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Whether they're working on the shop fl oor or keeping tabs from afar, quick lube leaders put in the hours guiding their teams to success PAGE 20
ALL IN A DAY'S WORK
LEARNING TO STEP AWAY PAGE 33 DO THE JOB RIGHT— AND RIGHT ON TIME PAGE 37
On the Clock
Cody Perkins, service center manager for Valvoline Instant Oil Change in Lexington, Kentucky, explains a typical day on the job leading his shop.
Protect What Matters Most Why Join PAMA?
Running a successful automotive maintenance business requires more than just technical expertise. It demands strong leadership, operational efficiency, and the ability to stay ahead of ever-changing industry standards. That’s why we provide our members with practical tools and resources that support all aspects of business success.
From compliance and regulatory guidance to management templates and safety protocols, membership in PAMA equips you with solutions tailored for the fast lube industry. Our goal is to help you streamline operations while staying informed and connected through advocacy, education, and networking.
▶ Education & Training: Enhance your skills with expert-led education and technical resources.
▶ Networking: Connect with industry peers to share insights and overcome challenges together.
▶ Management & Technical Tools: Access free resources to manage your business, including job description templates, safety guides, SPCC plans, and more.
▶ Publications: Stay informed with two monthly newsletters: You Auto Know and the Government Affairs Update.
▶ Government Affairs: Stay competitive with crucial advocacy news.
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EDITORIAL
EDITORIAL DIRECTOR Chris Jones
EDITOR Tom Valentino
ASSISTANT EDITOR Kacey Frederick
SPECIAL PROJECTS EDITOR Emily Kline
CONTRIBUTING WRITERS
Adam Tatum, Scott Hempy, Carol Badaracco Padgett, Peter Suciu, Enid Burns
EDITORIAL ADVISORY BOARD
Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP
Joanna Johnson, PRESIDENT, JOHNSON POLICY ASSOCIATES
Scott Hempy, CEO, OILSTOP DRIVE-THRU OIL CHANGE AND HAPPY’S DRIVE-THRU CAR WASH
Aleisha Hendricks, OWNER/OPERATOR, GREASE MONKEY QUICK LUBE AND MONKEY SHINE CAR WASH
Shawn Gilfillan, OWNER, AUTOMOTIVE MAGIC AND MAGIC LUBE & RUBBER
SALES
PUBLISHER Greg Smith gsmith@endeavorb2b.com
ACCOUNT EXECUTIVES
Kyle Shaw kshaw@endeavorb2b.com
Diane Braden dbraden@endeavorb2b.com
Marianne Dyal mdyal@endeavorb2b.com
Chad Hjellming chjellming@endeavorb2b.com
Cortni Jones cjones@endeavorb2b.com
Lisa Mend lmend@endeavorb2b.com
Annette Planey aplaney@endeavorb2b.com
Sean Thornton sthornton@endeavorb2b.com
ART AND PRODUCTION
ART DIRECTOR Erin Brown
PRODUCTION MANAGER Mariah Straub
AD SERVICES MANAGER Jen George
ENDEAVOR BUSINESS MEDIA, LLC
CEO Chris Ferrell
COO Patrick Rains
CRO Paul Andrews
CDO Jacquie Niemiec
CALO Tracy Kane
Landsaw
CMO
Double Duty
20
All in a Day’s Work
Whether they’re working on the shop floor or keeping tabs from afar, quick lube leaders put in the hours guiding their teams to success BY TOM
‘Up and Coming’ Award Winner is Already There
Levi Wilson, recipient of PAMA’s Up & Coming Award earlier this year, has found his footing leading Benny’s Car Wash and Oil Change locations in Baton Rouge, Louisiana
BY PETER SUCIU
Ben Capelle operates two Costa Oil 10 Minute Oil Change locations in Northeast Ohio, and also serves as the CEO of a county transit agency.
6 ONLINE
NOLN launches new website, latest from NOLN Podcast
8 NUMBERS
Still getting it done with one
QUICK HITS
10 INDUSTRY INSIGHT
We’ll come to you: Pickup/drop-off service a boon for quick lube
13 AROUND THE INDUSTRY
Take 5 Oil Change appoints its first chief marketing officer
16 SHOP LOOK
Castrol Pro Lube Express in Liberty, Missouri
SERVICE
33 PIT STOP
Learn to take a step away from the shop
37 CUSTOMER SERVICE
Do the job right—and right on time
40 CASE STUDY
Making smart moves
COLUMNS
18 MAINTAINING THE MISSION
The path to leadership requires a growth-oriented mindset BY SCOTT HEMPY
42 FROM THE SHOP
Sharp leadership starts with finding balance within BY ADAM TATUM
NOLN LAUNCHES REFRESHED WEBSITE
If you haven’t been to NOLN.net lately, we encourage you to check out our new and improved site. For the past several months, our team has been working behind the scenes to explore ways to present our best news, features, and multimedia in ways that better connect with you, our audience.
We’re still delivering the high-quality content you’ve come to expect from NOLN. We look forward to serving you with an enhanced website experience to match.
Have thoughts on our new site design? We want to hear from you. Email us at: news@noln.net
PODCAST | GET ON TARGET WITH OMNICHANNEL MARKETING
On the NOLN Podcast, Jeff Tremper, senior vice president of Throttle CRM Service Reminders, shares insights on developing an omnichannel approach to marketing and why it’s important to craft consistent messaging across your different marketing channels. He also discusses best practices for using email and SMS messaging to connect with customers, the value of online customer reviews, and the reasons why traditional (non-digital) marketing is seeing a resurgence.
THE NOLN PODCAST
Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.
Listen and subscribe at: noln.net/podcasts or subscribe to the NOLN Podcast on your favorite listening app.
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NOLN NEWS
NOLN will send the latest industry news, strategies, and profiles straight to your inbox.
Sign up for our newsletters at: noln.net/subscribe
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STILL GETTING IT DONE WITH ONE
A majority of NOLN Operator Survey respondents run a single shop, but the percentage of those with multiple sites is growing
BY NOLN STAFF REPORTERS
Based on findings from the 2025 NOLN Operator Survey, running a single location remains the business model of choice for most shop owners. The share of operators with multiple sites, however, is growing. Of those surveyed by NOLN this year, 57.9% of shop owners said they have a single location—a figure that is down from 77% in 2024. Multisite operators seem to fall into two categories: those with small, yet growing networks (15.9% have between three and 10 locations) and those with burgeoning quick lube empires (14.3% with at least 21 sites.)
NUMBER OF
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WE’LLCOMETOYOU
PICKUP/DROP-OFF SERVICE A BOON FOR QUICK LUBE
Eric’s LubeXpress of Wyoming has implemented a pickup/drop-off service that allows customers to get an oil change and other maintenance done without leaving home or work
BY KACEY FREDERICK
CONVENIENCE IS THE NAME OF the game in the quick lube world. Bring customers in, get them out, and keep them safe for the road. For many drivers, though, just finding time to drive over to a shop can be difficult—especially for those who are busy during regular business hours.
While many repair shops offer their customers the option to have their vehicles picked up for a job and dropped back off for the sake of convenience, it isn’t something that’s as common in the quick lube space. Eric Sharp, owner of Eric’s LubeXpress in Torrington, Wyoming, noticed this as well, and saw a demand that he knew he could fill.
Though the shop is brand new— having just opened last month—it’s already seen huge success with implementing its own drop-off/ pickup services, and has won over the trust of the customer base in its small town.
Sharp, pulling from past dealership experience, has taken every
measure to protect his business, staff, and customers throughout the whole process. He lays out what drop-off and pickup looks like for his shop, and all that is required to make it work for a quick lube like his.
