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CELEBRATING WOMEN IN COLLISION REPAIR
AT A RECENT Women's Industry Network (WIN) reception, I introduced myself to one of the attendees, noting I was a longtime supporter of their mission but it was my first time attending a reception. When asked why I hadn't attended before, I shrugged, and a bit redfaced, admitted I felt like I was crashing the party. My host reminded me men are welcome to all WIN events, including the annual conference, which this year is held May 5-7 in Orlando and to which FenderBender has regularly attended. I conceded she was right and pledged to be more involved in person in the future.
As part of the International Women's Day March 8 and Women's History Month for March, we wanted to shine the spotlight on some of the women who make our collision repair industry great. You can read more about the WIN Conference, as well the history of WIN, in this issue.
We talked with five women from various roles in the collision repair industry, including a painter and a CEO, to get their views on women in our industry.
As a father of three strong-willed women who have faced their share of sexism in male-dominant workplaces, I was particularly drawn to this quote from 3M's Paige Wogahn, an application engineer at 3M Automotive’s Aftermarket Division.
“There’s a lot of men in this field who think they can do it better than you, but you need to show them. Take the reins and take initiative.”
At a time in which we face a technician shortage and ever-increasing repair
complexity, we need to make sure women feel welcome in all areas of our industry. Read how Laura Kottschade, featured on the cover, has picked up the ball and run with her parents' Jerry's Abra Auto Body.
"This isn't a ‘man's’ world,’ she says. "This is a career, and if you put your mind to it, you can do it. If you can’t lift that door up or put a box back on a truck, don't worry…a lot of men can't, either.”
JAY SICHT EDITOR-IN-CHIEF jsicht@endeavorb2b.com
PREPARING TO SELL IN 2025
By JAY SICHT
AT FENDERBENDER, we’re committed to helping collision repair shop owners and operators amke money, save money, and work smarter. But it’s inevitable that some of our readers are considering selling their business.
In a recent CollisionCast, I spoke with President Chris Lane and Senior Associate Madeleine Roberts Rich, of collision repair mergers and acquisitions advisory firm Focus Advisors, to learn more about how owners and operators can plan for an exit.
Lane says valuations have held steady, even with rising interest rates, and he looks for that trend to continue this year.
There are four steps to a sale, the two say. “A lot of people sort of gloss over that preparation stage, but it ends up being one of the most important,” Lane says. “And it’s because what you’re presenting to a buyer isn’t just the best parts of your business. You need to present your liabilities, too.”
Rich points out that while potential suitors often try to lock a seller into an exclusive deal, “better outcomes can come from unlocking a competitive bidding process.”
At the same time, there is a qualitative aspect to offers for sellers to consider, such as “who you’re doing the deal with, whether you trust them, what kind of opportunities you think they might have for your loyal employees, whether they’re going to keep your name on the building or not, and what the lease terms will be.”
Learn more by find CollisionCast on your favorite platform, or scan the QR code.
WINNING FOR COLLISION: THE STORY OF THE WOMEN’S INDUSTRY NETWORK
by ABDULLA GAAFARELKHALIFA
IN AN INDUSTRY historically dominated by men, the Women’s Industry Network (WIN) has been a beacon of change, fostering an inclusive environment for women in the collision repair sector.
Founded nearly two decades ago, WIN has remained steadfast in its mission to attract, develop, and promote women within this field, making significant strides in an industry where female representation remains low.
A Mission Rooted in Empowerment
“Our mission is very simple. We want to attract, develop, and promote women in collision repair professions,”says Liz Stein, vice president of strategic initiatives at Certified Collision Group and current WIN chair.
This nonprofit organization is dedicated to recognizing excellence, promoting leadership, and fostering a network among women who are shaping the industry.
Since its inception, WIN has focused on addressing the cultural and social stigmas that have traditionally kept women out of the collision repair industry.
“The women who founded WIN had a clear mission and goals in mind, and it’s exciting to see that almost 20 years later, the foundation of WIN is still living strong,” says Cheryl Boswell, CFO and partner for DCR Systems and a past WIN chair.
Challenges and Barriers
According to the 2024 FenderBenderIndustry
Survey, seven percent of those who took it identified as female. Meanwhile, women make up 47 percent of the employed population, according to the U.S. Bureau of Labor Statistics. These are not positive realities about the industry, especially with an ongoing tech shortage.
Boswell points out that part of the solution lies in education and awareness.
“As an industry, we need to promote how diverse this industry is and how many opportunities there are within the collision repair industry,” she explains.
WIN recognizes that attracting more women to the industry requires a multifaceted approach. This includes promoting the industry to educators and schools, highlighting the various career opportunities available, and emphasizing that a college degree is not always necessary for a successful career in collision repair. “There are so many different types of positions and opportunities for people,” Boswell notes.
Initiatives and Support Systems
WIN has implemented several initiatives to support women entering and advancing in the collision repair industry. One of the
Cheryl Boswell is the chief finance officer and partner for DCR Systems and a past WIN chair.
most impactful is its scholarship program. In the past year alone, WIN has awarded 32 scholarships totaling over $50,000, along with providing tools to the recipients. “Tools are essential when you’re going into a body shop, and we gave that first set to those women to help them start their careers,” Stein explains.Professional development is another cornerstone of WIN’s efforts. The organization offers webinars, educational series, and an annual conference designed to help women develop both soft and technical skills. These programs cover a wide range of topics, from leadership and multitasking to technical subjects like advanced driver assistance systems (ADAS). “We want to elevate women, whether it’s through soft skills or technical classes,” Stein says.
Conferences and Networking
WIN’s annual conference is a highlight for many members, providing a platform
for education, networking, and recognition. Unlike other industry conferences, WIN’s events focus heavily on educational opportunities and addressing current industry topics. The conference also includes the celebration of the Most Influential Women awards, a tradition inherited from AkzoNobel Vehicle Refinishes. “One of our nights at the conference is dedicated to celebrating our Most Influential Women,” Stein said.
Networking is a crucial component of WIN’s conferences and regional events. These gatherings help women build connections, receive mentorship, and develop their careers. “Making connections with other businesses and individuals I might not have crossed paths with has been invaluable,” Boswell says.
The opportunities will continue this year with the next WIN conference, themed “Creating Your Own Magic,” at the Hilton Orlando
Lake Buena Vista – Disney Springs Area in Lake Buena Vista, Florida.
Last year, the conference had a scholarship fundraiser walk that raised nearly $10,000. That amount, along with general fund commitments, helped WIN raise $30,000 in total in 2024.
Aside from networking and fundraising, conferences are a great tool to find a mentor.
Mentorship and Personal Growth
Mentorship plays a significant role in WIN’s impact on its members. Both formal and informal mentorship opportunities are available, helping women navigate their careers and personal lives.
“The mentorship I’ve received from women in WIN has been a huge part of my success,” Stein says.
WIN’s mentorship extends beyond professional development, offering support for personal challenges as well.Boswell recalls
advice from a mentor that resonated with her: “Give yourself grace.”
Generational Shifts and Future Outlook
As WIN approaches its 20th anniversary, the organization continues to adapt to the evolving needs of its members. While many challenges remain the same, there are notable generational shifts.
Younger women entering the industry today often have more confidence and are more likely to advocate for themselves. Stein observes this change in her own daughters, who exhibit a level of confidence she didn’t have at their age. Despite these positive changes, the need for advocacy and support remains. Women in the industry still face challenges in promoting their achievements and advocating for themselves.
This issue is even highlighted in a 2019 Harvard study titled “The Gender Gap in SelfPromotion.” The study was also mentioned in
a 2022 blog post by the Professional & Executive Development wing of the Harvard Division of Continuing Education.
“If you don’t self-promote, your contributions will probably not be visible nor recognized, which will limit your ability to get a promotion, a raise, or important projects that will help you advance in your career,”
Areen Shahbari, CEO of Shahbari Training & Consultancy and an instructor at the Harvard Extension School and Harvard DCE Professional & Executive Development, wrote in the blog post.
“You work for a company; you want to bring value to the company; and you want to show that value so your manager can understand better how to utilize and maximize the knowledge and skills you bring in a way that benefits the company further and helps it move forward,” she said. “Staying in the shadows does not serve you, your manager, your team, or your company.”
PAINTERS USE PAINT PROS USE XP
Why do so many shops choose Cromax® XP? Maybe it’s because they can achieve a premium finish in as few as two coats. Or that it’s easy to mix, match, and apply. It could also be having access to the most innovative digital color match tools. But we’d like to think it’s all of it.
See what sets Cromax® XP apart from the competition. axalta.us/xp
Liz Stein is vice president of strategic initiatives at Certified Collision Group and current WIN chair.
AXALTA COATING SYSTEMS
LIGHT HITS
FIX AUTO HOUSTON ACHIEVES FORD CERTIFICATION
Fix Auto USA announced that Fix Auto Houston, owned by Kevin Taylor, has officially earned a Ford certification.
Fix Auto Houston also holds other certifications including:
• I-CAR Platinum
• I-CAR Gold
• ASE
• Rivian
• GM
Kevin Taylor, owner of Fix Auto Houston, stated, “For me, this certification represents not just a step forward for the business, but a reflection of the hard work and dedication from our entire team. At Fix Auto Houston, we continually invest in the latest training and best-in-class partners to provide the highest level of service to our customers.”
Fix Auto Houston, opened in 2023, marked the first Fix Auto USA location in Texas. Damien Reyna, COO of US Collision, added, “Kevin and his team’s commitment to quality and continuous improvement is exactly what we strive for in all of our Fix Auto locations.”
