FenderBender - July 2026

FENDERBENDER.COM / JULY 2026

KEEP YOUR TEAM’S EYES ON THE PRIZE

PAG E 34

MIKE ANDERSON:

WHY TEST DRIVES ARE CRITICAL

PAG E 4 0

Building the Future of Collision Repair Brothers Dominic and Mario Martino uphold their family values and industry standards at their 50,000sq. ft. shop in Chicago.

That’s not just a tagline for Gold Coast Auto Body — it’s the way they’ve done business for nearly 35 years.

PAG E 26

BUILDING THE NEXT GENERATION WITH APPRENTICESHIPS

PAG E 20

CONTENTS

0 7 . 2 6

|

JULY V O L U M E

2 8

|

N U M B E R

FEATURE

0 7

PROFILE

20 BUILDING THE NEXT GENERATION

26 COMPROMISE NOTHING

With the right structure, apprenticeships can turn “green” hires into confident producers and strengthen culture, safety and retention.

That’s not just a tagline for Chicago’s Gold Coast Auto Body — it’s the way they’ve done business for nearly 35 years.

BY NOAH BROWN

BY LINDSEY GAINER

FenderBender (USPS Permit 25614), (ISSN 1937-7150 print) is published monthly 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 FenderBender, PO Box 3257, Northbrook, IL 60065-3257. SUBSCRIPTIONS: Publisher reserves the right to reject non-qualified subscriptions.

Subscription prices: U.S. ($93 per year). All subscriptions are payable in U.S. funds. Send subscription inquiries to FenderBender, PO Box 3257, Northbrook, IL 60065-3257. Customer service can be reached toll-free at 877-382-9187 or at fenderbender@omeda.com for magazine subscription assistance or questions.

Printed in the USA. Copyright 2026 Endeavor Business Media, LLC. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopies, recordings, or any information storage or retrieval system without permission from the publisher. Endeavor Business Media, LLC does not assume and hereby disclaims any liability to any person or company for any loss or damage caused by errors or omissions in the material herein, regardless of whether such errors result from negligence, accident, or any other cause whatsoever. The views and opinions in the articles herein are not to be taken as official expressions of the publishers, unless so stated. The publishers do not warrant either expressly or by implication, the factual accuracy of the articles herein, nor do they so warrant any views or opinions by the authors of said articles.

July 2026

3

fenderbender.com

CONTENTS

J ULY

STARTER

07

DRIVER’S SEAT

The outlook and challenges in collision repair

QUICK FIX

08

BREAKDOWN

How Juan Carlos Gasga Perez grew his shop’s social media brand

10

MATERIAL DOCUMENTATION Repair material documentation for OEM and DRP reporting

14

LIGHT HITS

The latest stories from around the industry

15

NUMBERS

DRP activity on the rise

16

SNAP SHOP

Hertrich Collision Center designed for efficiency, scalability, and long-term operations

16

STRATEGY

COLUMNS

32

THE SOP

34

Reset DRP rate escalators and scorecards

34

FINANCE+ OPERATIONS

Keep your team’s eyes on the prize

36

CASE STUDY

Attract customers with your online presence

18

SHOP PROFITS Boost ROI and cash flow management

BY G REG LOB S IG E R

38

COLLISION COURSE

Stop sacrificing your employees to keep employees happy

BY TIFFANY ME NE FE E

40

ON THE BUSINESS

Why today’s test drives are critical

BY MIK E ANDE RSON

July 2026

4

fenderbender.com

New cred.

New customers.

When you join the Ford Certified Collision Network (FCCN), you’ll be recognized

by Ford, customers, and insurance companies as someone who offers the highest standards in Ford and Lincoln repairs. That puts you into a referral stream for new customers from our digital properties and call center. It also gets you access to not only the right parts but exclusive Ford procedures, training, and support. What’s more, you’ll be included in the Ford Pro™ Fleet and Commercial certified shop list.

Take word-of-mouth referrals to the next level by joining the FCCN today.

Learn more about FCCN.

Message and data rates may apply.

CONTENTS

ONLINE EXTRAS

CL ICK ON THE L OGO BEL OW F OR PRODUC T INF ORMATION EDITORIAL

AUTEL

Auto Data Labels

Chris Jones VSRG Editorial Director Jay Sicht Editor-in-Chief Peter Spotts Associate Editor Kacey Frederick Assistant Editor Emily Kline Special Projects Editor Leah Marxhausen Special Projects Editor Mike Anderson Contributing Writer Noah Brown Contributing Writer Lindsey Gainer Contributing Writer Todd Kortemeier Contributing Writer Greg Lobsiger Contributing Writer TIffany Menefee Contributing Writer Elisabeth Sobczak Contributing Writer

EDITORIAL ADVISORY BOARD

Axalta Coating Systems

Ford Motor Company

Buy Auto Supply

Motor Age Training

Jordan Beshears Steve’s Auto Body Sheryl Driggers Collision Advice Frank Rinaudo Industry Consultant Jason Mundy Mundy’s Collision Center Stan Medina Certified Collision Works

SALES

Andrew Johnson Publisher ajohnson@endeavorb2b.com Mattie Gorman-Greuel Associate Sales Director Cortni Jones Director of Business Development Diane Braden Account Executive (National Accounts) dbraden@endeavorb2b.com Marianne Dyal Account Executive (National Accounts) mdyal@endeavorb2b.com Chad Hjellming Account Executive (National Accounts) chjellming@endeavorb2b.com Lisa Mend Account Executive (National Accounts) lmend@endeavorb2b.com Kyle Shaw Account Executive (National Accounts) kshaw@endeavorb2b.com Sean Thornton Account Executive (National Accounts) sthornton@endeavorb2b.com

ART AND PRODUCTION

Mariah Straub Production Manager Jen George Ad Services Manager Mitch Bradford Art Director

ENDEAVOR BUSINESS MEDIA, LLC

CEO Chris Ferrell COO Patrick Rains CDO Jacquie Niemiec CALO Tracy Kane CMO Amanda Landsaw EVP Transportation Chris Messer EVP Endeavor Business Intelligence Paul Mattioli VP of Content Strategy, Transportation Group Josh Fisher

SATA USA Inc.

Telwin

HOW TO RE ACH US

Endeavor Business Media, LLC 571 Snelling Ave N Saint Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 The annual subscription rate is $90 (U.S.A. only) for companies not qualified to receive complimentary copies of FenderBender.

LET TE RS TO THE E DITOR editor@fenderbender.com

Opinions expressed in FenderBender are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

July 2026

6

fenderbender.com

DRIVER’S SEAT

THE OUTLOOK AND CHALLENGES IN COLLISION REPAIR

FenderBender’s 2026 Industry Survey reveals a collision repair industry facing increased complexity and consolidation, with shifts in DRP dynamics and technician shortages shaping the landscape.

T H I S Y E A R’ S FenderBender Industry Survey, live in July, shows a collision repair landscape that is growing more complex and more consolidated.

As we point out in this issue’s Numbers, the dynamics of direct repair programs shifted sharply this year, with more than half of respondents reporting increased numbers of DRPs and their sales volume.

One of the popular open-ended questions answered each year in the survey is, “What is the greatest misconception about collision repair?”

As is typical each year, negative feedback about DRPs was common. “[The biggest misconception is that] DRPs are always beneficial for shops; while they provide steady work, they often come with strict pricing and process controls that limit profitability,” wrote one survey-taker.

And from another: “The biggest misconception is that you must use the repair shop recommended by your insurance company. In reality, you have the legal right to choose any shop, and insurancepreferred shops (DRPs) often prioritize cost-cutting over quality, whereas independent, certified shops may offer superior, specialized repairs for modern, complex vehicles.”

Despite fewer claims and increasing total losses the past couple years, those surveyed again showed optimism for the five-year outlook of the collision repair industry. Although dipping a bit from last year’s figures of 60%, 55% this year still expect sales to grow in the next five years,

July 2026

with 22% expecting flat sales (compared to 18% last year).

The issues of insurer influence and technician shortages have frequently swapped places in recent years, with technician shortages, at 24%, slightly edging out insurer influence by a couple points this year.

One possible explanation for the shift in data this year is a shift in the respondents’ demographics. Fewer independents (45% vs. 62% last year) and more MSOs (37% this year vs. 22% last year) responded to this year’s survey.

Be sure to check out the rest of the survey at the FenderBender home page for a deep dive on the latest data affecting collision repairers.

JAY SICHT

EDITOR-IN-CHIEF

jsicht@endeavorb2b.com

7

fenderbender.com

Q U I C K

F I X

Right Tools For The Job Juan Carlos Gasga Perez, third from right, showcases the repair techniques he and his team use at Premier Auto Body on his social media @Autobodystrong.

CAR-O-LINER

BREAKDOWN

PREMIER AUTO BODY SHOWS HOW SOCIAL MEDIA CAN POWER SHOP BUSINESS

Shop Co-Owner Juan Carlos Gasga Perez shares how he grew his social media brand by sharing techniques and repair tips and the benefits active social media activity can bring your shop.

By PETER SPOTTS

S OC I A L M E D I A C A N B E A powerful tool for collision repair shops, but it requires time, effort, and patience to find what works best and reap results. Juan Carlos Gasga Perez began experimenting with social media and, through much trial and error, has found tips and tricks that take his shop -- and can take others -- to the next level.

As co-owner with Derek Fox of Premier Auto Body in Holly Springs, North Carolina, Perez operates Autobodystrong on social media with more than 414,000 followers on Instagram. Their shop also features more than 130 five-star reviews online. Perez says that activity and pres-

July 2026

ence on social media drives more business into the shop.

“In the industry, social media can often be unpredictable. However, we consistently receive inquiries from followers and viewers who appreciate the quality of our videos and the craftsmanship of our shop,” Perez says.

“Some inquiries lead to actual jobs; others don’t. But the way I see it, it’s a pitch, and we always try to swing. We’ve even had customers travel five to six hours from out of state just to have us work on their cars.”