How It Works
Though Eric’s LubeXpress doesn’t take appointments, the shop does sometimes have people calling in attempting to make one. Instead, they offer their mobile service, allowing customers’ vehicle maintenance needs to be taken care of while they’re busy.
A shop employee will come by in a company vehicle, verify information about the customer and their vehicle, and take it back to the shop to be worked on. There is a $5 charge for the pickup/drop-off, but Sharp has yet to encounter anyone who’s balked at the price.
The shop will usually take payments over the phone beforehand, and will have customers pre-authorize replacements for air filters,
wiper blades, or cabin air filters, if needed. Customers also have the option for the shop to reach out and contact them in the event any components need replacement.
Photos of an air filter, before and after, may also be provided to a customer along with their invoice. Sharp’s shop utilizes a management system that easily allows for photos of filters or wipers replaced with any customer’s work order. Although Sharp is in a small town and has the trust of most customers, he knows he has a responsibility to have that option easily available for his customers.
Once a customer’s car does arrive at the shop, it’s pulled up into the line—if there is one—and goes through as any other car.
The shop’s crew averages nine minutes for each car they service— but, in the meantime, as a customer’s car is being transported back and forth, Sharp’s company vehicle, which prominently features the shop’s logo, will sit in its place.
“I treat it as mobile advertising. Somebody can see ‘Eric’s LubeXpress’ at the hospital, park, or any one of the offices around town. It might jog somebody’s memory that we do that—or at least spark a question,” says Sharp. “If anything, if it piques at least one other person to call in and get a pickup, then that’s even more mobile advertising.”
Have the Right People Representing You
In addition to a custom company vehicle, all of the shop’s employees wear clean, standardized uniforms, helping to present a professional image of the shop and represent the brand well.
Sharp and most of his crew have prior experience in the dealership world, so much of the pickup/dropoff process isn’t entirely new. But he does ensure that his staff are conscious of how they should be treating each customer’s vehicle.
“It’s basically the golden rule: Make sure you treat the customer’s vehicle like you would treat yours. Or, even better, treat it like your grandma’s car,” tells Sharp. “Especially with the driving. Make
sure you’re driving perfectly polite. Our shop vehicle is branded. It’s got our logo and stuff on it. So, you don’t want to be driving like an idiot or doing anything that would cause a negative reflection upon us.”
Sharp recommends that the staff member who is going out to pick up vehicles is courteous, professional, and has customer service skills. Most importantly, they’ll need to have a clean driving record in order to be insured, which is likely the most important aspect of the pickup/drop-off service.
Put Every Safeguard in Place First
Employees driving a customer’s car must be insured for anything that could happen on the way, because there are a lot of risks that come with pickup/drop-off. Sharp says he recognizes knowing things outside your control could happen, but
taking necesary precautions could be the difference between his shop’s reputation being destroyed or not.
“Make sure that you’re insured for every conceivable thing. It might not even be your fault; somebody else could run a red light and hit you in a customer’s vehicle,” warns Sharp. “That’s the flip side of it—then you get into negative advertising. Suddenly you’ve got people saying, ‘They came to pick up my vehicle, and they crashed it.’ Even if it’s not your fault, then it’s a whole other fire that you have to put out. But I think the benefits (of pickup/drop-off) far outweigh any of the negatives.”
Indeed, for Sharp, it helped keep his car count up and has brought in extra revenue for his shop, all while providing his customers with a more convenient way to maintain their vehicles that wouldn’t have been possible otherwise.
“You’re missing out on your opportunity with getting that vehicle in there, and your regular stuff that you’re doing—air filters and all your regular upsells that vehicles need,” Sharp says. “That’s just an opportunity that we totally would have missed by not offering this.”
TAKE
5 OIL CHANGE APPOINTS
FIRST CHIEF MARKETING OFFICER
Take 5 Oil Change has appointed Doug Zarkin as its first chief marketing officer, the company has announced.
Zarkin most recently served as the chief brand officer for wellness and fitness services company Modern Performance and Recovery Brands, which he first took on in 2023. This came after working as CMO of Pearle Vision, as well as various marketing leadership roles for fashion and cosmetic companies.
In his role with Take 5, Zarkin will be responsible for the brand’s marketing strategy and execution. He plans to build up the brand’s story, gain deeper insight into the customer experience, and to bolster a data-driven marketing approach. He will report to Mo Khalid, executive vice president and group president for Take 5.
“Doug’s proven ability to build emotionally resonant brands will be instrumental as we continue to grow and deepen our connection with customers nationwide,” Khalid said in a statement.
FRANCHISEE STORE MANAGER
ACHIEVES AWARD MILESTONE AT NATIONAL JIFFY LUBE CONVENTION
Eric Hartlen, a store manager for Jiffy Lube franchisee Atlantic Coastal Enterprises, was honored with the 2024 President’s Performance Excellence Award at the recent national Jiffy Lube convention in San Antonio, Texas, according to a press release.
The annual award honors the top-performing store managers on both the East and West coasts from among over 2,000 locations nationwide.
ACE operates 65 service centers across South Florida, Tampa, South Carolina, and Massachusetts. This marks the sixth consecutive year that one of ACE’s managers has earned the title for the East Coast, and is the third consecutive year that it’s gone to Hartlen—making him the first Jiffy Lube store manager to earn the honor three times in a row.
The store manager at ACE’s Davie, Florida, location, Hartlen lives in Plantation, Florida, and has been with ACE Jiffy Lube for seven years now. Upon receiving the award at the convention on May 13, Hartlen was recognized for his consistently high performance in key operational areas such as revenue growth, employee retention, inventory management, and customer satisfaction.
GREASE MONKEY ON TRACK TO DOUBLE FRANCHISE NETWORK IN NEXT THREE YEARS
Grease Monkey has expanded by 47 stores in the past nine months as it pursues plans to double in size within the next three years, as shared in a press release.
Currently, new locations are planned for Jerome and Twin Falls, Idaho; Denver, North Carolina; Phoenix, Arizona; and parts of Florida. The stores will be built around its next-generation “Store of the Future” prototype, featuring express service lanes, appointment scheduling, directional signage throughout the parking lot, lounge areas and patio seating, and new technology to enhance the customer experience, such as a newly designed point-ofsales system.
Looking ahead, Grease Monkey is planning to open stores in several other key markets including Georgia, Idaho, North Carolina, South Dakota, California, and Texas.
“We’re very excited about the explosive growth we’re seeing across the country,” said Ron Stilwell, president of FullSpeed Automotive. “Between new franchise candidates entering our system and our existing franchisees continuing to expand, we have the ability to double our franchise footprint over the next three years, and we’re on pace to reach that target.”
STEER PARTNERS WITH MARKET GENIE FOR SHOP PERFORMANCE TRACKING
Auto repair marketing and communication platform Steer has partnered with Market Genie, a market intelligence platform, as shared in a recent press release.
With Market Genie offering the capability to track industry trends and benchmark performance, the collaboration will merge customer relationship management with real-time sales and market benchmarking, and enable shops to make more data-driven decisions.
As part of the partnership, Steer users will be able to access performance comparisons, market trends, and competitive pricing insights. This includes tracking a shop’s weekly sales, comparing performance with industry peers, and adjusting pricing strategies.
SHOPMONKEY PARTNERS WITH AFFIRM TO OFFER PAYMENT INSTALLMENT PLANS FOR AUTO SHOPS
Cloud-based auto shop management platform
Shopmonkey will now offer payment installment plans via Affirm as part of its payment processing solution, according to a press release.