CARSTAR OWNERS SHOW RESILIENCE AFTER PASADENA FIRE
Armen and Datevig Daghlian, owners of CARSTAR Douglas Auto Body & Paint, faced a devastating fire on January 7 in Pasadena, California, which destroyed their home. Despite being left homeless and struggling with gaps in their home insurance, they have shown incredible resilience.
The family has moved four times, facing high rental prices. On the night of the fire, they alerted neighbors and helped an elderly man evacuate. Armen expressed gratitude for the overwhelming support from their community.
Their business remains stable, thanks to their dedicated team. They are committed to rebuilding their home and stability.
A GoFundMe page has been set up to support their efforts.
TOPDON US AND VEHICLES FOR CHANGE PARTNER TO OFFER TRAINING
TOPDON US has partnered with Vehicles for Change (VFC) to provide automotive training and transportation to those in need through the TOPUP initiative.
TOPDON will donate professional diagnostic tools to VFC’s training locations to support justice-involved students working towards their ASE certification.
VFC operates a retail service garage offering various auto repair services under ASE certified mechanics.
The organization aims to empower lowincome families with reliable transportation and provide career opportunities for justiceinvolved individuals. Since 1999, VFC has awarded over 8,000 cars to low-income families, benefiting more than 28,000 people.
AUTOZONE VP ENTERS AACF BOARD OF TRUSTEES
The Automotive Aftermarket Charitable Foundation (AACF) has appointed Ken Jaycox to its board of trustees.
Jaycox, currently the senior vice president, commercial at AutoZone, brings over 30 years of leadership experience from various industries, including steel and beverages.
His background includes roles at United States Steel, Coca-Cola, Compass Group, and Sysco. Jaycox holds a BA in Communication and Marketing from Saint Louis University.
Jaycox expressed his excitement about joining the AACF Board, emphasizing his commitment to supporting automotive aftermarket professionals and their families. John Kairys, AACF’s Executive Director, praised Jaycox’s compassion and leadership, highlighting his alignment with the foundation’s mission.
COLLISION STUDENTS ELIGIBLE FOR $800,000 IN SCHOLARSHIPS
The University of the Aftermarket Foundation (UAF) is offering over $800,000 in scholarships for the 2025-26 academic year. These scholarships are available to students enrolled in four-year and two-year colleges, as well as ASE/NATEF certified automotive, collision, and heavy-duty/diesel post-secondary programs.
Students can apply through the streamlined, mobile-ready portals at AutomotiveScholarships.com and HeavyDutyScholarships.com by March 31. By completing a single application, students will be considered for multiple scholarships. The websites provide details on all available scholarships
and allow applicants to update their applications until the deadline.
Roger McCollum, chairman of UAF, encourages students to apply early to take advantage of the record-setting scholarship funds available this year.
ASE EDUCATION FOUNDATION ANNOUNCES NEW OFFICERS AND BOARD MEMBERS
The ASE Education Foundation has announced its new officers and board members for the coming year. The new chair is Dwayne Myers, president and CEO of Dynamic Automotive.
Brian LaCroix, automotive instructor at Capital Region BOCES, is the vice chair. Jim Sennett, manager of automotive repair programs for AAA, is the treasurer, and Fay Watts, TSO technician development manager for Ford, is the secretary. Joelle Pollak, cofounder of Promotive, serves as past chair.
New board members include Andrew Graham, automotive instructor at Forsyth Central High School in Georgia, and Doug Wilberg, senior manager of the Military Transitions Program with Caliber Collision Centers. Departing board members are Mitch Becker, Dennis Harden, Eric Kenar, and Trey Michael.
Mike Coley, ASE Education Foundation president, expressed gratitude for the contributions of both current and past board members, emphasizing their importance in addressing the technician shortage and advancing initiatives in the transportation industry.
NACAT CONFERENCE COMING SOON
The North American Council of Automotive Teachers (NACAT) conference and expo is coming to Detroit, Michigan, from June 9-12.
“NACAT is an organization that was founded for automotive teachers by automotive teachers,” NACAT President Drew Barnes told FenderBender in a 2024 interview.
“As you transition from the industry into education, it’s a whole different world,” Barnes explained. “Much of the training provided by school districts and
universities doesn’t really cater to the automotive instructor.”
Aside from training opportunities for teachers to stay informed about the latest changes in the automotive repair space, attendees can also expect meet-and-greets, a BBQ, keynote speakers, and more.
CRASH CHAMPIONS OPENS SEVENTH NEW MEXICO LOCATION
Crash Champions, a leading automotive collision repair operator, has opened its seventh location in New Mexico.
The new 10,000-square-foot facility in Albuquerque opened on January 13, 2025. This marks the second new construction facility for Crash Champions this year, following the opening of their Land O’ Lakes, Florida repair center on January 6.
The new Albuquerque location boasts I-CAR Gold Class certification and advanced tooling and equipment. Crash Champions operates over 650 locations in 38 states and Washington D.C., and is a preferred repair center for many leading automotive insurance providers.
GEORGE ARRANTS OF ASE A FEATURED PANELIST AT NADA
George Arrants, vice president of the ASE Education Foundation, will be a featured panelist at the 2025 National Automobile Dealers Association (NADA) event in New Orleans.
The panel, titled “Finding and Keeping Technicians,” will take place on January 24 at 3:30 p.m. in room 215 of the Ernest N. Morial Convention Center.
The discussion will address the shortage of qualified technicians and provide strategies for recruitment and retention.
BENDPAK ANNOUNCES NEW LEADERS
BendPak has added new members to its management team.
Sean Price is now the director of quality control, product development, and management for the Special Products Division.
David Reunert has taken over as director of sales operations.
Tyler Rex has rejoined as senior director of marketing.
ENLYTE’S 2025 TRENDS REPORT EXAMINES ‘THE YEAR OF GENERATIVE AI’
Enlyte's 2025 Envision Trends Report highlights the impact of generative AI on the P&C industry.
The report covers key issues such as data analytics, mental health's influence on claims, and provider shortages.
It also discusses the effects of the 2024 election on the industry and emerging trends in collision claims.
Enlyte's CEO, Alex Sun, emphasizes the company's unique perspective and history of AI innovations in addressing these challenges.
CRASH CHAMPIONS PARTNERS WITH SONY HONDA MOBILITY
Sony Honda Mobility of America will partner with Crash Champions to provide comprehensive vehicle repair and maintenance services for Sony Honda Mobility’s car brand Afeela, according a press release.
The partnership delivers Afeela customers direct access to a convenient and trusted network of authorized Crash Champions locations for complete auto care services.
By leveraging Crash Champions’ expanding network of I-CAR Gold Class collision repair centers, customers gain access to all-in-one service centers for maintenance, vehicle repair, and collision repair, all tailored to Afeela owners and accessible through our dedicated mobile app.
The news release did not specify whether this partnership to provide services to Afeela vehicles is exclusive or not.
Sony Honda Mobility, a company established in 2022, is a joint venture by Sony Group Corporation and Honda Motor Corporation. Combining the technologies and expertise of the two companies, SHM will develop and provide "high-value-added mobility products and services" with various partners and creators.
ARE YOU OEM-CERTIFIED?
OEM CERTIFICATION PROGRAMS can provide a number of benefits, including being a valuable source of repair information and training. Some shop owners and operators view them as a way to draw customers without the concessions often required with direct repair programs (DRPs.)
Nearly half — just under 48% — of owners and operators responding to the 2024 FenderBender Industry Survey Report indicated they had
at least one OEM certification, a drop of a percentage point or so from 2023. Several respondents mentioned they had not experienced the return on investment (ROI) required to maintain the program. For more on how to determine your ROI on such programs, see Steve Trapp's article on the subject in this issue.
These figures are part of the 2024 FenderBender Industry Survey Report.
VIEWPOINT
Q&A: A NEW ADAS TECHNICAL AND EDUCATIONAL RESOURCE
Revv has formed a free online community to support repair shops.
by JAY SICHT
AS MORE ADVANCED driver assistance systems (ADAS) features appear in newer vehicles, repairers have become more aware of the need for proper calibration. But as with any vehicle technology, repairers need guidance and support for both everyday technical questions and what it takes to implement a calibration center. Revv has started its online ADAS Empowered Community to address these needs. We sat down with Joel Adcock, director of partnerships and business
development at Revv, to learn more about the community in this FenderBenderexclusive Q&A.
Why did Revv start an online community? How is it benefiting and/or how do you plan for it to benefit users?
After almost 15 years in the industry, you find yourself having the same conversation connecting with colleagues in the collision repair and ADAS community. It always
circles back around to one thing: there just aren’t enough real-world resources and everyday education out there to support repair shops when it comes to ADAS and fixing cars properly. This is why at Revv it’s been so important that we create a central resource the ADAS community could look to for answers for everyday issues and questions. So that pretty much led to the creation of the ADAS Empowered Community. The community has been live since mid-December of 2024 and we’ve got hundreds of members already active and helping one another. And it’s one central hub, too–not disparate groups across different platforms. It’s all the brain power together in one place, and we’ve seen the community really show up and help one another. My favorite thing to see is that almost daily someone runs into an error code or looking for help on a failed
calibration they don’t know how to solve or are looking for a recommendation on a solution. Within seconds, a community member is there helping them. It’s amazing to see how quickly our community ambassadors and other community members get involved. It’s almost in real-time and showcases exactly why we wanted to launch this forum.
Why not just have, say, a Facebook or LinkedIn group? What advantages does such a platform as you are using offer to Revv and the community members?
Have you seen a similar community being used before by a different industry segment (or different industry altogether)?
