FenderBender - August 2026 by Endeavor Digital Editions

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FENDERBENDER.COM / AUGUST 2026

DEVELOP TALENT INTERNALLY

PAG E 18

HOW INSURERS SHIFT MORE COSTS TO SHOPS

PAG E 52

Brotherly Love Latuff Brothers Will and Robert carry on the St. Paul, Minnesota, family business as fourthgeneration operators.

FAMILY-STYLE EXCELLENCE

Will Latuff carries on a proud legacy at his family’s historic body shop. PAG E 24

READER’S CHOICE DISTINGUISHES TOP OEM PARTS DEALERS

PAG E 37

CONTENTS

AUGUST

0 8 . 2 6

FEATURE

18 GROWING YOUR OWN

As the technician shortage persists, shop owners are finding that the most reliable path forward is developing talent internally.

V O L U M E

2 8

N U M B E R

0 8

PROFILE

FBRC

24 37 FAMILY-STYLE EXCELLENCE FENDERBENDER

Will Latuff carries on a proud legacy at his family’s historic body shop. BY TODD KORTEMEIER

READER’S CHOICE

How OEMs, dealers, and shops are navigating margin pressure BY EMILY KLINE

BY NOAH BROWN

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.

August 2026

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CONTENTS

AUGUST

STARTER

DRIVER’S SEAT

Reader’s Choice Distinguishes Top OEM Parts Dealers

PAST THE PAGE

Getting shops and suppliers in sync

QUICK FIX

BREAKDOWN

Enhancing trust in ADAS repairs

NUMBERS

Technician shorage again no. 1 concern in Industry Survey

LIGHT HITS

The latest stories from around the industry

SNAP SHOP

Cascade Collision moves to new, modern facility in Lehi, Utah

STRATEGY

COLUMNS

THE SOP

Proven ways to resolve conflict in the shop

CASE STUDY

A processdriven, mediated approach to virtual estimates

LAW

ADAS liability: What collision repairers need to know

SHOP PROFITS

Do you provide great customer service? BY G REG LOB S IG E R

COLLISION COURSE

How insurers shift more costs to shops BY TIFFANY ME NE FE E

ON THE BUSINESS

Wholesale parts vendors deserve a voice BY MIK E ANDE RSON

August 2026

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

Auto Data Labels

Axalta Coating Systems

Bosch

Buy Auto Supply

FCA US

Ford Motor Company

Chris Jones VSRG Editorial Director Jay Sicht Editor-in-Chief Peter Spotts Associate Editor Kacey Frederick Assistant Editor Emily Kline Special Projects Editor Mike Anderson Contributing Writer Noah Brown Contributing Writer Sheryl Driggers Contributing Writer Todd Kortemeier Contributing Writer Greg Lobsiger Contributing Writer Tiffany Menefee Contributing Writer Elisabeth Sobczak Contributing Writer Dr. Paul White Contributing Writer

EDITORIAL ADVISORY BOARD

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

SALES

Motor Age Training

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Hunter Engineering Company

Refinish

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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.

August 2026

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DRIVER’S SEAT

READER’S CHOICE DISTINGUISHES TOP OEM PARTS DEALERS

Each year, the FenderBender Reader’s Choice recognizes the best of the best. D E S P I T E R E D U C E D A C C I D E N T frequency and claims filed, there are OEMs and dedicated wholesalers offering creative solutions to meet these headwinds and operate as partners in the success of your business as a collision repairer. It's these dedicated wholesalers who go the extra mile in ensuring the right parts are delivered on time that FenderBender recognizes each year with the Reader's Choice. This designation is reserved for the best in the collision repair wholesale parts industry. The parts department is the backbone of the dealership, and high performance is critical to its success, even if the sales or service department often get the accolades. Each year, FenderBender readers are surveyed on who the best, preferred, and most trusted wholesalers are in their market, allowing us to recognize these deserving teams.

And for customers paying for repairs, they are naturally more invested in the repair process. Shops can use this opportunity to educate customers and help them understand the long-term value of proper repairs — including vehicle safety, resale value, and fit and finish — so that customers are often more receptive to investing in OEM components. To check out the video discussion, go to https://bit.ly/FBRCroundtable.

Growing Differently

In this month's special section, learn why all segments of the collision repair industry need to focus on how to preserve profitability — but the answer isn't simply chasing a lower price. Collision Advice President and Owner Mike Anderson says collision repair shops have an opportunity to strengthen the profitability of the entire supply chain by improving their own repair planning. "If collision repair shops expect a better discount or margin, they need to be a best-in-class customer and not have four or five parts orders per job," Anderson said. "They need to be more loyal to their dealership partners."

August 2026

JAY SICHT

EDITOR-IN-CHIEF

jsicht@endeavorb2b.com

fenderbender.com

PA ST T H E PAGE

On The Same Page Mike Anderson of Collision Advice shares industry data and advice for parts wholesalers during a Parts Managers Meeting at North Haven Auto Body in North Haven, Connecticut, on May 19. PETER SPOTTS

PA S T T H E PA GE

COLLISION ADVICE HELPS SHOPS AND PARTS SUPPLIERS GET IN SYNC W H O L E S A L E PA R T S M A NA G E R S lack a voice in the industry, and margins are shrinking despite increasing sales volume, according to Mike Anderson of Collision Advice (and a FenderBender columnist). He hosts parts managers’ strategy meetings at collision repair centers around the country to get parts managers in the room with shop owners and have productive conversations face-to-face.