Eligible U.S. and Canadian auto shops will now be able to offer Affirm’s pay-over-time plans when
invoicing their customers.
Approved customers will have the option to split the total cost of their auto repair bill into budget-friendly biweekly or monthly payment plans, potentially for as low as 0% APR.
“We believe the automotive care experience starts the minute you drive the car off the lot until you turn the keys over to the next owner. Offering flexible payment options like Affirm is a natural extension of that belief—helping empower our customers to deliver a superior automotive care experience,” said Travis Bickham, chief commercial officer at Shopmonkey. “We are excited to partner with Affirm given their commitment to bringing innovative customer-centric solutions to market.”
Eleven properties across five states that are tenanted by Strickland Brothers 10 Minute Oil Change have been sold for $25 million, reports Shopping Center Business.
The newly constructed properties have been tenanted by Strickland Brothers 10 Minute Oil Change over the past five months.
Each building is occupied on a 15-year absolute triple-net-lease with 10% rent increases every five years.
Seller and developer Southlake, Texas-based N3 Real Estate, completed 10 transactions across Alabama, Missouri, North Carolina,
Texas, and Virginia. Jeff Lefko and Bill Asher of Hanley Investment Group Real Estate Advisors, who represented the seller, also represented another private seller in a separate transaction for the sale of a Strickland Brothers property in the Midwest.
Over the past four years, Hanley Investment Group Real Estate Advisors has sold $783 million in auto parts and service-related properties, including 36 single-tenant transactions involving Strickland Brothers, Valvoline, and Jiffy Lube properties. REPORT: UNDERINFLATED
A recent report released from Firestone Complete Auto Care
showed that many drivers are losing money on fuel costs from underinflated tires.
As shared in a recent press release, the report, “How to Get Money from Thin Air: The Hidden Benefits of Proper Tire Inflation,” is based on data gathered from over 1,800 Firestone stores between June 2024 and March 2025.
It found that 42% of vehicles serviced at Firestone stores had underinflated tires, with the average vehicle’s tire pressure being 13 PSI lower than the recommended pressure—something that would roughly cost drivers an extra $18.6 billion on fuel.
The company has estimated that drivers could take an extra 500mile road trip with the money they may save by properly inflating tires
every year.
It was found that the states and districts with the highest rate of cars with underinflated tires were District of Columbia (72%), Hawaii (61%), and California (57%).
Northeastern drivers had the lowest rate of cars with underinflated tires of any region in the U.S. (28% overall), with New Hampshire (18%) and Rhode Island (22%) leading the charge.
Additionally, sports cars and minivans were the types of vehicles that most often needed more air in their tires.
TAKE 5 OIL CHANGE FRANCHISEE
Take 5 Oil Change will be building a new store in Dunwoody, Georgia, reports What Now Atlanta.
The new location will be owned by Take 5 franchisee Toxaway Automotive Group, which operates several Take 5 stores across the eastern Greater Atlanta area. The company is also currently planning for another store in Milledgeville, Georgia, as well.
The Dunwoody store is slated to go in place of an abandoned building at 4515 Chamblee Dunwoody Road. It will operate in a one-story, 1,330-square-foot brick building with two drive-thru lanes, each equipped with four stacking spaces.
An opening date has not yet been released, but plans are in motion to begin construction soon.
CASTROL PRO LUBE EXPRESS IN LIBERTY, MISSOURI
SHOP NAME:
CASTROL PRO LUBE EXPRESS (ALSO KNOWN AS WALTON’S 9-MINUTE OIL CHANGE)
LOCATION:
MISSOURI
OWNER:
BY TOM VALENTINO
MATTHEW WARMAN DIDN’T officially become the owner of Castrol Pro Lube Express, formerly known as Walton’s 9-Minute Oil Change, in Liberty, Missouri, until June 1. Given his level of involvement in running the shop’s day-to-day operations, though, one can easily be forgiven for thinking he has been its proprietor for years.
With an ambition to grow the shop and improve it from the ground up, Warman has been leading the way
at CPLE for most of his tenure. It just wasn’t until this summer that his sense of ownership became a formal business arrangement.
Warman estimates he has worked in the fast oil change industry for about 15 years total, including the past 12 years at what is now his Castrol Pro Lube Express. After working for the former Walton’s for about 18 months, Warman left the business to dabble in other lines of work. Warman’s journey outside the quick lube industry included a stint with General Motors and time spent stocking vending machines. He became handy along the way as well, performing electrical work, some plumbing, and cleaning carpets.
Warman returned to what was then Walton’s to take on a role as a lube technician. Almost immediately, he began to identify opportunities for the shop to refine its operations.
“There were no inventories here,” Warman says. “They weren’t selling air filters, wiper blades, or anything like that. So, I cleaned it all up, and I got the air filter count in, I got the wiper blades. We started selling stuff.”
Warman’s initiative led him to be formally promoted to the position of shop manager. Under his leadership, the shop went from servicing an average of 15 vehicles per day to 30. Within the past two years, that total has climbed to 40 vehicles per day.
GROWING PAINS
Warman acknowledges his push to add services and shake up the status quo didn’t sit well initially with some of the more tenured members of the staff.
“Most people don’t like change, like they’re set in a routine. They want to do that routine and not venture out of it,” says Warman. “They come in making X amount to do what they’ve been told to do and nothing more. So, if you try to get them to do more, yeah, there’s definitely push back on that.”
As staff gradually turned over, Warman made sure new policies became the norm as hired new employees. He emphasized that even with new products being offered, a hard sell to customers wasn’t necessary. Many of the products sold themselves, he says, so it was on employees to simply educate customers on their vehicle’s needs.
Even before officially owning the shop, Warman says he felt a sense of attachment as his role expanded.
“There are some goods and bads with that, right?” he says. “With the pride of everything that I’ve done here … even though (the shop) wasn’t mine, I took pride as (though it were). There’s $5 missing? I’m tracking that down. I’m trying to save the owner the most money. … (If) things went sideways, I definitely took it personally.”
Warman acknowledges his ambition sometimes led to disagreements with the former owner, but ultimately, he credits his predecessor as being a mentor who “definitely showed me a lot of things along the way.”
Five years ago, the previous owner of Walton’s purchased a second loca-
tion in nearby St. Joseph, Missouri. Warman was tasked with overseeing that facility as well. A notable difference from the Liberty facility is that the St. Joseph shop, which also carries Castrol branding, has a third bay for mechanical repairs.
TAKING OWNERSHIP
In 2025, the shop’s owner decided it was time to hand over the reins in Liberty and focus on his other properties. Warman made the transition from treating the Liberty shop as his own to formally purchasing it. Warman took ownership officially on June 1. Since then, he has installed a new mid-rise lift for tire rotations to complement other enhancements that were completed six months ago, including a new concrete floor, new pits, and new supports.
Looking ahead, Warman has big aspirations for the family-owned shop. Warman envisions the Castrol Pro Lube Express brand attaining a level of familiarity within the Liberty community as some of the larger quick lube chains in the area.
In the meantime, Warman says life hasn’t changed a whole lot so far. In general, he says he’s happy and “probably a little nicer now” to staff. But even as his day-to-day routines have remained mostly the same, Warman recognizes the added responsibility of being the person to pay the bills and have a financial stake in the business he oversees.
“I’m a little more stressed out because it’s my personal money now, but other than that, it’s going great,” he says. “You know, this first month has been awesome—some highs, some lows, trying to figure things out, you know, never owning a business or having an LLC or setting up (our accounting). … But it’s going great. I can’t really explain it any better than that. I’m happy.”