You’ll find several ADAS-focused support channels on Facebook, but they don’t fully align with the vision and value we believe this community can provide. It’s not just scheduling posts and talking to our members. Our approach goes beyond that. On any given week, we’ll be sharing regular updates on industry news, hosting monthly webinars, and sending email newsletters to keep everybody informed about everything happening within the community. This platform allows us to do all of those things and keep our members in one place so they don’t have to click around through multiple platforms.
Additionally, we’ve appointed a group of dedicated Community Ambassadors, experts who have stepped up to provide leadership and guidance. I feel like this commitment sets us apart from some random group or another on your usual social platforms. It’s been a big part of helping our members truly engage and support one another.
Can you talk about how it’s a nonbranded community and the benefits that brings?
We believe everyone in the industry should have access to knowledge and information. Whether you’re new to the
ADAS community, not doing your own calibrations, or even working with a competitor, our goal is to foster a sense of community and inclusion. By bringing industry leaders together to share their expertise and experiences, we can collectively help this group within the industry grow and thrive.
What type of topics have you seen discussed in the community forums, and are they what you expected? Do they lean toward technical or to general questions about what it takes to get started in ADAS calibration? We have two main discussion boards in the community in addition to a main feed. The content centers around the group sharing the latest news or articles they find valuable, while the other centers around help on a specific topic or ADAS calibration request. We love all these posts. What is especially great to see is that as soon as they’re posted, there is almost an immediate response from several members wanting to help. The community is here to serve the members and what they are looking for — we just wanted to give them a platform to do so. We’re excited to see how the content and engagement with one another evolves as the community further grows.
I understand it’s designed to appeal to users of varying experience levels, so please expand on that. Our data shows that there’s somewhere in the range of 500,000 different combinations of ADAS components within cars. Everybody is running into at least one problem for the first time. It’s so important for our experienced leaders in the ADAS community to help teach and show the new generation coming into the ADAS industry the proverbial ropes. Sort of a “pay it forward” or “send the elevator back down once you get to the top” mentality. There is a huge demand for more ADAS techs. We don’t have enough to calibrate all the cars
now–not even close. This industry will only continue to grow.
Please talk about your first webinar and the relationship with it/future webinars and this community. We ran a webinar in mid-January that was focused on setting the stage for where ADAS is going in 2025. It was a prelude to our webinar series we’ll be hosting on the ADAS Empowered Community throughout the year. The webinar covered trends in ADAS technology, regulatory and compliance strategies, and also discussed a myriad of different topics important in their own right. Future webinars will be more specific on these topics and will include real-world data, testimonials from industry leaders, and experience helping showcase the positive impact we can all make. We had hundreds of community members join us live– it was extremely interactive, and we are excited for the rest of the series to come!
How do you look for the community to evolve as it matures?
A main focus for us in 2025 is to continue to push the ADAS industry forward through educational and valuable content for the industry. The community is not only a place for the industry to connect and support one another, but this group will be at the forefront of helping shape what content is going to be created. We are excited that every day members are joining, asking questions, and engaging with one another. The more people who are in there, the more valuable it will be for the industry overall.
Editor’s note: to check out the Community or sign up for free, scan here.
Taming the 500-lb. Payroll Gorilla
Step 1: Is your staffing level rightsized?
Since the pandemic of 2020, we have seen the pendulum of customer demand of wrecked cars swing from the left with little work (2020), all the way to the right (2021-2023), to somewhat middle (midyear 2024-March 2025).
High inflation has had an impact on everyone in the last five years. But we collision shop owners have seen our employees’ payroll skyrocket. What is one to do, you ask? For the rest of this month and next month’s column, we are going to have a two-part series on ways to control high payroll.
For starters, not only did we see our current employees needing higher wages to keep them, but many shops added more employees. MSOs even headhunted technicians with alluring $1015K+ sign-on bonuses.
So, when is the right time to add employees? Many owners think it is when they have more work than they can get done or want to take some tasks off their plate. This can be understandable, but it’s just backward thinking. The only time we should add an employee is at the last possible moment -- and more importantly -- can afford to do so! Let’s say we have a $3,000,000 shop. Its net profit is less than 10% ($300,000) and it’s are booked out for more than 3-4 weeks. The owner thinks, “I must hire another technician.” Wrong! Here is what happens. They hire another technician or two, maybe an additional estimator, and then their gross sales curve goes up from $3,000,000 to $3,750,000. But the net profit curve likely stays flat at $300,000. Not only did the owner make the SAME net profit or even less, but he/she has compounded his or her stress level. Growth is likely not his or her answer to increasing net profit. Instead, the owner’s business management skills need fixing.
At a 10% or less net profit, cash flow issues will abound, capital for new equipment is off the table, and it is very hard for the owner to build up equity. Equity is your assets (what you own) minus your liabilities (what you owe). Understand this: a single independent shop should strive for a 20%+ net profit, and a multi-store should be 15%. I have heard every excuse in the book why a 20% net profit is just not possible. But as Henry Ford said, “Whether you think you can or think you can’t, you’re right.”
How can one fix these shop owners’ thinking? It’s quite simple, but it requires courage.
Step 1: Take our example shop from above. After growth, downsizing from $3,750,000 to $2,500,000 per year will help to right the ship to increase net profit quite easily to 15% ($375,000) or more. First, the owner needs to take a hard look at the unprofitable customers. It’s time to weed out the bad ones and keep only the good ones. Let’s take insurance companies, many management systems will tell you which insurers pay the highest estimate hours (for not-included operations, etc.) and have the highest gross profit. Let’s say Mrs. Jones comes in with her wrecked car and she has ABC Nightmare Ins. Co. You would tell her, “Mrs. Jones, ABC is very difficult to work with. We will be glad to fix your car, but you will need to pay us out of pocket and then you will deal directly with ABC Insurer.” Another option is to tell her, “I am sure ABC has a preferred discount shop that will be happy to work on your car for only what ABC is willing to pay.” After you have weeded out the bad insurers, then it’s time to take a hard look at your customer base. Maybe you are repairing some low-gross profit fleet work, like rental cars or even some wholesale dealer work etc. Out they go, and it’s time to let the shop down the street work for free!
Step 2: The fallout from downsizing is we are going to have too many employees. Who to cut? It’s simple, we know in our hearts who the keepers are. As Mike Anderson has preached to us, “Hire slow and fire fast.” Unfortunately, we usually get this turned around. I know I have more than I would like to admit. Be extremely careful in hiring family members of ours or even our employees. Examples: cousin Eddie, sister-in-law Nicole or nephew Zach, our painter’s brother, etc., as we can feel trapped that we can’t fire them if needed. Here’s the golden rule to never break: do not hire someone because you feel sorry for them. ALWAYS protect the house!
Step 3: Lastly, when it comes to cost of living pay increases, this can only be possible by constantly pushing for higher labor rates and better estimating. Next month, we are going to look at how sports teams manage their rosters and will apply this strategy to body shops.
GREG LOBSIGER Greg Lobsiger has owned Loren’s Body Shop in Bluffton, Indiana, for over 23 years. He has been a member of Mike Anderson’s groups for ten years and had extensive lean manufacturing training.
EMAIL: greg@lorensbodyshop.com
ARCHIVE: fenderbender.com/lobsiger
Charting Their Courses in Collision Repair
These five women are living proof that the industry’s road of opportunity is wide open.
By CAROL BADARACCO PADGETT
What began as a journey toward a first job ended up being a career destination for five women currently working in the collision repair industry. And hands down, they say there’s nowhere else they would rather be.
Read on to learn firsthand how the industry is embracing their expertise in positions of every make and model.
Veering On-course
Gracie Sims graduated high school in May 2023 in her hometown of Bristol, Tennessee. She was drawn to the automotive world through high school courses she took – learning to fix a dent and weld, then non-structural, refinishing, and estimating— and she had an open mind.
“I actually had done a summer internship [at local Wallace Collision Center] in my junior year, which was great,” Sims says. “I fell in love with painting [there]. And I went back to school and worked on the skillset.”
In her senior year, she got a text. “My boss from the internship asked if I’d come in and talk about my future with Wallace. So I went back there a week after I graduated, and I’ve been painting ever since. I absolutely love it and see it as my career for the rest of my life.”
Like Sims, a number of women in collision repair – including veterans who’ve been in the industry for years—say they found their careers somewhat by accident.
For Pam Watson, Florida-based area sales manager with LKQ Refinish, she answered an ad in the newspaper coming straight out of high school.
“I stumbled into a delivery driver position with a paint company, and I was lucky enough to have an excellent mentor who encouraged me to take on new challenges every day. And I grew from there,” Watson says. “I’ve been involved with I-CAR as a volunteer my entire career and as a chairperson of a committee since 2018. I’m proud of the work we do to support schools that offer collision repair programs.”
Michelle Sullivan is the CEO of Certified Collision Group, a rapidly growing network of OEM-certified, independently owned and operated collision repair centers.
Charting Their Courses (Left) The women we spoke to for this feature include, clockwise from the top right, Gracie Sims, Pam Watson, Paige Wogahn, Lori Barrington, and Michelle Sullivan.
Sullivan shares, “My background is in organizational behavior, and I was a corporate trainer at VISA after college. I loved working with people and training, but I answered an employment ad in 1994 [for an automotive paint distributor in Baltimore].”
She initially ran the distributor’s HR department and eventually moved into marketing, operations, and sales. “The more I interacted with people – technicians, painters, owners, vendors – the more I knew this is a really great industry,” she adds.
People in the industry eagerly encouraged Sullivan’s aspirations, she found. “Customers and vendors were excited that I was an outsider coming into this industry that wanted to learn. They took me under their wing … I’d ask tons of questions and I had a lot of great mentors … I owe a lot to these people and I don’t forget where I came from.”
