and innovation throughout Canada.

Matt Gibson, general manager states that “Flat Line will continue to operate under our established brand while we get to benefit from Color Compass’s extensive resources, distribution network and training infrastructure. Our integration will enable and enhance our service capabilities, streamline our operations, and expand products, services, solution off erings for customers coast to coast.”

For more information about Color Compass Corporation, please visit colorcompass.com

ONTARIO SUPERIOR COURT RULES ON CSN AND LIFT AUTO GROUP DISPUTE

An Ontario Superior Court judge has granted a permanent injunction in a contractual dispute between CSN Collision and Lift Auto Group Ltd.

The decision, released March 9 in CSN Collision (Canada) Inc. v. Lift Auto Group Ltd., prevents Lift from proceeding with a proposed rebrand of its CSN-aff iliated collision repair locations and from breaching certain restrictive covenants contained in the parties’ agreements.

According to the ruling, the parties entered into a longterm Royalty Agreement in 2018 that runs until 2045. CSN operates approximately 265 collision repair facilities across Canada through a licensing structure similar to a franchise model. Lift currently operates 65 CSN-branded locations and has grown aggressively within the network since entering into agreements with CSN in 2018.

The court heard that Lift advised CSN in October 2025 that it intended to leave the network and transition its facilities to a new “Lift Collision” brand. Lift acknowledged the move could breach the existing agreements.

Lift argued that damages would be an adequate remedy. CSN sought specific performance through a permanent injunction.

Justice F.L. Myers ruled that damages would be diff icult to quantify because of the length and complexity of the relationship, including potential impacts related to future business operations, branding and contractual rights.

The court granted the injunction and CSN was also awarded costs of $185,000 on a partial indemnity basis.

Collision Repair reached out to both parties for comment. Both organizations declined.

collisionrepairmag.com/15825788

CARSTAR OPENS IN

FONTHILL ONTARIO

Mark Falkenberg and John Scetta, longtime CARSTAR franchise partners since 2009, have opened a new CARSTAR Fonthill location expanding the brand’s presence in the Niagara region.

CARSTAR Fonthill is led by owner John Scetta and manager Samara Brown, alongside a dedicated team.

The facility holds multiple OEM certifications, including FCA, Hyundai, Genesis, Kia, Toyota, Lexus, Honda, Subaru and Nissan, ensuring industry-leading repair standards across all supported vehicles.

“CARSTAR Fonthill represents an exciting step forward in expanding our presence across Ontario while strengthening service in the Niagara region,” said Collin Welsh, senior director, Ontario Region, CARSTAR. “Mark, John, and their teams have a proven track record of excellence and this new location makes it even easier for customers to access the quality and care they expect from CARSTAR.”

Mark Falkenberg and John Scetta bring decades of industry experience to CARSTAR Fonthill, enhancing the network’s growth while delivering the high level of service customers expect.

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— Mark MacDonald Owner, CARSTAR Sydney

“ I opened a small body shop in 1991 to complement our family Nissan dealership. For the first 10 years, keeping up with collision repairs was a constant struggle—until we joined CARSTAR. The support and resources from the CARSTAR network have been a game-changer. Thanks to their guidance, we were able to double the size of our facility and grow our sales tenfold over the last 20 years. We are proud to be part of the CARSTAR family and grateful for the role they’ve played in our continued success.”

ANNUAL EVENT: PBE DISTRIBUTORS’ 31ST ANNUAL SPRING SHOWCASE

On April 16, distributors from across Canada’s automotive aftermarket gathered at the Mississauga Hilton for PBE Distributors’ 31st annual Spring Showcase, an annual trade event focused on the paint, bodyshop and equipment segments.

The invitation-only event drew just under 300 attendees, including jobbers from British Columbia to Quebec, with 50 manufacturers presenting new products and services to distributor partners. Organizers framed this year’s theme, Stronger Together, around collaboration across the supply chain, as distributors and vendors navigate

ongoing changes in product technology and shop demands.

Custom painter Ron Gibbs appeared at the House of Kolor booth, where he demonstrated pinstriping techniques for attendees.

Sherwin-Williams, 3M Canada and Wesco Group supported the event as food and beverage sponsors.

A follow-up prize draw is scheduled for June 1 in London, Ontario with 16 prizes totalling $4,000.

collisionrepairmag.com/15822981

NEW POSITIONS FOR SIMPLICITY CO-FOUNDERS

Two of the co-founders of Simplicity Car Care are transitioning into new roles.

Going forward, company president Domenic Ieraci will take over as the CEO while the current CEO, Paul Prochilo, will move into a new position as chief growth oﬀicer.

As CEO, Ieraci will lead company perfomance, strategy and execution, with a focus on alignment, accountability and consistent execution as the business scales. Ieraci previously served as president of Simplicity Car Care, a role in

which he was involved in the company’s growth trajectory, insurer capacity agreements, technology enablement and leadership training.

Ieraci said the leadership shift comes as the collision repair sector faces rising vehicle complexity, electric vehicle adoption, OEM repair standards and technician shortages.

“The collision repair industry is entering one of the most transformative periods it has ever seen,” said Ieraci. “Increasing vehicle complexity, EV adoption, OEM repair standards and technician shortages are fundamentally reshaping the industry and raising the bar for what it takes to compete at a high level.”

“Our philosophy has never been growth at all costs,” said Paul Prochilo, chief growth oﬀicer of Simplicity Car Care. “We believe sustainable growth only happens when operational consistency, a high-performance culture and franchisee success remain the foundation of the business. We continue to invest heavily in our operations, insurer performance management, OEM readiness, training, centralized support systems and data-driven accountability across the network.”

IN MEMORIAM: HUBERT SO, FIX NETWORK’S GLOBAL V-P OF FINANCE

Hubert So, global vice-president of finance at Fix Network World, has died, aged 52.

Born in Hong Kong, So came to Canada as an infant in the mid-1970s. After high school, he studied financial management at the British Columbia Institute of Technology and accounting at the University of Calgary before earning his CPA, CGA designation in 2000.

So began his career in accounting roles with Superstar Group Ltd. and Eagle Quest Golf Centers before joining Burnaby-based TCG International in 1998.

Over nearly two decades at TCG International, he advanced through a series of accounting and financial planning roles before becoming controller.

Fix Network acquired TCG International in 2017, bringing So into the organization as controller. He was later promoted to senior financial director, vice-president finance and global vice-president of finance.

During his tenure, Fix Network expanded internationally through acquisitions and franchise growth across collision repair, glass, mechanical repair and property restoration operations.

The company credited So with helping modernize and scale its finance operations while supporting acquisitions, governance initiatives and broader international expansion.

“Hubert was a trusted leader and a generous mentor who made people better — not just in their roles, but as part of this organization,” executive vice-president and chief financial off icer Dan Hogg said in a statement.

“He brought clarity, calm, and confidence to those around him, and his impact will continue to shape our teams and our network for years to come.”

Fix Network president and CEO Steve Leal said So played “a pivotal role” in many of the company’s major milestones.

“But more than that, he was someone people counted on — thoughtful, steady and genuinely kind,” Leal said.

He is survived by his wife, Decelia, and sons Jaden and Kalen.

Domenic Ieraci, left and Paul Prochillo right

Canada’s collision repair sector posted modest operational gains in April even as repair-order values declined, according to the latest Pulse of the Industry report from Collision Repair magazine and AutoHouse Technologies.

The report, based on more than 60,000 monthly repair orders across Canada, found average cycle time declined to 13.8 days, down a percent from the prior three-month average. Top 10% performers averaged 6.0 days.

“Top-performing collision repairers — the top 10% — are separating themselves through disciplined operational controls that create consistency across intake, WIP, repair planning and production flow, not simply by increasing car count or working longer hours,” said Mike Gilliland, president and founder of AutoHouse Technologies.

“While average operators react to volume pressure, leading repairers are using operational visibility and control to stabilize throughput, reduce variability and protect profitability as repair complexity continues to rise.”

Touch time — measured as labour hours produced per repair, per day — increased to 2.5 hours, up 2.7% from the prior three-month average. Top-performing shops averaged 4.7 hours, up 5.7%.

The industry’s work-in-progress ratio fell to 11.6:1, down 9.8% from the prior three-month average.

The report identified WIP ratio as a lead indicator of performance, efficiency and profitability, noting topperforming repairers typically maintain between 7.5 and 11.0 days of repair inventory.

Financial indicators declined during the month.

Average insurer-paid repair order sale fell $11 compared to the prior six-month average and declined $100 monthover-month.

Customer-pay repair order sale dropped $76 compared to the prior six-month average and fell $93 from the previous month.

Evaluate

Curious how your shop stacks up?

Our enhanced benchmarking tool compares your performance against national, provincial and regional peers. Using real operational data — not surveys — you can quickly identify where to improve eﬀiciency, boost throughput and grow profitability. Learn more to see if benchmarking is a fit for your business.

Learn more at autohousetechnologies.com/crmpulsereport

About this Report

Pulse of the Industry is the result of a powerful collaboration between Collision Repair magazine, Canada’s leading collision industry publication, and AutoHouse Technologies, the nation’s foremost provider of real-time repair performance analytics. Compiled from over 60,000 monthly repair orders completed by Canada collision repairers. All information has been normalized, with variance thresholds applied to remove anomalies and ensure data integrity.

ISLOW DOWN TO SPEED UP

SLOWING DOWN TO THINK, LISTEN AND INVOLVE OTHERS LEADS TO FASTER EXECUTION, STRONGER BUY-IN AND SMARTER SOLUTIONS

BY JAY PERRY

t’s a bit of a weird saying that can help leaders get to their goals more efficiently. The primary way that we see in our practice of how leaders improve their performance by applying this principle is they make effort to be very deliberate. Leaders first get very clear on what they want, then often share the vision before taking action. A couple more steps that we will talk about lower in the article but let’s focus on this first step now. Everything comes into focus when you know exactly what benefit you are trying to achieve. Is it better customer service? Is related to improved financial performance? Is it something that could benefit our staff by improving their health or safety?

Those three things should always be a part of what you are trying to achieve. You can have more than one involved as a goal too! For example, if you were to focus on a better customer experience could that drive

JAY PERRY

more sales and greater profitability thus also improving financial performance? For ease of application one should narrow the goal to one of the above mentioned benefits. It is easier to work through a variety of scenarios when the focus is singular.

Once you have that goal spelled out clearly don’t get fooled into thinking that you must now come up with the solutions and impose change on others in your organization. The best this to do is to have a circle of confidants, advisors or otherwise vested people that you can “sound-board” ideas with. Often the sparks of creativity are unleashed in these kinds of interactions versus the “goit-alone” way antiquated leaders embrace. That next step of being surrounded by the best people can really help to figure out the best approaches to solutions.

Now you have prepared for the next important step, asking questions! I see so

Jay Perry is the founder of Ally Business Coaching, a process improvement and leadership development firm, and co-author of the book Success Manifesto with Brian Tracy. Jay is also an education partner with California Coast University in Santa Ana, California. He can be reached at jayperryally@gmail.com

For more columns by Jay Perry visit collisionrepairmag.com/15738685

“THE SPARKS OF CREATIVITY ARE OFTEN UNLEASHED THROUGH COLLABORATION, NOT THE GO-IT-ALONE APPROACH.”

many leaders try to impose change onto their team members as opposed to working on engagement into the process. When you ask “What do you think of this idea?” it can be a scary proposition because the answer might be one of rejection. That’s why a lot of leaders don’t take the time (slow down) to get necessary “buy-in” (which is where the speeding up resides). You must be brave to do this and if you share the vision of the benefit you are attempting to achieve, you will have much greater success in securing the engagement needed.

In a recent interview with outgoing Walmart CEO Doug McMillon published in Harvard Business Review (March-April 2026) Mr. McMillon said, “listen carefully and ask the right questions.” He knows that is a critical part of coming up with the best solutions to challenges. In listening carefully we should not only listen for confirmation that we are on the right track. Listen for an expanded viewpoint or alternate paradigm. It’s this kind of approach that keeps us being the one who’s driving!

THE LEAST GRATIFYING IS INSTANT GRATIFICATION

THE LEARNING CULTURE HAS BEEN COMPROMISED

BY STEFANO LIESSI

Instant gratification is replacing practice and the result is a dismal state of skill in the trade.