The Path to Leadership Requires a Growth-Oriented Mindset
Today’s lube technicians can become tomorrow’s shop leaders by showing initiative and a willingness to learn
ONE OF THE MOST OVERLOOKED TRUTHS
Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience. Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaS-based software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.
.COM
in our industry is that most great service center managers and district leaders didn’t come from outside. They started right where you might be today: working as a technician. Quick-lube service centers depend on leadership that understands the service center bays. That’s why all of our many of our managers at Oilstop have hands-on experience pulling drain plugs, checking tire pressures, recommending air filters, and greeting guests at the window. The path to leadership only requires a desire to grow and some effort to improve.
So where do you start? Before you can lead, you need to show you can do the job with excellence. That means consistently delivering quality service. Double-checking your inspections, ensuring each guest’s car leaves better than it came in, and completing your work on time. Being a great technician is more than speed. It’s about attention to detail, cleanliness, safety, and professionalism. When you hold yourself to a high standard every single day, it earns you credibility with teammates and managers. This demonstrates that you can be trusted for more responsibility.
Next up, focus on your communication skills. Leaders don’t just do the job; they make sure everyone understands the job. This is where communication skills are critical. Whether you are helping a guest understand the value of a cabin air filter, guiding a new team member through a complex oil filter change, or keeping your manager updated on a service that’s taking extra time, all of this takes great communication. Practice using confident language with guests. Ask questions that show you care. Speak up in team huddles. All of these habits will help you stand out as someone who can lead by example and clearly explain what needs to happen.
Great leaders don’t just focus on what’s in front of them. They pay attention to the
service center as a whole. Get curious about the metrics that drive the business. What’s your service center’s car count goal? What’s the average ticket? What’s your team’s bay time? Talk to your manager, and ask if you can help track some of these. Maybe you can take a turn counting this month’s inventory or assisting with ordering. Every bit of exposure to the business side of the service center operations will help you grow into a well-rounded leader. You don’t need a title to help a teammate succeed. As an experienced tech, you already have valuable knowledge newer team members need. Make it your habit to welcome new team members, teach them service center standards, and model the teamwork and positivity you want to see. Remember: Leadership is most evident when no one’s watching. Find ways you can help a team member when they’re behind, or offer to train someone on a new service. These small actions don’t go unnoticed.
Last, and most important in your journey: Ask for feedback. All the most successful leaders I know continually ask for one thing: honest feedback. Check in with your manager regularly and ask about what you are doing well and where you might be able to improve. Taking feedback seriously and working to improve those areas of weakness is one of the fastest ways to stand out as someone who is ready for leadership.
Moving up from a front-line position to a leadership role is a very real and attainable goal in the quick lube world. It takes consistency, communication, a willingness to grow, and, most importantly, the desire to help others succeed. Leadership isn’t defined by a title. It’s shown by the way you show up for your team and your guests. The next leadership role might not be posted on a job board. It might be offered to the person who’s already acting like a leader. And that person could be you.
PHOTO: SCOTT HEMPY
SCOTT @OILSTOPINC
SCOTT HEMPY
ALL IN A DAY’S WORK
Whether they’re working on the shop floor or keeping tabs from afar, quick lube leaders put in the hours guiding their teams to success
by Tom Valentino
Working a day on the job in a leadership role at a quick lube shop can sometimes feel like a marathon.
It’s only appropriate, then, that Cody Perkins, service center manager at a Valvoline Instant Oil Change location in Lexington, Kentucky, begins each day by leading his team in a good stretch.
PHOTO: MIKE WILKINSON
“There’s a lot of reaching over your head (in our jobs), so before any shift, any employee—manager included—we stretch,” says Perkins. “You clock in, you get your uniform on, then we go up and have (a list of stretches) that we follow. … It’s really important to make sure our team knows, like, hey, we want you to feel safe and feel comfortable here. … It’s the Valvoline thing. I’ve been here a decade, and they’ve been doing that since day 1.”
Perkins manages a staff of 12 employees, and his three-bay facility services about 50 vehicles per day. Much of his time is spent on the shop floor, serving customers directly and training team members.
The day-to-day grind for Ben Capelle, meanwhile, is far different as a Costa Oil 10-Minute Oil Change franchisee with locations in Mentor-on-the-Lake and Perry, Ohio, although his days are no less busy. In addition to overseeing his two Costa Oil locations, Capelle is the CEO of Laketran, Lake County, Ohio’s regional public transportation system that serves more than 680,000
riders per year with a team of 365 employees and 150 vehicles.
Capelle gets to each of his Costa Oil shops about once a week, but he keeps a finger on the pulse of each shop remotely to ensure business stays smooth. When on site, Capelle, whose previous work experience includes managing a fleet maintenance garage for Clermont County, Ohio, likes to work on vehicles alongside his team.
“I try to work (on the shop floor) with some frequency, so that I stay in touch with what’s going on,” he says. “If something doesn’t work, I want to know.”
In a quest to learn more about a day in the life of quick lube shop leaders, NOLN caught up with Perkins, a service center manager, and Capelle, a multi-store franchise operator, to see what it takes each to be successful each day.
SETTING THE STAGE
The Lexington VIOC opens its doors to customers at 8 a.m. For Perkins, that means arriving at the shop around 7 a.m. to get situated.
“When we first get there, as a service manager, I’m obviously going to make sure my center is ready to go for the team members and the customers that come in,” Perkins says. “The first chunk of the day is getting the store ready and making sure our ducks are in a row.”
That includes checking for corporate communications from Valvoline, such as safety alerts. As team members clock in, they get physically warmed up to prepare for a day of working on vehicles and then huddle up to review roles for the day.
“This is for me to communicate with the team,” Perkins says of the early-morning check-ins. “Here’s what to watch out for. This is what Valvoline has reached out about. It really gets us prepped for the day to make sure we’re doing our job.”
Perkins’ approach to running the Lexington location comes in large part from having worked there for 10 years. He joined the company as a lube technician and worked his way up to his current managerial position that he has held for seven years. It’s a familiar path for VIOC service
PHOTOS: MIKE WILKINSON
Leading by Example
Cody Perkins, left, leads the team at Valvoline Instant Oil Change in Lexington, Kentucky.
center managers, with 95% starting as lube technicians and starting their climb up the ranks with a promotion to assistant manager within 18 to 24 months.
Capelle purchased his Mentoron-the-Lake Costa Oil franchise in October 2022 and then opened his shop in nearby Perry in April 2024. The Mentor-on-the-Lake location, which has a single bay, serves about 18 vehicles per day. In Perry, which has two bays, the daily car count is around 10 to 12 vehicles, with the busiest days seeing over 20. The two stores combined have five employees, some of whom work at both shops with others who are exclusive to a single location.
Much of Capelle’s table setting for the week at Costa Oil takes place from home before the work week officially begins. On Sunday nights, Capelle takes care of payroll and builds out weekly sales reports for his teams. He also takes to social media to schedule ads and respond to customer comments.
GETTING THROUGH THE DAY
Capelle’s Laketran responsibilities take up much of his time during normal business hours, but he is able to check in with his Costa Oil team through an app to ensure employees are clocked in to start the day. He also keeps tabs on his Costa Oil shops remotely throughout the week.
“Usually all day long, I check out my (point-of-sale) app for how many cars are coming through and what sales they’ve done,” Capelle says.
“You always want to see how the day is going. If the team has any issues or problems, they usually tell me about them. So, if something doesn’t go right, they’ll text me.”
Capelle says his processes have evolved in some ways with the opening of a second location.