Many of Perez’s videos highlight different repair techniques that he is performing on cars in the shop and many feature a variety

8

of Car-O-Liner equipment. Perez has been using Car-O-Liner equipment for years before co-owning a shop, and that influences how his team approaches structural repair and measurement today.

“At Car-O-Liner, our focus is on supporting the correct repair process by aligning with professionals who prioritize accuracy, safety, and consistency,” said Allison Moody, senior marketing manager of Snap-on Global Equipment.

“Sharing examples like this helps strengthen understanding and application across the broader collision repair community.”

Perez’s strategy began by posting videos of different processes he performed at work. As

fenderbender.com

NEWS

|

IDEAS

|

PEOPLE

|

TRENDS

Juan Carlos Gasga Perez demonstrates how to use shunting pliers to establish a temporary electrical bridge between two metal panels during squeeze-type resistance spot welding in a recent Instagram video. AUTOBODYSTRONG

Juan Carlos Gasga Perez shows off a panel rip in a recent Instagram video.

AUTOBODYSTRONG

Part Of The Crew Juan Carlos Gasga Perez and his team at Premier Auto Body in Holly Springs, North Carolina.

they gained more views, he began learning more about how the algorithms worked and analyzing what people found interesting or not; recent videos showcase pull speed in action, ripping, and seam sealing with thousands of likes. He drew on his passion for understanding why people do what they do and looked to answer, “Why do people like that video, but not like this video, when they’re very much similar?”

“I began exploring and understanding this concept, starting with an algorithm,” he explains. “Social media is largely driven by algorithms. It’s all about when and how you post and about knowing the optimal times to engage your audience. Those initial two to three seconds of a video are crucial for capturing viewers’ attention. I understand that now, but I didn’t back then.”

The biggest misconception Perez has encountered is the idea that social media is only for “younger” people. It’s not about being too old or not; it’s about how well someone understands the algorithm.

“When you post, what you post, the length of your content, the authenticity of

your video, these are all important factors,” he says. “The algorithm evaluates these elements instantly and determines whether something deserves more visibility. If it identifies content that resonates and gains traction, it decides to promote it further.

The more engagement it receives, the more it will continue to push that content and help it grow.”

The biggest social media mistake someone can make is not being consistent. Perez emphasized how crucial it is to stick to a routine because pages that stop posting or post irregularly get placed lower in feeds by the algorithm. He compared it to going to the gym – if you stop going, you won’t see any gains.

“I’ve noticed technicians who share very good work, and it truly excites me. But then, I see them stop posting,” he says. “That’s when they start to fade away. It feels like they’re not fully committed; they’re just testing the waters instead of diving in.”

The social posts are fueled by his work in the shop, in which he’s spent his life honing

his skills to be the best technician possible.

His advice to young, aspiring technicians: build up your mental strength.

“These younger individuals entering the industry need to recognize that mental maturity will be their greatest asset,” he says. “The quicker they develop the mental strength to confront challenges, find solutions, and keep moving forward without letting setbacks discourage them, the better equipped they’ll be for success.”

“They’re going to face tough challenges at work, from demanding customers to the parts department and even their own technicians and managers. I thought a good name would be AutoBodyStrong because the entire industry requires you to build strength, both physically and mentally. None of this is easy, I’m pretty proud of that name.”

Social media is always evolving, and adaptation is critical to staying relevant. Perez has no specific plans to make changes but is always exploring new ways to present his ideas.

Check out Perez’s work @Autobodystrong on Facebook, Instagram, and YouTube.

July 2026

JUAN CARLOS GASGA PEREZ

9

fenderbender.com

QUICK FIX

3M AUTOMOTIVE AFTERMARKET DIVISION

IDEA SHOP

THE CRITICAL ROLE OF ACCURATE REPAIR MATERIAL DOCUMENTATION FOR OEM AND DRP REPORTING

With advancements in vehicle technology and stricter OEM standards, shops must accurately document repair materials, which are crucial for safe, compliant, and verifiable repairs.

By RICHARD DESVOUSGES

July 2026

10

WHEN I STARTED WORKING in the automotive insurance industry over 25 years ago, we learned to make quick decisions as adjusters and estimators. Our days were driven by a labor-intensive workload and at times, minimal guidance. However, the “three-day repair” was the average gold standard. We negotiated claims face-to-face, and it was acceptable to fix a dent or to bolt on a panel, spray it, and ship it.

All the while, shop materials were simply not a topic of conversation. Every claim I handled was settled either verbally or in person, but today the typical direct repair program (DRP) shop-to-insurance interaction has shifted to advisor scores and change requests.

fenderbender.com

This diagram shows locations where rigid foams are used.

3M COLLISION REPAIR

From Simpler Repairs to Complex Realities Today, things are also much more complicated. We have complex electronics, hybrid systems, EVs, ADAS, and more that add to repair intricacy. The CAFÉ standards have enforced a shift towards lighter, stronger, more fuel-efficient vehicles with advanced metals. Changes in vehicle anatomy and the way repairs are done require the documentation of OEM-specified materials such as rivets, adhesives, seam sealers, foams, cavity wax and more.

An increased control of repairs by the OEM gives us clear directions as to how each repair is required to be completed, which increases the burden of administrative duties on shops. Planning time to research OEM procedures, plan the repair, and present this to your customer takes a significant amount of time, and it can be hard to get buy-in from your customer and secure the keys.

OEM Standards Raise the Stakes Disconnects in the industry can occur as insurance policies are not written to OEM standards. While vehicle owners want their repairs to look great, the shop, technician, and insurer have a duty to research and follow the OEM direction for repairs and the materials they certify. Vehicles are factory engineered to perform as designed in the case of a collision. In the event of collision, you’re rebuilding that car to perform as designed again in the next collision. Weld placement, type and size, wire type, and the structural bonding adhesives all work in concert to ensure crash energy is distributed within

July 2026

the vehicle structure in such a manner to protect the driver and any passengers.

Therefore, it is critical to use proper procedures and materials throughout any repairs. The next incident on this vehicle could happen in 15 minutes or 15 years.

The vehicle is expected to perform to OEM standards as it did from the factory to potentially save lives.

It can be complicated when the DRP is trying to execute a safe and proper repair for the customer while working within the service level agreements (SLAs) outlined by the insurer for materials. For example, part code tables provided by insurers are at times made up of generic placeholders which can hinder the proper documentation of a repair. Part codes are generic and provide little information as to the material manufacturer or part number which can make it challenging for shops to certify a proper repair.

The Gap Between Policy and Proper Repair Estimating guides serve as the mediation tool between shops and insurers and help to determine the standard procedures included in the repair. Consequently, shops need to ensure they negotiate and add any additional labor and material requirements to ensure they can repair the vehicle to precrash worthiness. What happens during the repair matters, and everyone has a duty of care to ensure driver safety is priority.

There can be instances where some materials are not paid for on a regular basis and are being pushed as the “cost of doing business.” However, this is simply not true

11

by the definitions in the guides to estimating. According to the definition of a “new undamaged panel,” the refinish material calculation starts when a panel is restored to a new undamaged panel. Therefore, the abrasives, fillers, primers, masking, and other materials required to have the panel ready for the paint shop should be invoiced but are rarely included.

As an example, the restoration of corrosion protection is more than a small charge on an estimate because the proper restoration of corrosion protection is an entire system. Non-refinish supplies such as weldthrough coatings, seam sealers, and adhesives are rarely recovered within a paint material calculation. Even though these materials may not be covered, they are extremely important to the repair process and are a requirement of all manufacturers. Additionally, there is little to no labor compensation for the repair procedures to apply materials.

Although these misalignments exist, technicians should still ensure they follow OEM repair procedures.

Reviewing the OEM repair procedure is critical to ensuring the process moving forward is thorough. Then, material and paint manufacturers, estimators, and technicians should hold one another accountable cross-functionally. It is important to ensure that all stakeholders align the knowledge and documentation to complete the repair, create the estimate line, and justify the charge accordingly. This kind of documentation is valuable in helping an adjuster document a claim file appropriately in support of a potential claim audit or subrogation case.

fenderbender.com

QUICK FIX

Documentation Is the Difference There are several ways to help manage required materials attributed to each repair order. A shop could track required supplies separately from paint liquid costs.

This provides a way to determine what is paid for by the shop vs what is being sold to the customer. This would require working with distribution to create a separate invoice and inventory for stock materials vs paint and materials.

When introducing new materials, estimators and technicians may like to keep an inventory record including their cost and pricing to be sure these materials are held in a secure location and checked out to the correct repair. It is key to assign the right product to the job to certify your repair and not mix and match materials from multiple manufacturers. Shops may choose to introduce their system to an insurance company to show how they are

documenting the repair and attributing the appropriate materials to each step of the process.

In addition, it is very important to ensure that when a new product is ordered into your shop that stock is rotated and materials will be used in a first-in, firstout fashion to be sure that nothing is being used past their expiration date.

Adjusters are subject to claim audits that compare the estimate to the documentation in the claim file under the lens of indemnification. Many auditors are employees who may not have written or negotiated an estimate or repair plan on a modern vehicle, which is why a rigorous documentation process benefits all parties.

Insurers and adjusters have a duty to remain open to the OEMs’ positions regarding recommended repairs and approved materials. Correctly documenting the claim file, managing required mate-

rial, and ensuring anything additional is negotiated and included at the start of the RO should assist in minimizing the likelihood of an underpaid claim. Ideally, there should be no such thing as an underpaid claim; there may just be an under-documented claim file.

About the author: Richard Desvousges is an Application Engineer Specialist for 3M’s Automotive Aftermarket Division, where he supports RepairStack and the 3M Skills Development Center. Before joining 3M, Richard spent 22 years in the claims industry. He’s passionate about driving collaboration across the collision repair industry through a strong understanding of claims and OEM repair processes, and is committed to advancing vehicle repair standards by emphasizing customer safety, quality, and accuracy in decisionmaking, while helping body shops improve documentation and estimate quality.