Too many people are still waiting for someone or something to show them the way.

Social media, let’s get this out of the way, may contain about 1% useful information. The rest is junk. Some will argue this as they fix dents in their vehicle with hot water and a toilet plunger. Recently, there was an article on LinkedIn, which is also showing signs of deterioration, referring to the state of welding in the collision industry. The article referenced a recent CIC session in the U.S., where a presenter raised some eyebrows with this statement: in my opinion, probably 2% of the cars on the road that were repaired and welded at

the status quo is still good to go, it’s time to find new work.

Now, because I am somewhat compassionate to the technician’s plight, I shall elaborate. Let me back up here to the introduction regarding social media. I grew up in an age without the internet, without instant gratification. Some refer to it as the school of hard knocks. The hardest thing for a technician to overcome is knowing what they don’t know. I realize this now more than ever with the internet. When I watch someone DIY a repair online incorrectly, I know this through practical wisdom. I know what they don’t know.

I do have a Red Seal; however, I never went to school, no high school program, no college

driven by technology. This bothered me because what I saw happening was the formation of instant gratification. One lesson and move to the next, watch a video, do an online quiz, good to go: next. Slowly, the sense of urgency to be immersed in the topic was eroding; no one cared about the why.

THE HARDEST THING FOR A TECHNICIAN TO OVERCOME IS KNOWING WHAT THEY DON’T KNOW

repair facilities are probably welded correctly. More fact than fiction, I say. We are in a dismal state when it comes to keeping up with our skill sets.

Grab your favourite blankie and a Band-Aid because this is going to hurt; you may even need a hug.

Many people out there are quick to defend the technician, saying it’s not their fault; they need training, support and opportunity. All statements of merit. However, this is not a green card. The technician is still 100% accountable for their actions, not the boss, not the shop, not management and not industry. Vehicles and repairs present challenges for all involved, but again, not an excuse. Technicians know these challenges are present; if they don’t, and think

for collision repair and no apprenticeship. I challenged my Red Seal final as a bet, and the rest is history. My knowledge base came from wanting to know why, or how. I needed to learn what I knew I didn’t know. Sure, a lot of what was fed to me was questionable at the best of times, but that is just it: I questioned it until I found an appropriate answer with an appropriate explanation. This did not happen overnight; I still practice this today. Defining the difference between knowledge and a sales pitch can be a fine line.

Why the history lesson? Because the significance of the learning culture has been compromised. As I went through university for my BEd degree, I noticed that a lot of emphasis was placed on reinventing the wheel, often

When I taught high school, I gave the students a test and told them it was open book and to pull out their phones too. They, along with other teachers, thought I was crazy, yet the students were elated. They thought this would be easy, until it wasn’t. The result was that no one scored 100%. Why? Because they didn’t know what the correct answer was; they just picked the first thing that came up. Instant gratification.

People rely on this today; no one memorizes anything, no one practices the skill set, one and done. Before the internet, we had rote memorization and practice; that was how we became skilled. Eighteen years of I-CAR instructing, and I still see repeat technicians struggle to get through certification because they don’t practice. Some don’t care to know, and some are complacent. You can watch a thousand YouTube videos a thousand times and still struggle. I can show you the process a hundred times, and still you will struggle. As a technician, it is up to you to take that initiative and apply it to self-betterment.

A one-hour course or a one-day workshop is not going to transform anyone to the next

level. All that does is give you the tools to apply and get there. You need to practice and master the skill. The argument has been presented that welding isn’t done as much anymore. Does that mean it is not important anymore? Of course not. It is even more important because when it is needed, serious parameters are usually involved. Again, no excuse. Certifications such as I-CAR welding certifications should be renewed annually at a minimum. A technician needs to be equipped to complete the task with accountability.

What is the answer? Everyone wants to know. Put down your phones, here it is: time and effort.

When we dedicate time to a problem, we tend to figure things out, and during that time, we need to put in effort. There is no one source to blame; it is everyone. Stop waiting for someone or something to show you the way.

With time and effort from the education system, shortcuts will fade. From shops and owners, you need to let trainees be trained. Do not ask if they will be done by lunch, because they will not. Technicians, remember: everything you learn stays with you. It makes you a better technician and gives you the sense of pride you deserve when a job is completed and done well. I call this delayed gratification.

Athletes know how to perform their sport.

STEFANO LIESSI

Musicians know how to play their instrument. The only way they get better and reach the top is through practice and applying themselves. Everyone begins at ground zero; there is no magical solution, no unicorn. Eddie Van Halen was not so good that he did not need to practice; he was so good because he practiced.

Until we step back, put aside instant gratification and embrace delayed gratification, apply time and effort from all involved, we will be having this conversation again next year. All the information is out there, in truckloads; you must embrace it. In my opinion, and you are entitled to my opinion, good enough is not good enough.

Stefano Liessi is the Training and Curriculum coordinator for Color Compass Corporation. He is also a Red Seal technician and refinisher. Stefano enhances his 40 years of experience with 15 years of I-CAR instruction and a post-secondary degree. He also trains Skills Alberta students and has brought home 11 medals for the province, and taught high school students in the auto shop for six years. He can be reached at sliessi@colorcompass.com.

REVOLUTIONIZE TOPCOAT FINISHING

TOUCH-UP

ELIMINATE IMPERFECTIONS, NOT YOUR PAINT JOB

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K-800 to K-3000

Super Buflex

FLEXIBLE POLISHING SYSTEM

A revolutionary Total Dry system that cuts buffing times by 50% or more. Achieve a more uniform and shallow scratch pattern that can replace compound buffing and result in faster polishing. Reusable interface pads help reduce material costs while also improving finish quality and minimizing the chance of pigtails or deep scratches.

K-2000 to K-3000

MCNAUGHT COLLISION

is now ACX Waverley, but this evolution is so much more than a name change

McNaught Collision Centre has been a mainstay in the fabric of Manitoba’s collision community for years, but now that mainstay has evolved into a mainsail, driven by a facility that’s nothing short of state-of-the-art.

ACX Waverley now operates out of 1717 Waverley Street, #200 in Winnipeg, just across the street from its original location, in a brand-new space designed with precision repair and the future of the industry in mind. It represents a significant investment in advanced equipment, optimized workflow and top customer service. Every square inch of the facility is meticulously designed to ensure elitelevel repairs that often exceed manufacturer standards. Shaun Desmond, ACX director of operations, Public Region, had this to say about the new facility and the team who runs it: “ACX Waverley was built to provide a luxurious and comfortable experience, while also ensuring safe, quality repairs performed by luxury brand certified technicians. It’s designed to deliver at every touchpoint.”

THE BRAND BELIEVES THAT COLLISION REPAIR NEEDS TO KEEP PACE WITH AUTOMOTIVE PRODUCTION.

Every year modern vehicles are packed with more and more premium equipment, safety systems and advanced technologies, which can often leave everyday consumers and drivers feeling out of the loop. People want to know that if they experience damage to their vehicle that there’s a collision centre that can handle the job with honesty, care and

flawless execution. In Manitoba, that centre is most definitely ACX Waverley. They have the OEM training, advanced tooling and specialized knowledge it takes to take on almost any brand while getting folks back on the road safely.

ACX WAVERLEY ISN’T JUST CUTTING EDGE, IT’S EDUCATED.

Boasting an impressive portfolio of OEM certifications, including Tesla, GM, VinFast, Hyundai, Kia, Nissan, Ford and the Stellantis suite of brands, this is a collision centre that can do it all, and do it all well. Most notably, ACX Waverley holds a distinction that’s unmatched anywhere in the province. It’s the only Audi-certified collision centre in Manitoba, and through its direct partnership with Audi Winnipeg, the facility provides an exclusive destination for Audi owners seeking manufacturer-approved repair solutions that protect performance, safety and long-term value.

A PLATFORM OF SUPPORT.

ACX Waverley is strengthened via integration into the broader ACX platform, a leader in Canada’s collision repair industry. Being part of ACX means access to national best practices, continuous technician training and evolving repair methodologies aligned with the rapid pace of automotive innovation. It also ensures consistent quality and trusted relationships with insurers, vendors and fellow repair professionals across the country.

THEIR LOCAL APPROACH HASN’T CHANGED.

Despite the new name and expanded capabilities, one core principle remains unchanged: a relentless dedication to precision craftsmanship and customer confidence. Whether coordinating seamlessly with insurance partners or guiding vehicle owners through the repair journey, ACX Waverley’s team continues to prioritize transparency, efficiency and exceptional outcomes.

If you want to learn more about ACX Waverley visit www.acx.auto/waverley or give them a call at 204-774-2111

PAY PRESSURE CUSTOMER COSTS RESHAPE

REPAIR CONVERSATIONS

COLLISION REPAIR SURVEY FINDS OUT-OF-POCKET EXPENSES ARE BECOMING ROUTINE AS OEM PROCEDURES, REPAIR COMPLEXITY AND INSURANCE PRESSURES DRIVE MORE CUSTOMER PAY DISCUSSIONS

BY MACKENZIE GRANT

Customer pay transactions are now a routine part of collision repair operations across Canada, according to a recent Collision Repair magazine reader survey examining how often out-of-pocket costs arise during an insurance claim, when they occur and how customers respond.

The survey gathered responses from 33 collision repair professionals across Canada. Participants were asked 10 questions examining how frequently customer pay arises in their operations, when those conversations typically occur during the repair process, the average out-of-pocket amounts customers are paying and how consumers are responding to those costs.

The survey also explored factors influencing customer approval, the impact of customer pay on shop operations and whether respondents expect the trend to increase in the coming years. An additional open-ended comment section allowed respondents to provide further insight into the challenges and realities surrounding customer pay in today’s repair environment.

71% of respondents said they encounter customer pay over the policy deductible on a regular basis, while another 21% said it occurs occasionally. Only 7% reported that they do not see customer pay at all.

“SOME CUSTOMERS WANT TO SEE CORNERS CUT TO KEEP COSTS DOWN AND WHEN A SHOP DOESN’T WANT TO SACRIFICE QUALITY FOR THE SAKE OF COST, IT CAN CREATE A BIT OF CONTENTION. AT THE END OF THE DAY, WE JUST WANT TO COMPLETE A SAFE AND PROPER REPAIR WHILE MAINTAINING PROFITABILITY REGARDLESS OF WHO IS PAYING THE BILL.”

An Alberta shop owner said customer pay remains a relatively small share of overall business at their facility, despite appearing more frequently in estimates.

“Some customers want to see corners cut to keep costs down and when a shop doesn’t want to sacrifice quality for the sake of cost, it can create a bit of contention. At the end of the day, we just want to complete a safe and proper repair while maintaining profitability regardless of who is paying the bill.”

“IF YOU CAN’T DOCUMENT ALL THE STEPS THAT THE OEM INDICATES ARE REQUIRED TO RESTORE THAT VEHICLE TO THE SAME SAFETY FUNCTIONALITY IT HAD BEFORE, THEN WE HAVE A PROBLEM.”

AkzoNobel senior services consultant Tim Ronak said much of the increase is tied to the growing complexity of modern vehicle repairs and the documentation now required to support them.

“Things are changing very quickly because of technology integration in a modern vehicle,” Ronak said. “It’s changing how repairers need to repair these cars.”

The survey found customer pay most commonly arises at the estimating stage. 80% of respondents said out-of-pocket costs are introduced during estimating, compared to 9% during teardown. Fewer respondents said customer pay typically emerges during supplement discussions or at delivery.

Shops say early communication is key to managing those conversations.

“We always give the customer the quote at the estimating stage, or as early as possible. Setting expectations up front is key,” said a British Columbia estimator. “In some cases, additional customer pay arises during teardown or as supplements, but we try to minimize surprises by being transparent early on.”

Customer pay amounts vary widely. 33% of respondents said costs fluctuate too much to estimate. Among those who identified a typical range, 27% reported amounts between $500 and $1,000. Another 20% said customer pay frequently exceeds $1,000, while 20% cited a range of $250 to $500.

Higher repair costs are increasingly tied to OEM procedures, scanning and calibration requirements.

“Today’s repairs often involve following OEM procedures, additional steps and specialized tools and scans,” a British Columbia estimator said.