August 2026

Two of the biggest concerns shop owners are worrying about are the lack of work and insurance companies that don’t want to pay to fix the car properly. Bob McSherry bought North Haven Auto Body in 1997. Since then, he’s tripled the footprint of the shop and expanded to two more locations. Over the last five years, McSherry dropped from 14 DRPs to six, said Anderson during an event at the shop on May 19.

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VIDEOS

“That is because Bob did not want anybody telling him what kind of parts he should use or how he should run his business fairly,” Anderson said. “So, because of that, Bob has hit some forks in the road where they had to basically part ways, and he has fewer relationships with insurance companies. That doesn’t mean he can’t fix cars for the people they insure or run into, but that he’s not agreeing to pricing concessions for them.” Most shops in the country use CCC One and order parts through the platform – 64%, according to Collision Advice. Anderson said it’s the number one management system, and parts wholesalers need to make sure they appear when a shop is searching for parts or they won’t make sales. Anderson also walked the attendees through the process of making sure they appear when a shop searches for parts in CCC. Parts representatives must make sure a shop has selected them as a “preferred vendor” or they won’t show up. In CCC, he looked up different OEMs attending the event to see how they appear to McSherry when he searches for parts. Anderson illustrated how it affects their ability to get parts orders and how they can lose sales from shops across the country due to not being visible in CCC. “If you don’t have a star next to your name, you will never show up and have a chance to quote parts to anybody in CCC,” Anderson said. “You, as a wholesaler, need to make sure that anybody you want to sell wholesale parts to has you set up with a star next to your name.” Anderson has also been a vocal proponent for the performance of proper safety inspections, which not all shops are doing, and he used the event to prove his point. One example he provided is Subaru’s requirement for every steering column to be removed and measured after an accident; Collision Advice research found that 26-30% of all Subaru steering columns are collapsed after an accident. He asked the attendees how many

August 2026

PODCASTS

WEBINARS

NEWS

In Sync: Bob McSherry, right, introduces Mike Anderson during the meeting. PETER SPOTTS

steering columns they’re selling, and there was little response. “If you’re Subaru, Nissan, Infiniti, GM, or Chrysler and you’re not selling steering columns, I would question if the shops you’re sending your work to [are] doing safe and proper repairs,” Anderson said. “Every single one of you should also be selling seat belts because they should spot a pretty large percentage of seat belts that are damaged.” Other examples include Toyota or Lexus airbag and airbag sensor inspections, which are required after any accident. Collision Advice has found about 50% of airbags have broken straps on the backside after inspection. For Honda/Acura dealers, center pillars where the seat belts mount are buckling. The part can’t be repaired, making the vehicle a total loss. “These are things a lot of shops are not doing,” he said.

The event provided an opportunity to discuss McSherry’s parts return percentage in Fiscal Year 2025 and Q1 of 2026 with the different vendors and share feedback. McSherry found the event valuable for shops and, despite many glowing remarks about how great a customer he is, said they can improve and there’s more work to be done. “We all get confined in our walls,” McSherry said. “And until you understand what people outside your walls are going through to help you inside your walls, you’re never going to get better within your own walls. We have no idea what they’re up against, and when you have events like this, they find out what we’re up against, and we learn from them, too. So, our parts return percentages, I think they’re too high, but I think once we dig into the cause, those numbers drop. I think it’s still beyond the level that is to me acceptable and to them is fair.”

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Q U I C K

F I X

ADOBE STOCK 371553355

BREAKDOWN

ENHANCING TRUST IN ADAS REPAIRS: FRAMEWORKS, PROCESSES, AND INDUSTRY COLLABORATION

Industry ADAS experts discussed the challenges shops face with ADAS and the importance of developing a process that improves confidence among shops, insurers, OEMs, and consumers in ADAS repairs.

A D A S T E C H N O L O G Y C O N T I N U E S to add complex, increased repair demands for shops. Constantly moving parts and pieces creates confusion as shops try to determine what to do with estimatics, diagnostics, and OEM repair information. Revv Director of Strategic Partnerships Joel Adcock, Collision Career Institute SVP and Partner Dan Dutra, and Tractable Head of Automotive — AI James Spears spoke about how the industry can create greater consistency around how ADAS is performed during CIECA’s June 18 webinar “ADAS Calibration Issues, Challenges and Opportunities.”

By PETER SPOTTS

August 2026

fenderbender.com

NEWS

“A lot of people really don’t understand what they should be doing and how they should follow a process,” Dutra said. “As these systems become more prevalent, the industry has an opportunity, and I would argue a responsibility, to align around a common framework that supports confidence in the repair process.” Dutra discussed a framework of four pillars – process, environment, training, and equipment. Combined, the four pillars can achieve the goal of trust. ADAS calibrations that aren’t performed with a consistent, documented process will lead to a lack of confidence in the safety of the repair. It makes it difficult for repairs, insurers, OEMs, and consumers to understand what work was performed, how it was performed, and if manufacturer requirements were met. “The outcome we’re really pursuing is trust — trust that the vehicle was repaired properly; trust that the safety systems will perform as intended; trust that everyone involved in the repair process is working towards the same objective,” Dutra said. “We’re not talking about standards for the sake of standards. We’re talking about creating greater trust, greater transparency, and greater confidence that the technologies designed to protect people continue to do exactly that after the vehicle is repaired.” Revv has found shops struggle the most when it comes to workflow, Adcock said. There are plenty of programs and technologies that help shops perform ADAS work, but identifying which calibrations need to be done, where to submit for approvals, and where to schedule service with a sublet can cause problems. “A lot of shops trying to get their arms around whether or not they can do ADAS inhouse and trying to understand all the different pieces that are connected with that,” Adcock said. “We’ve got to completely shift our mindset on continuing to improve and really embracing a lot of that technology because it is going to continue to get thrown at us as far as like what the OEMs are producing…I think