Another industry veteran who can’t imagine herself in any other field is Lori Barrington, vice president of delivery and facility and equipment programming at the InterIndustry Conference on Auto Collision Repair the (I-CAR) and based in Appleton, Wisconsin.
“It was luck of the draw that I got started in the collision repair industry,” Barrington states. After completing an associate’s degree, she answered an ad in the newspaper for I-CAR’s technical center, and this move has grown into a three decades-plus career with the organization.
“I was hired as an administrative assistant and I knew nothing about collision repair,” she says. “It’s a wholesome industry with good people, engaging people. And it’s rewarding because our training addresses the importance of repairing vehicles correctly.”
In May 2025, Barrington will celebrate 37 years with I-CAR. “I’m blessed and fortunate to have been along for the ride,” she notes.
I-CAR is apparently blessed, too. According to the organization’s website, Barrington has either led or played a key role in nearly every major initiative connected with I-CAR’s 30,000-square-foot tech center training hub.
Paige Wogahn is an application engineer at 3M Automotive’s Aftermarket Division in St. Paul, Minnesota. Her job in the lab and in the field is aimed at providing the products
Taking initiative
and resources collision techs need to be successful in their jobs.
Like the four aforementioned women, Wogahn originally had no idea her path would lead to collision repair. During college, a three-month summer internship at 3M led the materials engineering major into a fulltime career in the collision repair industry.
“I immediately fell in love with the industry,” Wogahn reports. “I’m learning a lot about how much product development relates to the customer, and how much communication needs to happen between the tech team and the customer to create a viable product for the industry,” she says of her work developing compounds and finishing products.
To get to know customers firsthand, Wogahn gets out of the office often to visit shops, attend trade shows, and travel on business trips domestically and sometimes overseas. And she notes, “I loved being able to see the final product in use, talk to the users, and relate that to a real-life experience.”
Following in her footsteps Taylor Cutshaw, left, has followed her mother, Pam Watson, into the collision repair industry and works as a collision repair administrative coordinator.
Application Engineer
Paige Wogahn says women in collision repair must be confident and open to change.
Talent and Confidence Take the Wheel
Even though the collision repair industry is historically a male-dominated field, that hasn’t held back these five women. In fact, they report that the collision repair industry is accepting of anyone who’s committed to learning and growing. But they must step forward and take the initiative.
“Women in this industry, don’t be afraid to take up space,” Wogahn advises from her engineering perspective. “There’s a lot of men in this field who think they can do it better than you, but you need to show them. Take the reins and take initiative.”
Wogahn says a number of her co-workers at 3M are women – in all areas, including marketing, engineering, and management. The trades and shops, she finds, are more male-dominated.
“But I see more women there than I expected to see,” she adds.
Whether in corporate roles or at a shop, Wogahn says the keys to success apply universally. “Be confident. Try everything. Keep your expectations open and be open to change. Don’t be afraid to fail,” she says. “Coming out of school, I didn’t think I’d love this, and I do.”
Drawing from her paint distribution background and long history volunteering with ICAR, Watson says, “Back in the day, the collision repair center was primarily focused on fixing cars. While repairing cars remains a core aspect, the industry has evolved significantly with advancements in technology and the complexities of vehicle and insurance claim processes. This evolution has opened numerous opportunities for women in management, accounting, production, estimating, customer service, [as] technicians, and many other areas, making the collision repair industry a diverse and dynamic field for career growth.”
Observing over years of leadership experience in the industry, Sullivan says, “For people who stay curious, opportunities open up. Don’t sit back and wait for an opportunity, advocate for yourself. Raise your hand. Make sure the people with influence know you want to learn more.”
“Be confident – and aggressive, professionally,” Barrington says she has learned over her three-plus decades at I-CAR. “If there’s something you want to do, go do it. Figure it out.
In any part of the industry, women bring an interesting aspect, and it’s easier to start in this industry than ever before.”
For Sims, new to the scene as a painter, she shares this advice for any woman thinking of making a career in a collision repair shop: “Just do it. There’s nothing stopping you other than yourself. It was scary for me in high school to take these classes, and the boys were immature. But in this industry [professionally], with my boss, he’s very good if you’re going to come in, do your best, and get the job done.”
Then, she adds, “Take a leap of faith. Don’t think there will be a problem with a woman working in a body shop. I came in, showed my resume, and I was in and working.”
Seeking out Fellow Travelers
Each of the five women are quick to note that they didn’t find success in the collision repair industry on their own. They have accepted the aid and advice of mentors and have reached out their hand to help others along the journey.
Sullivan says the biggest thing that changed the trajectory of her career was being involved with industry organizations. “Build your network,” she advises. “Find your people. For me, it came through industry involvement. At the end of the day, if you’re challenged with something, you’ll have this army of people to share their experiences or just be a sounding board.”
When Sullivan worked for AkzoNobel, a manufacturer of paints and performance coatings, she paid it forward by helping to start a women’s group there and chairing its North American chapter. “I’ve spent the second half of my career in this industry championing others,” she notes.
“I feel that success has little to do with gender but more with common attributes that lead to success – curiosity, drive, and passion,” Sullivan adds.
Barrington at I-CAR was recently recognized for her leadership and mentorship by the Women’s Industry Network (WIN), a nonprofit that supports women in the collision repair industry. Of her industry involvement, she says, “We have to make sure we have open arms and are reaching out. When I started out, I had no female co-workers at my location for the first five years. Now,
it’s good to see women in a variety of roles, whether it’s in the trenches on the shop floor or in leadership positions.”
Watson is also a proponent of WIN. “I am honored to be part of a committee dedicated to providing scholarships for young women, helping them to enter and thrive in the industry,” she notes.
The Collision Repair Education Foundation (CREF) is another organization Watson devotes her time toward, organizing fundraisers and career fairs to connect shops with students.
Watson’s daughter, Taylor Cutshaw, has followed in her footsteps, taking I-CAR courses in production management and estimating. She works as an administrative coordinator in a collision repair center.
“In just two short years, she has gained knowledge and experience she can take into her future career, whether in the collision repair industry or any other,” Watson adds. Although young in her career, Sims is striving to help others thrive in the art of painting. “I go back and visit my high school sometimes and help them with things,” she notes. “I had a friend there competing in SkillsUSA. We spray with water-based paint, and I went and helped him with that.”
In the meantime, Sims is busy taking courses and obtaining certifications that expand her personal expertise.
“With Tesla or any manufacturer, you have to have so many painters who are certified within the shop,” Sims explains. “I’m PPG-certified and Rivian-certified, too.”
As time rolls along, the collision repair industry has proven its openness to learning and growing alongside women. And it is recognizing women for their contributions. Watson and Barrington provide two examples of many.
The Collision Repair Education Foundation, which offers scholarships and grants to collision repair schools and students across the United States, awarded Watson its “Fueling the Future” award for helping shape the future of collision repair.Meanwhile, WIN named I-CAR’s Barrington among its 2024 Most Influential Women (MIW) Award recipients, an honor that recognizes career excellence, community commitment, and a demonstrated willingness to mentor other women.
GIVING IT HER ALL
Making an impact on the industry is the Kottschade family business.
By LINDSEY GAINER / Photography B y DENICE WOLLER
LAURA RAIMANN (KOTTSCHADE)
is a self-admitted busy bee — the secondgeneration, soon-to-be owner of Jerry’s ABRA Auto Body and Glass in Mankato, Minnesota, “doesn’t sit well” and loves a challenge. But that term doesn’t give her anywhere near the credit she deserves, once you hear everything she’s involved in. “Powerhouse” is a much more fitting descriptor.
At just 31 years old, Kottschade, who uses her maiden name professionally, is not only running a highly successful collision business as Jerry’s chief operating officer; she also volunteers for an eye-watering number of organizations, working to pave the way for other women to enter the industry alongside her. And in her (minimal) free time, she also helps run her family’s farm… on top of being a newlywed.
Life may be hectic, but Kottschade wouldn’t have it any other way. Her passion for the family business and industry is truly remarkable, and, despite everything she’s already achieved, the best is undoubtedly still to come for this young dynamo.
Catching the ‘Bug’ Early
Originally founded by Kottschade’s father, Jerry, and his late wife Marge in 1971, Jerry’s has been a family owned and operated staple in the community of Mankato for over 50 years. After Marge’s passing, Jerry married Laura’s mother, Geralynn (“Geri”), and the two continued to grow the business together while raising Laura and her older brother, who became regulars at the shop anytime they weren’t at school.
Looking back, Kottschade says, there were clear signs from a very young age that
she was destined to run Jerry’s. At just seven years old, for example, while helping her mom during a snowstorm, Kottschade answered the shop’s phone and set up a tow for a customer who’d just been in an accident, coordinating the whole thing from start to finish without any help. He told her mom he’d “talked to the manager” when he arrived at the shop, much to Geri’s amusement.
Towing cars with her dad was, in fact, how Kottschade first caught the “bug” to continue the work her parents had started. She remembers a particularly bad tornado that came through town when she was just a kid, and how she worked with her dad to help people pick up the pieces in the aftermath.
“That whole experience was just fascinating to me. I saw firsthand how we got the opportunity to change a bad and stressful situation into a good experience for someone and make a lifelong customer.” Having that
kind of positive impact on people’s lives is one of the main reasons Kottschade loves collision work, she says.
By the time she was in sixth grade, Kottschade told her dad matter-of-factly that she was going to take over the shop.
“Dad picked me up from basketball practice one day, and I said, ‘Dad, I’m going to take the shop over.’ And he was like, ‘You’re what?’ I said, ‘I’m taking the shop over.’ And it just started from there.”