Ronak said estimators are increasingly

British Columbia

Prairies (Alberta, Saskatchewan, Manitoba)

Ontario

Quebec

Atlantic Canada

National / multi-region

Outside Canada

At the estimating stage

After teardown

During supplement discussions

At vehicle delivery

Post-repair

We do not encounter customer pay

“THE BIGGEST FACTOR IS TRUST AND CLEAR COMMUNICATION,” ONE ESTIMATOR SAID. “WHEN CUSTOMERS FEEL INFORMED AND CONFIDENT IN THE SHOP, THEY’RE MUCH MORE LIKELY TO APPROVE.”

being asked to document repair procedures in greater detail as OEM requirements evolve.

“The days of guessing how much it’s going to cost to fix a car are essentially over,” he said. “If you can’t document all the steps that the OEM indicates are required to restore that vehicle to the same safety functionality it had before, then we have a problem.”

Despite the added costs, most customers appear willing to proceed with repairs once explanations are provided. 67% of respondents said customers are generally accepting of additional customer pay over their deductible either immediately or after an explanation. However, 27% said customers are frequently or almost always resistant.

Survey respondents identified customer trust as the most important factor in gaining approval for out-of-pocket costs. 53% said trust in the repair facility carries the greatest influence, ahead of insurer involvement or supporting documentation alone.

“The biggest factor is trust and clear communication,” one estimator said. “When customers feel informed and confident in the shop, they’re much more likely to approve.”

Ronak said documentation is becoming increasingly important as insurers scrutinize repair procedures more closely.

“If you’re going to put a line item on a repair order, or therefore a repair invoice, you should have documentation for it,” he said.

Rising insurance premiums are also influencing customer decisions, according to shops surveyed.

“Customers are always worried about the rate increase after an at-fault accident,” another British Columbia estimator said.

Looking ahead, 60% of respondents expect customer pay to become more common over the next two years, while 27% anticipate little change.

Shops and consultants alike point to increasing repair complexity, evolving OEM requirements and continued insurance pressure as key drivers behind that expectation.

OEM-required procedures not covered by insurers

Cosmetic or non-safety-related repairs

Customer-requested upgrades or enhancements

None of the above

Generally accepting

Accepting after explanation

Frequently resistant

Almost always resistant

Depends on the repair type

Under $250

$250-$500

$500-$1,000

Over $1000

Safety-related explanations

OEM repair requirements

Visual evidence (photos, scans, measurements)

Trust in the shop

Insurer involvement or explanation They usually do not improve it

BUILT DIFFERENT —BY DESIGN

INSIDE MGM AUTO GROUP’S PEOPLE-FIRST FORMULA FOR CONSISTENT RESULTS

BY MACKENZIE GRANT

For the CEO of MGM Auto Group, the day doesn’t start on the shop floor, but on a screen, scrolling through customer feedback left overnight.

It usually happens early, before the house fully wakes up. Mike Cherneta, 35, is a father of four, balancing a growing business with a young family. It’s a small window of quiet before the day begins — and a quick way to gauge whether everything behind the scenes is working the way it should.

“One of the first things I do when I wake up is check my Google reviews,” he said. “It’s very, very important for us, because if the customer is happy, that means the whole process went well.”

It’s a simple habit, but it says a lot about how the business runs — paying attention to small details that point to bigger systems underneath.

That approach didn’t come out of nowhere.

Cherneta and 39-year-old Kapi Komera have been in the industry long enough to see how work actually moves through a shop — and where it can break down. The two first met more than a decade ago when Cherneta, working as general manager at CARSTAR St. Catharines, hired Komera as a detailer.

At the time, Komera didn’t have extensive detailing experience, but he had a clear goal. He wanted to learn the trade so he could eventually go into business for himself as a

mobile detailer. Before entering the industry, he had worked as a French teacher.

“I wanted to gain as much experience as possible,” Komera said.

Cherneta hired him with the same philosophy the two still apply today — looking beyond experience and focusing on potential. Komera quickly proved himself, moving through roles and eventually becoming production manager, learning how the work flows from day to day.

Over time, the working relationship between the two shifted into something more permanent. What started as a hire built on potential turned into a partnership built on trust. Eventually, they realized they

A clean, organized floor reflects MGM Auto Group’s focus on flow — where layout, standardized processes and attention to detail keep vehicles moving eff iciently and quality consistent across every repair.

worked well as a team and wanted to go into business together.

By January 2020, they were full equity partners, launching MGM Auto Group.

The name itself goes back to those early days. “MGM” stands for Mississauga, Georgetown, Milton — the first three locations they took on.

“The name was simple. It was Kapi’s idea,” said Cherneta. “Those were our first acquisitions.”

“I liked the way it sounded,” Komera added. “Short, snappy, something people could remember.”

All three were CARSTAR shops, and that hasn’t changed. As MGM has grown to nine locations across Ontario, the company has stayed within the CARSTAR network, focusing on existing shops rather than building from the ground up. Many of those locations, they said, weren’t reaching their full potential when they stepped in.

“When we take over a location, the biggest thing we fix is layout,” said Cherneta. “The flow and the standard operation procedure have to mirror.”

It’s not flashy, but it matters. How a shop is set up dictates everything — how vehicles move, how technicians work and how long a job sits. Fix that, and a lot of other things tend to fall into place.

From the beginning, they had a clear idea of what they wanted MGM to be.

“When we started the company, the whole purpose of MGM Auto Group was to be a game changer within our collision industry,” said Cherneta. “There are a lot of things and processes within our industry that are outdated.”

In practice, that doesn’t mean reinventing everything. It’s more about tightening what’s already there — reducing variation, building consistency and actually sticking to the process.

That became especially clear in the early months. Three months after acquiring their first shops, COVID-19 had slowed traffic across the industry and put expansion plans on hold.

“We went almost four years without adding locations,” said Cherneta.

The timing forced them to slow down and get the model right. Those years were spent building out systems, refining workflows and figuring out what would actually hold up across multiple locations.

When expansion picked back up in March 2024, it moved quickly. MGM now operates nine CARSTAR locations across Ontario, mostly within the Greater Toronto Area,

Mike Cherneta and Kapi Komera lead MGM Auto Group with a shared focus on performance and process — combining big-picture strategy with hands-on operational discipline to keep every location moving forward.

From left to right; Domenic Muzzi, Kapi Komera and Mike Cherneta.

from Milton to Oshawa, with more than 180 employees.

Even so, growth isn’t how they define success.

“Our focus is not growth. Our focus is performance and making sure we are one of the leaders of quality service,” said Cherneta. That shows up in how they choose locations. MGM targets underperforming shops, but not in a vague sense. They’re looking at potential — what a shop should be doing versus what it’s currently producing.

“What we usually measure is performance per square foot,” he said. “How we can use the building, maximize it and remove any obstacles in the way of that.”

Cycle time, staffing, training and workflow all feed into that. The goal is to strip away whatever is slowing the shop down and make better use of the space.

Some of the changes are visible right away. Layout is reworked, the space is cleaned up and equipment is standardized across locations — a piece of the operation Cherneta sees as critical to both consistency and repair quality. (See sidebar: All About Airflow)

“We take pride in assuring the cleanliness of the location,” said Cherneta. “You can’t really measure it on a spreadsheet, but you can definitely see it on people’s faces.”

Behind that is a more structured system. Administrative work is centralized through MGM’s Mississauga office, and standard operating procedures guide each step of the repair process, helping keep things consistent across locations.

Inside the AIRFORCE spray booth, precision airflow, clean filtration and consistent LED lighting give painters total control — reducing rework, stabilizing cycle times and delivering a flawless finish, job after job.

“One of the biggest things we do differently is that we built out our own centralized services,” said Cherneta.

When he calls it a “game changer,” it’s not about one big idea.

“It’s doing everything consistently, at a high level, every single time,” he said.

The way the two partners split their roles reflects that thinking.

“His job is to get cars in. Mine is to get cars out,” said Komera.

Cherneta handles acquisitions, financials and volume. Komera is closer to the dayto-day, working with general managers, tracking performance and making sure processes are being followed.

“We both came from the floor,” said Komera. “But Mike is more in tune with numbers. I focus more on daily, weekly and monthly operations.”

In an industry that leans heavily on technical expertise, that balance matters. They’re not positioning themselves as the final authority on every repair, but they’ve built a structure that relies on experienced teams, clear processes and consistency across the board.

For Komera, the people side of the business is what stands out most.

“It’s watching the growth of the company, but also the growth of the employees,” he said. “I was given the opportunity to go from detailer to owner. I like to pass that on.”

That structure also creates room for people to move up, something both partners have been deliberate about as the company has grown.

“If you want to be promoted within our organization, replace yourself,” said Cherneta. “Train someone to step into your role so we can help you grow.”

As vehicles become more complex — from EVs to ADAS and evolving OEM procedures — that structure becomes more important, not less. MGM has worked to stay ahead where it can, including equipping all locations with EV chargers.

“All of our locations have EV chargers,” said Cherneta. “We try to be progressive, not only to keep up with the industry, but to keep up with what’s changing the world.”

The footprint is growing and the systems are in place, but the way they measure success hasn’t really changed. It still comes back to that early-morning check — a quick read on whether the process is doing what it’s supposed to. For Cherneta, if the reviews are strong, it’s usually a sign the rest of the operation is holding together.

BUILT FOR AIRFLOW. BUILT FOR GROWTH.

How Mike Cherneta and Kapi Komera are redefining paint performance with POLIN-AC’s AIRFORCE

Walk into Mike Cherneta and Kapi Komera’s shop and you feel it right away: this place wasn’t built to keep up, it was built to move ahead.

That intention shows up everywhere — from the way the space is organized to the pace of production, and most clearly in the paint department, where a deliberate decision was made to reduce cycle times, maintain consistent quality and take full control of the process. That decision led them to SBS, POLINAC’s Canadian branch, and ultimately to the AIRFORCE spray booth.

From the moment it was installed, the booth became central to the operation. This wasn’t a cosmetic upgrade, but a calculated investment in performance.

Like many progressive bodyshops, Mike and Kapi had reached a point where working harder was no longer delivering results. Longer hours only exposed the bottleneck. Cycle times slowed, minor defects became more frequent and rework quietly eroded margins. When they stepped back to assess the situation, it became clear the issue wasn’t their team or their process — it was the environment they were working in. More specifically, it was the air.

Once that realization set in, the path forward became much clearer. Airflow inside a spray booth isn’t just a technical specification; it directly affects finish quality, efficiency and consistency. It determines whether a job is completed right the first time or needs to be redone, and whether a day runs smoothly or stalls under avoidable delays.

POLIN-AC designed the AIRFORCE system with that understanding at its core. Rather than operating at a fixed level, the booth adapts to the job at hand. Inverter-driven technology, paired with a direct-fired burner, delivers rapid heat when required and maintains stable curing temperatures throughout the process, while avoiding unnecessary energy use. Highperformance fans ensure even air distribution across the entire vehicle surface, reducing turbulence and minimizing the conditions that lead to dust and imperfections.

Dust remains one of the most persistent challenges in any paint environment. Even with proper preparation and application, a single airborne particle can compromise an otherwise flawless finish. AIRFORCE addresses this at the source through multi-pocket filtration on both intake and exhaust, maintaining a clean, controlled environment throughout the spray and curing process. Over time, the benefit becomes evident not in a single standout job, but in the steady absence of small, costly setbacks.

Lighting plays an equally important role. A diffused LED configuration eliminates shadows and provides consistent illumination across every panel, allowing painters to see their work clearly in real time. It’s a subtle improvement that prevents missed coverage and reduces the need for corrections after the vehicle leaves the booth.

Concerns around installation and disruption are common when introducing new equipment, but AIRFORCE’s modular panel design — built in 0.5-metre sections—allowed the system to fit within the existing layout without interrupting production. Work continued throughout the installation, and the structure remains flexible enough to adapt as the shop evolves.

The impact of the change wasn’t immediate or dramatic, but it was consistent. Fewer vehicles required rework. Curing cycles stayed on schedule. Painters left the booth confident in their results. Over time, those incremental gains added up, improving throughput, stabilizing margins and restoring a steady flow of work.

What Mike and Kapi ultimately invested in wasn’t just a spray booth, but greater control over their operation. In an industry where performance is measured in minutes and millimetres, that level of control can make a meaningful difference.

Supported by technical expertise and realworld experience, SBS, POLIN-AC’s Canadian branch combines local insight with global engineering to help shops raise standards, improve performance and invest with confidence.