“Yeah, it’s changed, but it’s also like, you know if you have two locations,
you need to get better at having sys tems and processes and schedules,” Capelle says. “I used to use a website for timekeeping. Now, we have an app which has been way more useful because you can put documents in it and all kinds of stuff. So, it’s all about being able to communicate in different places, making sure my
guys can see their schedules ahead of time.”
The platform Capelle relies on is one he discovered on his own. He credits Costa Oil’s executive team for giving franchise operators leeway to try such tools for the sake of improving efficiency.
Once customers start arriving at the VIOC in Lexington, Perkins says he spends the bulk of his day on the shop floor, either interacting with guests directly or training team members to become leaders themselves.
“Nine out of 10 of our company’s store managers started off as a technician, so everybody’s working their way through that,” he says. “We’re progressing everybody pretty quick. So, while we’re serving guests, we’re training our team members. That would be the majority of my day— ensuring that my trainees have their trainers with them and ensuring the guest is experience is really good.”
Much of Perkins’ daily routine follows a general layout set forth by Valvoline. He has also picked up certain habits from his time shadowing other managers as he rose up the company’s ranks. As one of the more seasoned service center managers in the region, Perkins does periodic check-ins with other nearby Valvoline stores, known within the company as their “Vamily.”
In much the same way that Capelle, as a remote leader, trusts his team to keep things moving along nicely, Perkins says one of the biggest ways his daily routine has changed has been through his willingness to start delegating more tasks to employees even when he’s working side-by-side with them.
“I’m an active manager, I am on the floor. But over the years, you know, I’ve learned to delegate to my team and let them take that responsibility,” Perkins says. “It’s really easy to
COSTA
PHOTOS: TOM VALENTINO
Trust Your Team
Ben Capelle, center, relies on his team at his Costa Oil 10-Minute Oil Change locations to keep things running smoothly when he isn't on site.
want to take over and ensure that everything is being done 100%.
“But, you know, we really want to let our team grow in a safe manner, right? We want to push them to make sure they’re comfortable. Obviously, we’re really big on mental health and all that with our team members. But now as a manager … you understand that taking over everything’s not great for your team. Being a safety net is great, but you’ve got to let them grow. So, that’s probably my biggest thing that I’ve learned over the years. The hurdle is to allow my team to take over and just be there for them when they need me.”
WINNING WITH PEOPLE
For both Capelle and Perkins, successfully running a shop comes down to having great teams at the end of the day.
“Really, it’s all about having good people, right?” says Capelle. “We try to pay a little higher than our competitors so that we can get good people and try to get them to stay as long as we can because that’s what’s going to give a customer a better experience— having experienced (team members) that aren’t miserable.”
Adds Perkins: “When I started here, I thought it was just going to be a better job while I was in school. Cars are cool. I’ve always been interested in cars. A lot of people in this field are. But (my favorite part of the job), by far, is the diverse teams we have. I get to see people from all walks of life and see what they can bring to the table. You’d be really surprised over the years by people exceeding your expectations. Some come in and do a good job, no matter what. But they might show you, ‘hey, how about we do it this way?’ and you’re like, ‘I would have never thought of that.’
“And so, for sure, for me personally, it’s our people. If you invest in your people, your business will show it.”
‘UP AND COMING’ AWARD WINNER IS ALREADY THERE
LEVI WILSON, recipient of PAMA’s Up & Coming Award earlier this year, has found his footing leading Benny’s Car Wash and Oil Change locations in Baton Rouge, Louisiana
by Peter Suciu
Rising Star
Levi Wilson, an area manager for Benny's Car Wash and Oil Change, received PAMA's Up & Coming Award earlier this year.
PHOTO: LEVI WILSON
Making a Difference
Levi Wilson has built a reputation of being eager and ready to help those around him as an area manager for Benny's Car Wash and Oil Change in Louisiana.
The phrase “up and coming” is generally used to describe something that is gaining prominence or someone certain to advance or succeed in their endeavors. In the case of Levi Wilson, the area manager for the chain of Benny’s Car Wash and Oil Change locations in and around Baton Rouge, Louisiana, “Up and Coming” should be seen as a long overdue compliment.
Earlier this year, Wilson received the Up & Coming Award by the Preventive Automotive Maintenance Association at the annual iFLEX trade show. He was one of several distinguished award winners.
The award is presented to individuals in the industry who are considered a “rising star” by demonstrating leadership and commitment to the advancement of the organization and the industry. By all accounts, Wilson exemplifies these traits, and he has demonstrated that he is eager and ready to help others.
WHAT IT MEANS TO BE UP AND COMING
Levi Wilson isn’t exactly a newcomer, as he first entered the industry at the age of 19, fresh out of basic training with the U.S. Army National Guard. It was soon after that he earned a WAFB-TV “Hand It On Award” after taking the time to help a stranded motorist and her young son with a tire change on his day off.
Whether in the shop or out in the world, you treat everyone like they’re your mother and like they’re part of the family.”
– LEVI WILSON
Other drivers passed the woman and her son by, but not Wilson. He jumped into action.
“I was brought up to treat everyone with respect,” Wilson tells National Oil and Lube News. “Whether in the shop or out in the world, you treat everyone like they’re your mother and like they’re part of the family.”
As one of three sons, he continues to share that ethos with the entire team of nearly 80 employees at Benny’s Car Wash and Oil Change. Although not a “car guy,” he still recognizes the importance that the automotive industry holds in our modern life. It is what brings people to work, gets them to school, and takes them to the store.
FINDING FOOTING AND THEN A CAREER
Wilson explains that he never expected a career in the automotive service industry, but he appreciates that every day is an opportunity to learn and grow. That was certainly true when he was barely out of high school and wasn’t sure what he was going to do with his life.
“I ended up at a very good company to work for,” he says. “What is really great about this industry is that you can learn a trade and grow slowly into something that can become a career.”
It wasn’t a straight path for Wilson, who was deployed with his National Guard unit to Kuwait, Iraq, and Jordan. That is also where his training took a unique turn.
“I was a satellite radio technician, and I also re-classed to work as a mechanic on the Army’s UH-60 Black Hawk helicopters,” Wilson adds. “So I was in IT, and I was a mechanic.”
WELCOME BACK, WILSON
After completing his service, Wilson returned to the automotive service industry, where he was ready to make it a career rather than just a post-military job. He tells NOLN that it was a perfect fit. In many ways, his time in the National Guard, working in IT, and as a mechanic helped prepare him for the transition that the automotive service world continues to face, as today’s cars are essentially computers with wheels.
“My experience has helped me understand the rate of change that we’re seeing with cars,” Wilson continues. “We want to make sure that we do everything correctly, and that’s sometimes hard for the customer to see. For them, oil is oil, but you need to be sure you’re using the one specified.”
He is also prepared for the even more radical changes that are on the horizon for the industry, including the greater adoption of hybrids and electric vehicles.
“We’re absolutely ready to take on hybrids, and we see more of those,” Wilson acknowledges. “EVs are still the great unknown, but we’ll just have to see where the industry goes. With a lot in life, you need to take it day by day.”
FOCUSED ON THE FUTURE
As a military veteran and someone who is quickly becoming a veteran in the automotive service space, Wilson has charted his career path carefully, with the aim to help Benny’s Car Wash and Oil Change continue to expand, he says.
The family-owned business has been serving the area for nearly 75 years, and it currently has nine locations, which Wilson hopes to help continue expanding.
“Our shops are already successful, and I’d like to see us get to 10 locations,” says Wilson, who praises the brand’s services that include car
We want to make sure that we do everything correctly, and that’s sometimes hard for the customer to see. For them, oil is oil, but you need to be sure you’re using the one specified.”