August 2026

IDEAS

PEOPLE

TRENDS

PETER SPOTTS

the challenge for shops is now we need to develop a new SOP, a new workflow, or enhance our current workflows because we’re going to continue to get further away if we’re not really embracing a lot of this new technology.” As vehicles enter the shop, Adcock listed the questions that need to be considered: • Can we do this in-house? • Do we need to sublet? • What does coordination look like? • What’s the communication like? • What’s the timeline? He shared the misconceptions he commonly sees around ADAS today, including the difference between a scan vs. calibration and not performing calibrations based on pre-scan results. “A scan’s more on the diagnostic side, where the calibration is the execution of the actual, making sure the camera or radar is pointing in the right direction,” he said. “I think the biggest one is still that if there’s no fault code, there’s no light on the dashboard, there’s no sign of any sort of trouble, that there’s no calibration needed and I can tell you… that the majority of your calibrations are going to show up outside of a pre-scan. So, diagnostics is really one piece of the puzzle, but it’s not really the entire decision-making process.” Dutra said they need to educate shops to follow a process from point A to Z that creates

safe repair using OEM-recommended procedures to provide documentation and transparency in the repair process. Spears said organizations like CIECA can take the lead tackling these challenges. “We need to really understand how to remove those periods of uncertainty for people in the process,” Spears said. “But what we’re really looking for now is how do we attach this transparency, this documentation, to a file?...Dan was talking about that we can produce some type of evidence that the right thing was done for the customer and that way, we’ve removed any of these periods of uncertainty; the tech knew they did the right thing and the customer’s very well assured that their car is back to OE conditions.” Dutra emphasized that it’s not about proving who is right or wrong; it’s about giving consumers confidence that systems designed to protect them are restored properly and will work as intended. “We need to put people over profit,” he said. “The profits will follow if we’re doing the right thing. Every one of us in this industry plays a role in returning vehicles to the consumers after a collision. Increasingly, we’re not just repairing vehicles…We’re restoring technologies that help people avoid crashes, reduce injuries, and in many cases saves lives. That responsibility belongs to all of us.”

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QUICK FIX

LIGHT HITS

UNITED RECYCLERS GROUP LAUNCHES AUTO PART SEARCH

Auto Part Search, a new all-in-one online marketplace to search for and purchase recycled auto parts, is now live. Buyers can create an account at no cost and with no sign-up fees or subscription required. Developed by United Recyclers Group (URG), a network of more than 750 professional auto recyclers across North America, Auto Part Search brings together verified inventory, accurate fitment, and real-time purchasing into one seamless platform. The platform gives buyers a single, intelligent eCommerce experience built around how shops actually work: • Search how you want: VIN, OEM number, vehicle, and more • Quickly find and buy the parts you need • Access inventory from more than 750 professional auto recyclers • Fast fulfilment and reliable delivery options • Warranty protection for peace of mind • Detailed images for every part

SCRS ESTABLISHES ADAS REPAIR DIVISION AND GOVERNING COUNCIL

The Society of Collision Repair Specialists (SCRS) has established an ADAS Repair Division, along with appointments to the inaugural Governing Council. It’s a step toward providing focused representation, education, and advocacy for the expanding community of diagnostics, calibration, and advanced driver assistance systems repair professionals across North America. SCRS approved the creation of the ADAS Repair Division in 2025 in response to direct requests from ADAS repair specialists and supporting businesses for a structured platform to address educational gaps, information needs, and a lack of dedicated advocacy for their sector. The division operates within SCRS and is led by a five-member Governing Council elected by the membership. The Division will organize programs, host events, develop educational content, and engage its membership, while leveraging

SCRS’ framework. This structure provides ADAS specialists with a focused professional organization while leveraging the established resources of the nation’s leading collision repair association. Inaugural Governing Council members include: • Michael Ambrosino, director of operations at ADAS Diagnostic Solutions • James “Spike” Rodis, industry relations manger at Woodhouse Auto Family • Joe Brookhart, managing partner at Summit Auto Calibration • Andy Dingman, owner of Dingman’s Collision Center • Jason “Buck” Zeise, regional director for Minnesota ADAS Solutions

Bosch ADAS Positioning (BAP) System: Combines advanced technology and industrial-grade vision sensors to precisely measure fixture position, ensuring accurate target placement for reliable ADAS calibration.

We develop ADAS vehicle technologies for OEMs. Trust us to recalibrate them.

Modular and future-proof: Designed to be upgradable to accommodate future ADAS calibration technologies and new targets.

