Ratchet+Wrench - September 2025

09.25

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

DETAILS INSIDE PAGE 37

ALL HEART

AAPEX/SEMA SHOW PREVIEW

Brian Moak has a sterling reputation for investing in people, industry, and community.

PAGE 11

CALLAHAN:

STRATEGIES FOR LEADING PEOPLE PAGE 20

JB AUTO CARE’S 7-DAY WORKWEEK PAGE 42

THE 2025 RATCHET+WRENCH ALL-STAR AWARD WINNER

BRIAN MOAK HOW HE TRANSFORMED HEART CERFTIFIED AUTO CARE’S TRAJECTORY THROUGH INTENTIONAL LEADERSHIP PAGE 22

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SEPTEMBER

09.25

VO LU M E 14 NUMBER 09

08

RW ONLINE

11

BREAKDOWN

18

SOP

20

MEASURE, MANAGE & MASTER

New columns from Josh Parnell and Lauralee Schmidt, and a podcast episode featuring ACA’s Lisa Foshee

What’s new at this year’s AAPEX and SEMA Show

Why savvy shop owners embrace AI (and how you can, too)

Strategies for becoming a people-centric leader K AT H L E E N C A L L A H A N

F E AT U R E

22

FROM BROKE TO $15.5M: Brian Moak and HEART Certified Auto Care’s Remarkable Turnaround After hitting rock bottom with $1.4 million in debt and unable to afford basic brake pads, Brian Moak made a stunning transformation that turned his failing family auto shop into a thriving $15.5 million business. The HEART Auto Care owner’s journey from toxic leadership to people-first management is a lesson in accountability, employee development, and building a culture that drives both retention and results. These traits, among others, are why Moak is the 2025 Ratchet+Wrench All-Star Award winner.

BY ALISON JOHNSON

39

LEADERSHIP

42

CASE STUDY

44

THE 35,000-FOOT VIEW

Taking off the rose-colored glasses to see clearly

7-day workweek model

Gen Z doesn’t want your flat rate pay plan D U T C H S I LV E R S T E I N

ON THE COVER:

Brian Moak of HEART Certified Auto Care, photographed by MN Photo Studios.

Ratchet+Wrench (USPS 9957), (ISSN 2167-0056) is published monthly 12 times per year by Endeavor Business Media, LLC. 201 N Main St 5th Floor, Fort Atkinson, WI 53538. Periodicals postage paid at Fort Atkinson, WI, and additional mailing offices. POSTMASTER: Send address changes to Ratchet+Wrench, PO Box 3257, Northbrook, IL 60065-3257. SUBSCRIPTIONS: Publisher reserves the right to reject non-qualified subscriptions. Subscription prices: $90.00 per year (U.S.A. only). All subscriptions payable in U.S. funds. Send subscription inquiries to Ratchet+Wrench, PO Box 3257, Northbrook, IL 60065-3257. Customer service can be reached toll-free at 877-382-9187 or at ratchetwrench@omeda.com for magazine subscription assistance or questions.

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RATCHET+WRENCH

ONLINE

RATCHET+WRENCH

EDITORIAL EDITORIAL DIRECTOR Chris Jones EDITOR-IN-CHIEF Chris Jones ASSISTANT EDITOR Kacey Frederick CONTRIBUTING WRITERS Tess Owings, Leona Scott EDITORIAL ADVISORY BOARD Tara Topel, Topel’s Towing and Repair Andrew Marcotte, American Pride Automotive J.J. Mont, J.J.’s Auto Service Rachel Spencer, Spencer’s Auto Repair Tonnika Haynes, Brown’s Automotive Lucas Underwood, L&N Performance Auto Repair

I RAD

SALES PUBLISHER Andrew Johnson / ajohnson@endeavorb2b.com ASSOCIATE SALES DIRECTOR Mattie Gorman-Greuel / mgorman@endeavorb2b.com DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones / cjones@endeavorb2b.com ACCOUNT EXECUTIVES (NATIONAL ACCOUNTS) Diane Braden / dbraden@endeavorb2b.com Darrell Bruggink / dbruggink@endeavorb2b.com Marianne Dyal / mdyal@endeavorb2b.com Chad Hjellming / chjellming@endeavorb2b.com Lisa Mend / lmend@endeavorb2b.com Annette Planey / aplaney@endeavorb2b.com Kyle Shaw / kshaw@endeavorb2b.com Sean Thornton / sthornton@endeavorb2b.com

O

MOST READ ONLINE COLUMNS PARNELL: Leading with Influence, Not Intimidation In today’s high-pressure automotive repair environment, the distinction between leadership and management has never been more critical. Josh Parnell explores the fundamental question every shop leader should ask: “Does my team feel the weight of my title, or the influence of my leadership?” Drawing from real-world experience in automotive service, Parnell demonstrates how trust-based leadership creates safety that drives engagement, innovation, and accountability. He introduces “The 3 Ps” framework for emotional regulation—pause, process, and pivot—providing shop owners and managers with practical tools for transforming high-stress situations into opportunities for connection and growth.

SCHMIDT: Show Them Off! Your team is your greatest asset, yet many shop owners miss opportunities to leverage their talent for both marketing success and employee recognition.

Lauralee Schmidt presents a cost-effective content strategy that transforms staff showcases into powerful community connections. Whether you’re managing a full team or running a solo operation, Schmidt provides actionable frameworks for highlighting certifications, achievements, and personalities that make your shop unique. Schmidt emphasizes the dual purpose of these initiatives: effective marketing that drives business growth while fostering a culture of recognition that keeps talented technicians engaged and proud of their contributions to your shop.

MOST DOWNLOADED EPISODE PODCAST: What’s Next for Right to Repair Legislation? In this episode, Lisa Foshee, senior vice president of Government Affairs and General Counsel at Auto Care Association, breaks down the critical right to repair battle affecting independent auto repair shops nationwide. As automakers increasingly restrict access to diagnostic data and repair information, independent shops and their customers face mounting challenges that threaten the very foundation of competitive automotive service. Foshee provides essential insights into Massachusetts’ groundbreaking legislation, Maine’s ongoing efforts, and federal bill developments, while explaining the complex legislative process and economic implications.

Catch new episodes every Wednesday featuring thought leaders from across the automotive aftermarket. Scan to subscribe!

8 / R+W / 09.25

ENDEAVOR BUSINESS MEDIA, LLC CEO Chris Ferrell COO Patrick Rains CRO Paul Andrews CDO Jacquie Niemiec CALO Tracy Kane CMO Amanda Landsaw EVP TRANSPORTATION GROUP Chris Messer EVP ENDEAVOR BUSINESS INTELLIGENCE Paul Mattioli VP OF CONTENT STRATEGY, TRANSPORTATION GROUP Josh Fisher SUBSCRIPTIONS Send address changes and subscription inquiries to: Ratchet+Wrench PO Box 3257 Northbrook, IL 60065-3257 SUBSCRIPTION CUSTOMER SERVICE: 877-382-9187 ratchetwrench@omeda.com LETTERS TO THE EDITOR editor@ratchetandwrench.com Opinions expressed in Ratchet+Wrench are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

RATCHET+WRENCH RADIO Strategies and inspiration for auto care success.

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PHOTO COURTESY OF AAPEX

JUMP START

N E WS I D E AS PEO PLE TRENDS

KEEPING ATTENDEES COMING BACK: THE EVOLVING LANDSCAPE OF AAPEX/SEMA Tom Gattuso of SEMA and Mark Bogdansky of Auto Care Association share what all is going down at SEMA and AAPEX this November

BY KACEY FREDERICK

Two of the biggest industry events of the

year, AAPEX and SEMA, are slated to take place Nov. 4-7 in Las Vegas. Though the shows have been going on for decades, organizers have stepped it up in the past couple of years, implementing new features and sessions with the goal of giving attendees a distinct experience each year.

Tom Gattuso, vice president of events for SEMA, and Mark Bogdansky, vice president of trade shows and community engagement for Auto Care Association, shared what changes attendees can expect to see not only this year, but in years to come.

SEMA Show

This year, SEMA will fill all five buildings at

the Las Vegas Convention Center and expand into the adjacent Westgate Hotel and Casino.

Despite ongoing uncertainties in the market, thousands have already started the registration process for this year’s conference.

The expansion into the Westgate has allowed SEMA to put up an international pavilion that they created, and to reintroduce certain features. This will include the Battle of the Builders showcase, which will likely go from outside to inside.

SEMA Live, a 31-hour live broadcast, will also be moved to a different hall this year to reach a wider audience, including those who cannot attend in person. The livestream will be broadcast on YouTube and partner channels during the show.

“When the show opens and closes every day, we broadcast it on our YouTube channel.

We’ve got other partners that we collaborate with that put it on their channels as well,” tells Gattuso.

For those looking forward to SEMA Fest, it’ll be in full swing again in 2025. While it will be similar to last year in terms of music and motorsports, SEMA is planning to put more emphasis on the motorsports aspect of SEMA Fest. Along with motorsports activities and cars on display, three bands will perform, featuring enhanced lighting technology this year for better event flow.