– LEVI WILSON
washes with interior cleaning, state inspections, and, of course, oil changes.
Asked where he might see himself in five years or even out as far as the next decade, Wilson didn’t need to think.
His answer: “I’ll still be with Benny’s.”
Team Player
From his time in the National Guard to his current role with Benny's, Levi Wilson has focused on helping those around him.
LEARN TO TAKE A STEP AWAY FROM THE SHOP
your presence or guidance will allow that time to raise kids, pursue other hobbies, spend time with friends and family, and other important life events outside of work.
“When you create a business, live there every day, and put in those ... hours, 16 hours a day—six, seven days a week—for how many years can you do that?” asks Rogers. “You know, there comes a point where something’s got to give. Your family suffers, your kids don’t know you. I can’t imagine a worse scenario than having a beautiful family and not being able to spend time with them.”
David Rogers, CEO of Auto Profit Masters and Automated Marketing Group, shares how he’s managed to run multiple auto businesses remotely—and how it’s benefited both him and his shop
BY KACEY FREDERICK
REMEMBER THE FEELING OF first becoming a shop owner? The excitement of embarking on a new adventure? It’s a feeling only some have the privilege of knowing—but, eventually, most will want to settle down.
There’s a time and a place to be active and hands-on with your business. But there’s also a time to learn to step away, and to let the shop learn to function without you holding its hand. It won’t happen magically, but only through focused direction and planning on your part.
and bringing another million in the next year and a half a er.
Rogers is also the founder of Shop4D, a software platform designed to help run various types of automotive businesses remotely, in an effort to help other business owners learn to take a step away from their own shop.
Now, he speaks with NOLN on how to lay some basic groundwork to not just take a more hands-off approach, but to open the gates for a new generation to come in with fresh ideas.
A huge part of laying the groundwork to be able to one day step away is ensuring you have solid numbers on the performance of your business. Building up a shop with strong numbers and organized data will not only make it easier for you to eventually be more hands-off, but banks will also lend more readily when you have solid metrics and processes.
This data can help you see what you’re doing well—and not so well— and is something that can be gained through implementing a shop management program. It’s important to research all the options available, though, and to choose something that meets the specific needs of your shop. It should also be something that’s easy to use for your employees.
Get a Grasp of Your Numbers
As CEO of Auto Profit Masters and the Automated Marketing Group, David Rogers has seen this play out with shop owners many times. He’s managed to master the art of running a shop from offsite, having operated Keller Bros. Auto Repair remotely— along with his other companies—a er doubling business in the first year,
Whatever point you are at in your career, there will likely come a time when you will want to take a step back. It’s easy to spend long hours in the shop every day at first, but decades of it can put a strain on your personal life. Learning how to build up an operation that can run without
“Some programs are designed to grow your business, so it’s important to understand them and to utilize one that helps you and gives your employees a clear understanding of what they must accomplish and how to do it,” explains Rogers. “If the program’s not helping you do that, you may not have the right program.”
Until you are able to take a more hands-off approach, Rogers also reminds that owners should be accounting for that in how they are paying themselves.
“If you’re necessary in your shop, if
you’re there—and especially if you’re there, working in some sort of general management capacity—but not paying yourself that salary on top of your ownership compensation, then you’re really just making the business harder to sell,” explains Rogers. “So, if your goal someday is to retire and sell out, you need to think about that.”
Hire on Merit— Not Favorability
Putting in place a reliable manager is another critical piece of building a shop that can run without you, but a mistake Rogers often sees shop owners make is simply putting someone that they happen to like in that role, such as a friend or relative. This can make it difficult to navigate work issues without it becoming personal.
“If you put somebody else in there just because you trust them, or you think they’re a nice girl or nice boy or whatever, yadda, yadda, yadda— none of that matters,” remarks Rogers. “Because now you’ve got all these relationship dynamics that must be navigated, and that are going to cause harm to you, your family, and to your business if you hold someone accountable.
“Don’t hire anyone you can’t happily fire. If I can’t look you in the eye and release you tomorrow for non-performance, I don’t want to hire you today.”
A manager should show passion, motivation for improving the business and how it operates, and have a firm grasp on the shop’s finances, metrics, and what all of it means.
And if you want employees in place who will gladly carry on the business when you aren’t there, you must ensure you have a proper pay structure set up for your entire staff. Work on developing a compensation plan that motivates your employees to stay there, and that incentivizes improvement and growth. It’s important to exercise extreme caution with pay plans, though, and to make sure you realize the result of any changes you may implement.
Let the Next Generation Elevate Your Business
Additionally, if you want your business to evolve with consumer needs and expectations, have a fresh, motivated set of eyes come in and help expand your understanding. Let your younger team members get
involved in shop processes. Invite them to share ideas, criticisms, and suggestions. Welcome them into the inner workings of the business, and allow them to take a look in.
“We’re seeing so much drastic, rapid change in society today; things have been changing for a long time. Sometimes, when you’re the guy who starts something—you’re the inventor, you do a great job, you invent something wonderful, and you’ve got it where you want it to be. But it’s that next generation that’s coming up behind you that’s going to take it to a whole nother level,” says Rogers. “If you can tie that into a very easyto-follow process, what you begin to see is a culmination of some of the greatest shops in America today.”
You have to practice some judgment when hiring team members—especially management roles—but, at the same time, you can’t expect anyone to walk in, knowing exactly how you’re wanting things to work or improve. A workplace rife with support for team members and opportunities to advance their career will be the best way to have a trustworthy, confident team.
The Importance of Being Nice
How kindness can impact your staff and business
BY AMBER KOSSAK, CEO OF SOLID START
“It is nice to be important, but it is more important to be nice!”
Some say “soft skills” can be of the most importance when dealing with people. How much more important is it to utilize these skills when dealing with your team? For some reason, the word “nice” is not appreciated as much today as it used to be. Some even view being nice as a weakness. However, expressing kindness is not a weakness, it is a strength!
Attributes of kindness include being thoughtful, considerate, genuine, and so much more. You can tell people appreciate being treated with respect. Were you aware that being nice has benefits not only for the receiver but also for the giver?
Trust the Science
Being nice has many benefits, not just for others but for us. Research has found that being nice to others boosts our serotonin. Serotonin is a neurotransmitter that carries signals throughout our nervous system. It is also a mood regulator, the body’s natural feel-good chemical. How striking that we are designed in such a way that when we make others feel good it makes us feel good as well.
Other research has shown how kindness reduces stress and even helps you live longer. Imagine how much better you feel after you have helped someone, after you have helped them solve a problem. It is not about you, but you know you helped someone— how rewarding. You know you were kind, you were considerate, you smiled and shared with them something that may have helped you.
Trust the Economics
especially efficient, attentive, or pleasant to the customers can add to the volume of business.
Would more customers be good for your bottom line? Certainly. Being thoughtful and considerate really does pay dividends.
If your frontline greeter is a grouch or complainer—even if your whole operation is efficient—the atmosphere will be stained. Some customers may decide to look for another place to have their vehicles serviced.
On the other hand, if your staff is not only efficient but also has an uplifting attitude and gives their attention to customers, it will be felt. An atmosphere that lifts spirits will always be a positive for your people and business.
Importance vs. Self-Importance
Why, then, are people sometimes unkind or even mean? There are many reasons. It can simply be a matter of being stressed out. We’ve all had bad days where we’re caught up in our thoughts, causing us to be distracted and unintentionally inconsiderate.
“An atmosphere that lifts spirits will always be a positive for your people and business.