BUILDING BETTER TECHNICIANS

The Value of Hands-On Training in Today’s Collision Repair Industry

BY RYAN MARRINAN, APPLICATION ENGINEER, TRAINING AND EDUCATION, 3M AUTOMOTIVE AFTERMARKET DIVISION

As the collision repair industry faces a growing technician shortage and rapidly evolving vehicle technology, structured, hands-on training has become essential. While digital learning offers convenience, it cannot always replace the depth of understanding and skill development achieved through practical, instructor-guided experiences. For shop owners and technicians considering training solutions, hands-on training can offer several benefits, including superior learning outcomes, stronger workforce capabilities and greater alignment of repairs to OEM procedures and safety requirements.

The industry is experiencing an urgent need for qualified collision repair technicians. Many new technicians enter the field because they want to work with their hands, yet their training environments can often rely heavily on virtual or online instruction. While digital tools have value, it’s not always possible for them to replicate the learning that occurs when technicians apply procedures directly and receive immediate feedback while using the equipment and materials found in modern collision repair facilities.

WHY HANDS-ON TRAINING MATTERS

1. Higher Knowledge Retention

Technicians can learn more effectively through direct practice. Hands-on exercises may reinforce proper techniques, correct ineffective habits and help learners connect concepts to real-world applications. When technicians physically carry out structural repairs, welding operations or aluminum processes, they have the potential to retain substantially more knowledge than they would from passive methods such as videos or virtual sessions.

2. Direct Access to Expert Instructors

Direct access to instructors during hands-on training ensures technicians receive real-time evaluation and guidance. Working side by side allows instructors to immediately confirm correct techniques or address areas needing improvement, which reinforces confidence and deepens understanding of OEM required repair procedures. This immediate, practical interaction plays an essential part in developing technicians who can consistently perform safe, accurate and high quality repairs.

HANDS-ON TRAINING HAS BECOME ESSENTIAL IN A COLLISION REPAIR INDUSTRY SHAPED BY A TECHNICIAN SHORTAGE AND RAPIDLY EVOLVING VEHICLE TECHNOLOGY.

3. Peer Networking and Shared Best Practices

Training groups often include participants from shops nationwide. As technicians collaborate, they share techniques, shop processes and practical insights they may not encounter within their own facilities. These interactions frequently extend beyond the training session, forming long-term professional networks that support continued growth and development.

4. Exposure to Advanced Tools and Materials

Shops differ significantly in their equipment and capabilities. A dedicated training centre can provide access to advanced tools technicians may not have in their own facilities, such as self-piercing rivet systems, squeeze type resistance welders, MAG welders, specialized aluminum repair tools, dent pulling equipment or ADAS systems for ADAS-focused courses. This exposure expands their technical skill set, prepares them for current and emerging vehicle technologies and enables them to return with informed recommendations on equipment, tools or systems that may benefit their shops.

5. Reduced Distractions and a True Learning Environment

Training within an active shop often leads to frequent interruptions. A purpose built training centre removes these distractions, allowing technicians to focus entirely on learning, practice and application. This controlled environment improves learning efficiency, provides a safe space to make mistakes and reduces the risk of rushed or incomplete understanding. Many technicians benefit from training environments that provide structured, hands-on instruction tailored to the job roles and responsibilities they perform each day. As vehicle technology advances and repair expectations increase, practical skill development is essential for ensuring safe, accurate and efficient repairs. Technicians who engage directly with tools, materials and procedures develop deeper understanding,

stronger confidence and a higher level of repeatability in their work. Hands-on upskilling allows them to connect theory to real world application, correct ineffective habits and build proficiency across the full spectrum of repair tasks.

WHERE HANDS-ON DEVELOPMENT CAN BE MOST IMPACTFUL

For body repair and structural work, technicians should gain exposure to performing actual structural procedures such as sectioning, weld removal, welding through adhesives and completing test welds. Understanding the reasoning behind each step — including proper cutting strategies, avoiding damage to reinforcement panels and interpreting OEM repair information — is critical for high quality structural performance. Aluminum repair requires a similar level of practical engagement. Because aluminum behaves differently from steel, technicians need opportunities to work directly with its unique grain structure, understand work hardening and practice controlled heat management, proper bonding, rivet bonding and flow form riveting using specialized tools.

Welding continues to be one of the most significant skill gaps in the industry, making dedicated welding practice essential. Technicians can benefit from time spent setting up welders correctly, performing destructive testing and gaining a strong understanding of weld theory and execution. Practical welding development not only strengthens fundamental capability but also supports those seeking welding certifications or completing OEM specific requirements.

In paint and refinish roles, technicians should receive hands-on instruction that reinforces core refinishing skills, including

feathering, priming, blocking, masking, undercoat application, texture matching, booth cycle efficiency, spot repair, blending and paint correction. Direct practice in these areas can help ensure consistency, high quality finishes and contributes to more efficient overall shop workflow.

Estimating and repair planning personnel can also benefit from practical training that strengthens communication and improves accuracy in documenting and transferring OEM required procedures. Understanding commonly missed operations, and how they translate into technician tasks, supports more efficient shop processes and better outcomes for both customers and repair teams.

Finally, educators and instructors play a key role in developing the next generation of technicians. Comprehensive, hands-on training helps ensure they remain aligned with current repair methods, tooling requirements and industry expectations, strengthening the talent pipeline and helping the industry maintain a high standard of repair excellence.

This broad approach to hands-on upskilling supports technicians across all roles, preparing them for modern vehicle technologies and ensuring consistently safe, high quality repairs.

Hands-on training is not optional in today’s collision repair environment — it is essential. As vehicles become more advanced and the technician shortage grows, investing in practical, instructor -guided education ensures repairs are performed safely, correctly and according to OEM standards. Shops that prioritize hands-on training are able to strengthen technician skills, reduce repair risk and ultimately deliver safer vehicles back to customers.

IGNITE THE FUTURE

FIX NETWORK NATIONAL CONFERENCE BANFF 2026

Some cars get rebuilt. Others help rebuild lives. By the time the auctioneer called the final bid at Fix Network Canada’s 2026 National Conference in Banff, the Pontiac Firebird sitting under the lights had already become the emotional centrepiece of the event. But the biggest number attached to the car was not horsepower, restoration hours or auction value.

It was one million dollars.

The winning bid pushed Fix Network Canada’s fundraising efforts for Ronald McDonald House Charities Canada past the $1 million mark, capping off years of support from franchisees, suppliers, partners and corporate teams across the country.

That milestone became the defining moment of the “Ignite the Future” conference, held May 7 and 8 at the Fairmont Banff Springs in Banff, Alberta. More than 350 franchisees, insurers, suppliers and industry leaders gathered against one of the most dramatic backdrops in the country to talk about where this industry is headed and what it takes to get there.

The Firebird itself carried its own remarkable backstory. Purchased from Mike Hall of the hit television series Rust Valley Restorers, the once-forgotten Pontiac came from Hall’s famous “Field of Dreams” collection in British Columbia.

Through more than 1,000 hours of work contributed by Fix Network teams, franchise partners and suppliers, the vehicle was transformed into a showpiece that later appeared at SEMA in Las Vegas before arriving in Banff for the charity auction.

Fix Network Canada president Steve Leal opened the conference with a message focused on growth, momentum and preparing franchise partners for the road ahead. Economist Andrew Hencic followed with a clear-eyed assessment of the economic pressures facing Canadian businesses. From there, the sessions moved quickly through leadership, operational planning, ESG, the changing insurance landscape and the long-term challenge of building workplace cultures that can sustain growth.

Leadership discussions carried a strong emphasis on culture, teamwork and decision-making under pressure.

Ayao Komatsu, TGR Haas F1 Team Principal, reinforced that message during a fireside chat.

“As a leader, my job is to listen and create a safe environment where people can challenge ideas, take risks and speak openly,” said Komatsu. “If people are afraid to put ideas on the table, you will never improve.”

The insurance panel discussion drew particular attention from attendees. Conversations around claims trends, cycle time pressures, ADAS calibrations, EV adoption and OEM repair procedures reflected the growing complexity facing modern collision repair operations. The tone remained collaborative, even as discussions acknowledged the mounting pressure on shops to stay current with rapidly evolving repair requirements.

The Firebird project itself became a fitting metaphor for many of those discussions.

Fix Network vice-president of strategic business development Daryll O’Keefe said the project succeeded because of the willingness of people across the industry to contribute their time, expertise and resources.

“This project showed that with the right people behind you, good things happen, even when the odds say different,” said O’Keefe.

Support for the restoration came from sponsors including LKQ, NAPA, 3M, Axalta and Kent Automotive, alongside numerous franchise partners and suppliers throughout the network.

Recognition also played a major role throughout the conference, with franchisees and contributors from across Canada receiving awards for performance, customer experience and brand advocacy.

The following awards were presented during the event:

PRESIDENTS AWARD:

• Albert Rosanova – Fix Auto Edmonton West, Edmonton North, Tamarack and Northgate

PERFORMANCE AWARD:

• Fix Auto Edmonton North

• ProColor Lebourgneuf

• Novus Halifax Bayers Lake

CUSTOMER EXPERIENCE AWARD:

• Fix Auto Sherwood Park

• ProColor Richmond Hill

• Novus Glass North Shore

BRAND AMBASSADOR AWARD:

• Ben Alleckna, The Davis Group (Fix Auto Abbotsford, Airdrie, Chilliwack and Kelowna)

• Azad Daya, ProColor Etobicoke North, Guelph and Barrie

• Will and Jodi Brant, Novus Glass Regina

By the time attendees packed their bags and headed home,

“Ignite

the Future” had delivered more than presentations and business updates. It delivered perspective. It delivered momentum.

One especially meaningful moment for the Collision Repair team came when CRM’s own Gloria Mann received the Industry Partner Award, recognizing decades of support and commitment to the industry.

Still, some of the most valuable moments happened away from the stage.

Hallway conversations stretched between sessions. New partnerships formed over dinners overlooking the Rockies. Franchisees exchanged ideas, concerns and strategies in the spaces between presentations. Those quieter conversations often carried as much value as anything projected on the conference screens.

By the time attendees packed their bags and headed home, “Ignite the Future” had delivered more than presentations and business updates.

It delivered perspective.

It delivered momentum.

And thanks to one rebuilt Firebird, it also delivered a fundraising milestone that will help support families across Canada for years to come.

For more insights visit the Fix NetworkCanada YouTube channel.

WHEN THE INDUSTRY WINS

How Integrated Solutions Are Raising the Standard Across Canada — The Color Compass Philosophy

In today’s collision repair, progress rarely comes from a single product, supplier or transaction. Real advancement occurs when systems come together — when expertise, product, equipment, service and strategy to remove friction from an increasingly complex environment. Across Canada, the industry itself is the beneficiary of this shift toward integrated solutions led by Color Compass, and the markets served are stronger because of it.

As repair facilities face growing pressure from evolving vehicle technologies, stricter compliance requirements and rising operational costs, the gap between selling and solving has never been more visible. The organizations that matter most are those that quietly strengthen the foundation of the industry — helping customers operate more safely, efficiently and sustainably over time.

This is where the combined value proposition of Color Compass Corporation and Flat Line Spraybooth Specialists is changing outcomes — not by disruption, but by elevation.

For decades, Color Compass has approached the market not as a traditional distributor, but as a solutions partner built around long-term business performance. Its value has always lived beyond product delivery, embedded instead in systems that stabilize operations: inventory management, analytics, technical support, training, equipment integration and national consistency with local expertise. These are not headline-grabbing features, but they are the elements that allow repair businesses to perform reliably day after day.

Flat Line Spraybooth Specialists have been operating from the same philosophy. Widely respected for its deep knowledge of spray booth and equipment solutions, Flat Line has built relationships by ensuring equipment decisions enhance workflows rather than disrupt them. In an area of business where mistakes are costly and downtime is unforgiving, that kind of disciplined expertise matters — not just to individual customers, but to the industry standard itself.

Together, the alignment of these two organizations does not create a louder presence in the market; it creates a more eﬀective one.

The result is an ecosystem where products, equipment selection, installation, service and ongoing support are integrated into broader

operational systems — reducing variability, improving safety and reinforcing consistency across regions.