“We’ve now got some lighting options, where we’ll be able to almost turn the lights on and off on that lot; where in the past, if 0 9 . 2 5 / R + W / 11

J U M P S TA R T / B R E A K D O W N

you turned lights off, it took 10 or 15 minutes for them to power back on,” explains Gattuso. “I think that will allow people to migrate between watching the music and watching the motorsports, which is what we were able to achieve our very first year, because we were going from noon to 10 p.m., so there were a lot of daylight hours. Daylight saving time doesn’t necessarily work in our favor for this, but we figured out a lighting option for it.”

The Friday Experience will also be held, a part of SEMA Show open to the public, designed to give enthusiasts and consumers direct access to the event and for manufacturers to interact with end users as well as industry professionals.

Networking will, of course, also play a huge role in the SEMA Show, with plenty of opportunities to connect with other professionals lined up from the moment the show begins with its kickoff breakfast, which is paired with SEMA’s new product showcase winners for the week. It will also feature a keynote speaker to motivate attendees for the week ahead.

There are also several councils and networks that will be hosting events throughout the week, such as the Truck Council, Hot Rod Council, and Restoration Network, allowing attendees to connect with colleagues in specific industry segments.

On Thursday night, SEMA will hold its banquet, which is seeing some changes. It will be moved to Fontainebleau Las Vegas and will be revamped as the SEMA Honors Program to recognize Hall of Fame members and other industry leaders.

More unstructured opportunities for networking will include the connections you make just from traversing the show floor, though.

“A lot of learning and networking happens on the show floor,” says Gattuso. “There’s people who’ve come to the SEMA Show who have friends that they’ve been associated with for 30, 40 years, who they met on the show floor. So I always tell people, ‘Your next best seller is right around the corner—but also, be careful who you talk to, because you may know them for the next 30 years.’”

AAPEX

Around a year and a half ago, AAPEX organizers put into motion the “Future of AAPEX” project to re-evaluate the show’s direction. It consisted of discussions with regular attendees, those who never attend, exhibitors, and international/domestic par12 / R + W / 0 9 . 2 5

ticipants to better understand the aftermarket’s needs.

The end result was two main factors that now motivate the decision-making process for AAPEX: enhancing the attendee experience so they want to return every year, not just every few years; and increasing value for exhibitors—not by making the show cheaper, but by making it more valuable and engaging.

This has led to significant changes being made to the show, including segmenting the show floor based on broad product categories, which has challenged many exhibitors to rethink their booth design and layout. In fact, exhibitors have been encouraged by AAPEX to not just relocate their existing booth, but to make them more interactive for attendees.

“Every attendee ... the first thing they say is, ‘We want booths to be more experiential.’

That’s the word,” says Bogdansky. “Make it something they want to come to. Make it something fun. Make it something that they are going to drive them to your booth.

“And so I think we’re going to see that progress over the next few years. We’ve had some exhibitors say to us, ‘Hey, we see this as an amazing challenge. We’re going to be next to our competitor. We need to show why we’re better than our competitor. We see that as a great challenge.’”

Additionally, rather than having meeting rooms inside of exhibitor booths, the showroom now features dedicated meeting rooms.

They are capable of fitting 6-10 people and can accommodate AV presentations and lunches. Attendees also have the option to reserve a meeting room.

To further bolster activity on the showroom floor, this year’s event will also feature a booth crawl, where attendees go from booth to booth. Every day from 3-5 p.m., there will be a different map highlighting the companies participating in the booth crawl that day. Many exhibitors on the showroom floor will be hosting receptions or offering drinks in their booths in the afternoon as part of the AAPEX booth crawl.

There are several new amenities for attendees as well, including filtered water stations, free buyer lunch on the show floor, and a revamped lobby area with product showcases and themed seating, designed for comfort.

As always, attendees will also have a plethora of options for self-improvement and training this year, including hands-on transmission training in partnership with ATSG and live training in Joe’s Garage— the latter of which will see some changes from how it was scheduled last year. Ses-

sions will be broken up differently, with a built-in lunch and scheduled breaks, and improved seating arrangements have been implemented to make it easier and more comfortable for participants.

There will also be many training tracks more focused on business management, covering topics like financial classes (reading P&L sheets, identifying fraud or embezzlement), service advisor training, working with your spouse, intergenerational communication, and handling addiction in the workplace.

This year, AAPEX is also rolling out a brand-new student competition focused on engine dismantling and reassembly, with eight different teams from vocational schools around the country being flown in to participate in the event on Wednesday morning.

First place prize will include a full toolbox valued between $1,300-$1,500, plus an additional $1,000 for purchasing tools. The second prize is a smaller tool set, with other prizes for all other competing teams.

Featured as the keynote speaker for AAPEX 2025 will be none other than Wayne Gretzky. A former professional hockey player, TV personality, head coach, and philanthropist, Gretzky will share his story through a moderated discussion on Nov. 4, titled “Getting into the Hall of Fame: What it Takes.”

His session outlines lessons the aftermarket industry can use to improve its competitiveness, flexibility, innovation, and ability to let go of fear.

“He’s not just the best hockey player of all time. He also is a very successful businessman,” says Bogdansky. “He’s done a lot of different things, in a lot of different industries, and he’s going to be able to talk through a lot of different things that people in all businesses and all walks of life can learn.”

At AAPEX, there are an abundance of opportunities to pursue. Bogdansky strongly recommends that attendees make at least a rough game plan beforehand of what they want to see. Especially for those who are coming for the first time, it can be a lot to take in without prior prep.

“Look at the classes. There might be a class that appeals to you. Look at the classes that we have on the stages. There might be a class you don’t have to sign up for—but, hey, I know that 9:30 on Wednesday, there’s some class given by this tool company, or there’s a demo by Autel that I really want to get to, or NOCO is doing something really cool. I want to make sure I’m going to check that, or whatever it is,” says Bogdansky. “So plan ahead.”

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J U M P S TA R T / S P E E D R E A D

Beaumont, Texas, University Investing $1.9M Into Training Local Automotive Technicians The Lamar Institute of Technology in Beaumont, Texas, is putting $1.9 million toward a new training program for automotive technicians, reports 12 News Now. The program was created in response to staff ing shortages at local automotive service shops and dealerships. Dr. Angela Hill, provost and vice president of instruction, said the school consulted with local auto shops to help develop the program.

“The need directly came from industry,” Hill said.

As part of the two-year associate of applied science degree program, students will receive hands-on training in engines, electronics, and diagnostics, preparing them for careers as automotive service technicians, diagnostic technicians, and service advisors.

Lessons will be conducted from within a fully renovated 10,000-square-foot shop, with construction on the new facility slated to begin in August and wrap up

by December.

“The lab space will be immersive. It will be real, like hands-on experience, so that students will be able to leave from here and step day one into an automotive technician position,” Hill said.

Classes will also be offered on a flexible schedule, with evening and weekend classes to be available. Hill also plans to expand the program’s curriculum to cover topics like electric vehicles.

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“We will later on add things for our electric vehicles and so forth, so that we can continue to be responsive to the community and the demands of the workforce,” Hill said.

Applications for classes in the new program are already being accepted.

a day on the course,” said Jeff Helfrich, committee chair of the event. “It’s about showing up for the people in our industry when they need us most. The impact of this event echoes far beyond the green, and we’re inviting everyone in the aftermarket to be part of that impact.”

AACF Holding Annual Golf Tournament During Industry Week in Las Vegas

Victory Tire & Auto Acquires 19th Store in Minneapolis, Minnesota, Region

The Automotive Aftermarket Charitable Foundation will hold its annual Bob Schoeberl Memorial Golf Tournament this November in Las Vegas, just before Industry Week, according to a recent press release.

Held in honor of the late Bob Schoeberl—a supporter of the AACF and longtime industry leader—the event is intended to raise funds for aftermarket families facing financial hardship due to illness, accident, or life-altering crisis.

While the golf tournament takes place Nov. 3, the event’s agenda shows that a cocktail party will be held the evening prior, featuring an open bar, live music, a silent auction, and door prizes. Breakfast will be offered the morning of the tournament, and the event is immediately followed by a luncheon that afternoon.

AACF is inviting C-level executives, industry leaders, top media outlets, and automotive enthusiasts to attend the event, but has noted that spots are limited and to register beforehand.

“This tournament is more than just

Victory Tire & Auto has acquired Pod’s Complete Car Care of White Bear Lake, Minnesota, according to a press release.

Finalized on July 9, the acquisition marks Victory’s 19th shop in the greater Minneapolis region and its first in the White Bear Lake area.

The newly acquired location is a well-known, eight-bay shop with the potential to expand to 10 bays. With f ive experienced technicians and two service writers on staff, Victory plans to provide additional resources to support operational growth.