Bosch is the only automotive supplier developing ADAS vehicle technologies with OEMs and the equipment to calibrate them. DAS 3000

Integrated storage and maneuverability Keep your equipment clean and serviceable and ready to use at a moment’s notice. White glove on-site setup and installation* Where available, an authorized Bosch field representative will unpack, assemble and provide instruction on the use of the DAS 3000.

Guided interactive workflow on the ADS 10X Plus. Step-by-step instructions from start to finish including fixture placement, target selections and calibration. Scan tool sold separately.

Solutions for every job.

Get more information about the DAS 3000

Bosch DAS 3000 ADAS Calibration Solution A future-proof investment for fast, reliable and precise calibrations on a wide range of dynamic and static advanced driver assistance systems. *White Glove Service valid in the U.S.A. only. Limitations apply.

boschdiagnostics.com/adas

QUICK FIX

NUMBERS

TECH SHORTAGE AGAIN BIGGEST CONCERN LAST YEAR'S FenderBender Industry Survey respondents reported insurer influence on the repair process as their biggest concern. By a slim margin, this year's respondents again report the technician shortage as their number one concern, followed by insurer influence.

A shortage of qualified technicians 23.86% Insurer influence on the repair process 21.05% Low labor rates 11.23% Inconsistent repair standards 9.47% Vehicle design advancements 9.12% Rising cost of doing business 8.07% Technology and tool/equipment needs 7.02% Parts choices (OEM vs. aftermarket…) 3.16% Other 2.46%

August 2026

fenderbender.com

QUICK FIX

SNAP SHOP

CASCADE COLLISION REPAIR

By Peter Spotts Photos Courtesy of QUALITY COLLISION GROUP L O C AT I O N :

1115 E MAIN ST., LEHI, UTAH

OWNER:

QUALITY COLLISION GROUP

SIZE:

24,000 SQUARE FEET

S TA F F :

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

120

AV E R AG E R E PA I R O R D E R :

$4,600

ANNUAL REVENUE:

$8 MILLION ANNUALLY ESTIMATED; 2025: $6.6 MILLION ANNUALLY

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

August 2026

SOMETIMES, A N OLD SHOP in a good location needs a new building. Cascade Collision took their first repair center, built in 2000, to the neighboring lot to give its flagship location a modern look. Using lessons learned from its other locations, Chief Development Officer Brian Nichols said they made some changes to the shop design and layout to improve operations. It has a dedicated blueprint area for disassembly and repair planning, easier and quicker throughput for the paint department, and a dedicated parts management area, which is designed to hold parts carts and new parts. “We looked at it and we’d made some design changes in the way the buildings were laid out. Operationally and efficiency, everything we created was better,” Nichols said. “This new shop has a bit of presence, better freeway visibility, and its right next door. They can’t miss it.” The original location didn’t have the space for another expansion –- it had already had three. Nichols said they didn’t want to raze the building, so they decided to lease it. It was a necessary move to provide technicians with the best possible work experience and to deliver the best repairs for customers. “We had made as many modifications as we could have to make it as efficient as we could,” he said. “Techs were squished, which relates to techs being happy at work. Everything can be extra hard when you don’t have enough room.” Cascade Collision uses the same design layout for all its shops. It can be adjusted to fit footprints ranging from 16,000 sq. ft. to 34,000 sq. ft. “Our greenfields in Utah, we’ve done five of these exact same shops,” Nichols said. “Now we really have a good understanding of costs and those things as well. We can build single or two stories, if they are part of the training space at headquarters.” Cascade has blueprinters based out of the facility that can do remote estimates for all Cascade locations.

Ready, Set, Refinish The shop is equipped with Global Finishing Solutions XL and XD paint booths.

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Picture Perfect Cascade Collision’s flagship location in Lehi moved to a new facility across the street that offers better presence, freeway visibility, and a re-designed interior for more efficient repairs.

Optimal Organization The shop is optimized for efficient workflow and technician work experience.

August 2026

QCG’s Repair Pulse production management software helps the shop streamline production meetings, reporting, and customer communication. Having an in-house program allows QCG to customize it based on feedback from their teams. The facility has the capability to do ADAS calibrations inhouse, but they have a third party as well. “It was designed to be in-house if in the future that’s where we decide to go. We didn’t want to limit ourselves,” Nichols said. “ADAS is not a total mystery, but it does create a whole bunch of extra learning for a technician. We made a choice that we have techs focus on structure, panel replacement, those types of things, and then have specialists focus on electrical components, ADAS, and other things that can be a big learning curve to some of the techs.” The shop has nine OEM certifications and is working toward adding Audi to the list. Its current certifications include Chrysler, Dodge, Fiat, GM Collision Repair Network, Hyundai Recognized Collision Repair Center, Jeep, Kia Certified Collision Repair Center, Ram, and Honda/Acura. OEM requirements influence the equipment choices for the shop. It has Global Finishing Solutions XL and XD paint booths, BendPak Two-Post Lift, Car-OLiner Bench Rack 6300 Frame Rack, GYS Autopulse 220 MIG/MAG welder for steel, aluminum, and silicon bronze, GYSpot BP.LG 220V Resistance Welder, Xpress 800 self-piercing riveter, GYS Expert 200 steel dent pulling system, GYS Arc Pull 200 aluminum dent repair system, Chief 220 V aluminum welder, and AirPro Diagnostics for all pre-and-post vehicle scans. “We choose our brand of equipment based on the OEM requirements, what certifications they qualify for to complete a quality repair,” said Regional Production Manager Clint Little. “There are similarities between shops, but not all shops carry the same certifications, so we have [equipment] variation throughout.”