For the markets served, this translates into quieter wins. Repair facilities experience fewer interruptions. Technicians gain confidence through better training and reliable support. Management benefits from clearer data around inventory, usage and profitability. Equipment is no longer treated as a standalone purchase, but as a strategic asset that must perform within the whole operation.

When these elements work together, the impact compounds. Waste is reduced. Cycle times improve. Errors are minimized. Businesses shift from reactive problem-solving to predictable execution. These outcomes do not belong to one company or another — they belong to the industry advancing as a whole.

Importantly, the integration of Flat Line within Color Compass does not dilute what made either organization effective, customers retain the specialized expertise and relationships they trust while gaining access to broader resources, geographic reach and infrastructure.

This balance between continuity and capability is what allows markets to evolve without instability.

In a sector where complexity is unlikely to decrease, the real winners are those who benefit from fewer decisions made in isolation and more solutions delivered with intention.

The industry benefits when suppliers operate as system builders rather than transaction points — when value is measured by operational resilience, not volume.

Ultimately, this model raises the bar for everyone involved. It sets new expectations around what support should look like and how partnerships should function. When product, equipment leaders and value-driven organizations, like Color Compass and Flat Line align around the success of their customers, the markets they serve become stronger, more confident and better prepared for what comes next… true partners with the market

That is how progress takes hold — not with noise, but with structure. And when structure improves, the entire industry wins hence the motto of Color Compass Corporation.

innovativetools.com

The Scangrip STARMATCH is a cutting-edge CRI+ LED work light designed to attach directly to your polisher, providing consistent, shadow-free lighting while you work. Engineered specifically for auto paint and detailing professionals, it features a wide 180° curved beam that ensures uniform surface illumination. The ALL DAYLIGHT function gives you five selectable colour temperatures (2500K–6500K), enabling precise colour matching across various paint types. With a built-in spotlight and stepless dimming, the STARMATCH enhances visibility, reduces mistakes and speeds up your workflow — all without interrupting your grip or control of the tool. For more information please contact josh@spsales.com collisionrepairmag.com/15823261

The Car-O-Tronic® with Vision2™ software from Car-O-Liner®, is an advanced electronic measuring system that guides technicians through the collision repair process. Its sensor-equipped slide sends real-time data to the software, enabling fast, accurate measurements. Fully compatible with all Car-O-Liner® benches, the wireless system lets technicians manage the process away from the computer. Supported by the Car-O-Data™ vehicle database, Car-O-Tronic® Vision2™ streamlines measuring-point targeting for quicker, more precise diagnosis and repair.

collisionrepairmag.com/15735842

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SprayMax 2K Epoxy Primers

SprayMax Universal 2K epoxy primer filler for all problematic surfaces; for example, metal, non-ferrous metal, galvanized sheet steel or anodized aluminum. Delivers excellent adhesion and corrosion protection, very smooth flow, outstanding insulating & sealing properties, recoatable with all standard solvent-/ water-borne basecoats or single stage topcoats, for cleaned and sanded surfaces. Available in Beige 3680032, Grey 3680033, Black 3680034, White 3680025.

Contact Info: Peter Kwasny Inc., order@kwasny.us

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Car-O-Tronic®

Scangrip STARMATCH

Perfect for automotive, bodyshop and mechanical repairs. The Inductor Max PDR kit uses high-frequency magnetic fields for paintless dent removal of hail dents, door dings and soft dents without repainting. Using the Flameless™ Inductor® Max PDR kit allows for quick, efficient and precise heat when you need it, where you need it.

Meet AquaClear, a next-generation glass treatment from NOVUS Polish, part of Fix Network’s family of brands, designed to improve clarity and performance in any condition. Unlike traditional coatings, its glass-derived formula bonds directly to the surface for longer-lasting protection and enhanced visibility. Easy to apply with no specialized tools required, AquaClear is ideal for windshields, windows and mirrors across automotive, residential and commercial settings. It’s a simple way to see better, drive safer and keep glass looking its best. Now available at novuspolish.com, Amazon, and wholesale distribution channels.

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collisionrepairmag.com/15822409

The Mini-Ductor Venom HP is the highest powered Mini-Ductor at 1800 watts. This handheld induction heater generates high-frequency magnetic fields to produce a flameless® heat that releases ferrous metal from rust, corrosion and thread lock compounds.

Inductor® Max PDR Kit

NOVUS® Polish AquaClear

We’ve Got It!

With more than 500 locations across North America and thousands of dedicated employees to serve you, LKQ has the automotive parts you need.

Whether it’s Paint, Aftermarket, Recycled, or Transmissions & Engines, we’ve got it!

LEADING BEYOND THE REPAIR

FOR SHANGRI-LA ABUBO-HUMES, SUCCESS ISN’T ABOUT HAVING

ALL THE ANSWERS — IT’S

ABOUT BUILDING TRUST, ASKING QUESTIONS AND GROWING STRONGER TEAMS

SBY MACKENZIE GRANT

hangri-la Abubo-Humes has spent more than 21 years in collision repair and now serves as general manager of Eastside Moray Collision & Glass and Eastside Fawcett Collision & Glass.

It is a role that keeps her close to both the day-to-day pace of the shop and the bigger picture behind it — teams, decisions and the constant movement that keeps work on track. That perspective did not come all at once. It was built over time, shaped by a habit she developed early on.

“I didn’t want to just do my job, I wanted to understand how everything worked,” she says. She started in parts while studying accounting, without a technical background and little understanding of the industry. Early on, she felt that gap. There was a sense she had more to prove, and she responded by asking questions and paying attention.

“Starting out, I had to prove myself,” she says. “There was a perception that I didn’t know enough, so I had to work harder, ask more questions and show that I was capable.”

That curiosity quickly pushed her beyond the role she was hired into. She wanted to understand how repairs moved through the shop, why certain components caused delays and how decisions in one department affected another.

“The shop floor has a certain energy,” she says. “People working together, solving problems in real time.”

As her understanding grew, so did her responsibilities. She took on receivables while still working in parts, then moved into administration, learning file closing and payroll.

“I just kept building knowledge across every part of the business.”

Eventually, she moved into production, where she spent close to a decade.

A major influence during that time came from mentorship, particularly Chad Brick and Dan Bernier, who she credits with shaping much of her growth and keeping her in the industry.

“They’re who kept me in the industry and influenced 80% of my growth in collision,” she says.

Her experience as a woman in the industry ran alongside that growth. Without a technical background, she often had to establish credibility before it was assumed.

“There were moments where I wasn’t taken seriously, comments that were dismissive or inappropriate,” she says. “Those moments weren’t easy, but they didn’t stop me. They pushed me to keep going.”

Over time, that began to shift as she built consistency and delivered results.

Photo courtesy of Julie Fulsher Photography.

“I DIDN’T WANT TO JUST DO MY JOB, I WANTED TO UNDERSTAND HOW EVERYTHING WORKED.”

— SHANGRI-LA ABUBO-HUMES

“I earned respect through consistency, through results and through building relationships.”

Her commitment to supporting women in the industry deepened when she became a founding member of Manitoba Resource for Women in Collision (MB ROWC), which she describes as a turning point.

Mentorship continued to shape her leadership style. Early support from Toni Brick helped open the door to the Eastside Group, where she developed under leaders who encouraged her to think beyond individual roles.

“I was taught to see the whole picture,” she says. “People, process, culture — everything touches everything.”

That way of thinking stayed with her as she moved into leadership. Managing people required a different kind of awareness, especially around communication and trust.

“I didn’t always articulate things the way

I intended,” she says. “There were moments where I felt like I was failing. Those were the moments that forced me to grow the most.”

Today, she carries those lessons into her role, focusing less on having all the answers and more on helping others build confidence in their own.

“I try to create opportunities by encouraging people to think for themselves,” she says. “Instead of giving answers, I ask questions.”

She has also seen a shift across the industry.

“There’s more acceptance, more opportunity and more visibility for women,” she says. “But we still need to do a better job showing how many different paths there are.”

For Abubo-Humes, that understanding came over time — through experience, challenges and a willingness to keep learning.

“This industry offers more opportunities than people realize,” she says. “It’s not just about repairs — there are so many paths.”

Build Your Team. Grow Your Business.

Finding skilled technicians is only part of the challenge. Developing and retaining them is what drives long-term performance. Through the network, your shop gains access to practical support designed to help your business grow with today’s repair demands, including:

Attracting and retaining skilled technicians through dedicated recruitment support

Provide ongoing training and development to keep teams skilled and up to date

Streamlining processes and strengthening overall operational performance

Accessing preferred vendor programs and cost-saving opportunities

Q&A

WITH ARTHUR CRAWFORD

HOW ACX BUILT A COLLISION PLATFORM WORTH WATCHING

Arthur Crawford, president of collision operations (ACX) at AutoCanada, sat down with CRM publisher Darryl Simmons to talk about what it actually takes to build a collision operation at scale. ACX went from 18 rooftops and a money-losing vertical to 33 locations and $177 million in annual revenue. The conversation covered people, platform, tailwinds and the financial strategy driving it all.

DARRYL SIMMONS: Art, let's start at the beginning. When AutoCanada got serious about collision, what did that actually look like on the ground?

ARTHUR CRAWFORD: We started this journey in 2018 with 18 collision centres. Only three of them were OEM certified. And the vertical was losing money. So we weren't sitting on a winning hand, we were building one from scratch. We put an operational support team in place, integrated our management system, integrated accounting and consolidated vendors. But probably the single biggest lift was getting every collision centre certified in their most respected brands. Within two years, we started making money. And over the last five years, the team has accelerated our results year over year.

DS: The numbers you're putting up are hard to ignore. Revenue up five times, from $34 million to $177 million, with less than double the rooftops. How do you grow revenue that fast without just buying your way there?

AC: We went from 18 to 32 rooftops, which is less than double. But revenue is up five times. That's what a platform does. You stop thinking about each location as a standalone business and start thinking about what they accomplish together. We now have 22 unique insurance partnerships. We manage 26 OEM certifications covering 37 brands. No independent shop can replicate that. The platform creates leverage that a single rooftop never could. And on top of the revenue, we have delivered record profits year over year. In 2018, we were in the red. That shift didn't happen by accident.

DS: A lot of operators hear "platform" and assume it's just corporate language for a big org chart. What does it actually mean day to day?

AC: It means you're greater than the sum of your parts. When you add a new location, you're not starting from zero, you're plugging into something that already works. Consolidated vendors, shared systems, trained people, established insurance relationships, etc. The new rooftop gets all of that on day one. Without the platform, you're adding complexity and cost every time you grow. With it, you can scale without your margins collapsing. We are a true platform. That's the difference.

DS: You're talking about adding 50 more locations over the next three to four years. That's an aggressive target. What has to be true organizationally for that to actually work?

AC: The structure has to be scalable before the growth happens, not after. You need clearly defined roles and responsibilities. You need decision-making that doesn't bottleneck at the top. You need accountability built into how the organization actually runs. If your org structure can't absorb more volume and complexity without adding cost at the same rate, you don't have a platform, you have a bigger mess. So we've been deliberate about building that foundation first. The goal is to take on more without slowing down.

DS: You've made the point that there's no playbook for collision the way there is for franchise dealerships. That's a real gap. How have you tried to fill it?

AC: You have to build your own. The OEMs provide support on how to operate a franchise dealership. For collision, nothing exists. So we developed role-specific training internally. We put our team through Lean Six Sigma training annually, and we built a leadership program specifically for our managers. It is designed to help them drive performance at work and in their personal lives. The two aren't as separate as people think. If someone is struggling personally, it shows up at work. We want to develop the whole person. That investment pays back.

DS: Talent shortage is something everyone in this industry talks about. Not everyone does much about it. What is ACX actually doing?

AC: A few things. First, you can't just poach from competitors indefinitely. That's not a talent strategy. It's a short-term fix that hurts the whole industry. You have to bring new people in and develop them properly. So we built our own apprenticeship program. Every apprentice gets a fully equipped Mac toolbox from the start worth about $10,000 in value. We support them through OEM training and I-CAR training. We give them what they need to actually succeed. We also support Skills Canada participation. One of our apprentices, Ethan, is travelling to Shanghai later this year to compete at the World Skills competition. That's not just a great story, it's proof that when you invest in young people properly, they rise to the level you set for them.

DS: Tell me about the Women's Collective. In a male-dominated industry, why was that a priority?