“Our team at Victory Tire & Auto is very excited to welcome in the great staff from Pod’s Complete Car Care,” said Jeff Matt, Victory Tire & Auto brand president. “We were well aware of the excellent reputation this great business has maintained—for decades—in the White Bear Lake area and couldn’t be happier to add it to our family of locations. Our guests can expect to see several updates to the property and facility, especially to the customer waiting area.”

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J U M P S TA R T / N U M B E R S

THE PATH TO SHOP OWNERSHIP

PRIOR INDUSTRY POSITIONS PORTER

6%

SERVICE ADVISOR

24%

TECHNICIAN

65%

VENDOR

2%

ADMIN

12%

MANAGER

38%

NONE

17%

BY CHRIS JONES

Auto repair shop owners come from an

array of diverse industry backgrounds prior to rising into leadership roles. According to the 2025 Ratchet+Wrench Industry Survey Report, nearly two-thirds of shop owners (65%) worked as technicians, bringing valuable technical expertise and understanding to their management approach. Another portion (38%) served as shop managers, while 24% worked as service advisors, giving them the necessary customer service and communication skills to lead people and encourage customers.

Here’s a breakdown of the last role shop owners reportedly worked in before taking over their operations.

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ADOBE STOCK / ARNAV PRATAP SINGH

J U M P S TA R T / S O P

How Smart Shop Owners Can Get Ahead Using AI

BY DA N VA NC E , C H RI S JON ES

Dan Vance is the owner and CEO of Shop Dog Marketing in South Ogden, Utah. His agency works exclusively with independent auto repair shops, offering a range of services that include SEO, PPC, video, and social media marketing. His goal? Simple: Help shops get found, drive more cars into bays, and build a consistent pipeline of customers.

Vance spoke to Ratchet+Wrench about one of the most important—and often misunderstood—tools in a shop owner’s toolbox right now: artificial intelligence and why savvy shop owners embrace it.

As told to Chris Jones UNDERSTANDING HOW CONSUMERS SEARCH There have been some studies showing that users are going into AI and they’re using prompts to figure out their car problems: “Hey, my car smells like this,” or “My car drives this way,” or “There’s a funny sound that I hear. What do you 18 / R + W / 0 9 . 2 5

think’s going on?” AI is helping them self-diagnose vehicle issues they may be having, making them better prepared when going to search engines and looking for shops they feel are going to be the most competent in being able to deliver results.

We know that people still like those

three search positions because they feel they’re the best, but we’re seeing that users are taking the list of everybody in the marketplace and they’re sorting them by their review strength and the number of reviews they have through AI. While not all shops have strong reviews, and reviews are hard for our industry because people don’t understand how repairs work, they get upset and write bad reviews. So, what’s a shop to do? AI can help us understand what we need to do to build trust in the consumer’s mind and start building our brand strength with them. A good example of using AI in marketing would be asking, “How can I build my brand in the local market?” AI can help you

with ideas on how to make that happen.

AI is a place where you can do all kinds of brainstorming, and you don’t have to pay somebody else to do it for you. You can use your creativity and your experiences within your marketplace to ask it for ideas based on behavior.

UNDERSTANDING YOUR CUSTOMERS THROUGH REVIEW ANALYSIS So, back to reviews. Search engines like reviews because they’re a feedback forum that’s not from the shop owner. We already know search engines are reading your reviews, which means you should be reading them, too.

You can copy and paste your reviews into AI or upload a document to start analyzing reviews. Just make sure you take out information you don’t want AI to read—AI is an open format. If it’s already in a public place like a Google My Business listing where they’ve left a review, copy and paste the whole thing and ask AI to start giving you some feedback, like, “Hey, these are reviews for my shop. What are some key takeaways?”

And it’ll give you feedback. “What are some things that appear to be positive but are actually negative?” And it’ll give you feedback. “What are some things I could do to improve some of the negative reviews I’ve been getting?” And it’ll give you feedback.

I’ve even seen some shop owners get really excited about what they learn, grabbing reviews of their neighboring shops or their local competitors, and reviewing those shops with AI. They use prompts like, “What are consumers complaining about?” “What types of services are they not happy with?” “How could I be more competitive?” AI will give you feedback on all of those questions.

CREATING DOCUMENTS AND SOPS WITH AI Creating documents like SOPs to run a more efficient shop is something AI can also do.

You can do the same thing for HR policies. You can say, “Hey, this happened in our shop today with an employee. This has never happened before.

I should address this broadly for the rest of my staff and for our company moving forward. Here’s what happened.” AI will

help you sort through that, and in minutes, you’re going to have something to address the problem that you can hand to your team and say, “Hey, because of this thing today, this is how we’re going to address this in the future.” It’s going to make it much more organized, a lot more productive, and it takes the pain out of it.

Looking back on SOPs, you can add this prompt: “This is the way we’re currently taking vehicles in (tell it how).

How can we improve that, make it more efficient? How can we get more cars in and get them out faster?” AI will help you with that.

ANALYZING PHONE CALLS FOR LOST REVENUE While most shop owners use call tracking, they don’t always listen to the recordings. With AI, you can take call tracking, especially if there’s transcription, and paste it all in AI and ask: “How are we doing on this?”

We ran AI on 65,000 phone calls for a whole year. We looked at seasonality and the different ways that people are calling. It told us all kinds of things:

client who called one day and said, “I can’t believe it, but I just got a call from a lady who is coming to me from the dealership who asked AI who’s the best shop in town that fixes transmissions for Subarus.” His name came up. No competition, no reviews, no other feedback— singular, strong influence. She called him, came down, he fixed her transmission and a few other things, and now he’s got a great new client.

All of the big companies are making millions and millions of dollars from investments in AI. They’re not doing that because they think it’s going away.

They’re definitely betting on it, and we should be too.

• What times of day do the calls come in?

• How are the calls being handled?

• How many conversions are really happening?

• How many new calls were received?

We estimated that there’s probably around $150,000 in lost revenue per shop just on missed calls—they’re not even answering the phone. Well, for that kind of revenue, hire someone who helps with the offload of the calls coming in. “Hey, my name’s Ashley. How can I help? Just one moment. I’m going to get you somebody live in just one second.” AI helped figure this out.

AI IS HERE TO STAY, NOT JUST A FAD AI is here to stay, and it’s going to increase. It’s going to get bigger and bigger, just like the internet did. The reason is that users like it. It’s changing user behavior, and user behavior is where money f lows.

I’ll leave you with this. We have a

Dan Vance CEO, Shop Dog Marketing Dan Vance is the owner and founder of Shop Dog Marketing, serving the auto repair industry since 2018.

Based in Ogden, Utah, his agency provides full-spectrum marketing and lead generation tactics for shops nationwide, helping them grow in today’s competitive and sophisticated repair industry. Dan leads a dedicated team focused on helping shops gain more customers, grow revenue, and make a positive difference in their communities.

With the emergence of AI technology, Dan has become a recognized expert for AI and shop integration in automotive marketing.

Shop Dog Marketing deploys cutting-edge AI tools at critical points throughout the customer journey, from helping shops identify and target their preferred clientele to converting more website traffic through intelligent AI integration and implementing advanced CRM tools for better lead tracking and management.

Dan@shopdogmarketing.com

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COLUMN / CALL AHAN

MEASURE, MANAGE & MASTER

Beyond Command and Control

BY K AT H L E E N CA L L A H A N

Since the dawn of time, owners and

managers in every industry have struggled to find the best way to lead teams of people spanning different generations.

Today’s generational shifts bring even more diverse needs, values, and expectations than ever before. Gone are the days of “command and control” leadership where decisions were made at the top and passed down through directives without any input from workers.

Today, younger team members want to be a part of something bigger than themselves. And while they’re enthusiastic, many do best with a little more direction than the latch-key GenXers (like me), who tend to take on tasks without being told.

THE TRANSFORMATION THAT STARTED IT ALL I’ve been changing the way I lead, and wow, has it made a huge difference! I’m fully invested in supporting the people doing the work, putting as much energy into them as I do into tracking the progress toward our goals. And let me tell you, it’s paying off!

When I take time to learn what matters to each team member, what lights them up, and what they need to thrive, everything shifts. The whole environment becomes more positive, more connected, and more productive. People show up ready, they grow, they support each other, and they crush it. When your team feels good about where they work, the energy changes, engagement goes up, results follow, and the entire business levels up.

And remember: Everyone on your team needs a different type of interaction with you. This is not just for the younger team members.

THE SEVEN STRATEGIES Here are seven things that have worked for me (some of which are still on my todo list). For best results, start small and be consistent: • Hold One-on-One Check-Ins Regularly. This doesn’t have to be formal. It can be a quick chat at their toolbox or as elaborate as taking them to lunch for uninterrupted 20 / R+W / 09.25

time together. Ask how they’re doing, what’s going well, what’s frustrating them, and what they need from you. The key here is to actively listen and take notes so you can follow up.

• Personalize Your Leadership.

Everyone has a different motivator.