The Road to Ownership
After graduating from Bethany Lutheran College with a degree in business administration in 2016, Kottschade didn’t waste any time getting down to business. “I graduated on a Friday and reported to work Monday!”
She started in the parts room and subsequently worked her way through every job in the shop, most recently taking on the
Getting Down to Business
After graduating with a degree in business administration, Laura Kottschade began in the parts room and is now chief operating officer.
title of chief operating officer. Kottschade also handles production and all the shop’s supplements, which she says is one of her favorite parts of the job.
Kottschade is confident her transition to ownership will continue to be a smooth one, thanks in large part to her parents’ steadfast support. Although her dad “technically” retired two years ago, he’s still at the shop nearly every day visiting Kottschade and her mom, who’s still working on the financial side of the business.
“My parents have allowed me to run the show these last couple years, and they are really setting me up for success as a second–generation owner,” she says.
And, thanks to a strategic move the family made a decade ago, they’ll be far from her only support. The decision to join the Abra franchise, Kottschade says, was made in large part to ensure she had the network and resources she’d need — both now and in the future — to continue running the shop successfully.
“We’re still independently owned and operated, but my parents saw it as an opportunity for me to work alongside other shops and managers,” to continue learning the skills she’ll need to one day be an owner and hopefully expand into an MSO…which is a dream of Kottschade’s down the road.
“Having that support system behind us is huge.”
Carrying on the Family Legacy
Growing up, Kottschade’s parents were often at the shop or traveling for work, which wasn’t always easy.
“Was it hard? Absolutely. But I also learned so many things as a result: independence, work ethic, and an understanding that if I want something it’s not going to just be handed to me — you have to work your tail off to achieve your goals and dreams. Seeing the difference my parents have made in the industry makes me understand all the hours they put in to make it happen.”
Describing her parents as “amazing” people who gave her and her brother the world, it’s obvious talking to her how incredibly grateful she is for them, and that she’s a “chip off the old block,” as they say.
“When I went to my first industry conference with my parents, I got to meet a lot of people I’d heard them talk about growing up. I heard repeatedly how much my parents have done for the industry and the impact they’ve made. And I knew then and there that I wanted to have the same kind of impact. They really have taught me the importance of getting involved in the industry and community in meaningful ways.”
Kottschade certainly hasn’t wasted any time making her own mark. She’s vice chair of the Women’s Industry Network (WIN) Board, an organization whose mission is to attract, develop, and promote women into collision repair — and she’s revamped and run the organization’s scholarship program for the last four years. She’s also a SkillsUSA National Committee member for collision repair and refinishing, a member of the Minnesota I-CAR Committee and I-CAR Technical Advisory Board, and vice chair of her local technical college’s advisory board. Her past volunteer work has also included CREF scholarship reviews, time spent on the NABC Distracted Driving Initiative Committee, Mankato Young Professionals Board, and WIN Industry Outreach.
It’s hard to fully describe the positive effect the Kottschade family has had on the industry, given everything Jerry, Geri, and Laura are involved in…but the awards the shop has won recently are certainly a testament to the family’s collective efforts.
Named a Top 500 Body Shop in America, Jerry’s was also designated Abra’s 2023 Franchisee of the Year, in addition to winning the I-CAR Russ Verona Award and the Driven Brands’ Community Champion Award. Kottschade herself was also personally awarded the WIN Cornerstone Award in 2023 for her commitment, vision, and contributions to the organization.
But no matter how much success the shop achieves, Kottschade says her father’s advice to her will always ring true: “Remember where you came from, remember your roots, and don’t ever lose sight of it. Don’t ever question your self-worth and be true to yourself.”
Learning Every Step of the Way
There have been plenty of challenges and learning curves on the road to ownership, and lots more to come, Kottschade knows, but her resilience and never-quit attitude shine brightest in those moments.
“We got hit hard during COVID,” she remembers. “At one point we had to take the staff down from 40 to around 8. When we returned to full staffing, I sat down with our team and took everyone’s ideas into account before implementing new processes.”
Those processes worked great for a time, she says, but the national parts shortage led to the need for more adjustments. They pivoted, and things have been flowing smoothly ever since. The team currently works on a variety of makes and
models in their 18,000 sq. ft. facility, with certifications for Ford, Honda, Kia, Hyundai, GM, Mopar/FCA, and Nissan.
“Another reason I was really passionate about taking over the shop was my crew and my customers. They’ve been so loyal to us. Our customers have obviously done so much for us to make 53 years possible…and my crew is amazing.”
When it comes to employee relationships, Kottschade says some of the best advice she’s ever received came from her mother.
“‘Don’t ever expect your employees or fellow board members to do anything you aren’t willing to do yourself,’ she told me. ‘Take care of your team and your community. Even if you are beyond busy and can’t catch up, go that extra mile for the customer — we are the inconvenience, remember what separates us from the rest.’”
Kottschade takes that to heart, treating all her colleagues as equals and jumping in to help anywhere she’s needed in the shop. “When you show others respect, they’ll give it back to you.”
An Industry for All
To other women looking to enter the industry, Kottschade has nothing but encouraging words.
“This industry is such a rewarding one in so many different ways. Don’t ever question if you belong, because you do! This isn’t a ‘man’s’ world’ This is a career, and if you put your mind to it, you can do it. If you can’t lift that door up or put a box back on a truck, don’t worry…a lot of men can’t, either.”
When it comes to attracting more women to the industry, Kottschade says it has to start at the high school level, with more support from career counselors, and a more coordinated effort from the industry itself.
Earning Accolades Jerry’s Body Shop was designated Abra’s 2023 Franchisee of the Year and has won I-CAR’s Russ Verona Award and Driven Brands’ Community Champion Award.
In her work revamping the scholarship program for WIN, she’s worked tirelessly to curate an exhaustive list of automotive instructors for leads and removed obstacles to entry into the industry. With four scholarship levels that each include differing combinations of cash, tools, swag, mentorship, and support, Kottschade and her fellow board members are truly setting young women up for success from the get-go.
“The past two years, we’ve had a recordbreaking number of applicants,” says Kottschade, who awarded 20 scholarships just last year.
And, new for 2025, the organization will give the Founding Mother’s Scholarship to a female shop employee, too. The award will include tools and an allowance to attend WIN’s national conference, and is especially close to Kottschade’s heart, as Geri was a member of the founding board.
Kottschade is a staunch advocate for groups like WIN because of the support system and camaraderie they facilitate.
“It’s a great way to find ‘your’ people. I have wonderful friends all over the country who are there for me whenever I need them.”
She was admittedly “very shy” when she first joined the WIN board, but Kottschade was encouraged by a fellow board member to “find her voice and never lose it.” She’s certainly done that, and being a part of WIN and other industry organizations has been an integral piece of the puzzle…but it wasn’t easy.
“Getting that voice at the table, I would say that’s the hardest part of being a woman in the industry.”
And while in the past gender stereotypes were often the biggest hurdle to finding that voice — at the heyday of her mom’s career, for example, she was often the only woman at the table — that’s not the main challenge now.
“I’ve actually found that it’s fellow females in the industry — those ‘high up,’ at the corporate level — who sometimes look down on those of us working in shops…like we’re not as valuable as the people working in the corporate leadership roles.”
That’s certainly unfair, especially given the fact that as a shop owner you have more than one “career” focus, she says. “You wear multiple hats. You’re doing marketing, HR, accounting, customer service, basically everything…so you have a career focus in multiple areas, not just one or two!”
This elitist view isn’t necessarily new, unfortunately, and is something Kottschade’s mother and the founding board of WIN were trying to combat even back when they first created the organization.
“They wanted the shop voices to be heard. They wanted to empower women, give them opportunities, encourage them to break that glass ceiling and be a non-political organization and a place where you’re not self-serving…you’re not just there to get
to the next company or to the next level. There was an intentional focus on building the first board based on skill sets and talents, not on titles.”
Kottschade wants to see a return to that mindset, and she’ll continue fighting for equality and respect for every woman — no matter her position or title — as long as she’s in the industry…because it’s always worth the fight.
“If you give this industry your all, it’ll give you everything back in return.”
OUT OF THE BOX, OUT ON THE STREETS
Branching out beyond your typical collision repair services can help you find more work.
THE COMMERCIAL LANDSCAPE today is vastly different than what it was just 10 years ago. Customers who buy a product or service are expecting so much more than just that. A report from SEKO Logistics says that more and more, customers are looking for “wholesome and efficient” experiences when they shop.
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“Customers subconsciously expect a personal touch in the customer journey through tailored recommendations and curated product selections,” the report says.
The collision repair industry is no different. At a time when the market is super competitive and finding dollars is harder than ever, Premier Truck Group Director of Operations John Spoto says it’s essential to branch out and think creatively to bring more business into your shop.
“It’s not easy. If the customer isn’t bringing the vehicle to you, how do you entice them to do that?” Spoto says. “We’re always trying to provide a quality and safe repair, but beyond that, we’re trying to do everything in our power to take care of our customer and add additional revenue.”
When trying to expand your services beyond the typical collision shop offerings, Spoto says it’s critical to think outside the box.
As told to Noah Brown
In terms of what other services you have to offer to bump up revenue, the key is to treat customers the way you’d want to be treated. We can’t oversell our services, but we can’t undersell either. The customers need to know they’re getting a good value.
In the facilities I manage, we use the philosophy that Sears came up with years ago: good, better, best. What they did is they took three products and let the customer pick what they wanted. They’re all good quality, but if you spend a little more money, you’re going to get an even better product. What we really have to say to the customer is that the choice is theirs.