WE’RE SOCIAL CONNECT WITH US ON YOUR FAVORITE SOCIAL MEDIA SITES

WWW.FENDERBENDER.COM July 2026

12

fenderbender.com

Don’t Miss an Issue—

Renew Your FREE FenderBender Subscription FenderBender is delivered free to qualified collision repair professionals—USPS periodicals rules require us to update subscriber records regularly. If you haven’t renewed recently, please take a moment to confirm your information. It keeps your issues coming without interruption.

SCAN TO RENEW Confirm your info and keep receiving FenderBender

NEW TO FenderBender?

Start your free subscription

Prefer to renew by phone?

Call 877-382-9187 (Customer Service) Mon–Fri, 8:00 AM–5:00 PM CST

fenderbender.com/subscribe

QUICK FIX

LIGHT HITS

COLLISION ENGINEERING HOSTS APPRENTICESHIP RECOGNITION SIGNING CEREMONY In honor of National Apprenticeship Week, the Collision Engineering Career Alliance hosted an apprenticeship recognition signing ceremony with the Department of Labor Office of Apprenticeship at Metropolitan Community College.

With this designation, students across participating programs will gain increased access to immersive, work-based learning opportunities that combine classroom instruction with paid apprenticeships. The model equips students with real-world experience and a nationally recognized credential, strengthening the pipeline of qualified technicians and supporting the industry’s evolving workforce needs.

The event brought together program graduates, instructors, local employers,

and industry partners to celebrate Collision Engineering’s achievement as a federally registered apprenticeship program.

I-CAR RECEIVES TWO AWARDS AT AUTO CARE CONNECT I-CAR has been named the recipient of the 2026 Auto Care Education (ACE) Award in the Small Company Size category and 2025 Auto Care Marketing and Communications Award Business-to-Business: Training Communications category at the Auto Care Connect 2026 on May 13.

The ACE Award honors organizations that demonstrate outstanding commitment to workforce development and professional advancement within the automotive aftermarket. This recognition ref lects I-CAR’s expanded educational ecosystem,

now encompassing more than 550 courses and lessons across professional and entrylevel training. It also recognizes key milestones including the continued growth of its Platinum roles, a federally recognized Registered Apprenticeship Program and Collision Careers, the industry’s first dedicated talent marketplace.

I-CAR’s Platinum Tech Campaign —“I Count on I-CAR for Advanced Training” — has earned the 2025 Auto Care Marketing and Communications Award in the Businessto-Business: Training Communications category. The winning campaign was designed to meet technicians where they are, using targeted, multi-channel messaging to highlight how I-CAR’s role-specific and advanced technology training helps collision repair professionals build expertise, advance their careers and achieve Platinum Tech status.

NUMBERS

Percentage of total sales that are a result of DRPs 2025

2026

Number of DRPs per shop surveyed 2025 2025

2026

0%

0%

0

0

1-29%

1-29%

1-3

1-3

30-59%

30-59%

4-6

4-6

60-89%

60-89%

7-9

4%

7-9

11%

90% or more

90% or more

10

10

DRP ACTIVITY ON THE RISE 32% 12%

Collision repairers responding to our annual FenderBender Industry Survey have reported both declining and increasing DRP activity over the years.

But results from the past three years point to increasing DRP popularity in both revenue reported and the number of DRPs. The number of shops reporting no revenue from DRPs peaked at 44% in 2023, falling to 39% in 2024 and 32% in 2025. Only 12% of shops reported no revenue from DRPs this year. These statistics are from the 2026 Industry Survey, which was completed by shop owners and operators.

July 2026 2409FB_BuyAutoSupply.indd 1

32% 12%

19% 29% 36% 30% 24% 40% 20% 42% 20% 14% 5%

4%

15

7%

5%

fenderbender.com 6/20/24 2:51 PM

QUICK FIX

SNAP SHOP

HERTRICH COLLISION CENTER OF MIDDLETOWN

By Peter Spotts Photos courtesy of HERTRICH COLLISION CENTERS L O C AT I O N :

353 AUTO PARK DR., MIDDLETOWN, DELAWARE

OWNER:

HERTRICH FAMILY OF AUTO DEALERSHIPS

SIZE:

15,120 SQ. FT. (13,379 SQ. FT. PRODUCTION AREA)

S TA F F :

10

A V E R A G E M O N T H L Y C A R C O U N T:

100-125

ANNUAL REVENUE:

$6 MILLION (NEW LOCATION)

Submit Your Shop Proud of your shop and want to show it off to your peers? Tell us about it at NEWS@FENDERBENDER.COM

July 2026

AN OPEN LOT AT 353 Auto Park Drive in Middletown, Delaware, provided Hertrich Collision with the opportunity to take lessons learned from its 14 other locations to build a new facility with optimized operations.

Fixed Operations Director Harry Phillips says the location provides excellent visibility and convenient access for service to the Middletown community and surrounding areas.

The greenfield building, which opened in January, was designed specifically around workflow efficiency, scalability, and long-term operational needs rather than adapting to limitations of an existing structure. It incorporates operational refinements from past greenfield and brownfield projects.

“Our facilities are designed around a simple, efficient circular vehicle flow throughout the repair process,” Phillips says. “This minimizes unnecessary movement between departments, improves communication between teams, and supports overall production efficiency.

The design also allows us to scale the footprint up or down depending on the specific market and property constraints while still maintaining a consistent and efficient workflow.”

The new building incorporates additional energy-efficient features. Phillips highlighted the minimal use of overhead doors throughout the facility. “[It] helps reduce heat and cooling loss within the climate-controlled production space while still maintaining an efficient vehicle flow throughout the repair process,” he says.

The facility is outfitted with state-ofthe-art equipment to deliver efficient, accurate repairs. It has two Garmat 3000 drive-through paint booths with AcceleCure 4-fan systems. One paint booth and the prep station are one foot taller to accommodate larger fleet vehicles. Phillips says the equipment for each facility can vary based on age, market needs, and the timing of equipment investments.

“Over time, we’ve been able to identify equipment platforms and manufacturers

16

Lift Off Hertrich employs the Car-O-Liner 5500 pitted BenchRack collision repair system for repairs.

fenderbender.com

Welcome To Hertrich The 15,120 sq. ft. facility features a simple, efficient circular design for vehicle flow throughout the repair process.

Pro Tools The Pro Spot i4s Smart Spot Welder is one of several Pro Spot tools Hertrich technicians use at the Middletown shop.

Paint Time The shop has two Garmat 3000 drive-through paint booths with Accele-Cure four-fan systems with one paint booth and the prep station designed one foot taller to better accommodate larger fleet vehicles.

July 2026

17

that consistently perform well in a production environment, and we continue moving toward greater standardization across the organization,” Phillips says.

The shop also uses Kaeser 10hp screw air compressors with dryer systems and aluminum air lines , a Garmat Chinook II 27-foot heated prep station, Car-O-Liner 5500 pitted BenchRack collision repair system, Car-O-Tronic Vision2 X3 computerized measuring system, Rotary SPO12EH1 12,000-pound two-post lift, Dent Fix aluminum and plastic repair systems, Robinair 134a and 1234yf A/C service equipment, and multiple Pro Spot welding and riveting systems including: • i4s Smart Spot Welder • SP5 Single Phase Double Pulse Welder • PR-220MV Welder • PR-5D SPR Riveter “Having experience with multiple equipment manufacturers across our collision centers has allowed us to validate what performs consistently on a day-to-day basis in a high-production environment,” Phillips says. “Equally important is the level of service and support behind the equipment. We value vendor partners who understand the importance of minimizing downtime and responding quickly when service is needed to help keep our operations running efficiently for our customers.”

The facility is currently I-CAR Gold Class-recognized. Several other Hertrich Collision locations also participate in OEM certification programs, including Ford and Honda. Phillips says Hertrich is excited about the service its newest facility can provide to its community and customers.

“As vehicle technology and repair complexity continue to evolve, we remain focused on investing in the people, processes, training, and infrastructure needed to deliver safe, high-quality repairs,” Phillips says. “We believe disciplined operations and long-term investment will continue to separate successful collision repair organizations moving forward.”

fenderbender.com

COLUMNS

SHOP PROFITS

Midyear Checkup: Rethinking Financial Principles and Boosting ROI and Cash Flow Management Rethink your financial approach to aim for higher net profits and sustainable growth through better financial discipline. we on track for our planned net profit?

When it comes to being a business owner, we must have a return on investment. It’s no different than a shareholder investing in publicly traded stocks that pay dividends every quarter. For easy math, let’s say we own $100,000 of Verizon stock that of this writing pays a 6% ($6,000) annual dividend. Every quarter, we would receive $1,500.

Whether we invest in equities or body shops, on paper we own part of a business. Our day looks very different between the two. Let’s say I have $1,000,000 invested in stocks/bonds vs. a collision shop. My day is going to look very different between the two types of investments. With stocks/bonds, we could check accounts quarterly or monthly and probably be ok if we invested in financially stable well-run companies. The catch is, what if shop owners choose to only look at their shop metrics from a Caribbean Island once a quarter, month etc.? Most wouldn’t have a business left. The time commitment is different, so the ROI should be, too.

A single shop owner should be getting a return of a 20% net profit annually plus rent. And for those with two or more shops, a 15% net profit plus rent.

Let’s take an example shop of ABC Auto Body: Gross Sales: $3,000,000 Gross Profit: $1,500,000 or 50% Overhead: $900,000 or 30% Net Profit: $600,000 or 20% This means that the owner of ABC Auto Body SHOULD be receiving a quarterly dividend check of $150,000, or $50,000 monthly. Most here are saying to themselves, “this is impossible!” Is it? We must change our thinking of the brainwashing business formula we have received from CPAs and GAAP (generally accepted accounting principles). This is the formula we’ve been taught: Sales – Cost = Profit.