Some are motivated by money and want clear financial rewards for their work, while others thrive on public recognition. Some want a clear path to grow, and a few want to know they’re trusted to do their job. The key is understanding what matters to each person—and then leading them in a way that speaks to that. Tools like DISC and Driving Forces assessments can be a gamechanger. I’m certified to use these and have done this work with my team. It has helped them be better teammates, created a stronger sense of ownership, and improved communication throughout our shop.

If you’re curious about how assessments could work for your team, send me an email. I’d love to help!

• Create Clarity. Set clear expectations, preferably in writing, and give your team the tools, training, and support they need to meet them.

Don’t assume they know what “done right” looks like. Show them.

• Ask for Their Ideas. Invite your team into decisions whenever you can. Ask what they think about new tools, changes in process, or even shop layout. They’ll be more invested in what they help build.

• Celebrate Progress, Not Just Perfection. Shout people out when they step up, show growth, or help each other out. Recognition goes a long way, especially when it’s specific and genuine.

• Talk About Purpose. Connect the dots between their daily work and the bigger picture. Remind them that fixing cars isn’t just about parts and labor. It’s about keeping families safe, helping people get to work, and earning trust one visit at a

time. Sharing the “why” is critical to success at all levels.

• Lead with Humanity. Peoplecentered leadership isn’t soft. It’s strong, consistent, and deeply human. Be honest. Be available. Be the leader you would want to follow.

You don’t have to be perfect. You just have to be present and intentional. This shift in leadership style won’t happen overnight, but once it starts, you’ll feel the difference—and so will your team.

I’m always looking for new things to learn and love hearing what’s working for others. If you’ve found something that’s making a difference for your team, don’t keep it to yourself! Email me and let’s swap ideas!

Kathleen Callahan has owned Florida’s Xpertech Auto Repair for 20 years.

In 2020, she joined Repair Shop of Tomorrow as a coach to pursue her passion for developing people and creating thriving shop cultures. Callahan is the 2018 Women in Auto Care Shop Owner of the Year, nationally recognized by AAA for three consecutive years, testified for Right to Repair on Capitol Hill, and is vice chair of Women in Auto Care. kathleencallahanfl@gmail.com

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22 / R+W / 09.25

HEART Certified Auto Care’s Brian Moak

A Man of the People I

How the 2025 Ratchet+Wrench AllStar Award winner turned $1.4 million in debt into a $15.5 million business through peoplefirst leadership.

BY ALISON JOHNSON | PHOTOS BY MN PHOTO STUDIOS

n 2016, about seven years after he

took over his father’s auto shop, Brian Moak stood in front of his team and told them the family-owned business was broke.

So broke that Moak, who had taken on approximately $1.4 million in factor loan debt, couldn’t even afford to buy brake pads.

What happened after that humbling moment was a remarkable professional and personal turnaround that has made Moak, president of HEART Certified Auto Care in Illinois, the 2025 Ratchet + Wrench All-Star Award Winner.

Today, HEART has three high-performing shops with $15.5 million in projected annual revenue, a 96.5% customer retention rate, and goals to expand to six locations and double its revenue by 2031. Moak has also become a trusted mentor to other shop owners.

“The problem was me, and I had to take full responsibility for all my mistakes,” Brian Moak says. “Then we rebuilt from the inside out. There was no silver bullet. Just a relentless commitment to doing the hard work.”

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THE 2025 RATCHET+WRENCH ALL-STAR AWARD WINNER

CONGRATULATIONS Brian Moak President HEART Certified Auto Care Chicago, IL

Pairing that hard work with a people-centric approach, Moak has helped his team succeed with good performance-based pay, updated technology and tools, a comfortable working environment, and continuous coaching and training.

Moak has also implemented a thorough data analysis system to make more informed long-term business decisions.

For customers, HEART offers perks such as 98% same-day service, transparent pricing, free loaner cars, and a three-year warranty on work.

HEART team members say they have flourished thanks to Moak’s in-

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tegrity, empathy, and enthusiasm, especially over the past nine years.

“Brian is very fair and just sticks to his goals,” says Chris Cannon, a technician who has been with the company since 1996. “He sets his sights on something and doesn’t stop until he achieves it. He’s good at getting the best out of people.”

A Connection to His Dad, and a Rocky Start Moak’s father, Glenn Moak, bought the business in 1983 and ran it for 26 years.

To Brian, Glenn was a 5-foot-9-inch giant—a man with a larger-than-life, type

A personality who taught him and his sister the value of a strong work ethic and problem-solving with outside-thebox thinking.

“I idolized my father,” Moak recalls.

“I didn’t know what I wanted to do as a kid, but I just knew I wanted to be like him.”

Early in his childhood, Moak became obsessed with cars. He collected auto magazines to the point that he had about 500 piled in stacks in his bedroom. He dreamed about the European luxury cars that he would own one day.

Moak even admits to swiping sets of keys and secretly playing inside cars that

were in line for service and repairs at his dad’s shop. He clearly remembers his joy when a customer dropped off one of the “it” cars of its day, a 1992 Lexus LS400.

“Other kids my age were mostly focused on sports, but for me, it was all cars,” he says. “It became a real point of connection for me and my father.”

Three days after graduating from Indiana University, where Moak earned a bachelor’s degree in Liberal Arts, he began working at the family shop. He bought the business five years later, at age 27.

In hindsight, Moak realizes he was over his head. The responsibility of a $55,000 per week employee payroll felt

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overwhelming. He also had an unhealthy obsession with proving his worth to others—team members, customers, and vendors alike—which led him to make impulsive decisions, based only on gut instinct, and frequently snap at his staff.

As the business began to flounder, Moak faced repeated denials for bank financing. Instead, he took out loans with interest rates above 30%.

“The combination of my ego and my temper was a powder keg,” he says. “I created a really toxic environment and got in my own way. People were tired. We were days away from going under. I had to stop pretending. One day, it was really like a light switch went off in my head.”

The Transformation Over the next several years, Moak, now 43, undertook what he calls a “messy, painful, and honest” journey that included going to therapy to understand himself, his past, and his emotions.

With the help of a business mentor, meanwhile, he arranged a refinancing deal with a bank and gradually climbed out of debt.

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Hats off to Brian Moak!

BRIAN MOAK PRESIDENT,

The list of changes was long. Moak opted to close on Saturdays to give his team full weekends off for rest, relaxation, and family time. He was happily surprised when revenue actually increased, and has kept shops shut on weekends to this day.

Moak fully remodeled his shops, including installing air conditioning, replacing flooring, repainting, and adding more computers. He upgraded tools and equipment for technicians and promoted team members who had greater expertise in specific areas than he did.

As for his volatility, Moak realized that even if he was stressed or angry, he never had the right to be rude. He found he had much more success in his fast-moving industry by keeping a level head, focusing on the bigger picture, and staying grounded through inevitable highs and lows by relying on his business’s tagline: “Every decision is datadriven and gut-approved.”

“We deploy kind communications,” he says. “We built systems. Structure.

HEART Certified Auto Care – Chicago, IL

2025

RATCHET+WRENCH ALL-STAR WINNER We’re proud to be part of your journey – here’s to continued success ahead!

CONGRATS BRIAN! Your passion & leadership continues to raise the bar.

MITCHELL1.COM

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THE 2025 RATCHET+WRENCH ALL-STAR AWARD WINNER

Congratulations

BRIAN MOAK

RATCHET+WRENCH 2025 ALL-STAR AWARD WINNER

Congratulations on winning this award!

Thank you for your commitment to supporting and elevating shops. We are proud to have you as our customer.

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Coaching. Performance-based pay. We launched a real 401(K). We started having real conversations. And we stopped running the business on reactionary feelings and panic and started deploying data and asking ‘what would happen next?’ on every decision.”

Danny Rosenbloom, HEART’s vice president, says the difference has been night and day. Rosenbloom joined the company at age 16 as a custodian during school breaks and has been a full-time employee since 2010.

One of Rosenbloom’s early encounters with Moak was when he offered to help his boss with a cleaning job. “His response was to tell me it should have been done already, pretty loudly and aggressively,” he remembers. “I was taken aback.”

Rosenbloom also remembers Moak focusing only on numbers and results, not employee development or personal connections. During HEART’s transformation, however, Moak began offering weekly and monthly coaching sessions and holding meetings with each team

28 / R+W / 09.25

member to discuss future goals and fiveyear plans with actionable items.

One day, Moak brought in a financial advisor to give group presentations at each shop. He then offered to pay for one-on-one sessions for any employee who wanted to discuss budgeting, saving for retirement, and, if needed, resolving personal debt.

“People in this industry often work for years with little to show for it,” Rosenbloom notes. “Brian doesn’t want that for us. His biggest shift was when he started thinking about the people in his shops rather than the numbers— and from there, everything took care of itself.”

The strategy is based on Moak’s redefined vision of powerful leadership: “I don’t think it’s about charisma. I think it’s about alignment, accountability, grace, vision, and a relentless pursuit of what matters. I want to build a place where people feel proud of their work.

Where they feel seen. Where they grow as humans—not just as employees. And it’s working.”