For our shop, that means we write them three estimates. The customers like that. They feel like we’re being honest. Transparency is key. If I’ve offered them three estimates, they know we’re not trying to take advantage of them.
Beyond your standard interactions with customers, look at more industrial vehicles like the Ford F-450 through F-650, the Ram 5500, transit vans. Those are really an untapped area for the collision industry. That’s the type of vehicle that doesn’t fall under the umbrella of a car collision shop, but at the same time they’re not quite to the same level as larger trucks. Where are those midrange vehicles getting repaired?
Start asking questions and try to find those gaps. What are those mid-class vehicle ranges that your shop can go after, and where are they in your area? It can be a construction fleet. Keep an eye out when you’re driving around town—you’d be surprised at the number of fleets you’ll see.
We had a backhoe come in once that one of our shops worked on. It had been on the side of a cliff, digging away, and it broke loose and rolled. Now this thing is twisted and completely shot. But here’s the cool part—our frame guy had done work for this construction company, so they reached out to him and asked him if our team would be able to take a look, so we did, and it was repairable. What I’m getting at is, you’ve got to think outside the box. If it has wheels and is used for transportation, there’s opportunity for repair.
Get out of your shop and drive the streets. Where are the industrial parks? Where are your town’s emergency services? Go into those areas and talk to peo -
ple. You’ve got to, because those folks are thinking about it, too. We just got two fire trucks in that need to be painted. Where are those firefighters going to take those trucks for that? Not a lot of places have the ability to do that job. Those trucks provided 265 hours of refinish time. The county gave us the money and said make it happen.
Those jobs didn’t just fall in our laps. We went door-to-door at local firehouses and asked if they were planning on having their trucks touched up at all, and guess what? It brought in business for us. Sometimes we forget about those emergency vehicles.
There’s enough business for everyone; it just comes down now to who’s the individual who’s the best storyteller? Who’s going to connect with the customer? Get out there and win work for your shop.
Now, at the same time, each stall in your shop has to produce a certain amount of revenue for you to be profitable. If I tie up three bays for three to four months for a project, that’s not good. What you have to do is go back to your finances. How many sold hours do you need per month to keep yourself in business?
Here’s a simple example: If I need $100,000 in gross income for a month to keep my shop afloat, and I’ve sold 1,000 hours of work, I need to make $100 per hour to meet that $100,000 requirement. You need to have a good idea of the amount of work you need and the work your shop is capable of doing.
When you go door to door, you have to remember that, to start, you should work with municipal agencies and other groups as fill work. Start small and build it up.
DON’T LOSE ON TOTAL LOSSES
Don’t let total losses drain your shop – learn from one collision center in Georgia how to make total losses work for you.
By NOAH BROWN CASE STUDY
TOTALED VEHICLES ARE A PAIN. They’re a pain for your shop when they take up valuable real estate and don’t generate money, and they’re a pain for your customers.
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Jason Mundy, owner of Mundy’s Collision Center in Georgia, and Dustin Davis, general manager of Mundy’s, have been in business for 17 years and have dealt with their fair share of total loss vehicles. Through that time, they’ve found several ways to help make dealing with those vehicles less of a hassle.
“Total losses are an important part of any collision business,” Mundy says. “Obviously, we’re not getting rich off them, but they do affect your bottom line.”
The Problem
The biggest problem with total losses boils down to two factors. The first, Mundy says, is having total loss vehicles taking up a chunk of the limited amount of space shops have.
“The vehicles are sitting too long. That’s the biggest thing,” Mundy says. “Everyone has limited space, and we don’t want a total loss taking up space. Most of the time, we disassemble vehicles, and we have to store those parts.”
The second is making the decision to total the vehicle in the first place. Insurance companies will act in their best interest first, Davis says, and will do their best to make sure that they’re making as much money – or losing as little money – as possible.
“Let’s say fair-market value on a car that’s been totaled is $15,000. Oftentimes, insurers are offering a customer $10,000,” Davis says. “The customer is going to dispute those charges. They’re paying incredibly high premiums – they need to be made whole.”
Not only are lowball offers unfair to customers, but they also drag out the process. Bottom line, those decisions need to be made faster.
The Solution
The best way to handle total losses is to be as thorough as possible. Davis says that oftentimes, shops aren’t charging everything they should be when billing for total loss vehicles that have been in their shops for several days.
“Bill according to what you’re doing. My total loss bill might be 25 lines, whereas most others are admin, storage and teardown, and that’s really it,” Davis says. “We calculate the check-in of the vehicle, the photo documentation, opening office files, figuring out the damages and how many supplements are involved, preparing the total loss charges, and cataloging and storing parts.”
Mundy says he’s noticed shops that are part of a DRP often tend to not be as thorough and, in some instances, actually be a little more lenient with some of their charges because they think the volume an insurance company is sending them is making up for not charging itemized lines.
“But if you really run the numbers, it doesn’t work out that way,” he says. “You need to be charging for calculating damages, you need to be charging for full disassembly, you need to be charging for writing the estimate and the storage bill. I would highly encourage people to itemize their invoices.”
Davis says his team itemizes every single action that they perform when going over a total loss, and there’s an associated cost with each of those actions. Obviously, he says, don’t charge for something that you’re not doing, but otherwise, you should be earning money for your work.
“If you can justify those operations that you’re doing on each line item, absolutely charge for them,” he says. “If you disconnect a battery, you should charge for that. Most people aren’t going to do that on a total loss. If I’m doing a full disassembly and putting parts on a cart, I’m charging for that.”
Another way to help push cars off your lot is to implement excessive storage fees. Letting insurance companies know that they’re going to have to pony up extra once a car has been at your shop for 30 days or however long your shop decides can provide a good incentive for those insurers to make decisions more quickly.
The Aftermath
Mundy and Davis say that the solutions that have worked for them aren’t necessarily a one-size-fits-all, particularly when it comes
to DRPs. In those agreements, shops may not have as much wiggle room to adjust storage fees or other revenues of bringing in money and getting total losses off their lot.
“Just from our experience, storage fees are often negotiated to zero in a DRP,” Davis says. “These guys that are DRP-heavy are not going to get storage money and can’t implement excessive storage fees, so that makes it a little tougher.”
Despite that, billing appropriately for your services is essential. Equally important is getting your customer on your side and in a position where they can advocate for themselves. Customers most of the time aren’t educated about this process, and they’re also probably dealing with the emotional and mental stress of dealing with an accident and a totaled vehicle.
Mundy says it’s your job to educate them enough to make smart decisions when dealing with the insurance company.
“So frequently, we see customers come in who just kind of sit by and think the insurance company is going to pay for everything and take care of everything that needs to be done on the vehicle. Those days are long gone,” Mundy says. “Insurance companies should be doing a lot better job of communicating with the insured and what the insured wants to do, but it’s all a money game to them. The customer’s choice should play more into the equation than what it does right now. Insurance companies are going to be doing what’s best for them.”
The Takeaway
Total losses are never going to be a profitdriver for your shop. However, Mundy says they don’t have to be a burden and, with a little work, can become less of a headache for everyone involved.
“The biggest thing when it comes to total losses is being honest and transparent with what you’re doing and what you’re billing,” Mundy says. “We’re not trying to pull one over on anyone. We just want to be paid for the work that we’ve done on a vehicle.”
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EVALUATING ROI ON OEM CERTIFICATION
As the market tightens, is it time to evaluate the value of OEM certifications?
By STEVE TRAPP
EARNING AN OEM CERTIFICATION is something many repairers have considered over the past 20 years. Some program members now have enough history to evaluate their return on investment, and the results have varied. Let’s look at the ways to evaluate the return on investment in membership of an OEM certification program, and
if you do decide to renew or invest in an OEM certification, how to optimize the program’s features.
The History of OEM Programs
The OEM certification “body shop” programs have been commonplace post-war as most manufacturers rolled these programs out as part of dealer development programs. One of the most prevalent early programs was the Ford “Rotunda” program, which expanded dealer buying groups to aid in getting the most recent equipment in Ford dealerships. These programs went through many changes in direction to collect more membership fees. The logic for the rising fees was to market this repair “network” to consumers and others to make the dealer shops stand out. Membership declined as dealers consolidated, they didn’t have a body shop, or their on-site body shop wasn’t large enough to justify the investment.
Having worked for a paint company, beginning in the 1980s they were asked by most OE manufacturers to pay certification fees. Initially, these fees were paid by those paint manufacturers supplying the OEM plants but later expanded to other paint lines as the products improved and the manufacturers increased the fee revenue generated. They rationalized that these fees were to verify the paint used in the aftermarket could withstand the warm and cold of North America. Generally, the OE manufacturer didn’t perform the testing; they asked the paint companies to pay a third party to verify the results and they had to be submitted with the “fees,” so they
were kind of like a paint rebate program periodically helping them offset costs for other OEM sponsored programs.
Cost-cutting at the OEM level led to OEM program staff reduction and program changes, which opened the door to OEM-certified paint manufacturer representatives being asked to perform OEM certifications. As the programs expanded and requirements grew, OE manufacturers have turned toward third-party companies contracted to perform the periodic inspections on the OE manufacturers behalf, gathering images of equipment and serial numbers and technician verification.
OEM Certification Expansion to Independent Shops
The most recent drive to expand membership and to get more vehicles repaired properly has led to these networks now being open to “independent shops” who were “sponsored” by an OEM dealer. A few organizations did some interesting research and found that many dealers lacked knowledge of their flagship manufacturers’ own OEM procedures.
It was during this most recent era that many manufacturers started getting very specific regarding equipment requirements, in a way expanding the buying group logic dating back to Rotunda, by requiring a specific brand of tool. Frankly, repairers have implored OEM program leadership to instead provide lists of equipment meeting their minimum requirements so they could reduce their cost of membership by avoiding tool duplication.