Most businesses across the planet run this way, and this is just wrong!! The correct formula is this: Sales – Profit = Expenses. Many think, “If I take profit first, I won’t have enough to pay bills!!” If that is you, then here is why: You can’t afford your bills!!

According to the Small Business Administration, 83% of small businesses in the U.S. fail due

July 2026

to poor cashflow management. Taking net profit from our businesses should never be an event; it should be a scheduled habit. Why is this nearly impossible for the masses? It’s because of the lack of financial structure/discipline. Every incoming dollar must have a home. Just do this for starters: look at your trailing twelve months for July 2024June 2025 in comparison to July 2025-June 2026. Are your gross sales flat and technician costs higher?

If yes, “Houston, we have a problem!” How about marketing costs? If they’re higher and sales are flat or even down, study every marketing dollar; waste is somewhere. How about software? If you’re using CCC, request your contract and confirm what you’re paying for. Maybe you dropped your DRPs. You may still be paying; fix it. The same goes for utility bills.

I once found a charge for a security light removed years earlier.

Back to ABC Auto Body: Let’s say gross sales for TTM are down to $2,500,000 and gross profit is hopefully still at $1,250,000 or 50% (Note: Below 45%, the insurers have enslaved you), then we only have $750,000 or 30% for overhead costs. Some may be saying, “Greg, my overhead costs are still $900,000.” Here is your battle plan: • Stay hyper-focusedon your marketing.

• Take estimating classes to maximize each RO. • Lower your overhead costs.

E X AMPLE OF HOW TO WEEKLY OR BI-WEEKLY ALLOCATE E VERY $100 OF INCOME INTO SPECIFIC BUCKE TS FOR AN S-CORP PAINT, PARTS, SUBLET:

$35.50

GREG LOBSIGER

SALES TA X:

$5

OWNER’S DIVIDEND FOR PROFIT:

$14

OWNER’S DIVIDEND FOR PERSONAL ESTIMATED TA XES:

$5

OWNER’S PAYCHECK:

$3

OPER ATIONAL EXPENSES:

$35.50

18

JOSIE SMITH PHOTOGRAPHY

Now that we’re over halfway through 2026, are

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

fenderbender.com

Safe. Comfortable. Convenient.

SATA® air visionTM 5000 The SATA air vision 5000 puts the focus on effective health protection and lets you experience a whole new and comfortable way of breathing, due to a completely redesigned breathing air supply system. With its modern, ergonomic design, the hood can be adapted to fit almost any head shape, allowing the individual adjustment of its circumference, height and position.

Breathing air quality: Connects to a clean air supplied system, eliminating potential risks from breathing contaminated spray booth air

No inhalation resistance, very comfortable breathing High protection level (protects up to 100 times the TRK-value*) Non-reflecting view due to solvent-resistant special foil SATA air cooler or air warmer accessories available for comfort options Low operating costs, quick pay-off of purchase costs Soft-stream flow-optimized air distribution in the hood Rigid bump cap for safer work conditions To be used in conjunction with a filter unit, preferably SATA filter 584; air supply via approved breathing hose

*TRK –Technical Reference Concentration (TRC)

INFO on the SATA air vision 5000

SATA USA Inc.

1 Sata Drive • PO Box 46 Spring Valley, MN 55975 Phone: 800-533-8016 E-mail: satajet@satausa.com www.satausa.com

FEATURE

Building The Next Generation With the right structure, apprenticeships can turn “green” hires into confident producers while strengthening culture, safety and retention along the way.

By NOAH BROWN

July 2026

20

fenderbender.com

July 2026

21

fenderbender.com

AT F I R S T G L A N C E , the shop floor of All County Collision in Eustis, Florida, appears to be your typical busy body shop. Impact guns rattling, vehicles mid-disassembly, technicians moving with purpose between bays.

Everything flows with the familiar rhythm of collision repair.

Look closer, however, and you’ll start to see something else taking shape: a deliberate, structured approach to developing the next generation of technicians from the ground up.

For Ryan DeMarco, owner of All County Collision, that approach didn’t come from chasing a trend. It came from necessity.

“I’ve been working in my family business since 2016,” DeMarco says. “And like everyone else in this industry, we’ve lived with the technician shortage conversation for years.”

Rather than continuing to compete for the same shrinking pool of experienced technicians, DeMarco decided to take a different route, one that focused less on finding fully formed talent and more on building it.

From the ground up About a year and a half ago, All County Collision shifted to a team-based production model.

Repairs are segmented, with highly skilled technicians handling complex operations while less-experienced team members take on foundational tasks under close supervision.

July 2026

22

fenderbender.com

Productive Apprenticeships At All County Collision, lessexperienced team members, such as Aidan Richardson (r.) take on foundational tasks under close supervision.

DANIEL BURKHOLDER

DANIEL BURKHOLDER

“That structure made it easier to bring in lesser-skilled technicians and actually develop them,” DeMarco says. “They’re not on an island. They’re working alongside people who know what they’re doing from day one.”

Around the same time, DeMarco learned about the I-CAR Registered Apprenticeship Program (RAP). The alignment was immediate.

“We were already training people internally, but RAP gave us structure,” he says.

“Instead of just assigning I-CAR classes and hoping it all made sense, this was a defined progression that matched where they were in their careers.”

That structure became especially important in a shop where f lat-rate economics can often discourage investment in green talent. All County Collision adopted a hybrid pay model that allows multiple hands on a single job without penalizing productivity or morale.

“The incentive is simple: If an apprentice becomes productive, everyone on the team benefits,” DeMarco says. “So, the

July 2026

faster and better they learn, the better it is for everyone.”

And that learning doesn’t happen by accident. It’s driven by a culture where mentorship is engrained in the fabric of the team’s culture.

“I would say every technician in my shop is a mentor,” DeMarco says. “That didn’t happen overnight, but it’s become part of who we are.”

One of those mentors is David Baskette, All County Collision’s production manager.

Baskette has been in the industry since the late 1990s, holding roles that span nearly every corner of a shop, from body tech and painter to estimator and insurance adjuster.

“What appealed to me about being a mentor was simple,” Baskette says. “Making sure people learn the proper procedures, the right way to do things, and how to stay productive with a positive attitude.”

One of the people Baskette mentors is Aidan Richardson, an apprentice who’s been in the industry just over a year. Richardson splits his time between detailing,

23

teardown work, and ADAS calibrations, an area that didn’t exist when Baskette was coming up.

“He’s helped me out a lot,” Richardson says. “Anytime I run into something I haven’t seen before, I can ask him, or another tech. There are a lot of different ways to get to the same result, and I’ve learned how to notice things I might’ve missed before.”

The learning, Baskette says, goes both ways.

“Aidan does all our ADAS calibrations,” Baskette says. “That’s stuff we didn’t do when I was a tech. As he learns, he shows me, especially on newer vehicles. It’s helped me identify things earlier in the process that we might not have caught before.”

That reciprocity — experience flowing down, new knowledge flowing up — is one of the most powerful byproducts of an apprenticeship model done well.

For Richardson, the I-CAR apprenticeship program reinforces lessons learned on the shop f loor while adding consistency and accountability.

fenderbender.com

“It takes pressure off managers,” Joyce says. “Progress is visible. You see test scores, logins, and coaching points.

One-on-ones are more productive because you’re not guessing.”

That visibility also changes how shops approach hiring.

“We’re not afraid to hire entry-level technicians anymore,” Joyce says, “because now we have a plan.”

Just as importantly, RAP removes administrative hurdles that historically kept owners from starting apprenticeship programs at all.

“I-CAR handles the Department of Labor paperwork. The curriculum is set. The tooling is provided,” Joyce says. “There’s no easier way I’ve seen to get something like this rolling.”

Now more than ever “It makes you more aware of safety and procedures that can get overlooked when you’re rushing,” Baskette says. “And once you see those things through the program, you start catching them everywhere. And not just with the apprentice, but across the shop.”

DeMarco agrees, saying the starter toolkits included in RAP were a game-changer.

“Not having to borrow tools removes friction immediately,” DeMarco says. “But the biggest benefit has been structure. Knowing what comes next, what someone needs to master, and when they’re ready to move forward. It’s all laid out.”

That clarity matters, especially in smaller shops where traditional “career ladder” titles don’t always exist.

“There aren’t ten levels of promotion in a 20-person shop,” DeMarco says. “But if someone’s value increases, their pay increases. RAP helps explain that path in a concrete way.”

Scaling the model While All County Collision represents a single-shop view of apprenticeship in action, the same themes are playing out on a much larger scale at VIVE Collision.

Mike Joyce, director of quality assurance and the ambassador program at VIVE, has spent years working to connect education, mentorship, and operational consistency across the company’s footprint.

Joyce became deeply involved with ICAR about six years ago while serving as chairman of the Rhode Island I-CAR com-

July 2026

mittee. At the time, structured apprenticeship paths were limited.

“We were working with local schools and state-funded programs,” Joyce says.

“But it was hard to line everything up the way we wanted.”

That changed as I-CAR developed its Academy and Registered Apprenticeship Program. Today, wherever VIVE has an ambassador — a designation reserved for elite technicians — it also has an apprentice or Academy participant.

“We have 16 locations with ambassadors and 13 registered apprentices right now,” Joyce says. “And that’s intentional.”

VIVE’s ambassadors serve as mentors, quality leaders, and cultural anchors within their shops. RAP’s curriculum doesn’t just develop apprentices — it actively builds leadership skills in those mentors.

“They’re taking classes in team effectiveness, mentorship, leadership,” Joyce says. “So while we’re growing students and employees, we’re also growing our next generation of leaders.”

For Joyce, the biggest benefit of RAP isn’t just skill development. It’s confidence.

“You see it in the mentors, the managers and the employees,” he says. “Everyone knows where they’re going and what’s expected.”