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COLUMNS

SHOP PROFITS

What great customer service looks like!

By fostering positive customer experiences, you can thrive in challenging times. vice, everyone wants the best service. And that includes me. It doesn’t matter whether we’re dining at a fine restaurant, flying in an airplane, staying in a hotel, having our A/C at our home repaired... or how about collision repair.? You were right on board until I said, “collision repair.” Ha-ha! When a customer contacts us with an accident, they need our help. Accident defined: “An unexpected, unplanned, and unintended event that typically results in physical harm, property damage or loss.: During the 2021-2023 Gold Rush of wrecked cars, some shops didn’t have stellar customer service. If they ticked off a customer or two, many more cars were waiting in line to get in. Here’s the deal, folks. In feast or famine, we must ALWAYS provide great customer service! When we become arrogant and lazy, we will eventually pay the piper. With claims count currently down, some shops are barely paying bills. So, what does good customer service look like? If you haven’t read “Customers for Life” by Carl Sewell, I would highly recommend it! Carl owns 20+ auto dealership franchises throughout Texas and is a genius at great customer service. FYI: It doesn’t matter one bit that the book was written 20+ years ago! Customer service (CS) has many components. For starters, when a customer calls our shop, is it answered promptly by a pleasant voice who wants to help? Is the customer just told to stop in whenever? Or are they given an appointment time for scheduling, photos etc. so we can give them our full attention? How about when a customer comes in? Is the CSR dressed nicely and our office clean? Is there nice music or CNN blaring the latest overseas bombings? Have the wall colors, flooring, and chairs been updated in the last six to eight years? Just as important, are the bathrooms female-friendly, updated, and most importantly, CLEAN? In Carl’s dealerships, they clean their upscale bathrooms every hour! Their technician’s bathrooms are even updated and nice. Good CS is more than just good aesthetics and nice people. We must keep our promises. Example: Did we contact them after, say, the blueprint like we said we would, or did they have to call for an update? CS is so much deeper than most realize. I have personally had two different medi-

August 2026

cal surgeries in the last 24 months, and both cost probably $75-100k each. Notice I said “probably.” I never heard one word about any of the negotiations between the hospital and my insurance. Between the two surgeries, I only paid an additional $185 out of pocket. Now everyone is thinking, “Greg is on the insurance companies’ side when it comes to a safe and proper vehicle repair.” Not so fast; here’s the deal on insurer short pays. We must have good business sense. Example: I was trying to help a shop owner with low profitability. While reviewing their P&L, I realized they were spending an astronomical amount of $ on marketing just to keep the work coming in. After dividing their yearly marketing expenses by the number of cars they had repaired, it was over $1,000 per vehicle!! It was a vicious cycle of the higher the co-pays, the more was needed for marketing to bring customers in. If they just cut their marketing in half, their customer would save $500 extra out of pocket, and they would make the same net profit! I strongly suggest you look over your P&L and do the math for your shop. If you’re spending over, say, $150-200 per repaired vehicle for marketing, I would stop and look at your entire business model. If we let them, some marketing companies will take every dime we have! At the end of the day, we must become expert negotiators with the insurers, to solve this tit-for- tat conundrum to shrink short pays. Here’s the deal: EVERY customer who leaves our shops FOR SURE causes a ripple effect for our reputation, whether that be good or bad! Are they giving their family, friends, and co-workers reasons to come to our shops or to avoid them? We MUST strive to be the best collision shop in our market. Just because we’re the highest priced shop around does NOT mean we’re the best! I DARE YOU to go to a local grocery store and ask 20 random people, “Where is the best body shop around here?” It could be a real eye-opener. As Carl wrote, “If the customer doesn’t want to come back, none of us will have a job!” I about wore out my highlighter while I was reading his book, as there are so many golden nuggets (boulders) in there. He even discusses the crucial data they track for the numerous systems they have in place.

GREG LOBSIGER

JOSIE SMITH PHOTOGRAPHY

When it comes to getting good customer ser-

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

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FEATURE

GROWI N G Your Own As the technician shortage persists, shop owners are finding that the most reliable path forward is developing talent internally. By NOAH BROWN Photos Courtesy of Dave Dunn

August 2026

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or as long as Dave Dunn can remember, the collision repair industry has been talking about a technician shortage. “I remember going to the very first NACE, more than 40 years ago,” says Dunn, founder of Masters School of Autobody Management and owner of two large collision repair operations in Galesburg, Illinois. “The number one topic was the same thing you still hear today: the average body man is 50 years old, and there’s no good young people coming into the industry.” Four decades later, the refrain hasn’t changed, but the stakes have. Vehicle technology is evolving faster than ever. Repairs are more complex. The traditional “do-it-all” technician is disappearing. And younger workers, often steered toward four-year degrees, aren’t lining up to replace retirees. “The talent replacement pipeline just isn’t there,” says Brandon Roy, an instructor at NCM Associates and a third-generation collision technician. “This is structural. When complexity rises faster than your talent pipeline, shops need to start building their own.”