Consistent Success With 30-plus team members across its three shops in Evanston, Northbrook, and Wilmette, HEART Certified Auto Care has an average employee tenure of 13.7 years. Moak is also proud of the business’s 4.9-star Google rating—up from a past score of 3.0—more than 3,400 five-star reviews, and “a leadership team I believe in, and a frontline team I’d go to war with.”

Rather than follow a “trickle down” theory of economics, Moak embraces the opposite. By optimizing employee growth and providing good pay and benefits, he has encouraged high-quality work and outcomes that, in turn, lead to profits “trickling up” to him.

This year alone, Moak has invested about $250,000 in upgraded technology. Team member income has steadily grown over the past six to eight years, in some individual cases by as much as 10 times.

Every year, Moak commits to his employees to continue that upward progress. “Everything is optimized toward

employee growth,” he shares. “My job is to provide them with the coaching, resources, and tools they need to succeed, and their part is to work hard and do their work better than anywhere else.

And they are.”

Incentive plans are team-based, rather than individual, and accountability is required. “If we do well, everybody wins,” Rosenbloom says. “It’s not about one person doing great without others doing the same. For customers, we always stand behind what we do and what we say. We don’t give anyone the runaround.”

Moak doesn’t use the word “family” to describe his team, although they are a close-knit crew who know details of each other’s lives outside the shop.

Instead, he thinks of them as a Super Bowl-winning football team that simply hates to lose.

“We all play a different but important role, and we’re incredibly supportive of each other,” he says. “Many of our highest-performing employees are homegrown, having thrived because of

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THE 2025 RATCHET+WRENCH ALL-STAR AWARD WINNER

our development, training, and empowerment programs.”

Rosenbloom has met all of his professional goals to date and continues to meet with Moak to develop more. One of his latest missions, for example, is to become more fluent in Spanish to better serve customers who speak the language.

Cannon, who started out working for Glenn Moak as a porter shortly after high school, is appreciative of the company’s camaraderie and opportunities to keep learning as the industry transforms. HEART receives all types of cars, including hybrids and some electric vehicles.

“This is a high-energy place where everybody gets along,” he says. “We know customers by name. We’re serious, but we have a lot of fun, too. We have great attitudes about being at work, and there’s no drama. I know that’s not true at many shops.”

Cannon is currently the top-producing technician at HEART Certified Auto Care, Moak reports with pride.

That kind of success story fuels him as an owner.

“I love what I do,” he says. “I love helping my team achieve their dreams.

I want them to be able to buy homes, have nice cars, take nice vacations, and send their kids to whatever schools they want, which a lot of people in a bluecollar environment don’t think is possible. But it is.”

Diversity, Inclusivity, and Community Service Moak doesn’t fit the stereotypical mold of an auto shop owner. He describes himself as naturally shy, even if many people assume he is an extrovert. As a gay man, he also has had the past experience of walking into a car shop and overhearing conversations that made him uncomfortable.

Rather than hiding his life, Moak has shared it, actively striving to create an accepting environment for team members and customers of all backgrounds.

“We celebrate people for exactly who they are,” he says. “I know that experience of feeling out of place somewhere, and I don’t want anyone to feel that at my business. I’m really proud of the environment we have built here.”

A devoted family man, Moak has two 30 / R+W / 09.25

CONGRATULATIONS TO BRIAN MOAK, President of HEART Certified Auto Care

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THE 2025 RATCHET+WRENCH ALL-STAR AWARD WINNER

Brian and his team’s commitment to employee development is clear— both in their results and their reputation.

With over 4,000 training sessions completed and a 17% increase in knowledge this year, the results speak for themselves.

C N G R AT S!

sons he adopted with his husband, Matt Moak, a publicist by trade: Noah, 14, and Joey, 3. He and his spouse love to travel the world, attend Broadway shows, and go to professional tennis matches.

Moak’s other interests include shopping, interior decorating, watching movies and television, and staying active and healthy by playing tennis, walking his dogs, working out with a personal trainer two or three times a week, and doing Pilates another two or three days weekly.

“I’ve known Brian a long time,” Cannon says. “I know about his family and his kids and his hobbies, and he knows about mine. That makes everything feel very personal and caring.”

32 / R+W / 09.25

Supporting community organizations that better the lives of children is another passion for Moak, both as an individual citizen and a business owner.

Take the HEART Auto Care exhibit at the Kohl Children’s Museum in Glenview, Illinois, which Moak’s company underwrites on an annual basis. The hands-on display explores car design, technology, and scientific concepts such as gravity.

To learn about car parts and machine function, kids can change the tires, mufflers, and batteries of model cars; build vehicles to race down ramps and/or toy cars to test on different tracks; drive through a play car wash

with flaps, rollers and drying nozzles; and pick out a book from a selection of auto-themed books.

“My toddler is totally obsessed with it,” Moak says with a laugh. “It’s so much fun for kids, and maybe it will get some of them interested in our industry.”

The Future Moak’s past struggles made him hesitant about expanding for several years after HEART Certified Auto Care began to thrive. Today, though, he is ready.

In July, Moak signed a lease on a new location in Bannockburn, Illinois, where he will build a new shop from the ground up. That fourth site is expected

to open in about 10 to 12 months; within the next six years, Moak hopes to have two additional shops up and running.

Depending on the results, Moak doesn’t rule out more growth after that.

“We’re just getting started,” he says.

“This is a really exciting, energizing time for us. We’ve found all the inefficiencies in our team, our foundation, and our systems, and we’ve squashed all of them. It’s time to really go—to really take off.”

But, he added, HEART Certified Auto Care will not compromise its culture and values: “We want to prove that high performance and high retention can coexist in the auto industry. We want to protect what we have and inspire the industry to think bigger, build better, and lead with more heart.”

As for potentially keeping the business in the family down the road, Moak shares that his two sons are both fascinated by cars. Noah, about to get his learner’s permit and eager to score a driver’s license, is particularly fascinated by extravagant sports car brands—Bugatti, Lamborghini, Ferrari, and Porsche. Joey loves anything with wheels.

As for his own boyhood thoughts of buying a fleet of luxury cars, Moak has had the chance to drive almost every model he once dreamed about. His current ride is a 2025 Porsche Panamera with 700 horsepower. “It’s a whole lot of fun,” he says. “It’s a privilege. A joy.”

To Moak, winning the 2025 Ratchet+Wrench All-Star Award is recognition of his messy, painful, and honest journey—and, in particular, the team members and customers who stuck with his business through hard times.

“I could never repay them,” he notes.

“The team had every reason to walk away. The customers gave us another shot. This award reminds me of why I do this. To lead differently. To build something that lasts. To change lives— starting with my own.”

At the moment, Moak’s email template includes a quote not from an industry leader or business magnate but from Abraham Lincoln: “Whatever you are, be a good one.”

“We’re not perfect,” he says. “But we’re consistent, and people trust us.

That’s everything.”

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8/22/25 8:

CONGRATULATIONS

BRIAN MOAK

FROM THE TEAM AT

BRIAN MOAK

PRESIDENT OF HEART CERTIFIED AUTO CARE CHICAGO, IL

1.855.288.3587 USSUPPORT@AUTEL.COM

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THE 2025 RATCHET+WRENCH ALL-STAR AWARD RUNNER UP

TODD AINSWORTH:

A Star in Washington’s Independent Repair Scene This year’s R+W All-Star Runner-Up, Todd Ainsworth, helped develop Washington’s first stateapproved automotive technician apprenticeship program for independent repair shops

BY KACEY FREDERICK

Todd Ainsworth never had it in the cards to run his own business. With a pure love for the game, he found fulfillment as a technician for over two decades, until he physically couldn’t do the same jobs anymore.

But he wasn’t going anywhere. In fact, it was the beginning of an even bigger chapter.

Together with a fellow technician, the two transitioned from techs to shop owners.

Was it easy? Of course not. But it was made possible by a humble attitude and an appetite for learning from others in the industry.

As not just an accomplished business owner, but an active educator and advocate for careers in auto repair, Ainsworth’s drive and ethic earned him Ratchet+Wrench AllStar Runner-Up status this year.

A Love for the Game

Being the son of an auto parts store owner, Ainsworth got an early start in automotive.

He performed his first repair job at 10 years old, when he changed the spark plugs on a Ford Pinto.

Once he became a driver himself at 16, his main motivation to work on cars became pretty simple: he wanted to go fast.

Underneath that, though, the skills he was building from working on his car as a teenager would serve him for life.

“I just always loved cars and everything mechanical; I like to find out how things work,” says Ainsworth.

Throughout high school, he would work at a gas station. Then, right after graduating, he went to work for a repair shop. Ainsworth spent 25 years working as a professional technician, and it was something he loved. He wouldn’t have traded it for the world—but life had other plans for him.

After Ainsworth underwent two shoulder surgeries, he realized he wasn’t able to take on the same challenges as before. Until then, he hadn’t considered shop ownership, but having garnered over two decades of experience and having a passion for the industry, he saw a clear path for himself at this point in his career.