The program’s built-in wage progression plays a major role. As apprentices complete milestones throughout the roughly two-year program, raises are triggered automatically.

24

The collision repair industry is changing faster than ever. Electrification, advanced materials, and ever-evolving repair procedures demand constant learning — not just for technicians, but for managers and leaders as well.

“If you’re not investing in your people, you’re going backwards,” Joyce says. “Repair procedures can change day to day.”

Apprenticeship programs such as RAP address more than the technician shortage.

They create clarity, consistency and continuity, three things the industry has historically struggled to offer entry-level workers.

Back in Eustis, Richardson doesn’t talk much about industry trends. He doesn’t have to. His experience already ref lects what structured development can do.

“I’ve learned to notice things I would’ve missed before,” he says. “And I know there’s someone I can go to when I’m not sure.”

For Baskette, that’s the point.

“If we can get people in early, teach them the right way, and keep them safe and confident,” he says, “the whole shop gets better.”

DeMarco puts it more plainly.

“New technicians are the future of this industry,” he says. “And if we don’t build them ourselves, we can’t expect them to magically show up.”

Across shops large and small, apprenticeship programs are proving that developing talent doesn’t have to be a gamble.

With the right structure, support, and commitment, it can be one of the most reliable investments a shop makes not just in its people, but in its future.

fenderbender.com

That’s not just a tagline for Gold Coast Auto Body — it’s the way they’ve done business for nearly 35 years.

BY LINDSEY GAINER

July 2026

/

PHOTOGRAPHY BY NICK HEMPHILL

26

fenderbender.com

PROFILE

THE MARTINO BROTHERS run their shop — Gold Coast Auto Body in Chicago’s neighborhood of the same name— with uncompromising standards. Just like their father did before them.

“Our father, Lorenzo, immigrated to the U.S. from Italy as a young man in the late 1950s and worked incredibly hard his entire life,” says Dominic Martino, president and secondgeneration co-owner alongside his brother, Mario, Gold Coast’s vice president. “Gold Coast is the direct result of that hard work, and now Mario and I operate with that same gusto.”

The collision industry is night and day different now than when Lorenzo first started in it, of course — he came to America with little more than a dream and an interest in cars, says Dominic, and learned on the job, despite speaking very little English. Nowadays, the level of structured training required to properly fix a vehicle is extraordinary…and imperative to a safe and proper repair.

Their shared, resolute work ethic, however, is timeless — and it’s the basis for everything Gold Coast Auto Body stands for.

Loyalty Rewarded Lorenzo wasted no time getting to work when he arrived in the country — first in mechanic shops, then for a Mercedes-Benz/Rolls Royce collision shop owned by a dealership, which he ran for 31 years.

“My father started working for that dealership in 1960,” recalls Dominic. “Back then, most of the people driving those types of vehicles were celebrities or titans of industry. A lot of his customers were big names — Hugh Hefner, Muhammad Ali, Barbara Eden, Yul Brynner, when he was in Chicago touring with The King and I . It really was the ‘golden age’ of automotive repair.”

As the dealership evolved over the years — eventually adding Audi, Infiniti, and Honda to the lineup — and the space the body shop occupied was needed for Honda’s service department, Lorenzo was presented with an offer he couldn’t refuse at the age of 53.

“The owners came to my father and, knowing he’d always wanted to start his own place, offered to help him do that by giving him the

July 2026

Operating with Gusto Gold Coast Auto Body President Dominic (top) and Vice President Mario Martino (below) carry on the legacy founded by their father, Lorenzo.

body shop side of the business. They truly honored his hard work and decades of service in the ultimate way with that offer. He bought the equipment on consignment and opened up shop in ‘92, and my brother and I both joined him in the business later that same year.”

Together, the father and sons laid the foundation for Gold Coast Auto Body, growing the business and selling their original location before building a new 50,000 square foot shop three blocks away in 2000 (that they still occupy today). Lorenzo then retired in 2003, leaving Dominic and Mario to carry on the family’s legacy.

To this day, Dominic says, his father is amazed by the modern shop — the scale of it, the overhead, the training, the technology in the vehicles —e verything. But, most of all, he’s proud of what it’s become.

“We are all incredibly proud of our father, and he of us.”

Only the Best, Nothing Less With the most OEM certifications of any shop in the greater Chicago area and 40 team members who share the same passion for

27

fenderbender.com

Exceptional Guest Service Gold Coast emphasizes educating customers and equipping them with documentation and knowledge of their rights for a claim.

uncompromising quality, Gold Coast stands out from its competitors in significant ways.

“Plenty of big shops have high capacity, but they don’t necessarily have the capability to go along with it. That’s where we’re different. We currently have 16 OEM certifications — including Audi, Mercedes-Benz, Lucid (who named Gold Coast their 2025 Central Region Partner of the Year), Rivian, Volvo, and VW, and we’re in the process of adding Toyota and Lexus as well. We’ve built those certifications strategically around the types of dealerships that are in our market. Having the certifications, the advanced training…it’s the only way for an independent repair facility like us to compete in today’s climate.”

And compete, they certainly do — despite operating in the one of the most heavily consolidated markets in the country, Gold Coast continues to thrive, which Dominic attributes to their expertise, transparency, and reputation for safe, quality repairs, knowledgeable staff, and exceptional guest service. They place a heavy emphasis on customer education as well, both around the repair itself and the challenges of navigating insurance claims.

July 2026

One of their biggest challenges, he says, as it is for any independent, highly certified shop, is proper insurance reimbursement; equipping customers with the proper documentation and arming them with knowledge of their rights is essential. And the shop only has direct repair relationships with three select insurers that align with their repair standards and reimburse according to OEM guidelines.

“We don’t have that steady stream coming to us from insurance partners, so we have to get the work on our merit and our reputation,” he says, which is a true testament to their exemplary operations and uncompromising standards.

“The complexity of modern vehicles demands training and practice, and being held accountable for the work. I don’t see another way to do that outside of certifications and advanced manufacturer training.

It’s the way of the future,” Dominic says.

Processes and procedures are imperative, he adds, which is another reason why OEM repair instructions are so important.

“And these protocols change all the time, even month to month. Just because you’ve read it once doesn’t mean it’ll be the same

28

the next time. That’s why we reference the instructions with every single repair that comes into our shop.”

Gold Coast also boasts an independent, cross-trained team that’s encouraged to function autonomously— micromanaging is strictly prohibited.

“You have to trust the people you have out on the f loor,” Dominic says. “You can’t be there every second of the day, nor should you need to be. That’s why it’s imperative that you have strong leadership, and good people working for you.”

“We’ve built that redundancy into our team, and we’re cross-functional; different levels of management are involved in the process. We all inherit the job, so to speak — it’s not just one person’s responsibility.

Everybody knows the right thing to do.

Sometimes there are questions, or someone wants to get approval on something, and I’m good with that, of course,” Dominic says. “But I’m also good with them executing decisions — they know what needs to be done. They all have ownership of the process and of the guest. That’s what I mean by cross-functional; everybody owns this.”

fenderbender.com

PROFILE

Accountability is universal in the business, from top to bottom. The owners and leadership team expect to be held accountable, too.

“I fail often; we all do,” Dominic says.

“But I keep getting up and I keep moving forward. What’s important is that we learn from our mistakes and do better, do differently, next time. All we’re looking for is honesty and accountability here, and the ability to course correct.”

Never Stop Learning “Both the challenges and rewards of owning your own shop are incredible,” admits Dominic, who says there have been many moments of utter confusion and frustration throughout the years. But fortunately, he and Mario learned quickly that surrounding yourself with people smarter than yourself and asking for help is paramount to running a successful business.

“I really learned early on to lean on our vendors and what they were offering as far as trainings and mentoring.” BASF, he says, has been incredibly helpful throughout the years in connecting them to resources.

“Just because you don’t know something doesn’t make you a bad businessperson,” he says. “Just the opposite, in fact. Admitting when you don’t know and seeking help shows your strength as a leader.”

Other shop operators are treasure troves of knowledge, adds Dominic, who is incredibly thankful for the national group of peers he’s connected to.

“That’s how I expand my knowledge: I surround myself with people whose methodologies and business acumen I admire and I learn from them. That’s one reason why we really do believe in the certifications — it gives us the opportunity to be with the trainers and with the shop owners and these other great technicians and learn from them on a regular basis.”

Mentors from outside the industry can be extremely helpful as well, he says.

“My involvement in military philanthropy, being a mentor for a transition institute and

July 2026

Cross-Functional Different levels of management are involved in the repair processes.

Micromanaging Prohibited Gold Coast’s independent, cross-trained team functions autonomously.

29

fenderbender.com

‘The Guiding Light’ of the Business Protecting the safety of guests and their loved ones with proper repairs is top priority.

learning from military people, particularly those involved in special operations, I’ve gotten close to that community and have become friends with some great people and leaders that I’ve learned a lot from, especially what their accountability and safety protocols look like.”

Although the shop is not the same type of imminent life or death situation as a battlefield, he explains, there are many parallels between the military and collision repair.

“The repairs we perform in the shop — if they’re not done properly — could indeed result in a death. And our entire team takes that responsibility very seriously.”

“It all comes back to ensuring our guests’ safety; protecting them and their loved ones is our top priority. They are the guiding light of our business.”

Carrying the Torch One of Dominic’s concerns for the future is how people will be able to open a certified shop in the years to come, given the high capital investment required to obtain the certifications, trainings, and tools and equipment needed to repair modern vehicles.

“It’s not like it was 20, 30, 40 years ago,” he says. “These future shop owners aren’t going

July 2026

to have that long runway that we had to build upon. There will be big expenditures right out of the gate.”

Those expenditures lessen the more certifications you obtain, he says, with crossover in training and equipment requirements — but the initial expenditure is “significant.”

It’s yet another reason why having industry connections is imperative.

“You have to go out and you have to find those people who have done it and learn from them; how they made it happen, how they found investors.”