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For both Dunn and Roy, the solution isn’t chasing experienced technicians with bigger signing bonuses or scouring job boards for the perfect hire. It’s developing talent internally and doing so intentionally, patiently and with systems that focus as much on people as they do on skills. “No one’s coming to save you,” Roy says. “You need to develop your own internal academies.”

INTERNAL DEVELOPMENT IS A NECESSITY The collision industry’s labor challenges aren’t new, but they look wildly different than they did a few decades ago. “The idea of a true ‘do-it-all’ tech is gone,” Roy says. “Now we see segmented roles: calibration techs, driveability techs, prep specialists. At the same time, schools are pushing university, and parents still see collision repair as a dusty, dirty industry.” That disconnect leaves shops fighting over a shrinking pool of experienced workers. Dunn argues that shops getting caught up in that competition actually contributes to the problem. “I started out just like everybody else trying to hire skilled people,” he says. “And I just got frustrated.”

THIS IS STRUCTURAL. WHEN COMPLEXITY RISES FASTER THAN YOUR TALENT PIPELINE, SHOPS NEED TO START BUILDING THEIR OWN. —Brandon Roy, instructor, NCM Associates

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GROWING YOUR OWN

What ultimately helped Dunn remove his shops from that competition was a leadership philosophy he encountered early in his career: hire for character and teach skills. “You can hire skills, but you have to pay a lot of money, and it’s very difficult to shape character,” Dunn says. “Or, you can hire potential winners with good character and teach them the skills. It’s a lot easier to teach skills than it is character.” Roy echoes that belief, saying most people will be able to learn how to do the job. “The right people want to show up to work and do a good job,” he says. “We just need good foundations first.” Internal development programs also provide something the industry desperately needs: continuity. “There will always be people around to do the work,” Roy says. “We’re running out of people to lead, teach, and protect the culture. That’s where development really pays off.”

DAVE DUNN’S MODEL: STARTING SMALL, THINKING LONG At Dunn’s shops, internal development has been engrained in the culture for decades. “We’ve always got several people in the wings,” he says. “Not everybody makes it, but many do. And the majority of my managers started somewhere like the detail department.” The detail department, in fact, is the cornerstone of Dunn’s talent pipeline. “It’s the ultimate tester,” he says. “Do they come in on time? Can they take criticism? The boss picks at it, the customer picks at it, and there’s always a time constraint.” Dunn employs six to seven full-time detailers at any given time, and no one sees it as a dead-end job. “No detailer here made less than $40,000 last year,” he says. “The detail manager made $70,000.” That entry point allows the shop to evaluate temperament and work ethic before asking employees to take on more technical roles. “If you can cut it in our detail shop for a year or two,” Dunn says, “you can probably handle just about any job we have.”

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From there, advancement is offered and tested regularly for employees. It’s not always going to work out, but Dunn says that’s not necessarily a bad thing. “I’ve moved great detail workers to the paint shop and watched them fail,” Dunn says. “Sometimes people say, ‘You know what, I’d rather go back to detail,’ and that’s okay.”

PROGRESSION WITHOUT UPWARD MOBILITY In corporate America, company rosters are bloated with layers of lower- and mid-level management for employees to move “up” into. Collision repair doesn’t offer that neat, highly vertical path of career development, which is something that Dunn says can be a big advantage if shops know how to frame it. “Sometimes the first move doesn’t need to be up,” he says, “but sideways instead.” An employee might move from detailing to metal work, then into parts, estimating or production. Through that pathway, employees are getting tangible skills that will help them grow in their careers without necessarily getting a promotion or “moving up” to the next level. It also helps owners discover those in their shop that might thrive in leadership, and some that may not at all. “I had a technician who was incredible with her hands,” Dunn says. “I made the ‘brilliant’ move of making her a department manager. She hated it.” Instead, she transitioned into facilities maintenance. Now, she’s now a star. “She can fix a furnace, wire a light, keep the shop running,” Dunn says. “She didn’t want to be a supervisor, and that’s okay.”

Roy sees the same dynamic across the industry. “We need to stop assuming leadership is the only form of success,” he says. “Progression can be cross-training, mentorship or specialization.” Both leaders emphasize assessment tools such as Myers-Briggs or DISC profiles can be useful to help guide employees toward specific roles or teams. “It’s a temperament test, not a personality test,” Dunn says. “Certain combinations work better in certain jobs.” Roy agrees. “It’s about creating a success profile, not just a job description,” he says.

CULTURE IS THE BACKBONE OF RETENTION Internal pipelines only work if people want to stay. Dunn credits the success of his shop’s robust pipeline to, above all else, regular and deliberate communications. “We do quarterly employee reviews,” he says. “Not annually. Quarterly.” The first two questions on the review form ask employees about what they think about shop culture and how they feel about compensation and benefits. Dunn says learning the answers to those questions terrifies many owners, but avoiding them doesn’t make the underlying feelings go away. “If you don’t ask, do you think they don’t care?” Dunn says. “They care.” Beyond pay, culture at Dunn’s shops is tangible. There’s a 1,500-square-foot employee engagement center with games, fitness equipment and family gathering space. There’s a medical assistance fund that covers half of outof-pocket expenses, including veterinary bills