Amber Kossak, CEO of Solid Start
A lot of people fail to recognize the economic value of being nice. This is not what motivates our kindness, but it is common sense. Thomas Sowell, in his book Knowledge and Decisions, tells how being nice is good for business. He begins by stating that soft skills like punctuality and kindness can get so taken for granted that we tend to undervalue them.
For example, if an attendant who does not show up promptly to help with rush-hour business can cause customers to take their vehicle to another service center, where they can be taken care of more efficiently and in a timely manner. By the same token, another attendant who is
CONFIDENCE VS. PRIDE
Sometimes people can be caught up in their own self-importance. This is different from having a healthy sense of self-worth.
Everyone is important in an organization. We may have different roles, but each plays a part in the success of the team. An overweening pride, however, can cause some people to feel they are not getting the recognition they deserve. This self-preoccupation can result in a loss of perspective. If this is permitted to gnaw in one’s gut it can make them bitter, unpleasant, and even sometimes mean.
In this era of analytics in which everything seems to be getting measured, we can easily overlook the value of character qualities. It’s easy to measure car counts. It’s not so easy to measure “nice”—its value is unmeasurable to you, your business, and people! Remember, “It is nice to be important, but it’s more important to be nice.”
Amber Kossak is the CEO of Solid Start, manufacturer of True Brand Products. She has been in the automotive industry for almost 20 years and is serving on the AOCA board of directors. She can be contacted at kossak@solidstart.com. For more information please visit solidstart.com.
DO THE JOB RIGHT— AND RI GHT ON TIME
Speedy Lube in Bozeman, Montana, aims for quick service—but not at the expense of high quality
BY CAROL BADARACCO PADGETT
NO MATTER WHERE A QUICK lube sits, to be successful, it’s got to be in tune with the needs and speeds of the local community.
Travis Miller, owner of Speedy Lube
in Bozeman, Montana, understands this well. And yet, there is such a thing as too fast in the quick lube world, he has found.
Here’s what works for Miller, who
came on board at Speedy Lube in 1992 and steadily worked his way up to the position of owner by 2020.
First off, Bozeman is a college town—one that runs non-stop. It’s
We do want speed, but we never want to go too fast and compromise quality. ... And if anyone complains, we go back to them.”
–TRAVIS
MILLER, OWNER OF SPEEDY LUBE IN BOZEMAN, MONTANA
pricey and fast-growing compared to the rest of Montana, Miller reports, so much so that Montanans refer to it as “Bozeangeles.”
“We stay extremely busy,” Miller confirms. “And for the most part, the business stays lined up with cars from the time we open until we can’t take cars anymore.”
Speedy Lube averages 50 to 60 cars per day, and on a holiday weekend it’s closer to 80. On promo days, Miller says the car count climbs to 100, which is a number he doesn’t actually prefer.
Quality First, Speed Second
The steady Speedy Lube model started with the owner before Miller, he says, giving him a strong foundation to build upon.
Strong, but within reason.
Fifteen minutes is about the average speed in Speedy Lube’s three bays, two of which are devoted solely to oil change. “We do lots of four-wheel drives since we’re in the mountains,” Miller notes.
His team consists of an ample five to six people per vehicle who cover everything with meticulous detail— all fluids, differentials, filters, lights, and wiper blades.
“We do want speed, but we never want to go too fast and compromise quality,” Miller says. “And if anyone complains, we go back to them.”
In addition to well-staffed bays, Miller has a method for making sure the steady pace doesn’t stall.
“We try to cross-train our employees so that if the person under the hood runs into an issue and it’s taking him longer, another person can jump in and help,” he says.
During any incident that poses a possible slowdown in one bay, the Speedy Lube team is mindfully keeping the other two bays moving. “We resolve the situation, and we’re back up to full speed that way, and we’re not playing catchup,” Miller says.
Planning for Vehicles and Variables
To be successful from the get-go, Miller says quick lube owners must carefully assess the types of vehicles in their area. The vehicles serviced at Speedy Lube, for example, are heavily four-wheel drive models.
“A Camry might take just two minutes in the bay,” Miller quips. “But whatever types of vehicles you see the most, train your manager and the team to keep going—steadily.”
At Speedy Lube, Miller has noticed that his team works faster with just a few cars in line. “But if we’re 20 deep and they can’t see the end in sight, we make sure there’s a manager out there to help.”
Miller uses incentives to make sure his managers stay focused, as well.
“The incentives aren’t necessarily based on time,” he notes. Instead, they are focused more on labor. And his managers stand to gain the most when labor is strong and continues along at a decent clip.
“If anybody is out there just ho-humming along, it affects the labor and the amount of managers’ incentives,” Miller adds.
Tuning Up the Team
Staffing naturally affects speed in an industry where timing is everything. And no surprise, finding and retaining high-quality employees is the biggest struggle Miller says he faces.
“I try to staff my shops differently, so I have some young people but I also have some older people to balance it out,” Miller describes. “I’ve been to shops where it’s all young kids, and I like to see some older people there.”
So, Miller’s team includes three people in their 50s, a couple of techs in their 40s, and his own two high school-age kids among the younger workers.
As at any quick lube, the greeter who first sees a customer is a critical component of Speedy Lube’s success.
“We have someone with an iPad meet the customer at their vehicle as soon as they pull in,” Miller notes. That greeter pulls up the license plate, determines if the customer is a regular or not, talks about their vehicle, and walks them through any recommended service.
Like all other services at Speedy Lube, the initial interaction is friendly, professional, and quick— but never rushed.
For Miller, who grew up in a small town and worked at the family gas station, then became a financial advisor up until the attacks of Sept. 11, 2001, the automotive industry and Speedy Lube, in particular, is dear.
“We do want speed, but we’re not necessarily faster than anybody else. We’re more than just the drain fill,” he notes.
Speedy Lube in Bozeman is profitable—in as peaceful a way as possible.
Vendors vs. Partners
Move Your Quick Lube Business Forward Through Support and Training
BY SPIRO MOROGIANNIS, TRAINING PROGRAM MANAGER & BGU INSTRUCTOR
In the automotive industry, strong partnerships and outside shop support have proven to be important, time and again. The industry has a constantly changing climate with factors such as technician and customer service training, market trends, parts/supplies availability, and more. With so many moving parts, it is essential to make strategic partnership choices that lead your shop and team to success.
This is why I make it a point to ask shops: Do you work with vendors or partners?
How They Differ
A vendor drops off the products you need when they can get to you. They supply the bare minimum to the needs you are trying to fulfill. When you call, they respond during normal business hours. Does this sound familiar?
A partner does everything to ensure you have not only what you need but also provides tools and solutions for areas that could be improved. They include training for the best interests of your business, and they educate, support, and help create an “easy button” for your long-term success. They care about how your business performs. You’ll experience a level of commitment beyond what you get from vendors.
A partner increases your opportunity and profitability with their value; a vendor simply offers basic service.
Why Partnerships Matter
You shouldn’t have to settle for the bare minimum service when it comes to your business. Having partners that are committed to you beyond the products they sell is the key piece of your shop’s success puzzle, especially when you rely on the products/services outside of what you can control. This goes for parts/supplies, automotive fluids, preventive maintenance services, and shop management systems. If you are offered quality training and resources through a provider that simplifies your business or improves your profitability, you have a partner. If their support and service save you time while creating ease through their processes, you have a business partner. Any business you
purchase from that doesn’t provide this level of service is nothing but a vendor. A partner goes beyond your minimum needs and is dedicated to setting you up for success.
Why Training Is Key
There is never too much training that you can undergo in our ever-changing industry, and there is no substitute for good training. When quality training is offered (especially at a low or no cost to your shop), you and your team can gain skills and expertise. Techs want training, and staff want development in their customer-facing roles. If these are offered by a company you conduct business with, it’s a no-brainer to unlock all its true benefits for your business.