AC: Because we have a talent problem in the industry, and half the population isn't being effectively recruited or retained. It's that straightforward. The Women's Collective has four specific goals: combating isolation, providing mentorship and guidance, addressing gender-specific concerns and building confidence. Women in our centres often don't have peers around them going through the same things. That isolation is real and it affects retention. The collective gives them a community and a voice. The centres that figure out how to attract and

keep women in this industry are going to have a serious competitive advantage on the talent side.

DS: Let's talk about the industry tailwinds. There's been some real nervousness in the industry about volume over the next few years. What's your read?

AC: Over the next few years, we expect revenue to rise, but volume to soften. OEM certification is raising the standard of repair across the board. The car park keeps getting more complex. ADAS is going to hit 70%+ of vehicles in the next couple of years. These aren't headwinds, they're tailwinds, if you're positioned to ride them. But you have to invest. Tooling, equipment, training. The shops that hesitate are the ones that will fall behind.

DS: Last question: the financial strategy. Walk me through multiple arbitrage for shop owners who haven't heard the term.

AC: Multiple arbitrage is when you buy a collision centre at fair market value. You plug it into your platform, gain synergies, and the effective EBITDA multiple drops. Then, if or when you roll up enough of them, say 100 centres, the combined entity gets valued at 12x to 14x EBITDA. That gap between what you paid and what they're worth is where the value gets created.

Canada is still a fragmented market. There are motivated sellers everywhere. Independents are facing a technical complexity problem that their capital alone can't solve. That's our runway. Boyd/Gerber, Caliber, Crash Champions have proved this model works. We're executing a proven strategy.

“YOU STOP THINKING ABOUT EACH LOCATION AS A STANDALONE BUSINESS AND START THINKING ABOUT WHAT THEY ACCOMPLISH TOGETHER.”

Hail is also a much bigger deal than most people treat it. Losses from hail damage have gone from about a billion dollars in the early 2000s to $15 billion annually. 12% of all auto comprehensive insurance claims are now hail-related, and those claims are 22% more severe than conventional collision repairs. That's not a niche. You don't need to build a hail company to ride this tailwind, but you absolutely need a solid hail management partner at your side.

DS: ADAS calibration and glass repair keep coming up as emerging profit centres. How real is the opportunity?

AC: Very real. We're in a technical arms race, but for shops that invest properly, ADAS, glass, etc. are a margin expansion tool. These repairs can increase the value of every repair order. The complexity that frustrates some operators is actually the thing that creates separation between shops that are ready and shops that aren't. If you've got the equipment, the training and the certifications, that complexity works in your favour.

DS: Art, thanks for the time. You've clearly got a long view on where this goes.

AC: The challenges are real, nobody's pretending otherwise. But so is the opportunity. Build the engine, add the fuel, get some momentum and use the Financial Strategy. That's the formula. We're not finished. We're just getting started.

PORSCHE POWER AT CSN 427

PORSCHE CLUB RETURNS TO CSN 427 COLLISION FOR ITS ANNUAL SHIFT INTO SPRING EVENT

BY GIDEON SCANLON

On April 26, CSN 427 Auto Collision hosted its 10th annual Shift Into Spring event alongside the Porsche Club of Upper Canada, drawing hundreds of auto enthusiasts to the Etobicoke facility.

"There's a reason we do this every year — it's always a lot of fun," said Nick D’Alessandro, operations manager at CSN 427 Auto Collision. "We host the event at the shop with the cars brought in by the Club's members. It turned into a really strong show this year."

Attendance has expanded steadily over the years, reflecting both the strength of the Porsche community and the shop’s growing role within it.

“The first one had maybe 150 or 200 people. The last few years, we’ve been closer to 500, 600, even 700 people,” he added. “People are coming from all over Ontario now.”

Jessica D’Alessandro, who helped coordinate the event, said the goal remains to connect enthusiasts with the collision repair side of the industry in an accessible way.

Nick D’Alessandro and Wanja Mann.

Lorenzo D'Alessandro and Gloria Mann.

“We put on this event every year just to open up the shop to people, have them visit a body shop, see what it’s like,” she said. “And see some really cool cars — there’s some old Porsches, there’s some new Porsches, there’s all kinds.”

“What’s good for the car industry is good for all of us,” Nick D’Alessandro said. “Getting people involved, getting them interested in Porsche, it gives us the opportunity to teach them about the collision side.”

“Cars are a hobby for a lot of people. We want to show customers we’re the same type of people — they love cars and we love cars.”

As in previous years, the event supported Make-A-Wish Canada through on-site fundraising tied to food and refreshments, with the shop covering operating costs and matching donations.

“We’ve been working with Make-A-Wish even longer than this event’s been around. It’s always been the charity of choice for us,” Jessica said. “We fund the food and beverages, and we ask people to donate. Then we match 100% of those donations.”

“Any opportunity to give back to Make-AWish is a good thing,” she added.

Experience three days of insightful content, collaborative discussion and high-quality engagement, set within the dynamic and historic surroundings of Vienna.

Vanessa D’Alessandro, Giulian D’Alessandro, Jessica D’Alessandro, Gabriel D’Alessandro, and Peter Wrong.

THE INDUSTRY DOESN’T NEED ANOTHER DISCUSSION. IT NEEDS A

UNITED VOICE.

Bodyworx and Paint Professional magazine is that pivot point. A place where the industry can align, build a shared message, fund it and deliver it-together.

BODYWORX AND PAINT PRO MAGAZINE MATTERS

For over a decade, Bodyworx and Paint Professional magazine has been the bridge between the collision repair industry. Even as the industry evolves, the mission remains unchanged: to tell its real story to those who need to see its value and opportunity.

BODYWORX AND PAINT PRO IS ESTABLISHING AN EDITORIAL ADVISORY BOARD TO ENSURE EVERY CORNER OF THE INDUSTRY HAS A VOICE IN THIS MISSION.

TECHNICIANS

THE ADVISORY BOARD PUTS EVERYONE AT THE SAME TABLE.

RELAUNCHING BODYWORX AND PAINT PROFESSIONAL MAGAZINE

The industry has a blind spot the size of a generation — and until insurers, manufacturers, suppliers and shops all look in the same mirror, the jobs will remain unfilled, the cars won’t get fixed and everyone loses.

THE INDUSTRIES ANSWER TO ATTRACTION AND RETENTION

Expanded digital reach. Impactful video storytelling. Social media that connects. A modern platform built to reach the next generation — where they are, how they learn and what inspires them.

The labour pool is not dry. The interest simply never formed — because the story was never told.

But only if the industry decides, collectively, to fix it.

HOT ROD ANGLE

TBY GIDEON SCANLON

COVERAGE OF MOTORAMA IN TORONTO

he 2026 edition of the Motorama Custom Car & Motorsports Expo got underway at the International Centre in Toronto, bringing together racers, builders and enthusiasts for one of Canada’s largest indoor automotive shows.

The three-day event, which took place March 14–16, occupied more than 30,000 square metres of exhibit space and featured show cars, race cars, club displays and motorsports vendors.

WD-40 Students’ Day, which brought hundreds of automotive and trade students to the show floor for career panels and industry presentations aimed at introducing young people to careers in the automotive sector.

More than 100 race cars were on display in a dedicated motorsports section alongside racetracks, sanctioning bodies and equipment suppliers. The show floor also included custom builds, hot rods, classics and modified vehicles from clubs and private builders.

Celebrity appearances remained a major draw. Mike Hall appeared for a stage presentation and fan Q-and-A. During the talk, Hall reflected on his path into television, describing how he moved from working in demolitions at the Canadian National Railway to building a restoration business before eventually appearing on the series Rust Valley Restorers.

The event’s show car competition ran throughout the weekend, with dozens of vehicles competing across multiple classes. The event concluded with the announcement of the Motorama Grand Champion and the Valvoline Canadian 10 awards.

“VIIOLA,” a custom purple ’69 Dodge Charger by Mississauga’s Co-Up Auto Body, turned heads at Motorama after a 10-month build by Jagraj Grewal.

Les Sutak showcased a 1935 Ford pickup, nine years in the making, featuring a ’33 grille and custom rear pan.

Mike Hall drew a crowd at Motorama, sharing his path from railway demolitions to Rust Valley Restorers

A greener way to ﬁx cars

How Nitroheat’s Heated Nitrogen helps collision shops and insurance companies

Collision shop owners, managers and insurance companies are always looking for ways to work smarter and care for the environment. Nitroheat’s heated nitrogen technology is one solution that helps meet these goals.

WHAT IS HEATED NITROGEN?

Nitroheat heats pure nitrogen before it is used in the paint process. is heated nitrogen creates a dry, clean spray when painting cars. Without extra moisture or dirt, the paint goes on smoother and needs less work later.

HOW IT HELPS COLLISION SHOPS

• BETTER PAINT JOBS: The heated nitrogen helps break the paint into very small droplets. is makes the paint stick to the car better and look more even.

• LESS WASTE: More paint sticks to the car instead of being wasted as overspray. is can lower the amount of paint and chemicals used in each repair.

• FASTER DRYING: e heated spray helps the paint dry quicker. is means cars can be fixed and returned to their owners sooner.

SUSTAINABILITY BENEFITS

For both collision shops and insurance companies, reducing waste is a big win. Nitroheat helps in these ways:

• LOWER CARBON FOOTPRINT: Using less paint and chemicals means fewer resources are used. is helps reduce the overall carbon footprint of the repair process.

• REDUCED REWORK: With a better nish on the rst try, there is less need for extra work. Fewer repair cycles mean less energy is used and less waste is produced.

A SMART CHOICE FOR THE FUTURE

By using Nitroheat’s heated nitrogen, collision shops can improve the quality of their work while also helping the environment. For insurance companies that must meet green standards, supporting shops with these new tools is a step toward reducing harmful emissions. Both groups can bene t from saving money on materials and energy, while also showing a commitment to sustainability. Using Nitroheat is a practical way to boost quality and e ciency in car repairs. It is a tool that not only helps get the job done right but also protects our planet for the future.

For more information about featured products call William at 416-536-9285, contact daniel@nitroheat.com or visit our website at collisionrepairmag.com/15735849.

REST IN PAWS, REMLEY

FAREWELL TO REMLEY, THE HEART OF BURNABY AUTO BODY

Remley, longtime mascot of Burnaby Auto Body, has passed away.

The almost 19-year-old Border Collie-Labrador mix, a cherished companion of the business's owner, Brian Borsoff, is remembered as welcome presence at the B.C. collision facility where his strong social skills frequently provided comfort to customers.

"Every time someone came in, he was there to say hello. But if someone was crying, he would wrap his left paw around their leg to reassure them," says Borsoff. "For people who had just been in an accident, that could mean a lot."

Outside of his work, Remley served as a tireless emotional support worker at the Port Moody hospice, often taking shifts during holidays — including on Christmas Day. "When we went to the different rooms, he'd take time with each of the patients. Then,

he'd go into the family rooms and give them comfort, too."

Remley was also an inveterate fundraiser whose efforts supported the well-being of local dogs — even cats. Remley also played a role in raising $6,000 worth of pet oxygen masks for the local fire department. For these efforts, he was named as one of Collision Repair's pets of the bodyshop in 2023.

Last year, he came fourth in a competition among B.C. pets to raise money for the SPCA and was featured in the organization's annual calendar.

"Since he's gone, a few customers have asked, 'is Remley in?'" says Borsoff. "A mayor, the fire captain and a police chief have also called to let me know how sorry they were to hear of his death."

"He was quite a local celebrity," adds Borsoff. "I'm touched that so many people have remembered him. He would be, too."

"EVERY TIME SOMEONE CAME IN, HE WAS THERE TO SAY HELLO. BUT IF SOMEONE WAS CRYING, HE WOULD WRAP HIS LEFT PAW AROUND THEIR LEG TO REASSURE THEM, FOR PEOPLE WHO HAD JUST BEEN IN AN ACCIDENT, THAT COULD MEAN A LOT."

— BRIAN BORSOFF

A well-known figure in his community, Remley helped raise more than $6,000 to help a local fire department acquire breathing masks to help rescue dogs and cats.

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DISMANTLING MISCONCEPTIONS

AN INSIDE LOOK AT THE 2026 OARA CONVENTION & TRADE SHOW

BY GIDEON SCANLON

Artificial intelligence and its growing role in auto recycling dominated much of the conversation at the 2026 Ontario Automotive Recyclers Association Convention and Trade Show in Markham — but the prevailing message from the floor was less about disruption than about getting things done.