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GROWING YOUR OWN

for pets. After 20 years, employees and their families receive a weeklong trip to Hawaii. “All of these things add up,” Dunn says. “Culture isn’t one thing. It’s everything.” Roy frames culture as insurance. “If you train someone and they leave, that’s one thing,” he says. “If you don’t train them and they stay, that’s much worse.” Brandon Roy’s Perspective: Structure Creates Security From Roy’s vantage point, many shops fail not from lack of effort but lack of structure. “Small shops are focused on numbers and equipment,” he says. “They don’t pay attention to talent farming.” Roy advocates for structured apprenticeship tracks, usually ranging from six to 18 months, with skill-based pay increases instead of tenure-based raises. “We’re not giving raises because you’ve been here longer,” he says. “You earn them by gaining skills.” He also pushes shops to outline long-term paths early, sometimes even on day one. “When I had shops, many technicians

August 2026

didn’t even have savings accounts,” Roy says. “So, we built five-year plans. Here’s what your life and earnings could look like if you hit these milestones.” Equally important is hiring correctly in the first place. “Do culture-fit days,” Roy says. “Spend time with technicians, management, the whole team. Make sure the fit is right before you invest.” And once someone is hired? “One-on-ones,” Roy says. “Scheduled. No phones. Eyeball to eyeball.” Those conversations prevent small issues from growing and make employees active participants in their careers.

TAKEAWAYS FOR BETTER INTERNAL DEVELOPMENT For shop owners looking to build or strengthen internal pipelines, Dunn and Roy agree on a few fundamentals: Hire for character, not convenience. Skills can be taught, but integrity, curiosity and resilience are harder to install.

Create structured starting points. Entry-level departments such as detailing or disassembly can reveal far more than interviews. Define progression broadly. Growth isn’t always upward. Lateral moves, specialization, and mentorship matter. Communicate constantly. Quarterly reviews and regular one-on-ones keep expectations clear and trust intact. In a labor market that shows no signs of easing, the strongest shops may not be the ones with the biggest recruitment budgets. Instead, they’re the ones willing to grow their own talent, one conversation and one opportunity at a time. Investment in your employees isn’t optional. It’s the key to unlocking your shop’s full potential. “The only thing worse than training people and having them leave,” Dunn says, “is not training them and having them stay.”

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St. Paul, Minnesota

FAMILY-STYLE EXCELLENCE Will Latuff carries on a proud legacy at his family’s historic body shop. By TODD KORTEMEIER Photography TODD KORTEMEIER

August 2026

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FAMILY-STYLE EXCELLENCE

lot has changed on St. Paul, Minnesota’s University Avenue since 1933. But the echoes of tradition can still be heard along this major east-west thoroughfare. The sounds are just a bit more high-fidelity. Where minor league baseball’s St. Paul Saints once called Lexington Park home, Major League Soccer’s Minnesota United now play less than a mile west of the longgone ballyard at state-of-the-art Allianz Field. Trains still run down the street’s median, though instead of the click-clack of streetcars, the sound of modern light commuter rail is more of an electric hum, occasionally punctuated by prerecorded bells and whistles. Life is very much modern-day but carrying on beloved aspects of yesterday. The same is true for another University Avenue landmark: Latuff Brothers Auto Body, established 1933. The building looks a lot different, a lot bigger, and the services they perform include things that would’ve been pure science fiction back in 1933. But the basics of the business remain the same. And its steward carries on those standards, as well as the family name.

The Family Business

The name Latuff Brothers is as true today as it was when the business opened — only the names have changed. Brothers Joe, Mike, and John founded the shop, with the help of their father, a woodworker originally from Lebanon who had a knack for fixing wooden frames. Their stewardship led the shop through the early challenge of the Great Depression to the point that the shop is now in its fourth generation of family ownership. The brothers today are Robert and Will, who run the day-to-day operations. For Will Latuff, neither the shop’s permanence nor his place in its success was ever in doubt. Now in his mid-40s, Latuff says he always dreamed of taking his place in the family business. His memories of growing up in a body shop include using steel pulling plates to hold Pinewood Derby cars and standing

August 2026

on a frame machine just to hear the clicking sound as it did its work. He recalls in one instance liking that noise a little too much, to the point the shop’s body man had to pull it back the other direction the next day. Having already worked with body men and in the paint department by the time he was in high school, Latuff recalls attending a presentation by Mike Anderson that inspired the direction he chose to take in business. “He had his bible of estimating, whatever he called it, it was like a 400-page printed booklet of everything you need to charge for estimating, and I was absolutely captivated by his presentation,” Latuff says. “It was all fire and brimstone, and that really sparked my passion for estimating, and that’s the direction I headed then in business after that.” Any day of the week you can find Latuff at the shop. And if he’s not at his desk, odds are you’ll find him blueprinting. Latuff’s brother largely runs the front of the house, working with customers and writing counter estimates, while Will is in the back of the shop overseeing production. That’s a choice which is both a reflection of his passion for estimating and also a philosophy toward management and efficiency. “I truly believe in a short and flat-style org chart, where there shouldn’t be a lot of levels between the people doing the work

I TRULY BELIEVE IN A SHORT AND FLAT-STYLE ORG CHART, WHERE THERE SHOULDN’T BE A LOT OF LEVELS BETWEEN THE PEOPLE DOING THE WORK AND LEADERSHIP. — Will Latuff, Co-owner, Latuff Brothers Auto Body

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Old Stomping Grounds Blueprinting was and is Latuff’s first love in collision repair, and he still enjoys getting hands-on.

and leadership, and so I don’t want people to have to go through multiple rungs to get an answer,” Latuff says.