Training offers your new hires expertise, teaches them new skills, and boosts their confidence so you can capitalize faster as a quick lube shop owner. It empowers established techs by helping them hone their skills and stay up to date on industry trends. Customer service and sales training introduces improved approaches to better customer interaction, which help shops not only save valuable time, but also drive customer retention so your customers keep coming back.
Training is not only important for the success of your business, but it shows your team that you are willing to invest in their betterment, which in turn helps retain your top performers. Training benefits everyone in the automotive repair industry, from quick lube business models to full automotive repair — and that’s why it is essential to invest in it especially if you have a business partner who is willing to provide that as part of their service.
Final Thoughts
Products are crucial to the growth and success of your shop, but products alone aren’t enough. Great products will not make up for poorly trained personnel. You need premier products and outstanding training to deliver top-notch service and scale new heights in the industry.
You’re probably aware that your team is the most powerful asset you have, and that’s why you must invest in their training and development. Utilize your partners to elevate your team through their expertise and knowledge.
A great partnership goes beyond just products.
MAKING SMART MOVES
Moving
a quick lube shop to
a
new
location presents challenges, but a thoughtful approach can pay big dividends
BY ENID BURNS
MAKING A MOVE, WHETHER it’s home or business, is a daunting task. It involves finding a new location, planning, packing, unpacking, and getting set up for operation. A quick lube shop has equipment and tools that discourage an owner from moving. It is, however, beneficial to be in the right space, whether that means location, size, or both factors.
The move also requires marketing and outreach to existing and new customers to communicate about the location change.
The Challenge
A two-bay shop near the highway in Jamestown, North Dakota, quickly became cramped and too small to
keep up with customer demand. This situation was evident soon after the shop was purchased from its previous owner.
“I opened in 2017 in a shop that I had managed 20 years before that,” Pit Stop Lube Express owner Mike Hansen tells NOLN. “We outgrew it right away. We started doing tires and brakes, not just oil changes.”
Hansen moved his shop in 2000. People presented more of the challenge than the logistics of moving the shop.
“There were a lot of doubting Thomases that thought I was crazy for moving off the interstate,” explains Hansen. “The owner of the old shop (building) wanted me to buy it and expand it.”
The Solutions
Pit Stop Lube Express found a new location in the center of town, and all the pieces fell into place. “We renovated a building that’s 100 years old. It’s an all-brick, old structure. It looks good, well kept, and appealing,” says Hansen.
“We were questioned quite a bit about why we were moving away from the interstate,” Hansen continues.
The building had been a Dodge dealership. A quick lube business was within the zoning parameters, so there were no hurdles to overcome with new zoning. The city was happy about the interest in the site.
“We’re in the Renaissance zone, so they appreciate that we’re keeping
the old building, keeping it viable,” Hansen states.
The Aftermath
The old brick building underwent approximately $300,000 in renovations. Pit Stop Lube Express converted the shop into a drivethrough facility with three bays, each positioned to face the others, maximizing space. The fourth bay is used for equipment and storage for inventory.
Moving equipment was not the headache some might expect.
“The tanks are double-walled. They already have the built-in barriers,” says Hansen.
Renovations to the old building brought it up to date.
“We put in all new plumbing, all new reels, all new hoses. Everything is brand new,” Hansen explains. “The fire department all gave it a thumbs up.”
One challenge Hansen sees is building up the staff size. While the shop increased in size and capacity, staffing remains an issue. He has five staff members.
“We expanded, we added,” he says. “We are slimlined now because nobody wants to work. It’s hard to get people in.
“Right now, there are just five of us. My son is the manager.”
The Takeaway
An increase in bays allowed the car count to grow. Extra storage space is a necessary bonus as inventory has increased over the years with more viscosities required to service a wide variety of vehicles.
“When I managed the shop 25 or 30 years ago, there were seven viscosities,” Hansen explains. “We now keep 20 to 30 viscosities.”
Over the years, the industry has seen upgrades in equipment used. The shop was able to upgrade with
new and existing tools and equipment. Learning to optimize the new shop was not difficult. “The equipment was pretty similar to the other shop,” Hansen states.
Still, Pit Stop Lube Express has experienced a marked increase in business since moving to the center of town.
“The shop ended up being in the total center of the population in Jamestown, which I knew would be beneficial,” Hansen exclaims.
“We doubled our business within three months. Now, we’re probably fourfold since we moved from the other location. We do about 32 cars a day, which is our average right now.”
Promoting the business after the move was essential and successful.
“We worked hand-in-hand with two radio stations,” Hansen details.
“Facebook is huge for us with advertising.”
Pit Stop Lube Express expanded from two bays to four bays, although one bay is dedicated to equipment and storage. The investment in the move—including renovating an old building—made for an attractive location that is conveniently close to the population center. Hansen experienced immediate growth that has continued since its opening in the center of town.
The new shop is located in an attractive old brick building, although the facility renovations make it feel new and easy to work in. Pit Stop Lube Express has found the best of old and new with its new location, which continues to see new business.
Sharp Leadership Starts with Finding Balance Within
By creating growth and change in yourself, you re-energize your being to be able to continue to practice all the habits of a successful lube manager
Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations.
He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.
WE HAVE ARRIVED AT THE FINAL INSTALLment of our 7 Habits of an Effective Lube Manager series: Sharpen the saw. What does that mean? It means that you must maintain and sharpen the most valuable tool that you have—yourself. You need to create a balanced program between four areas of your life. They are the physical, emotional/social well-being, mental, and spiritual sides of yourself.
As you do things to create a balance in your life, you are creating growth and change in yourself, you re-energize your being to be able to continue to practice the other six habit areas. Without taking the time to work on your own balance, you will find that you will become a prickly person. Worn-out body, short-tempered, and selfish in actions. That is not what we want to be as leaders. So how can we create this recharge?
Take time to do things that you want to do in your time off. We know that you are working 50 to 60 hours a week in an outside environment. When it is cold, you are cold. When it is hot, you are hot. This can quickly drain you mentally. So, create a work/life balance that you can maintain week after week. Maybe you like music, so find a concert to go attend. You might be that person that likes learning new things or going on trips through history, so maybe you will visit a museum and relax. Whatever it is that you like to do, make sure that you add it into your life weekly.
Another thing that many people do is start to work on their physical self. Working out for an hour a day a few times a week will not only improve your physical body, but also create
a better emotional self as you start to see the fruits of that labor. You are building a habit of continuous growth and change that will help you move upwards and become a more efficient individual, especially when you do them in a balance and not overindulge in one area. As you build habits that you enjoy doing, it brings a balance to the stresses at the jobsite.
How does this make you a more effective shop manager? Besides the fact that you will be energized in the business each day, you may start to see the changes that you are making, and your crew is too. Let us say that you are working on your body health with gym time and changes in diet. You are starting to lose some weight, and have more energy and a cheerful outlook. Your assistant manager has seen what you have done and what it has done for your life. Now they want to do the same thing and get the same results. You are motivating others to make positive life habits by just doing them yourself. And this can and will continue to roll along from one person to another and another.
To be a highly effective lube manager, it takes dedication to creating processes and habits to make you and your team the gears that keep it running. I hope that each of you who read these articles can take one thing from them to make a positive change in your business or your downtime, as this submission talks about. Do not be afraid to reread a section and change what you did. That is the point of all of this—sharpening your team and yourself to become not just a highly effective lube manager, but a full shop team!
PHOTO: LUCAS MOORE
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