A Key Change in Direction
With the newfound focus on these programs, OEMs are now investing these fees to expand their OEM training centers and to improve body shop-specific repair training. As a result, there has been a real focus to certify specific technicians to perform “safe and proper repairs” as part of the per-shop certification process. Further, as manufacturers such as Audi and JLR (and other premium brands) decided that the complexity of their vehicles had increased to a point where special equipment and training were needed, they could no longer justify selling certain structural parts to non-certified shops. “Right to Repair” advocates have fought to minimize these restrictions to encourage the free market for non-certified repairers and self-repair.
With the increased complexity of repair, and repair training and promotion costs, the OE manufacturers have raised their certification membership fees. At the same time, the repairers have experienced a rising cost for the updated diagnostic, welding, riveting and other equipment required (also the clean room area and dedicated tooling for aluminum) and the specialized training required to repair the exponentially evolving complexity of vehicle repairs. The OEMs have had to put more R&D time into repairability and clearly documenting OEM repair procedures to ensure the complex systems found in modern vehicles are repaired properly, and single-use fasteners and other items are recommended.
WITH INCREASED REPAIR COMPLEXITY, REPAIR TRAINING, AND PROMOTION COSTS, OEMS HAVE RAISED THEIR CERTIFICATION MEMBERSHIP FEES.
Evaluating the Return on Investment for an OEM Program
Quality assurance – The truly unspoken benefit for OEM-certification program membership is the training and resources available to an OEM-certified technician / repairer. Having easy access to the training center instructors and training on how to read the OEM repair methods does boost repair quality (less rework) and speed repair cycle time (due to reduced diagnostic time).
Increased Reimbursement Rates – Some innovative insurers have recognized the increased value in having consumers select an OEM-certified repair center for repair quality and speed. So, they have agreed to offer a slightly higher labor rate for repair time on those vehicle makes repaired. If that shop’s flat rate is set no matter what the rate paid, the repairer would then be able to increase their labor gross profit (for example) from, say, 60% to 65% to help make up for the training and tooling investment.
Many repairers factor the improved quality and speed when they evaluate OEM repair programs, but we also need to consider the business math (labor rate change is excluded).
Potential Volume – The average consumer has a reported claim every 10 years. A conservative estimate of repair volume is $500 per vehicle per year at 40% gross profit. That means $200 in gross profit potential per vehicle in the market. Based on an example market share for a repairer being 10% of the vehicles in that market area, you could earn $20 per vehicle registered of a brand. This would obviously grow as market share grows:
So, the key learning is to do homework on the program costs, and the opportunity to generate revenue prior to investing in (or as you evaluate your OEM program memberships).
There is a significant positive return for OEM program membership when you have enough vehicles registered in the area and/or you have earned a significant market share of those earned. The example above was calculated at 10% share, but we have seen 40-80% share for the premium brands, which affects the ROI calculation. So, marketing membership in these programs plays a major part in the ROI calculation.
A Few Ways to Drive Value for OEM Program Membership
• Your Company’s Brand Marketing – In any marketing piece produced, be sure to mention the OEM certifications earned and the benefit to customers for choosing an OEM-certified repair center.
• Dealer Marketing – If you are the dealer or have partnered with a dealer, then you may want to leverage their brand equity by encouraging them to put up posters in the service bays, add stickers in the glove boxes for new and used vehicles sold, ask them to mention your “Certified Collision Center” in ads they run or place.
• OEM Resources – Prominently displaying the OEM certification plaque in your lobby can help, assuring your shop locator information is up to date on the OE manufacturer’s web
site is helpful and often they provide “canned ads” which you can add your logo to for marketing.
• Virtual Lobby – Prominently display the OEM certifications earned and the reason that is valuable on your shop’s web site so potential customers consider that when considering where to call to schedule a repair.
• Phone Greeting – As your phone greeting script drives you to take control of the phone call and gather customer and vehicle data, train your CSRs and estimators to inform the customer if you are OEM-certified for their brand of vehicle and the value that certification offers.
• Inspection Meeting – Again, as the estimator inspects the vehicle, and notices it is a certified brand, explain the value OEM certification offers.
• Delivery / Post Delivery Marketing –At the time of delivery, be sure to mention the fact that you offer a lifetime warranty, and the OEM will also stand behind the parts used because you had an OEM-certified technician install them. This reassures them they made the right choice, and they might mention it to friends and family when they need collision repair.
Conclusion
OEM certification programs offer a lot of benefits to the consumer, insurer, the technicians, and the repair center, but it is up to the OEM-certified repairer to leverage those resources in marketing and selling efforts to optimize the return on investment.
HIGHER VOC s RETURN TO SOUTHERN CALIFORNIA
The South Coast Air Quality Management District has amended its regulations for VOCs to discontinue use of suspected carcinogens.
By JAY SICHT
IT MAY SEEM LIKE a step backward, but VOCs for automotive refinish coatings in southern California are becoming higher, not lower, at least for the short-term. That’s because although volatile organic compounds (VOCs) cause ozone and smog, the low-VOC solvents currently used are suspected carcinogens.
The Collision Industry Conference in January in Palm Springs, California, held a session to discuss the November 2024 change to Rule 1151 for the South Coast Air Quality Management District (SCAQMD.) SCAQMD serves the California counties of Los Angeles, Orange, Riverside, and San Bernardino, an area of about 11,000 square
miles. Rule 1151 covers all motor vehicle and mobile equipment non-assembly line coating operations, and the proposed rule change, which was unanimously passed in November, will ultimately require product reformulations for many of the products.
Heather Farr, planning and rules manager for SCAQMD, said during the presentation that the California Office of Environmental Health Hazard Assessment has deemed tertButyl-acetate (TBAc) and para- chlorobenzotrifuloride (pCBtF, also known as Oxsol) as potential carcinogens.
“In the South Coast (AQMD) there are over 3,000 body shops. They’re sometimes clustered right in our communities. So,
having this carcinogen in our community is the reason we took the approach we took in this role.”
As she explained, the area covered by the SCAQMD historically has had the worst air quality in the country. Nitrogen oxide emissions from incomplete combustion from automobiles, factories, and refineries mix with VOC emissions, such as from paints and coatings in collision repair shops. The energy from the sunny climate reacts to create smog, and the mountains that surround the region trap the pollutants.
“That’s why we try our best to get as low emissions as we can to try to clean up the air, but it’s a very big task.”
To meet VOC limits, she said, some products can use waterborne formulations, while others, such as clearcoats or solvent-borne basecoats, have historically used exempt solvents. Those exempt solvents are not photochemically reactive and thus do not produce a lot of ground-level smog. PCBtF has been exempt since 1995, she said, while TBAc has been exempt since 2005.
Phase I of phasing out PCBtF and TBAc, which began November 2024, temporarily
raises VOC limits to allow the use products that are formulated to National Rule limits. It does provide for the “sell-through” from manufacturers and distributors for one year of products with those solvents and allows shops to use the same through mid-2026. Phase II begins in 2028, with lower VOC limits returning for most categories. The higher VOC products are allowed to sell through 2030 and use through 2033.
How specialized products meet local needs
Co-chair of the CIC Parts & Materials Committee and panelist Jeff Wildman, BASF Automotive Refinish Coatings automotive aftermarket expert, confirmed BASF produces different products for different locations across North America as well as globally.
“We try to standardize those as much as possible, but we have to meet the local regulations,” he said. “So as we see the changes coming in South California, we will have different products coming in. And for Phase One, we’re going to be able to use products that exist in other markets today. So whether it be other parts of North America or some of those that are coming from Europe, we’ll bring those in for just Southern California. For Phase Two, that’s going to be all new products, that’s new R&D.”
As new products and technology are developed, they will become available in other markets, also, “assuming they meet all the regulations,” Wildman said. “And that’s why when Heather said she’s talking with other air quality districts, as a paint company, we really like to hear that. Because a year ago, we had two different regulations in North America. Starting now, we’re going to have three. Hopefully, we don’t end up with a dozen as other air quality districts look at these rules and take pieces and parts.”
Farr said her department, through its public discussions, workshops, and meetings, which included paint manufacturers among its stakeholders, had considered a realistic timeline in how
long it would take for new formulations to be complete. It also considered costs, which are expected to be less expensive for National Rule coatings used in Phase I. Meanwhile, costs to manufacture will rise and be passed along to end users for the new low-VOC formulations in Phase II.
Those costs, Wildman pointed out, could be spread out if there were more standardization for limits.
“We’d really love to do that with all air quality districts,” Wildman said. “And what would be even better is if we had a national program. And that’s why as a global manufacturer, we also look at what’s happening globally. And from a health and safety issue as far as sustainability goes, that’s a huge topic in Europe. We’re developing products there that we want to be able to use here.”
He pointed out that waterborne coatings are required only in limited areas throughout the country, but customers nationwide who are not required to use it do so often because they’re looking for a product that’s a bit more environmentally friendly.
“But we also have people that across the US using low VOC products today because they’re looking for that product that in most cases it’s better for the health of their employees. They’re looking out for the health and safety of their own teams…. That’s why when we develop some of these new products, we try to develop product a great product they can use everywhere. Because it’s not just better for us; it’s better for our customers, for the neighborhoods, for everyone around.”
What is changing, and what’s the same
Gene Lopez, director of development and training for Seidner’s Collision Centers, said the transition for Phase I will be easy for painters.