But first things first…cultivating interest in the next generation is essential, he says, to help them understand the wide variety of opportunities available in the collision industry.

Toward that end, the Gold Coast team involves themselves with local education institutions and takes advantage of opportunities to invest in young learners.

They recently sponsored a racing team from a local tech-focused high school that performed so well regionally that they’ve secured a spot in an international competition in Singapore.

30

“We brought them to the shop, and they were so excited to see the cars and learn about the business. These are future automotive engineers, these kids.

And just seeing their eyes light up and the excitement they have, it feels really good to support their dreams. We’re really proud of them.”

“In a time when we’re all facing a lot of challenges and a shrinking market, something you can find true satisfaction in is investing in these young people who will carry the torch forward; carry the industry into the future.”

At Gold Coast, two of Mario’s children — Francesca, a customer service rep, and Frank, a technician — are carrying that torch, ushering in the third generation of family involvement in the business.

No matter who’s at the helm in the years to come, though, one thing is certain—the unwavering integrity and uncompromising standards that built the business will be what carries it into the future.

“We will continue to improve our knowledge and skills in order to provide the Chicago market with safe, quality, best-in-class collision repairs.”

fenderbender.com

Capacity and Capability Gold Coast’s 50,000-square-foot shop handles 16 OEM certifications.

July 2026

31

fenderbender.com

S T R A T E G Y

ADOBESTOCK_551629816

THE SOP

DRP PEACE TALKS: RESET RATE ESCALATORS AND SCORECARDS WITH MEDIATION

I N C O L L I S I O N R E PA I R , some of the most difficult business conflicts are not about whether a relationship should exist, but about whether it can still work under the terms that were once acceptable. That is often the case with direct repair program (DRP) agreements. A shop may value the steady volume and predictability a DRP provides,

By ELISABETH SOBCZAK

July 2026

32

fenderbender.com

LEARN

while an insurer values repair consistency, cost controls, and customer experience. But when labor, parts, materials, and operational costs rise faster than contract terms can keep pace, tension builds. Add scorecards that feel opaque or unforgiving, and a productive partnership can quickly turn adversarial.

From a mediator’s point of view, these disputes rarely stem from bad faith. More often, they arise from drift. Economics shift.

Metrics change. Expectations go unaddressed. One side feels squeezed: the other, pressured on accountability. Both eventually stop hearing the other’s interests.

That is where mediation can be useful.

Mediation is not about winners between insurers and repairers. It is a structured process to bring both sides back to the table with clarity, data, and discipline to solve the real problem. In DRP disputes, this usually means resetting rate escalators, recalibrating scorecards, or both. It also means preserving a business relationship neither side wants to lose.

Rate escalators are a clear f lashpoint.

A fixed annual increase may have seemed fair when negotiated, but a static formula can be unworkable if wages, repair complexity, and overhead outpace it. Shops argue the contract no longer matches operational reality. Insurers worry that ad hoc increases hurt predictability and claims control. Both concerns are valid. The real issue is whether the agreement ref lects current conditions.

Scorecards cause a different friction.

Ideally, they drive efficiency, estimating discipline, customer satisfaction, and repair quality. In reality, unclear scoring methods, sudden metric changes, or penalties for complexity, not performance, breed mistrust. Shops may feel penalized for thorough estimates or difficult repairs.

Insurers may see misalignment with program expectations. Both may react to real pressures, but without a trusted process, talks turn defensive.

A mediator’s role is to interrupt that cycle.

First, prepare. Productive mediation requires more than frustration and talking points. It needs documents, a timeline, and objective benchmarks: the current agreement, labor rate history, scorecards,

July 2026

supplement data, cycle times, CSI results, and communications about expectations.

The goal is not to overwhelm. The goal is a shared factual base. Effective mediation relies on organized facts, not volume.

The second step is to reframe the dispute in terms of interests rather than accusations. A shop’s interest is not simply “higher rates.” It is sustainable profitability, staffing stability, and the ability to perform complete repairs without constant commercial friction. An insurer’s interest is not simply “lower cost.” It is predictable claims handling, network consistency, customer retention, and defensible program governance. Once those interests are clearly stated, the parties can begin negotiating terms rather than trading blame.

That opens the door to practical solutions. The key takeaway: mediation enables parties to move beyond blame and focus on specific, feasible adjustments to escalator formulas and scorecards, leading to agreements that better ref lect current realities.

On the rate side, mediation may help the parties move from a fixed escalator to a more adaptive formula. That could mean tying increases to a recognized index, adding f loors and ceilings, or creating a scheduled review process rather than waiting for a conf lict to force renegotiation. On the scorecard side, the answer may be better calibration rather than elimination. Weightings can be adjusted.

Severity can be accounted for. Methodology changes can require advance notice.

A neutral review or appeal mechanism can be added for disputed results. None of these ideas are radical. Their value lies in turning a recurring argument into a governed process.

Mediation also lets parties test language before future disputes. Strong agreements do not rely on assumptions.

They define how rates are reviewed, how performance is measured, when recalibration is allowed, and what happens if one side feels the system is unfair. Clear drafting limits repeated disputes.

A broader benefit: mediation resets tone as much as terms. It reminds both that a DRP is still a relationship. Shops want fair

33

|

GROW

|

WORK SMARTER

measurement, not surprises. Insurers want enforceable programs without escalation.

Mediation provides a structure to raise concerns before ultimatums form.

Successful outcomes are measurable.

After mediation, both sides should define success: revised labor-rate terms, clearer scorecards, review calendars, fewer disputes, improved cycle times, or stronger CSI results. The details may vary, but the principle stands: agreements should visibly reduce friction.

The industry does not need fewer tough conversations, just better frameworks for them. DRP conf licts over escalators and scorecards will persist. But with preparation and a neutral process, mediation moves both sides from entrenched positions to workable terms, avoiding stalemate and resentment.

Peace talks are not just about starting over; they are about rewriting the rules so both parties can thrive, adapt, and lead the industry forward. With a commitment to clarity and a renewed partnership, the future can be defined by collaboration rather than conf lict. The key takeaway: ongoing dialogue and adjustment are essential to sustaining effective DRP relationships.

About the author: Elisabeth Sobczak, LL.M., MS.B., founder and principal mediator of Equitable Resolution Group is a mediator and automotive leader who helps shops and carriers resolve disputes quickly, accurately, and with less drama.

fenderbender.com

STRATEGY

COURTESY OF DAVE DUNN

FINA NCE+OPER ATIONS

GOALTENDING: KEEPING YOUR TEAM’S EYES ON THE PRIZE

Involving your employees in your shop’s success can only lead to greater shared incentive to win.

By TODD KORTEMEIER

ANY BASKETBALL FAN KNOWS that the final few minutes of a close game can feel like a whole other game unto itself. The strategy can shift from possession to possession, and it’s all dependent on the game situation: who has the ball, what the score is, and how much time is remaining. Everyone needs to be locked in.

Dave Dunn is a big basketball guy. His son was a highly recruited Division I player, and he recalls that even at that level, at every timeout the coach would impress upon the team the score and the time on the clock. Father and son later played together in a YMCA league for years, and Dunn says that there was many an argument late in games over what the actual score was. The reason being, there wasn’t a scoreboard in the gym.

How is a team supposed to know the situation if they don’t even know the score?

July 2026

Making the Scoreboard Visible It’s no surprise, then, that when you walk into Dave’s Auto Body in Galesburg, Illinois, that you’ll see a scoreboard. Instead of a game clock or fouls to give, however, the numbers this board relays are production goals vs. actual production, as well as gross profit figures and the amount of work available. This leads to Dunn’s first tip about setting goals. They have to be visible.

“Let it be public to them, where they can reference that scoreboard, just like you were a player in a game,” says Dunn. “If there’s any kind of mechanical thing that we’ve done, it’s that; I think it’s proved to be quite beneficial.”

Dunn recalls from his time as a technician that he wouldn’t learn until the end of the month how the shop’s production went—and it came in the form of the size

34

of his paycheck. That made it hard to trust the numbers, and it felt as if he wasn’t as involved with the shop’s success.

“Basically, I was getting a scoreboard 10 days after that game was over, and I couldn’t do anything to affect that loss or that win,” says Dunn. “And so the idea of scorekeeping goes hand in hand with goal setting, and that’s something we preach and teach at Masters, and it’s something that’s integral into our operation and our subsequent success here at Dave’s, everybody knows what good performance looks like in quantifiable terms.”

Turning Big Goals into Daily Wins “Masters” is Masters School of Auto Body Management, which Dunn operates alongside his body shop in Galesburg. Goal setting is certainly one of the topics covered with students, and one of the things Dunn emphasizes is setting realistic goals. It’s great to be ambitious, but it’s easy for the team to get discouraged if they’re not set up to reach achievable goals.

“If you start posting unrealistic goals, you get zero buy-in,” Dunn says. “You put me on the basketball floor, I’m 6 foot 3 and played a lot of basketball in my day, and tell me, ‘Now I want you to guard Victor Wem-

fenderbender.com

banyama, and he’s 7’7 and I expect you to block his shot.’ You can make that goal all you want, but it’s so unrealistic, I’m not probably going to buy into that.”

Dunn explains that it’s helpful to break down goals into understandable terms. It isn’t as helpful to say, for example, that the shop wants to do $600,000 this month. Instead, look at it like the shop needs to do $27,000 per day, and be able to outline how the team is going to do that. Dunn looks at eight criteria when determining a monthly production goal: number of technicians, anticipated hours worked per day, number of working days in month, average shopwide labor efficiency, average labor rate, average labor-to-sale ratio or percentage, anticipated gross profit percentage, and anticipated monthly overhead dollars.

These are used in a number of formulas to generate reasonable goals, such as multiplying the number of technicians times the expected hours worked per day and the number of working days to equal the expected hours worked. Dunn utilizes an automated Excel tool to generate goals, but notes that it’s vital to understand the criteria that go into setting the goal to generate useful numbers.