"From my perspective it all went very well," said Wally Dingman, OARA's executive director. "We had record attendance, raised $37,000 for industry scholarships and had a lot of important and productive conversations

with key figures throughout the automotive aftermarket — and even in government."

AI was heavily discussed in a session titled The Future of BidBuddy and AI with ARI – Powered by Auto PARTnered Solutions examined how automation and data tools are already being put to work inside recycling operations.

"We focused on how AI is actually being used inside the industry, not just what might happen," said Steve Fletcher, who continues to serve as an industry ambassador and consultant following his retirement as OARA's

long-time executive director. "In the past, it was hypothetical. Now people are showing what's already happening."

Fletcher pointed to imaging tools as a concrete example. "You can take multiple images of a vehicle, and the system identifies components, flags damage and aligns that directly into your inventory," he said. "That's a real productivity gain."

But while AI drew attention, much of the conversation — and concern — centred on fundamentals: training, safety and the industry's place in a rapidly changing vehicle

landscape. That perspective came through most clearly in remarks from Wally Dingman, executive director of both OARA and the Automotive Recyclers of Canada, who argued that recyclers are still fighting for recognition as a core part of the automotive lifecycle.

"We are part of the process," Dingman said. "You can't design a system for vehicles without thinking about what happens at the end of life. If recyclers aren't at the table, then you're missing a piece."

That message has carried into government discussions, where Dingman said the association has been working to raise its profile through coordinated outreach and cross-industry collaboration — including with the Automotive Aftermarket Repairers Association of Canada and the Automotive Industries Association.

"When we collaborate and raise issues together — things like VIN management and traceability — government starts to pay attention," he said. "The minister told us directly that we're bringing a perspective they hadn't fully considered."

The Ontario's Associate Solicitor General decision to speak at the conference is being hailed as a major achievement for the association, especially as it had been the province that reached out to secure the opportunity.

"Having that opportunity to speak directly with government is important."

Fletcher noted the presentation helped generate excitement for the event. "When we announced he was coming, registrations jumped. It put auto recyclers on the radar in a positive way. The real value is in the conversations that follow."

Those conversations are expected to continue. OARA board chair Greg Woodbeck

confirmed that follow-up meetings are already being planned.

"We've just made that connection," Woodbeck said. "Now it's about sitting down and continuing the dialogue about how we can contribute."

Alongside policy, Dingman identified electric vehicles as the most pressing operational challenge facing recyclers today — not because of uncertainty about EV adoption, but because of safety.

"This is the first time in automotive history where the new technology can actually kill you if you don't understand it," he said. "We've always figured things out as we go, but that approach doesn't work with highvoltage systems."

Training, he said, is both essential and hard to scale.

"The training exists, but it's expensive," Dingman said. "We need support — whether from government or manufacturers — to make it accessible."

The challenge is compounded by workforce turnover, which can force operators to repeatedly invest in the same training. "You train someone, and if they move on, you have to start again."

Despite those pressures, Dingman said the industry has adapted to every major technological shift it has faced. "Every time something new comes along, people think the industry is finished. But we learn it, we adapt and we move forward."

OARA board chair Greg Woodbeck

He also stressed the need to reduce delays in getting parts into inventory systems. "In the past, parts might not get listed for days, sometimes without proper identification. Now the focus is on getting parts online quickly and accurately so they can sell faster."

Keynote speaker Jer Banta addressed operational discipline in a session titled Effective Qualifying, Overcoming Objections, and Closing More Sales. "We were moving a lot of volume but not making the money we should have," he said. "The turning point was putting proper systems in place — tracking performance, creating accountability and getting organized. Without that, the business doesn't hold together."

Banta also spoke to how automation is

likely to reshape sales roles. "AI will be able to handle transactions. But salespeople aren't going away — the role shifts toward managing relationships and following up. Customers still want to know someone is looking after them."

That theme was echoed by Shannon Nordstrom, president of the Automotive Recyclers Association, who noted that margin pressure has fundamentally changed the business. "Back in the '90s, we didn't have to think too hard about what vehicles we bought — margins were strong. Today, it's a much harder nut to crack." Nordstrom pointed to compensation strategy as one lever, noting that his operation provides quarterly bonuses to all full-time staff. Beyond individual sessions, the convention emphasized coordination

across the supply chain. Opening-day roundtables brought recyclers together with insurers, repairers and data providers to surface shared challenges.

"We brought those groups together to understand each other better," Fletcher said. "They don't always have the chance to sit down and talk through these issues." He described closer alignment with the collision sector as critical. "When we're aligned, you get better results on cycle time, part quality and availability."

OARA leadership said the event's scale and energy reflected that broader momentum. "It was our biggest show so far," Woodbeck said. "Strong attendance, a busy trade floor and full rooms."

Delegates at the 2026 OARA Convention and Trade Show, attended the kick-off event, where owner Michael Carcone led guests through each stage of the recycling process. The walkthrough traced a part’s path from the vehicle compound through dismantling, into inventory storage and ultimately packaging for

offering a clear view of how recycled components are processed

BATTERY BASICS: CALL2RECYCLE, EARTH RANGERS EXPAND OUTREACH EFFORTS

Call2Recycle Canada and Earth Rangers are expanding their battery recycling education eff orts through new digital and classroom initiatives aimed at Canadian youth. The organizations recently celebrated winners of the 2025 Battery Blitz contest, where more than 80 schools across Ontario, Alberta and Prince Edward Island collected nearly 17,000 kilograms of used batteries for recycling. Since launching in 2015, the program has diverted more than 140,000 kilograms of batteries from landfills. New eff orts include YouTube videos, podcasts, student workbooks and school assemblies expected to reach more than 250,000 students annually.

collisionrepairmag.com/15825667

NO GOLD RUSH: NO BIDS FOR ELV REMOVAL CONTRACT IN YUKON

The Yukon government received no bids for a contract to remove and recycle abandoned vehicles from four rural waste sites, highlighting ongoing challenges around end-of-life vehicle recycling in the North. The tender covered the depollution, transport and recycling of ELVs in Tagish, Champagne, Destruction Bay and Pelly Crossing. Territorial briefing notes point to high transportation costs as a major barrier, while a 2018 estimate projected Yukon could see 10,000 end-of-life vehicles by 2036. Off icials say improperly abandoned vehicles pose environmental risks if hazardous fluids are not removed.

collisionrepairmag.com/15825663

ASSOCIATION ANNOUNCEMENT: ERIC MCDONALD JOINS OARA BOARD

Eric McDonald of Bodyline Auto Recyclers in Hamilton has joined the board of directors for the Ontario Automotive Recyclers Association following a vote at the group’s annual convention in Markham. McDonald grew up in the family business, gaining experience in dismantling, inventory, scrap processing and vehicle purchasing before moving into leadership roles focused on staff ing and technology. Since taking on a full-time leadership position, Bodyline has expanded from 15 employees to 60 and increased processing volume to roughly 800 vehicles monthly. OARA says McDonald brings valuable operational and technology experience to the board.

collisionrepairmag.com/15821743

ICBC ANNOUNCES $13.3 MILLION INVESTMENT IN COLLISION REPAIR APPRENTICESHIPS

ICBC president and CEO Jason McDaniel is making workforce development in the collision repair industry an early priority, announcing a $13.3 million investment in apprenticeship grants aimed at helping address technician shortages across British Columbia.

The funding, announced April 10 at Vancouver Community College alongside Rick Hatswell, president and CEO of Craftsman Collision, will be distributed over the next four years to support apprenticeship opportunities at ICBC Repair Network facilities.

The initiative is designed to strengthen the long-term collision repair workforce, help reduce repair wait times and support safe, high-quality repairs as vehicle technology becomes increasingly complex.

Eligible repair facilities could receive up to $56,500 per apprentice for automotive refinishing technicians and auto body and collision repair technicians, covering a substantial portion of apprenticeship and training costs.

The announcement comes as collision repair facilities across Canada continue to struggle with skilled labour shortages, while facing increased repair complexity tied to advanced driver assistance systems, EV technology and OEM repair procedures. The investment also aligns with broader federal government efforts to attract and

retain workers in the skilled trades through apprenticeship incentives, training funding and workforce development initiatives aimed at addressing labour shortages nationwide.

ICBC says the grants are structured to encourage apprentices to move through training and Red Seal certification in a timely manner, helping strengthen the workforce more quickly.

Additional grants will also be available to support women and Indigenous apprentices, while rural repair businesses will receive assistance covering travel costs for apprentices who must travel to access training opportunities.

“We’re making this investment to help repair facilities bring more apprentices into the trade and support them through training and certification. Over time, that will mean more skilled technicians — helping reduce repair wait times after a crash for customers while maintaining safe, high-quality repairs,” said Jason McDaniel, president and CEO of ICBC.

B.C. Attorney General Niki Sharma said the program is also focused on improving access and diversity within the trades.

“Reducing barriers to training opportunities is essential to building a fairer, stronger British Columbia. This investment helps support women and Indigenous apprentices

and people living in rural communities access collision repair training and build rewarding careers. By supporting apprentices, we’re creating a more inclusive workforce and helping more people succeed and build a future for themselves in the trades.”

Industry leaders say the support arrives at a critical time for collision repair businesses attempting to keep pace with vehicle technology and repair demand.

“These grants come at a critical time for the collision repair industry. As vehicles become more complex, the need for skilled technicians has never been greater. Apprentices are essential to ensuring safe, proper repairs and safer roads across British Columbia,” said Rick Hatswell, president and CEO of Craftsman Collision.

McDaniel is still relatively new to the role after officially being confirmed as ICBC’s president and CEO by the corporation’s board of directors earlier this year following a period serving in the interim position beginning in June 2025.

A longtime ICBC executive, McDaniel first joined the corporation in 2006 and has held several senior leadership positions, including vice-president of operations, chief legal officer and corporate secretary. According to ICBC board chair Catherine Holt, McDaniel played a key role in the corporation’s transition from a legal-based auto insurance model to Enhanced Care.

In comments released following his official appointment, McDaniel said recent months spent meeting with customers, employees and stakeholders across British Columbia helped shape his priorities moving forward, including modernization of customer services and continued affordability.

He also pointed to the upcoming launch of ICBC’s new “My ICBC” customer portal, which will consolidate 23 services into a single digital platform.

collisionrepairmag.com/15822049

ICBC has announced a major $13.3 million investment to support apprenticeships across B.C. Rick Hatswell (centre) and Jason McDaniel (right) was proud to be alongside for the milestone.

COUNTING WHAT HAS NEVER BEEN COUNTED

WHY ROWC’S DIVERSITY CENSUS IS A FIRST FOR CANADA’S COLLISION REPAIR INDUSTRY

BY THERESA JACHNYCHY

Canada’s collision repair industry repairs millions of vehicles each year, supports public safety and employs thousands of people. Yet it cannot answer a fundamental question: who actually works in this industry?

In Manitoba, collision repair has no central workforce registry. Trade certification is not mandatory and workers are not required to register to enter or remain in the field. As a result, no organization can confidently state how many people work in collision repair, what roles they hold or what the workforce

and practical support in an industry where women’s contributions have too often gone unmeasured.

Early in its work, ROWC encountered a recurring challenge. Conversations about women in collision repair relied almost entirely on anecdotal experience. While many leaders sensed where representation gaps existed, no one could point to reliable data showing how many women worked in the industry, where they were employed or which roles they occupied. Existing datasets offered

advancement exist. Like public policy, the collision repair industry first needed a headcount.

WITHOUT BASELINE DATA, IT IS IMPOSSIBLE TO DESIGN EFFECTIVE MENTORSHIP, PLAN TRAINING OR UNDERSTAND WHERE BARRIERS EXIST.

looks like demographically. This gap has long constrained the industry’s ability to plan for labour shortages, training needs, succession and growth.

The Resource Organization for Women in Collision (ROWC) is a Manitoba-based, industry-driven organization that supports and connects women across collision repair. Its work spans all roles, from skilled trades to leadership, and focuses on visibility, advocacy

only partial views: I-CAR tracks training participation, MPI sees facilities, claims and associations track member businesses, but none captures the full workforce.