“We’re going back to late ‘90s technology, 20 year old technology. There could be some issues around the equipment that we’re currently using, with some of the spray gun technology. It’s not a real big deal, but painters will have to relearn, so
to speak, how to use the higher VOC limits. And a lot of people will be very happy, because that material was really easy to spray because they had been used to it for quite some time. So using this material could be joyful, but 2030 isn’t far away.”
Jason Scharton, Global Industry Relations Leader for 3M Collision and a panelist on the discussion, talked about how the personal protective equipment (PPE) that is effective against both low- and higher-VOC solvents have been in place for a couple decades. “It already protects against inhalation and exposure to these two chemicals and all sorts of other ones. So, there’s no need to change. But it does bring the fact to the front that we need to use the PPE we have today.” It’s more than lung protection that’s needed, he said. “We need to make sure we’re using our paint suits and our gloves, and eye protection, that we’re properly using our PPE and we’re covered the way we need to be.”
Scharton added that 3M has a call center for respiratory protection that can aid in respirator selection, how to select a filter cartridge, and more.
How compliance is enforced
Society of Collision Repair Specialists Executive Director Aaron Schulenburg, who moderated the panel, asked how the use of certain products is monitored and enforced. Farr said a team of inspectors visits local shops to trace where a noncompliant product came from.
“And that’s just one more thing that makes this difficult, Wildman said, “because every distributor out there in Southern California doesn’t just serve the South Coast Air Quality district. They serve customers in other areas. And the manufacturers and warehouse distributors serve other areas and training centers serve customers coming from different areas. So, it’s a very complicated process to make sure that the right product goes to the right shop at the right time. There’s a lot of logistics management that goes into implementing and ensuring that we are following all regulations.
Do You Want to Win the Battle, or Do You Want to Win the War?
Dealing with insurers may feel like a long, uphill battle, but there is strength in numbers and the actions we can take.
As an avid history enthusiast, I’ve often heard the saying, “Do you want to win the battle, or do you want to win the war?” While the larger goal is to win the war with the insurance companies, I also know that winning individual battles is crucial when you’re in the trenches every day. After all, I run a business, and I have bills to pay and employees to support.
The tactics we use to fight insurance companies vary greatly depending on factors like the region, state, and specific company involved. On top of that, how insurance companies handle claims can be constantly shifting. For example, today I reviewed four claims from Allstate, and each one was processed differently. One was handled through an Open Shop assignment, another through a field assignment, one was a Virtual Assist assignment, and the last one was a desk review where everything had to be submitted via email. If insurance companies were truly on a battlefield, they’d be winning with their tactics of distraction, confusion, and redirection. How can we even begin to establish standard operating procedures (SOPs) when each insurance company handles claims differently, and often changes those procedures without notice?
It’s becoming increasingly clear that we as managers and business owners need to be more involved in the claims process by regularly reviewing what our estimators are doing. Our estimators are doing their best to navigate the constant changes and hoops they must jump through, but they don’t have the time or capacity to strategize how to handle ever-shifting insurance company tactics. That responsibility falls on us as leaders. We can’t afford to simply set a course of action and review it once a year. I can guarantee how we handled claims six months ago is different from how we must approach them today — and this will continue to change.
Now, let’s talk about the bigger picture — the war against insurance companies. Yes, supporting local auto body associations is vital, as they are fighting battles on the legislative front. But I also believe in giving the insurance
companies a taste of their own medicine. These companies force us to jump through endless hoops to get estimates and supplements approved, and even after that, we’re buried in paperwork just to get paid. The sheer volume of paperwork they require — reports, invoices, scans, quotes, and so on — is a strategy to avoid sending adjusters to our shops. Their goal is to save money, but it creates an avalanche of administrative work for us.
How Complaints to the Department of Insurance Help Lay the Groundwork for Change
I’ve found one powerful tool to combat this: complaints to your state’s Department of Insurance, which regulates companies operating within its borders. These departments authorize insurance companies to sell policies and set rates, and they have complaint portals where you can file grievances about claims that have been mishandled or unfairly processed. The one thing insurance companies hate more than anything is complaints from the Department of Insurance.
In my state, I created an account with the Department of Insurance’s portal, and I’ve been filing complaints non-stop. I file complaints for everything I believe is unjust — whether it’s claims that weren’t paid properly, delays in processing, or unfair treatment of our customers. You may wonder, does anything come of these complaints? The answer, unfortunately, is often “no.” However, filing these complaints has its benefits.
First, the insurance company is required to respond to each complaint within a certain period. If they don’t, they risk facing fines. Second, each complaint forces the insurance company to deal with additional paperwork, creating a burden on their systems. The more complaints we file, the more attention we draw to these issues. Over time, this forces higher-ups within the insurance companies to take notice and question why so many complaints are being filed. When decisionmakers at the top see these complaints, it’s a victory for us.
Moreover, the State Departments of Insurance track the number of complaints filed against each company. A rising number of complaints can impact the approval of policies and rates, and if complaints reach a tipping point, investigations can be launched to determine if unfair claims settlement practices are being violated. While the immediate impact may not be noticeable, the cumulative effect of filing complaints is powerful. It’s one more way we can continue to chip away at the entrenched power of the insurance companies. Ultimately, this strategy is not about seeing immediate results. It’s about laying the groundwork for long-term change. Filing complaints, even if they don’t seem to have an immediate effect, is part of a larger effort to win the war against insurance companies. It’s a way to create pressure that will eventually lead to legislative change. We all know the current state of our industry—and its relationship with insurance companies — is unsustainable. It needs to change, and the more we make our voices heard, the more likely it is that the system will eventually shift.
So, while it may feel like a long, uphill battle, we can find power in numbers. Every complaint, every action, every strategic move we make brings us one step closer to winning the war. By staying active in the claims process, supporting our local auto body associations, and taking direct action through state departments, we’re building momentum. The fight isn’t over — it’s just beginning.
TIFFANY MENEFEE has more than 20 years experience in the insurance business and now runs a collision repair shop in El Paso, Texas.
EMAIL: tiffanykaymenefee@gmail.com
ARCHIVE: fenderbender.com/menefee
Survival Through Consistency: The Discipline to Thrive in Collision Repair
The shops that will make it through today’s challenges are the ones that do the hard things, the right things, consistently.
In my opinion, the collision repair industry has never been for the faint of heart. In today’s market, the challenges come at us from all sides — rising operational costs, constant technological advancements, workforce shortages, insurance pressures, and shifting customer expectations. It can feel like we’re fighting an uphill battle just to keep our doors open.
I’ve talked to many shop owners who are feeling the pressure. Some are exhausted, burned out, and questioning whether it’s even worth it anymore. I get it. But let me tell you this — survival is possible. Thriving is possible. But it will take more than just showing up. It will take discipline, consistency, and an unwavering commitment to doing things the right way, every time.
The
Power of Being Consistent and Repeatable
One of the biggest mistakes I see in struggling shops is a lack of consistency. One day, they’re focused on training. The next, they’re ignoring procedures to push cars through the door. Some weeks, they pay close attention to profitability; other weeks, they’re just trying to keep up with the chaos. The problem isn’t that they lack knowledge or experience — it’s that they lack the systems and discipline to make excellence repeatable.
Consistency breeds efficiency. It builds a reputation for quality and reliability, both with customers and insurers. If your processes are changing daily, you’re creating unnecessary inefficiencies, errors, and headaches for your team. The best shops — those that thrive despite industry challenges — have repeatable processes for every aspect of their operation.
Ask yourself:
• Do you have a structured process for estimating, blueprinting, and repair planning, or does it change depending on who’s working that day?
• Are your technicians following OEM repair procedures every single time, or only when it’s convenient?
• Is your team properly trained on new vehicle technologies, or are they just figuring it out as they go?
• Do you review financials regularly and make data-driven decisions, or do you just hope the numbers work out at the end of the month?
Discipline isn’t about knowing what to do — it’s about doing it every time, even when it’s difficult.
Diving Deep: Discipline is the Difference
The hard truth is that many shop owners know what they should be doing, but they lack the discipline to follow through. It’s easier to cut corners when the workload is heavy. It’s tempting to accept an insurer’s underpayment just to keep cars moving. It’s common to put off training or investment in equipment because it’s expensive.
But easy choices often lead to harder roads. The shops that will make it through today’s challenges are the ones that do the hard things, the right things, consistently.
• They hold the line on proper repair procedures. They don’t let insurers dictate unsafe shortcuts. They educate their customers and stand firm on safety.
• They invest in training and equipment. Even when margins are tight, they know staying ahead is their only option.
• They watch their numbers like a hawk. They measure KPIs, track cycle times, analyze profitability, and make informed decisions.
• They build a culture of accountability. Their teams know that standards don’t change based on workload or who’s watching.
This level of discipline isn’t easy. It requires deep commitment. It requires waking up every day and choosing to do things the right way, even when no one is looking.
The Reward for Discipline: A Future-Proof Shop
The collision repair shops that will survive — and thrive — aren’t necessarily the biggest, the best-equipped, or even the most well-known. They are the ones that are disciplined enough to be consistent, repeatable, and relentless in their pursuit of excellence.
If you’re struggling, take an honest look at your shop. Where are you inconsistent? Where do you lack repeatable processes? Where have you let discipline slip? Fix these things now, before the market forces you to.
Tough times require tough shop owners. Dig deep. Step up. Lead with consistency and discipline. The future of your business depends on it.
DREW BRYANT has been the owner of DB Orlando Collision since August 2011. A 20 group leader, in-demand conference speaker, and award-winning shop owner, Bryant takes a nontraditional approach to process implementation, lean process development, and overall operational experience while remaining dedicated to his staff’s personal and professional development.
EMAIL: drew@orlandocollision.com
ARCHIVE: fenderbender.com/bryant
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