“The technicians and the office workers who are responsible for executing the plan have to understand how the plan was built,” Dunn says. “… They will understand that, you know, as long as you put it in terms that that they use, and they’ll strive to meet the goal.”

Everyone Plays a Role in the Win Of course, sometimes your shop won’t hit its goal. That’s just the reality of business, but it’s not a reason to not share goals. Employees will wonder about the numbers anyway, and it’s better if they have the fullest picture possible.

Dunn says that at Masters, one of the things they emphasize the most is transparency. Some students come in afraid to share information, thinking that bad news will make employees fear for their jobs, or that good news will make them think they aren’t being compensated fairly despite the shop’s success.

July 2026

COURTESY OF DAVE DUNN

“One of the big boogeymen that the owners often worry about is, ‘I don’t want to post that we’re doing $600,000 a month here, because they’re going to think I’m getting rich.’ And my answer to that is, ‘So if you don’t share the information, do you think they don’t think you’re getting rich, you know? Like, you have nothing to fear from accuracy.”

Dunn wants employees who are invested in success and want to compete against a goal. After all, it’s something the entire team is invested in together. At Dave’s Auto Body, some incentives are paid out equally among team members when they hit a goal.

There are individual bonus programs as well, but having shared incentives can help all employees feel like they are pulling on the same rope, whether they’ve been there one year or 10 years.

“We don’t want to undervalue the new, nor do we want to overvalue the more experienced,” Dunn says. “We want the older people

35

to realize they can’t make their goal if they don’t help these rookies do their job as well.”

Dave’s Auto Body has been in business for about 49 years, much of that time without Dunn having to be involved in day-today operations. Dunn recalls a quote he read earlier in his career from Harvard professor Theodore Levitt, who argues that action dictates philosophy more often than philosophy dictates action. Goals are nothing without action, and sometimes it is bold decision-making that shows what is possible to achieve.

“I set a ridiculous goal for a high school dropout to retire by the age of 30, and by gosh at the age of 29 I stepped away from the daily operation,” Dunn says. “I’ve never been required to be back at the daily operation, not that I don’t pay attention to it, but yeah, I had that big, giant goal, and it was probably seen as a preposterous goal by most people’s standards. But I thought, why not me? And it worked out OK.”

fenderbender.com

STRATEGY

DAMIRCUDIC / GETTY IMAGES

CASE STUDY

HOW TO BUILD A STRONG ONLINE PRESENCE AND ATTRACT MORE CUSTOMERS

Digital marketing is key in converting web traffic into customers. Make sure your shop is putting its best foot forward on all platforms.

By NOAH BROWN

July 2026

36

I N T H E FA ST-PACED WOR L D many shop owners find themselves in, marketing and branding oftentimes come as an afterthought as other business needs take priority. Many shops usually won’t even have a dedicated marketing or social media manager on staff, instead passing off the responsibility as an extra assignment to someone else already on staff.

While this strategy may seem to work well enough, 3P Marketing founder Megan Fulkerson says it’s most likely hurting shops’ long-term prospects. As more customers turn

fenderbender.com

to AI chatbots and search engine reviews to decide where to bring their car after an accident, if your shop doesn’t have a strong digital brand, you’ve lost a customer before they’ve even had a chance to walk through your door.

“Marketing usually falls by the wayside,” she says. “Not because owners don’t care, but because they’re wearing every hat in the building.”

Fulkerson has spent her career marketing collision repair businesses, and through her experience, she’s developed a fairly simple strategy to jump start any shop’s marketing and branding reach, regardless of size or location.

The Problem The most common issue Fulkerson encounters isn’t a lack of effort; it’s a lack of strategy.

“There are still a surprising number of shops that don’t even have a real website,” she says. “They might have a Facebook page that gets updated twice a year, or a website that’s been untouched for a decade.”

That gap matters. Today, a shop’s website, search presence, social media and online listings are the front counter for many customers.

“When someone searches ‘Body shop near me,’ that’s their first impression of your business,” Fulkerson says, “before they ever call you, before they ever drive by your building.”

Your digital storefront is the most important asset your shop has as a marketing tool. Outdated websites that load slowly, aren’t mobileÔøºfriendly or fail to guide customers toward scheduling an appointment often create friction instead of trust. In competitive markets, that friction can cost shops work.

“If someone clicks on an ad and your site takes too long to load, they’re gone,” she says.

“They’re not waiting.”

The Solution If a shop owner isn’t sure where to start, Fulkerson’s advice is simple: the website comes first.

“The website is the employee that’s working 24/7, 365 days a year,” she says.

“Even when the shop is closed, it’s doing work for you.”

That matters more than ever as more customers file claims, submit photos or

July 2026

request estimates after hours through tools such as CCC or similar platforms.

“People are reaching out when the shop isn’t open,” Fulkerson says. “A good website can capture those leads and route them correctly before anyone comes in the next morning.”

A properly built site has to be more than just a good-looking webpage. It needs to be fast, mobile‑friendly, search engine‑ and AIoptimized, and designed around conversion.

All of those factors should play into a very clear call to action for a customer.

“You want people to do something when they get there,” she says. “Make a call, book an appointment, submit photos — whatever your process is.”

Beyond the website itself, modern marketing and branding is increasingly about being present before a customer ever needs repair work.

Fulkerson’s team focuses heavily on proactive, hyper‑targeted advertising, especially for certified shops or those serving specific vehicle populations.

“If a shop is certified in Toyota and they’re in a Toyota‑heavy market, we can actually target owners who drive those vehicles,” she says. “We send intentional ads to their households and devices.”

The goal, Fulkerson says, is familiarity.

“We’re planting that seed before they’re in a wreck,” Fulkerson says, “so when something does happen, your shop already feels familiar and trusted.”

That approach only works if every piece connects. Ads, branding and website experience need to be in sync, or the effort falls flat.

“All of it works hand‑in‑hand,” she says.

“Great ads don’t help if the website doesn’t hold up.”

And to get the most out of your platforms, Fulkerson says shops need to be optimizing for generative AI. “Now when you do a Google search, you’re seeing an AI summary at the top,” she says.

“That’s only going to become more prominent.”

To prepare, 3P recently introduced a tool that pushes accurate shop data such as name, location, website, services and other information directly to AI search engines and platforms.

“We want shops to be ready,” she says.

37

“If AI is shaping search results, your information needs to be clean and correct.”

The Aftermath When shops invest in foundational upgrades, especially a new website paired with intentional advertising, Fulkerson says results tend to follow.

“If the website is built correctly, shops start capturing more than they were before,” Fulkerson says. “The traffic was already there; they just weren’t converting it.”

Pairing a new website with ongoing advertising is key.

“You can have the best website in the world, but you won’t get traffic unless you’re driving people to it,” she says.

That traffic looks different depending on geography. Rural shops often draw customers from farther away, while metro shops may have a smaller radius and will need to compete on additional offerings such as concierge services, free towing, or pickup and delivery.

“Every market is different,” Fulkerson says. “That’s why strategy matters.”

For almost every shop, regardless of market size, cost is often the biggest hurdle for shop owners evaluating marketing help. Fulkerson acknowledges that concern and says that’s why 3P built flexibility into its model to try and help meet shops where they’re at.

And as someone who has been in the industry for her entire career and understands the day-to-day pressures shop owners face, Fulkerson says that an investment in strong marketing can bring back an even bigger return: time.

“We’re not trying to add more to their plate,” Fulkerson says. “We’re trying to take this off their plate.”

The Takeaway Marketing today touches everything from a shop’s physical space to its online presence to how easily customers can find and contact them. Done well, it builds familiarity and trust long before a repair is needed.

In an industry where claim counts fluctuate and competition is tightening, the shops that stand out will be the ones customers already recognize when it matters most.

And increasingly, that recognition starts with a screen — not a fender.

fenderbender.com

COLUMNS

COLLISION COURSE

Stop Sacrificing Your Employees to Keep Customers Happy Prioritizing employee well-being and fair complaint resolution can lead to better customer service, improved morale, and a more resilient business.

For decades, businesses have operated under the belief that “the customer is always right.” Somewhere along the way, that phrase became gospel. Employees were expected to smile through abuse, absorb unreasonable demands, and apologize for things outside of their control. In the collision repair industry, that mentality can be especially damaging.

I’m going to say something some people won’t like. The customer is not always right.

Before anyone sends angry emails, let me clarify. Customers deserve respect, honesty, quality repairs, and excellent service.

They should be heard when they have legitimate concerns. But there’s a difference between providing great service and sacrificing your employees every time a customer complains.

If you’ve been in this industry for more than five minutes, you’ve seen it all.

We’ve all had the customer who claims their vehicle was flawless before the accident— ignoring old paint, door dings, scratches, or worn trim. Every imperfection discovered after the repair suddenly becomes your shop’s fault.

We’ve had customers watch a YouTube video and insist a repair should take a few hours. Others try to sneak unrelated damage into a claim, accuse staff of saying things they didn’t, or verbally attack employees and then play the victim when management steps in.

Sound familiar?

The reality is that employees spend their day caught in the middle. Insurance companies cut labor times, dispute procedures, question costs, and create delays outside your control. Customers are frustrated by damaged vehicles, disrupted schedules, and conflicting information. Guess who becomes the face of all that frustration?

Your employees.

The one explaining why an insurer won’t approve a necessary repair procedure. The CSR answering the same question the fifth time that day. The technician trying to repair safely while everyone argues about cost and time.

Every day, your team absorbs the stress created by everyone else.

July 2026

Then, when a customer complains, some managers immediately assume the employee is at fault. That’s one of the fastest ways to destroy morale.

When employees feel management always sides with the customer, they stop feeling valued and protected. They start wondering why they’re working so hard if leadership won’t support them.

Good employees don’t leave because of one difficult customer. They leave because they feel abandoned repeatedly.