ROWC recognized that meaningful support requires understanding who is being supported. Without baseline data, it is impossible to design effective mentorship programs, advocate for training investment or identify where barriers to entry and

KEY TAKEAWAY

21% ISN’T THE WHOLE STORY. WHERE WOMEN WORK MATTERS.

ROWC approached Manitoba Public Insurance (MPI) in July 2024 seeking funding for a provincial workforce survey. With labour pressures intensifying and no baseline data available, MPI’s support conferred critical credibility, positioning the census as a legitimate, sectorwide effort. MPI also provided in-kind support through industry access and communication channels, helping ensure broad participation and reinforcing Manitoba’s leadership in addressing workforce data gaps.

The Manitoba Motor Dealers Association (MMDA) and the Automotive Trades Association (ATA) also recognized the value of reliable workforce data and backed the initiative, reinforcing its relevance across dealerships, independent shops and the broader automotive sector.

Women are well represented in administrative, customer service, HR and finance roles, but remain severely underrepresented on the shop floor. Addressing labour shortages and building a sustainable workforce will require targeted pathways, training and retention strategies focused specifically on collision, paint and mechanical trades — not just overall industry participation.

Shop/Yard & Entry Level Positions

Senior & Production Management

Parts & Inventory

Executive & Ownership

Finance & Accounting

Sales & Business Development

Skilled Trades - Collision & Paint

Administration & Office Support

& Technical Support

While women account for 21% of the overall collision repair workforce, representation drops sharply in hands-on trades. Women make up just over 4% of skilled mechanical roles and approximately 12% of collision and paint positions , highlighting a significant gap between workforce presence and trade participation.

Executing a census in collision repair is uniquely difficult. Without a central registry or digital access to workers, employers remain the industry’s gatekeepers. ROWC relied on direct outreach, calls, hand-delivered surveys, onsite followups and manual data entry, to build trust and capture voices typically excluded from workforce data.

Additional complexity emerged in how work is defined. More than 140 unique job titles were reported, often describing similar responsibilities using different language. To analyze the data meaningfully, these titles had to be consolidated into broader functional categories without erasing the diversity of roles beyond traditional trade classifications. Privacy was also central: the survey was confidential and anonymous,

with only aggregated results reported, an essential condition for participation in a closeknit industry.

The Manitoba Collision Industry Diversity Census launched in late May 2025 and remained open until February 2026. By its close, 1,791 employees across the province had participated. The initiative was positioned as a census rather than a simple survey, capturing structural data such as gender identity, age range, region of employment, industry segment and job role.

Women represent just over 4% of skilled mechanical trades and roughly 12% of collision and paint roles. Yet women account for 21% of the overall collision repair workforce, a figure driven largely by administrative and support positions. The data makes one

THERESA JACHNYCHY

point unmistakable: women are present in the industry, but not in the trades where hands-on repair work occurs.

For ROWC, the census provides a foundation for targeted programming, mentorship and advocacy grounded in evidence rather than perception. For the industry, it establishes a long-missing baseline: a shared understanding of who is doing the work today and where future efforts must focus.

This census is not an endpoint; it is a starting line. Industries that measure themselves demonstrate that their people matter. In an industry built on precision, accountability and safety, finally counting the workforce may be one of the most important repairs of all.

Theresa Jachnycky is business director at Gateway Autobody in Winnipeg, a respected collision repair facility built on decades of trusted service. A longtime industry leader, she has played an active role with the Automotive Trades Association of Manitoba, contributing to key initiatives involving labour, training and collaboration with MPI. Known for her thoughtful advocacy and steady leadership, Jachnycky was inducted into the ATA Hall of Fame in 2026, recognizing her lasting impact on Manitoba’s collision repair industry.

ABY TOM BISSONNETTE

s I approach the twilight of my career as executive director of the Saskatchewan Association of Automotive Repairers (SAAR), I’m happy to provide an update on where our organization has been — and where I hope it is headed next.

It’s hard to believe that it’s been nearly 10 years since I sold my interest in Parr Auto Body to five key employees. Four are still managing the business today very successfully. I couldn’t be prouder of those young people who carried the Parr legacy to heights I never imagined — proving, once again, that knowing when to step aside can be just as important as knowing when to step in.

on safe, quality repairs. As those concerns eased, we began working together to develop a robust accreditation program requiring up-to-date equipment and training, primarily through I-CAR. We did lose about 20% of our previously certified shops, but in all honesty, many were not equipped to handle the technology found in today’s vehicles.

Over the years, we developed a Technical Sub-Committee to address emerging issues. While no system is perfect, I can confidently say SGI has — after extensive consultation — allowed most OEM procedures to appear on estimates. Pre- and post-repair scans are just

I COULDN’T BE PROUDER OF THOSE YOUNG PEOPLE WHO CARRIED THE PARR LEGACY TO HEIGHTS I NEVER IMAGINED — PROVING, ONCE AGAIN, THAT KNOWING WHEN TO STEP ASIDE CAN BE JUST AS IMPORTANT AS KNOWING WHEN TO STEP IN.

It has also been nine years since I assumed the role of executive director, following a year of travel and the construction of a lake home about an hour and a half north of Saskatoon. The truth? I got bored. I still felt I had something to give back to the industry.

When I was hired by the SAAR board, there was concern I might damage our relationship with our sole insurance provider, Saskatchewan Government Insurance (SGI). I had a reputation for being — let’s say — fairly outspoken about how auto bodyshops were treated in our province. Fortunately (for me, and possibly for SGI), a change in SGI’s upper management brought in a younger, more open-minded leadership group.

While we experienced some initial friction, it became clear that SAAR’s goal was simple: an honest working relationship focused

one example, and I’d wager we were among the first jurisdictions to receive compensation for them.

We also boast one of the highest labour rates in the country, and quite possibly the highest paint material rate. Yet after using Yanni Koutmos’s Eagle MMS material management software, I can assure you it’s still not high enough. More on that at a later date.

Another important initiative we launched with SGI is the Adjuster Working Group. This committee came together largely thanks to Jessica Hill Flaman, who attended one of our town hall meetings and heard the stories of strained communication between shops and adjusters. Progress has been slow, but meaningful. We’re learning to understand each other’s pain points — and yes, we’re discovering that both sides have real headaches.

CHANGING OF THE GUARD IN SASKATCHEWAN

This challenge has been amplified by SGI’s “digital transformation,” which has left us straddling the old system and the new Guidewire platform. If you’ve ever introduced new software or hardware into your shop, you’ll understand the growing pains — now multiply that by about a thousand. It’s tough slogging, but we’re committed to working through it, and we appreciate SGI’s willingness to seek our input.

A key part of our relationship with SGI is recognizing their challenges and helping to address them. Chief among these is the rising cost of repairing today’s highly sophisticated vehicles. Average repair severity has more than doubled in the past 12 years, yet SGI has not seen an insurance rate increase since 2014.

This is largely a political issue. Governments don’t like raising costs for the driving public — particularly when an opposition party is waiting in the wings. SAAR met with the Minister responsible for SGI not asking directly for increased shop compensation, but to advocate for insurance premiums that reflect today’s repair realities. Our belief is simple: reasonable rate increases make fair compensation negotiations more achievable.

We also have other initiatives underway that could potentially lower SGI’s costs while improving shop profitability and reducing administrative burdens.

The first is a Repair-Versus-Replace mindset. With advanced metal repair techniques such as Betag Innovation and glue pulling, properly trained shops can now repair panels that were once considered replace-only. SGI benefits from reduced claims costs, while shops earn higher-margin labour hours. Add faster cycle times and environmental benefits, and it’s a rare triple win.

The second initiative is a Parts Autonomy program, which allows shops to choose whichever parts make the most sense for a repair — as long as SGI sees an overall savings on OEM parts pricing. If an aftermarket or recycled part creates fitment concerns, we can opt for OEM. When alternatives make sense, shops can realize the required savings margin. The goal is to meet SGI’s Realized Parts Savings target over a three-month period. We’re currently in a soft rollout phase until the end of June 2026, with a full launch planned for July 1. We believe this will be a genuine win-win.

Today, SAAR represents collision repair shops, paintless dent repair companies and auto glass installers. Could we expand into towing? Mechanical repair? Auto wreckers? Those are questions the next generation of leadership will need to tackle — hopefully

with enthusiasm and strong coffee.

Another area of expansion has been our support for pre- and post-secondary automotive repair education. As education budgets tighten, SAAR has stepped in with funding and mentorship. SGI recently contributed approximately $200,000 toward these programs, which we greatly appreciate — but more is needed. ICBC, for example, has announced a $13-million, multi-year investment in auto trades education in British Columbia.

Attracting and retaining young people has always been a challenge in our industry, but they’re out there. They’re looking for meaningful, hands-on careers — we just need to show up and introduce ourselves.

Looking ahead, SAAR has found a successor for the Executive Director role, with Jake

TOM BISSONNETTE

Korolis set to take over the position. Jake is a sharp and capable young professional with a strong background in business development, problem-solving, and organizational leadership — skills that will serve SAAR and its members well moving forward. Look forward to his column in this magazine going forward.

From my vantage point, I would love to see a national association similar to what CCIF was originally intended to be: a forum where shop owners, insurers and suppliers could openly discuss challenges and develop solutions. Somewhere along the way, it evolved into more of a networking event. While networking is valuable, true collaboration is better.

I strongly believe that if industry stakeholders work together, we can vastly improve our working relationships. Time will tell — but I remain optimistic.

Tom Bissonnette is the director of the Saskatchewan Association of Automotive Repairers (SAAR). Tom’s Tales is a series of Collision Repair magazine articles chronicling his journey through the collision industry, since 1982. Besides telling his story, Tom hopes that today’s shopowners and managers can learn from his victories — and his mistakes.

For more columns by Tom Bissonnette visit collisionrepairmag.com/15740449

LEARNING CURVES AND LOYAL COMPANIONS

BY GIDEON SCANLON

This issue really drove home something I’ve been thinking about lately: the collision repair industry has officially entered its “you can’t fake it anymore” era.

For years, this business rewarded hustle, instinct and the ability to solve problems on the fly. It still does. But as you’ll read throughout these pages, the stakes — and the complexity — have changed dramatically. Modern vehicles are packed with sensors, cameras, software and systems that demand an entirely different level of discipline and understanding.

have grown MGM to nine Ontario locations and more than 180 employees by focusing obsessively on workflow, layout and consistency rather than growth for growth’s sake.

Some of the details in that story stayed with me. Mike checking Google reviews before sunrise every morning. The company standardizing equipment across locations. Every facility equipped with EV chargers. It’s disciplined, process-driven thinking — the kind modern repair increasingly demands. But amid all the conversations about AI, EVs and calibration procedures, this issue also contains

“THE MINDSET THAT COLLISION REPAIR IS A CAREER FOR PEOPLE WHO DON’T WANT TO READ AND STUDY HAS GOT TO GO.”

But amid all the conversations about AI, EVs and calibration procedures, this issue also contains a quieter reminder about what has always made this industry special: the people — and the mindset. Our columnists tackle many of the toughest issues facing collision repair today, bringing perspectives shaped by years of experience on the shop floor, in the front office and throughout the broader industry. While their topics vary, a common thread runs through nearly every column in this issue: the belief that growth comes from staying curious, challenging assumptions and remaining committed to learning. The mindset that collision repair is a career for people who don’t want to read and study has got to go. In an industry evolving as quickly as ours, continuous education is no longer a competitive advantage — it’s a requirement. At the same time, our cover story on MGM Auto Group reminds us that adaptability isn’t only about technology — it’s about culture. Mike Cherneta and Kapi Komera

a quieter reminder about what has always made this industry special: the people — and sometimes the animals — who hold communities together.

Our farewell to Remley, the beloved Burnaby Auto Body shop dog, is one of those stories that lingers after you finish reading it. Over nearly 19 years, Remley comforted customers after accidents, volunteered at a Port Moody hospice and helped raise more than $6,000 for pet oxygen masks for local firefighters.

In an industry built around repairing damaged vehicles, it’s easy to forget how often collision centres also help repair people after difficult days.

That’s probably the biggest takeaway from this issue. The future doesn’t belong to the biggest shops or even necessarily the busiest ones. It belongs to the people willing to keep learning after the rest of the industry decides it already knows enough. Thankfully, collision repair has never lacked for stubborn people willing to figure things out.

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