Learning to … Learn

Together with a business partner, Ainsworth opened his first shop in 2010, in one of their previous employer’s former locations. He quickly saw that it came with a whole new set of challenges from what he was used to.

“I didn’t go to school for business or anything, so there was a lot to learn. And the learning curve is steep,” says Ainsworth.

He was new to running a shop himself— but he’s glad he didn’t jump straight into trying to run a business while he was young and figuring himself out.

“I don’t think I would have been mature enough to achieve the success that I have now. Because your emotions change over time, and you need to have a stable emotional base to be able to handle the difficulties that come up on a potentially daily basis,” explains Ainsworth.

In his new role, Ainsworth sought out as much insight and advice as he could from others who had owned shops longer. For him, this was accomplished through joining the Northwest Auto Care Alliance. It provided a place for him to connect with many other shop owners, to find mentors, and to access training resources.

He now continues that positive cycle, serving as the treasurer of NWACA’s executive board, and having worked with other members to develop Washington’s first stateapproved automotive technician apprenticeship program for independent repair shops.

Ainsworth serves as president of the program, which is called the Independent Technicians Automotive Committee, or iTAC. “There’s a lot of help available. We don’t want new shop owners to struggle,” says Ainsworth. “The help is out there, if you want to get it. There’s a lot to learn—and I realized that, and I learned a lot. It could have been a lot worse if I didn’t have that kind of help.”

After opening his first shop, it gradually grew into more of a success. It caught the attention of Dave Winters, who at the time

owned Swedish Automotive and was looking for someone to take over the shop.

“Dave had wanted to chart his retirement and succession plan,” tells Ainsworth.

“Once he found out how quickly we were becoming successful with our new shop, he asked us to become the owners of Swedish Automotive.”

Enter: Swedish Automotive

Winters opened Swedish Automotive in 1984, and it has been steadily growing ever since. While Ainsworth was opening his first shop in 2010, he had just completed construction on a new building—the same one it operates in today. It’s equipped with 10 working bays, an alignment bay, and a car wash bay.

When Winters proposed to Ainsworth and his business partner that they take over Swedish Automotive, they went full speed ahead. Ainsworth sold his interest in the first shop to one of the technicians there and went on to take over Swedish Automotive in 2018. Before long, it would be just him operating it, as his business partner decided to continue running their first shop alongside their former technician.

In addition to the COVID-19 pandemic taking effect not long after taking over the shop, Ainsworth soon realized that the existing staff didn’t share his vision for where he saw the shop going, promoting some turnover.

While it was one of the biggest hurdles for Ainsworth in taking over Swedish Automotive, it was worth it to ensure a thriving shop culture, where both his customers and team members are taken care of.

“I know that we’re doing our part to make sure that the cars are safe, and that we’re trying to provide the best experience that we can for them. And at the same time, I’m making sure that all my techs have every opportunity to do all the training they need, that they are enjoying their careers, and that they’re going to be fulfilled and carry on into the future,” says Ainsworth.

09.25 / R+W / 35

THE 2025 RATCHET+WRENCH ALL-STAR AWARD RUNNER UP

MICHELLE TANSEY:

“I Could Do This, Too”

Michelle Tansey was training to become a law enforcement officer, but when she encouraged her husband to open an auto repair shop in Santa Clara, California, she would soon realize there was a place in this industry for her to shine

BY KACEY FREDERICK

There’s no limit to the different career paths that can lead into the automotive repair field.

From technical ability to business prowess and people skills, there are many transferrable skills. Despite this, many struggle to believe they belong in the industry.

Michelle Tansey saw herself in law enforcement when her husband, a professional technician, became dissatisfied with dealership work. They worked together to open a shop and make a new business, yet it would be years before Tansey saw the tremendous value she offered to not just their shop, but the auto repair industry as a whole.

Now the CEO and co-founder of Euro Clinic in Santa Clara, California, and serving on the board of Women in Auto Care, Tansey has earned the title of Ratchet+Wrench All-Star Award Runner-Up for her journey in starting, and eventually transforming, her and her husband’s European specialist shop.

Searching for Something Better

While putting herself through school to gain a degree in law enforcement, Tansey took on a part-time job at the local Volkswagen dealership as a receptionist, where she would meet her husband, Bernard.

However, as her husband worked for more dealers, he began to see cracks in the foundation and was being put on a career path he wasn’t interested in. That’s when Tansey asked a simple question.

“One day at dinner, I just told him, ‘Why don’t you start your own shop?’”

Tansey’s husband scoffed at the idea. But after a week or so, Tansey took it upon herself to do research and show her husband what it would cost to start a business and launch a side gig, and eventually convinced him to give it a shot.

And so it began, with Tansey’s spouse working on cars underneath a carport outside their first apartment together. He had no trouble acquiring jobs, and Tansey became more convinced that shop ownership would be the move when she saw how good the money was.

He took it further, renting out a lift from 36 / R+W / 09.25

a local BMW aftermarket shop. Within a year, he was doing more work on that one lift than the shop was doing with its three lifts and three techs.

That was the breaking point—the point where Tansey and her husband decided to say ‘screw it,’ and pursue owning a shop.

It was undoubtedly a risk, but no matter what happened, Tansey knew they had the resources to bounce back. Why let fear of potential failure keep them from trying at something they believed in?

A New Chapter—For Them Both

With no banks willing to lend them a loan, they had to rely on what they had in savings to afford their first shop facility, which they moved into in 2016.

Up to this point, Tansey still felt like her husband was mainly the face of the brand, and struggled to see what she could bring to the table. That was until 2018, when she started to see that there’s a lot more to the auto repair business than just technical know-how.

“When I went to the Ratchet+Wrench Management Conference in 2018 and sat in round tables with all these shop owners … that was a big switch for me, where I said, ‘Hey, I could make this into my career, versus what I went to school for.”

Tansey realized that she could excel in many other areas of the business, such as managing finances. Additionally, having training in law enforcement equipped her to effectively handle people in professional settings.

“We had zero experience on what it took to run a business. It’s a different beast,” says Tansey. “I was big on people, and being in law enforcement, I had a lot of leadership skills that I wasn’t aware of, that I could implement into knowing people.”

Spreading Her Wings and Learning to Fly

Tansey fully embraced taking a dominant role in the business, solidified with a rebranding campaign led by her. When the shop first started, it focused mainly on working with Volkswagen models, but Tansey thought it

would be a better idea to broaden their scope to work with all European vehicles.

Throughout this process, Tansey had the help of a coach, who taught her how to best navigate a rebranding effort without losing customers.

“He and I had intense conversations on how to do this,” shares Tansey. “He said, ‘This has to be done correctly. You have to advertise to make sure that it’s going to be effective and that customers don’t think you changed ownership.’”

Tansey imagined making the shop a luxurious, customer-focused experience—what she calls ‘the Ritz Carlton of auto repair.’ In the area they’re in, surrounded by high-netrisk professionals, Tansey hoped they would better appeal to the clients in her area with the rebrand.

An avid San Francisco Giants fan, Tansey went with her favorite color, orange, for the shop’s rebranding. They also implemented new, streamlined services, such as drop-off/pickup, updated communication methods, and hired new technicians to support the upgrade.

The remodel has been a huge success for the business, attracting many more professionals to the area. The shop’s customer demographic now includes many more professional working women in the area, with it shifting from a 70/30 majority of men to women now accounting for 60% of their clientele. Tansey credits this shift to the emphasis they have placed on speed of service and transparency.

Though Tansey initially didn’t see herself in auto repair, it was ultimately a self-imposed barrier that kept her from realizing the vast array of skills she had to thrive in the industry. Once she went ahead with the rebranding of the shop, she began to see that the business wasn’t just her husband’s, but hers, as well.

She just had to permit herself to shine.

“That’s when I kind of fell in love with the business, because I felt like I could put my little touches onto it. Not just in the background— running the business financials and all that stuff—I was able to be in the front line.”

DRIVE YOUR SHOP FORWARD

OCTOBER 8-10, 2025 OWNED & PRODUCED BY:

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Turning Around a Nonprofitable Shop

BY SPIRO MOROGIANNIS, BG TRAINING PROGRAM MANAGER AND BGU INSTRUCTOR

Your Partner Beyond Products™

Is your shop struggling to make a profit? Compounding items contribute to a nonprofitable shop. Knowing what works (and what doesn’t) in daily processes makes a difference in turning your business around.

These action items create awareness and opportunity to boost profitability.

A simple “final signoff” by a tech, advisor, or manager before returning the customer’s vehicle can change a customer’s visit.

Inspect the work and check for oil stickers, tire pressure monitoring system or vehicle dash lights, wheel torque, fingerprints, etc. This highly reduces comebacks and negative reviews and helps capture positive reviews while adding value.