As owners and managers, we must investigate complaints objectively. Sometimes customers are right. Sometimes employees make mistakes — we’re human. But there’s a difference between accountability and throwing someone under the bus.

When a complaint comes in, I listen, gather information, talk to the employee, review documentation, and look at the facts before deciding.

What I don’t do is assume my employee is lying.

Trust works both ways.

If you expect loyalty, employees need to know you’ll be loyal to them.

That doesn’t mean excusing poor performance. Accountability still matters. If someone handles a situation poorly, we coach and train them. But those conversations happen internally — not by publicly sacrificing them to satisfy a demanding customer.

In fact, some of the strongest relationships are built when mistakes happen.

An employee makes an error. Management steps in, takes responsibility, solves the problem, and supports them. What message does that send?

“We’ve got your back.”

That doesn’t create entitlement. It creates loyalty.

One of the biggest leadership lessons I’ve learned is that employees watch how we respond during conflict. They notice whether we stand behind them, whether we defend them when they’re right, and whether we help them when they’re wrong.

Those moments define culture far more than any mission statement.

38

Here’s another uncomfortable truth: Some customers cannot be made happy.

No matter how much you discount, apologize, or accommodate, they’ll leave dissatisfied. They arrived looking for a fight, and they’ll find one.

When that happens, stop measuring success by whether every customer leaves smiling.

Measure it by whether you handled the situation professionally, ethically, and fairly.

There’s a difference between serving customers and surrendering to them.

The collision repair industry already struggles to attract and retain employees.

We talk about technician shortages and staffing challenges, yet many businesses tolerate behavior from customers they wouldn’t accept themselves.

If we want employees to stay, we have to create workplaces where they feel respected and supported.

Support doesn’t mean ignoring problems.

It means listening before judging. Investigating before blaming. Recognizing that employees absorb pressure from multiple directions every day.

Most importantly, it means remembering that while customers are important, your team is the foundation of your business.

Customers come and go.

Your culture stays.

The next time a complaint lands on your desk, pause before siding with the customer.

Gather the facts. Listen to both sides. Protect your culture.

Because if you continually sacrifice your employees to keep customers happy, you’ll eventually lose the very people who made your customers happy in the first place.

T I F F A N Y M E N E F E E has more than 20 years

experience in the insurance business and now runs a collision repair shop in El Paso, Texas.

EMAIL:

tiffany@prontobodyshop.com

ARCHIVE:

fenderbender.com/menefee

fenderbender.com

YOUR TOOLBOX JUST GOT AN UPGRADE. We’ve consolidated our individual channels into one authoritative platform — the Vehicle Service & Repair Video Network.

Get reviews for the latest tools, master complex repairs, hear interviews from automotive experts and more — all on one channel.

SUBSCRIBE HERE

youtube.com/@VehicleServiceandRepair

COLUMNS

ON THE BUSINESS

Test Drives Aren’t What They Used to Be Today’s collision repair test drives are highly detailed, focusing on verifying ADAS under specific conditions, speeds, and patterns to ensure proper functionality.

When I think back to the “old days” (and I guess I’m showing my age when I say that), test-driving a vehicle was typically done for one of two reasons: to check for wind noise or to verify an alignment — making sure the vehicle drove straight and the steering wheel was centered.

But today, test-driving is much more in-depth.

Today’s test drive is far more complex — and far more critical. Now, you’re test-driving to verify systems and components such as a blind spot monitor are functioning exactly as intended after a collision repair. And that requires a completely different mindset. We need to understand that test drives are much more than just taking it on a five-minute drive.

You need to understand what are the set conditions in which that blind spot monitor activates and verify its operation in real-world conditions. A blind spot monitor may only activate unless you’re driving above a specific speed — let’s say 31 mph. If you never reach that threshold during your test drive, you haven’t actually tested anything.

The same applies to other systems. A backup camera requires operation in reverse, often below a certain speed. Some calibrations require very specific driving patterns: straight lines, circles, or even figure-eights. I recently wrote an estimate on a vehicle that required a figure-eight under 20 mph just to recalibrate the compass after a windshield replacement.

Let that sink in for a moment: a compass calibration tied to a windshield repair required a specific driving maneuver. That’s the level of precision we’re dealing with today.

And it doesn’t stop there. Some advanced driver assistance systems (ADAS) require testing on specific types of roads. Systems like GM Super Cruise or Nissan ProPILOT Assist may only function on designated highways. Other features rely on clear lane markings or visible road signage to operate properly. In some cases, systems even interpret the backside of road signs to detect wrong-way driving. You may have to test-drive a vehicle for a certain length of time: 5 minutes, 5 seconds, or 30 minutes.

July 2026

You must research these procedures. But keep in mind when you go into the OEM repair procedures, it’s not so simple. You don’t just type in, “test drive.”

OEMs use a variety of terminology. One might use “action test,” another “drive cycle.” One might use “set conditions.” You are not going to be able to use a one-size-fits-all approach to figure out your test drive conditions. Instead, you need to identify the systems and components you’re verifying and research what activates them.

Instead, you need to start with the systems you’re trying to verify and work backward. What triggers them? What conditions are required for them to function? Often, the owner’s manual can provide helpful clues, especially for activation thresholds and operating conditions. But in many cases, you’ll need to dig deeper into OEM procedures.

Another critical misconception I hear is that scanning the vehicle will tell you if everything is working properly. That is absolutely false.

A scan tool will only identify faults if the system has detected a problem, and that often requires the system to first be operated under the right conditions. If you never reach the speed, distance, or environmental triggers needed to activate a system, it may never set a DTC, even if something is wrong.

So, researching and understanding test drives are critical to a safe and proper repair.

And finally, we need to talk about documentation.

As test drives become more complex, documenting them becomes more important. I’ve seen shops mount GoPro cameras on windshields to capture the entire drive, including speed, set conditions, and system behavior. There are also software solutions available that help track and record these details.

Why does this matter? Because if a question ever arises — whether from a customer, an insurer, or a liability standpoint — you need to be able to demonstrate that you followed the required procedures and verified the repair.

At the end of the day, the test drive is no longer a simple loop around the block. It’s a structured, intentional process that plays a critical role in ensuring a safe and proper repair. If we don’t approach it that way, we’re not just missing steps; we’re putting outcomes at risk.

40

Test Drives will become as critical as proper ADAS calibration • SPEED OF TEST DRIVE • LENGTH OF TEST DRIVE • DIRECTION OF TEST DRIVE • PATTERN OF TEST DRIVE • ROAD MARKINGS FOR TEST DRIVE • SPECIFIC “APPROVED HIGHWAYS” • DISTANCE OF TEST DRIVE

M I K E A N D E R S O N is president of

Collision Advice and provides training and consulting for all collision repair stakeholders. He leverages his life experiences, OEM certification training, and former multi-shop ownership to deliver high-quality and customized services that meet the needs and challenges of the collision industry.

EMAIL:

mike@collisionadvice.com

ARCHIVE:

fenderbender.com/Mike-Anderson

fenderbender.com

PREPARE FOR AND PASS YOUR ASE CERTIFICATION EXAM

GUARANTEED!

THANKS TO OUR TRAINING SUPPORTERS PLATINUM LEVEL

Motor Age Training offers the most complete and extensive collection of B-Series Collision Repair training guides available anywhere!

B2 - Paint & Refnishing Certifcation B3 - Non-Structural Analysis & Damage Repair B4 - Structural Analysis & Damage Repair B5 - Mechanical & Electrical Components Certifcation B6 - Damage Analysis & Estimating Certifcation

GOLD LEVEL

SILVER LEVEL

*training guides available in a variety of formats

www.PassTheASE.com

A X A LTA C O AT I N G S Y S T E M S

Cromax EZ ®

WATERBORNE

MADE

EASY With a waterborne basecoat that’s easy to mix, match and apply and that uses the same coat flash application you’ve already perfected, Cromax® EZ makes an exceptional finish feel effortless.

Discover how easy an outstanding finish can be. axalta.us/ez

Copyright © 2025 Axalta Coating Systems, LLC and all affiliates. All rights reserved.

SAVE MONEY TODAY Reduce your credit card processing fees

Rates As Low As 0.05%* Switch Now and get a

FREE SMART TERMINAL* Accept EMV/NFC (Apple Pay, etc.)

Next Day Funding

Free Standard Terminal is also Available

“We were losing thousands every year in hidden processing fees. The transition was seamless and we cut our processing costs osts within the first month.”

Lightning-fast approvals and no setup fees

OPTIONAL PROGRAM

ACCESS TO MULTIPLE ONLINE PAYMENT GATEWAYS Chip card & contactless payment acceptance (Apple Pay, etc.)

Seamless integration with your current POS system** One-time & recurring invoices that you can upload in bulk**

Point of Sale Systems Recommendations, Solutions & Integrations Integration

Emailable and textable receipts $295 towards any early termination fees** A secure online merchant portal Free printer paper, & more*

Compatible ibl with i Gas Cards Wright Express Fleet Cards Voyager and More...

Accept Credit Cards Without Paying Processing Fees* ELIMINATE processing fees with the EDGE Program*, only from North.

Edge is a true dual pricing program combining Flat Rate Pricing with a Cash Discount.

Save Money by using a Direct Processor!

Go North. Call Today

866.481.4604

nynorth.com

©2026 North is a registered DBA of NorthAB, LLC. All rights reserved. NorthAB, LLC is a registered ISO of BMO Harris Bank N.A., Chicago, IL, Citizens Bank N.A., Providence, RI, The Bancorp Bank, Philadelphia, PA, and FFB Bank, Fresno, CA. *Merchant Classification restrictions apply. Dual signage pricing required. Other fees may apply. Contact North for more details. **Some restrictions apply.

Merchant agreement required. Hardware is free for use while processing and must be returned upon termination of merchant agreement. Other fees may apply. Contact 866.481.4604 for details.

2607NOLN_NABancard_Outsert_REV.indd 1

5/27/26 8:32 AM