Self-Audit Excessive/Unnecessary Spending

Refine the Customer Check-In Process

Review how you handle inventory, shop consumables, and cash flow. How you purchase shop tools can drive shop expenses through the roof. Excessive inventory is a cash killer. Are you returning new parts and cores to your suppliers, or are they shelved, costing you money? Streamlining inventory processes impacts profitability.

The check-in sets the tone for the entire visit. At a restaurant, do you prefer a “Whatcha here for?” or a waiter’s warm greeting and thanks for coming? Greet and welcome the customer. Confirm their appointment, review concerns, and explain what to expect.

A customer brings their vehicle for repair/diagnostics. “Mr. Customer, your vehicle is in the queue, and I’ll keep you informed throughout the visit. Our technician will look into what’s going on. Before starting repairs, we’ll contact you with options. If we notice anything needing attention, we’ll get you the information to make an informed decision.” This sets customer expectations on how you conduct business: You’ll look over their car and be in communication; they’ll then make the final decision.

Customers like being informed, while the shop controls the transaction. Communication and transparency keep you trouble-free and help sell additional required work or maintenance.

Set the tone for the transaction.

Improve Time Management, Labor Efficiency, and Bay Turnaround Times Are you OK with working 50 hours per week but only getting paid for 35 hours? Improve shop labor efficiency.

When reviewing a potential job, maximize bay turnaround.

Shops leaning toward heavy line and large repair—where a bay with a vehicle causes excessive downtime—lose revenue. If a large job pays 15 hours but clogs your bay for three days, how much do you make? Ten hours per day opportunity x 4 days = 40 hours. 15/30 = 50% efficiency. OUCH. Determine a balance of same/next-day turnaround jobs, preventive maintenance, and suspension work to tilt efficiency and balance cash flow and billed hours. Too many heavy line or long-turnaround jobs hurt the financials, especially if they’re not labor-efficient.

How many hours does your shop need to break even? How many more hours to sell daily/weekly/monthly for a profit?

Calculate expenses, costs, and financials.

Review Outstanding Invoices Are repaired vehicles parked for months with money owed? They occupy precious parking space and bog down the books, parts bills, shop payroll, and liability, and customers notice the same cars parked for months. Resolve those vehicles with the owners.

Examine Quality Control Process and Comebacks A lack of quality control (QC) slows production and misses the opportunity to maximize labor efficiency and reduce comebacks and complaints. Establish a QC process with your techs and advisors (and yourself) to master accountability and ensure the job is done properly the first time.

Master the MPI Process For the multi-point inspection, follow the 300% rule: 100% of cars, 100% of offerings, 100% of the time.

Customers have the right to make informed decisions; don’t hold back recommending something their vehicle needs.

Present your findings to the customer, then be OK with hearing “no.” Simply asking to perform additional work drastically improves your chances of hearing “yes.”

Evaluating every car through a quality MPI protects the shop and communicates vehicle needs to the customer. Be proactive in communication; your shop will reverse course fast.

These easy exercises help shops turn around profitability and instill customer trust. Shops focusing too much on “trying to get more customers” aren’t focused on the processes, communication, and simple, consistent offering of needed work.

Process and consistency benefit your shop faster than any marketing strategy or advertisement and yield immediate results—today and tomorrow.

ADOBE STOCK / А ЛЕКС АНДР МИХ АЙ ЛЮК

T O O L B OX / L E A D E R S H I P

BLIND SPOTS AND BREAKTHROUGHS: TWO SHOP OWNERS ON SEEING WHAT’S HARD TO SEE When Chris Cloutier opened his first shop in North Texas, he thought he had a clear picture of what leadership looked like.

“You get into business because you think you can do it better than the people you worked for,” he says. “But then you realize just how much you don’t know.” Across the country in Wiscasset, Maine, Bruce Howes echoes the sentiment. “You build the people, and the people build the business,” he says. And that starts, he believes, with being honest about your gaps.

Whether it’s a missed opportunity on a P&L sheet or misreading what motivates a new generation of technicians, blind spots aren’t a matter of if—they’re a matter of when. What sets successful shop leaders apart is how they respond once those blind spots are exposed.

Knowing What You Don’t Know Cloutier, the founder of AutoFlow and co-owner of multi-shop operation Golden Rule Auto Care, can pinpoint one of the first leadership blind spots he had to face: not understanding the financials. “I didn’t know my P&L or balance sheet. I didn’t understand how important the numbers are to decision-making,” he says. When someone first pointed it out, his reaction was familiar: embarrassment, even defensiveness.

“You try to fake it till you make it, but I

PHOTOS CONTRIBUTED BY CONTRIBUTED BY ATLANTIC MOTORCAR CENTER

BY LEONA SCOTT

Chris Cloutier believes systems create safety—both in the bay and in leadership.

“Good leaders don’t just react. They build bumpers to guide the team forward.”

don’t believe in that anymore. It’s OK not to know everything.”

For Howes, owner of Atlantic Motorcar Center in Maine, the learning curve wasn’t around finances—it was generational. After four decades in the profession, he noticed a shift: “Younger techs aren’t motivated the

For Bruce Howes, leadership starts with caring.

From peer-led trainings to personal coaching, his shop culture empowers technicians to grow as people, not just employees.

same way. It used to be all about money.

Now it’s about flexibility and time off. If you don’t adjust your leadership style, you’re going to lose them.”

Both owners agree that blind spots aren’t always obvious from the inside.

“We’re usually the last to see them,” says 09.25 / R+W / 39

T O O L B OX / L E A D E R S H I P

Cloutier. That’s why intentional systems—outside coaching, KPI tracking, 20 groups—are critical.

Creating Space for Candid Feedback To stay ahead of the curve, both shop owners prioritize transparency and trust.

Cloutier leans on a structure of one-onone meetings, coaching, and peer learning environments. “I imagine the owner as a bowler. The employees are the ball. The systems—spreadsheets, processes, check-ins— those are the bumpers,” he says. “If you’ve never bowled before, your ball’s probably going in the gutter. But bumpers help you hit some pins.”

Howes builds trust through culture.

“Our tagline is ‘Caring for cars and people,’ and that starts with our employees,” he says.

Quarterly, his team completes anonymous reviews through a cloud-based platform.

But feedback doesn’t just happen once a quarter—it’s woven into the daily rhythm of shop life.

One way they’ve created that rhythm is through a peer-led training model. Each month, a different team member leads a lunch-and-learn session with pizza, case studies, or personal challenges. “They enjoy learning from each other,” says Howes. And when someone excels? They receive the “Iron Man Award”—an Avengers-inspired helmet that lives with the top-performing tech each week. They sign it, pose with it for social media, and feel part of something bigger.

Feedback also gets personal. Howes’ HR manager works with team members on more than just reviews—she offers coaching on goal setting, budgeting, even emotional and spiritual support. “We once had a tech go from making $17 an hour to $100K and still struggle financially,” Howes says.

“So we created a holistic approach to help them grow inside and outside the shop.”

From Insight to Action Once a blind spot is identified, what happens next?

Cloutier emphasizes incrementalism.

“I’d love to say I change immediately, but I don’t. I believe in small, consistent steps over time. Like the movie “What About Bob?”—it’s all about baby steps.”

One example: After learning from a 20 group about the power of thorough vehicle inspections, Cloutier realized his own shop’s process was lacking. “We used to just fix the car,” he says. “Now, we use 40 / R+W / 09.25

a digital inspection process that allows us to compare performance across techs, track added income, and see what we’re missing.

It’s night and day.”

Howes also believes in showing the “why” behind every change. “If you just issue commands, you get resistance,” he says.

“But if you involve the team in the process, they’ll own it.” His own KPI reports, in fact, often look better when he’s away.

“That’s the goal—build a team that doesn’t need you to function.”

Both leaders say feedback is only as powerful as the follow-through. Cloutier compares it to receiving a Christmas gift.

“Say thank you. Then keep it, toss it, or regift it. But never reject it outright. Some of the hardest truths come from people who know us best.”

Building Stronger Teams Over Sandwiches: The Atlantic Motorcar Center crew gathers for a lunch-and-learn focused on trust, respect, listening and influence–key pillars of their Relationship Framework.

Atlantic Motorcar Center employee Ben passes the AMC Iron Man Helmet to Service Advisor Jessica, in recognition of her leadership, efficiency, teamwork, and quality of service. The rotating award, signed by each recipient, celebrates team members who embody the Atlantic Motorcar Center ethos.

Building a Blind-Spot-Smart Shop For owners who suspect they have blind spots but don’t know where to start, both Cloutier and Howes say the answer is simple: stay humble and stay curious.

Cloutier recommends reading “Ego is the Enemy” and embracing the philosophy of the Stoics. “Epictetus said, ‘A man can’t learn what he thinks he already knows.’

That quote changed how I lead.”

Howes focuses on developing a people-first shop. “You must invest in your team. Train them to lead, not just follow.

Help them grow, and they’ll grow your business.”

Identifying blind spots isn’t about fixing flaws—it’s about revealing your potential. And sometimes, all it takes is the courage to listen.

F A C T O R Y M O T O R P A R T S . C O M

WHAT DO WE DO FOR YOUR BUSINESS?

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Since 1945, we’ve been your familyowned source for OE parts, training, and creative business solutions. Get in touch to discover how we can customize a program that keeps your business firing on all cylinders.

ADOBE STOCK / PHIL STEURY

T O O L B OX / C A S E S T U DY

SEVEN DAYS A WEEK: HOW ONE SHOP OWNER TRANSFORMED HIS BUSINESS BY STAYING OPEN WHILE COMPETITORS CLOSED

BY TESS OWINGS

How many of you struggle to make ends meet every month? Maybe the end of the month comes around, and it feels like you’re on pins and needles just hoping to break even on the 27th or the 28th? What if I told you you could have peace of mind around the 20th and have the rest of the month to just add to your revenue? And, on top of that, there’s an extra three months per year to work on your shop. What’s the secret? A seven-day workweek.

It may not sound ideal to you or your employees, but the way that Bill Brusard, president of JB Auto CARE, sees it is that we need to adopt a retailer’s mindset. Auto repair shops need to be more customer-centric—that’s where all the money is. The ideal customer is a dual-income family with kids, and when are they looking to take their vehicles in? Saturdays and Sundays.

Brusard didn’t always have a seven42 / R + W / 0 9 . 2 5

day workweek. When he started, he ran a traditional five-day workweek and then eventually added Saturdays. Two years ago, he decided to go all-in and added Sunday to the schedule and hasn’t looked back since. It works for him—and his customers.

BACKSTORY: Brusard started his career in the automotive industry as a Toyota technician in the ‘80s. He eventually became a Master Technician and then worked for Lexus, where he was also a Master Technician. In 1995, he partnered up with a colleague, and they opened their own shop. He laughs that they realized on the first day that it was a mistake and that they didn’t know anything about business. A coaching company helped with his business savvy, and he later ended the partnership and bought his own three-bay gas station in 2002—

JB Auto. In 2005, Brusard met Todd Hayes of AutoShop Answers, and that’s where he says his career really took off.

Brusard now works as a consultant to other repair shops and has been at this location for 25 years.

PROBLEM: Brusard, like many, says that he often struggled with breaking even until the very end of the month. And, being located in the Northeast, a snowstorm or a holiday or a short month like February could make every month a nail-biter. He figured this was just how business was done.

Brusard had a five-day workweek until the idea of being open more days was introduced to him through Hayes, who had a chain that was open seven days per week. Brusard decided to adopt the “retailer’s mindset” and become more customer-focused by opening on Saturdays as well.

AFTERMATH: Adding weekends has provided eight additional days to bring in revenue each month, Brusard says. That’s 100 days per year, which is roughly three months.

Three extra months can add a lot to your bottom line. He now breaks even on the 20th of the month, a week before he used to. Brusard says his shop averages $500,000 per month, roughly $6 million per year. Brusard also says that the feedback from customers has been amazing and that they are so appreciative of the

schedule. He says that so many people come on a Sunday because they desperately need their car on Monday. Because he’s able to save the day and be available to them when other shops are not, he’s won a customer for life.

TAKEAWAY: For those considering it, Brusard says, “Do it.” If you’re open seven days per week, you are open when your customers—your ideal customers—can come in. It pays off with customer satisfaction, and it can help relieve your financial stress as you make more money, and you’re not stressed at the end of the month because you’re worried you won’t hit your numbers. It may not be the most ideal for certain staff, but sometimes the team that got you to where you are now isn’t the team that’s going to get you to the next step. You can also find people who are willing to work weekends, like Brusard did, by hiring from places that already run that way and make that expectation up front.

PHOTOS CONTRIBUTED BY JB AUTO CARE

SOLUTION: Two years ago, Brusard added Sundays, and now JB Auto CARE is open Monday-Friday from 7 a.m.-6 p.m., Saturday 7 a.m.-4 p.m., and Sunday from 8 a.m.-4 p.m. Staffing and getting his employees on board with the new schedule was an obstacle, but it wasn’t terrible, he says.

But it is a culture shift.

Brusard explains that it helps that he didn’t make the switch overnight, and he was able to keep most people who preferred Monday-Friday with those hours and hire people who are used to working weekends, like the people he hired from Jiffy Lube. Then, once the hours were put in place, it became the hiring norm, so people knew what they were getting themselves into when they were hired. It also helps that Brusard pays his employees very well for the industry, and he’s able to do that because he’s open more. Being open more allows him to bring in more profit, which benefits the employees. He says when people are getting more money, they tend not to care as much about which days they have off as long as they have two.

09.25 / R+W / 43

C O L U M N / S I LV E R S T E I N

THE 35,000-FOOT VIEW

The Flat Rate Paradox: When the American Dream Feels Unattainable

BY R. “DUTCH” SILVERSTEIN

Unless you’ve been living under a rock

for the last decade or so, you are likely well aware of the massive shortage of qualified and entry-level techs that we now face as baby boomers retire. This shortage is magnified by a shifting value system and the evolving priorities of younger generations. While the flat-rate compensation model has long been a foundational staple of the industry, its inherent downsides are increasingly clashing with the aspirations and realities of young people seeking to enter the job market and pursue careers as technicians. It’s tempting to dismiss this as nothing more than preferring the stability and security of a predictable income, but that is too simplistic a view. For many of those of Gen Z, it’s rooted in a deep-seated feeling of hopelessness about ever achieving the traditional American Dream. In my nearly 50 years in this trade, I have never seen another generation so easily defined by apathy and despair.

THE EROSION OF THE AMERICAN DREAM AND ITS IMPACT ON CAREER CHOICES For my generation and others before me, the American Dream—the belief that hard work leads to upward mobility, home ownership, and financial security—served as a powerful motivator. My father used to say, “In America, anything is possible.” However, the economic realities faced by Gen Z paint a starkly different picture. Factors including: • Soaring Cost of Living. Basic necessities, like rent and groceries, are significantly more expensive than they were for previous generations.

• Increasing Barriers to Entry. Many young adults who would enter our field are burdened with the cost of paying for their tools and equipment. Add this financial burden to that of repaying student loans for the trade school they may have attended, and it’s easy to see why many balk at entering our field.

• Economic Inequality. Concerns about the widening gap between the rich and the poor further fuel skepticism about the path to success that I and so many others followed. These circumstances 44 / R+W / 09.25

have led many younger individuals to question the viability of the American Dream itself, leading to a sense of financial insecurity and a redefinition of career and life goals.

REDEFINING SUCCESS: BEYOND FINANCIAL GAIN Faced with the discouraging prospect of never achieving the traditional American Dream, many younger individuals are prioritizing factors beyond purely financial gain in their career choices. These include: • Work-Life Balance. The pursuit of a fulfilling life encompasses more than just work. A popular saying is “young people don’t live to work, they work to live.” Predictable schedules, time for family, personal interests, and a focus on reducing stress to maintain their mental health are paramount.

• Purpose-Driven Work: The current younger generations are more causedriven to assign meaning to their life.

They want to feel as though they are contributing to a greater purpose or making a positive impact on society.

These shifting values directly impact the appeal of flat-rate pay plans, which prioritize speed and output above nearly all else. While lucrative for those who are money motivated and fast, there are disadvantages too. Staying late and potentially missing family time is anathema for many younger people.

BRIDGING THE GAP: ADAPTING TO A NEW NORMAL To address the shortage of technicians and attract new talent, our industry must adapt its approach and offer more appealing compensation models and work environments.

Some shops have implemented the following strategies: • Competitive Base Salaries. Providing a strong foundation of predictable income to meet financial needs and alleviate some of the pressure associated with the rising cost of living.

• Hybrid Compensation Models. Combining a base salary with incentives for efficiency, quality, and customer

satisfaction, rewarding performance without solely relying on flat rate.

• Investing in Training and Mentorship. Equipping technicians with the skills and knowledge needed for complex repairs and offering opportunities for growth, fostering a sense of professionalism and commitment.

• Embracing Flexible Scheduling. Exploring options like 4-day workweeks or staggered shifts to accommodate work-life balance and reduce the risk of burnout.

By acknowledging the underlying reasons for the aversion to flat-rate pay—the feelings of hopelessness and despair surrounding the traditional American Dream and the resulting re-prioritization of work-life balance— our industry can create more attractive career paths for the next generation of workers entering the marketplace. Adapting to this new reality is not just about attracting talent; it’s about building a sustainable and thriving future for our industry.

R. “Dutch” Silverstein, who earned his Accredited Automotive Manager Certificate from AMI, owns and operates A&M Auto Service, a seven bay, eight lift shop in Pineville, North Carolina.

Dutch was a captain for a major airline earning type ratings in a variety of aircraft including the Boeing 767/757, 737, 200, 300 and 400 series, Airbus 319/320/321, McDonnell Douglas MD80/ DC9 and Fokker FK-28 mk 4000 and 1000. After medically retiring, he transitioned his part-time auto repair business into a full-time occupation. dutch@dutchsgarage.com

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