Running the Show

You don’t get to nearly a century in business without doing some things the same way. Company values and standards are how excellence is maintained and passed down through generations. But everything else is open for innovation, and Latuff always has his eyes on getting better. “You always have to be looking forward, because your competitive advantage only lasts so long,” he says. Latuff recalls when his father switched the shop over to spraying waterborne paint in the early 2000s, at a time when environmentally friendly practices were less common and really resonated with consumers. But it wasn’t long before shops all over the country followed suit, erasing that point of differentiation. And then it’s onto the next thing. For Latuff Brothers, certified repairs have become one of those new points of differentiation, and that’s a message that has really resonated with customers. “Certifications, safety inspections, being willing to do what most others choose not to do, and support our customer no matter what it is,” Latuff says. “We’ve terminated

August 2026

Tradition of Craftsmanship Techs like Nate Bennett have been working on bumpers at this address since 1933.

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FAMILY-STYLE EXCELLENCE

Brotherly Love The eponymous Latuff Brothers Will (left) and Robert (right) carry on the family business as fourth-generation operators.

DRPs because they didn’t agree with fixing the car properly, or they didn’t want us to do safety inspections, and tried to coerce us into not doing them, and every time we choose the customer without thinking twice.” Latuff has also started experimenting with AI, even as a management tool. AI organizes notes for the shop’s daily production meeting into a single-page handout, helping all team members stay up to date with the day’s top takeaways. It’s something Latuff says has been well-received. He’s also looked at using AI to relieve some of the administrative burden within a shop, such as generating summary notes from emails or having AI discern the key differences between estimates. Touch Time As needed, Latuff spends afternoons offering help to techs like Connor Tufte, seen here working to install a vapor barrier.

Continuing the Legacy

As far as the rest of a typical day at Latuff Brothers, Latuff notes that his on-theground role is a dual one, doing blueprinting and supporting technicians with

TODD KORTEMEIER

August 2026

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whatever they need. That might mean a second check before cutting off a panel or reviewing a procedure for proper documentation. Then, when production starts to ramp down, Latuff has time to focus on the higher-level tasks, closing tickets, balancing ROs, and considering broader business matters. “In between, it’s all the other things that it takes to run the business,” Latuff says. “You know, looking for our next step of what we’re going to do.” With many years of shop ownership ahead, Latuff is always looking ahead and anticipating challenges that may arise. One of those is related to physical space. Latuff Brothers has never moved locations, but it has steadily bought neighboring lots over the years to expand its square footage. But there isn’t a limitless amount of real estate for sale, plus there are extensive zoning and permitting requirements to deal with being in an urban location. Latuff says the shop would love to bring more sublet operations in-house to increase profits, but space remains a limiting factor. “It’s pretty tough to get approved to build additional space where we’re at, so we’re going to have to look creatively for solutions around that,” Latuff says. When reached on a rare day at home for his first interview with FenderBender , Latuff was about to continue work on an engine swap for a 1972 Chevelle Super Sport. While cars remain a passion of his — and the initial reason that made him interested in making his career in the family business — it’s not his primary motivation these days. Instead, it’s the people aspect of business, and the opportunity to help and influence the individuals he interacts with every day. “That’s what really fills my bucket,” Latuff says. “It could be a customer, it could be an employee; it’s having that connection that is really more meaningful than the cars right now. Yeah, we fix cars, but we help people. That’s our business.”

August 2026

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S T R A T E G Y

ADOBESTOCK 1403429706

THE SOP

FROM CONFLICT TO COLLABORATION

Shop-proven ways to resolve tension before it spreads By SHERYL DRIGGERS , DR. PAUL WHITE

CONFLICT IS INEVITABLE. We experience

friction in personal relationships and business, including collision repair centers. We face daily production deadlines, parts delays, insurance negotiations, customer expectations, and communication breakdowns that create countless opportunities for tension. Yet conf lict itself is not the problem. In fact, healthy disagreement often leads to better decisions, improved processes, and stronger relationships. The real problem is when conflict is unresolved or disrespectfully handled. Left unchecked, tension spreads throughout a shop, creating frustration, reducing productivity, damaging trust, and making it harder for teams to work effectively together.

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Most conf lict begins for predictable reasons. Misunderstandings, different perspectives, communication style differences, unmet expectations, mistakes, and feelings of disrespect can all create friction between team members. Front office staff and production teams often view situations through different lenses. Repair planners become frustrated when customer and accident information is incomplete. Technicians become frustrated when critical operations are missing from repair plans. Customer experience specialists feel caught in the middle when they are forced to communicate delays and disappointments to customers. Before dealing with conflicts, it helps to understand an important truth: people

often create negative narratives when communication gaps exist. When information is missing, individuals frequently assume the worst about another person’s intentions, rather than seeking clarification.

Slow down before reacting One of the most effective ways to prevent conflict from escalating is surprisingly simple: pause. When emotions rise, people often react before they fully understand what happened. A frustrated email, a sarcastic comment, or a defensive response can quickly turn a misunderstanding into a larger problem. One of us learned this lesson firsthand after receiving two negative customer reviews within minutes. Frustration led to an immediate email demanding that problems be fixed quickly. Later conversations revealed that the reaction had addressed symptoms rather than root causes. The following day required an apology to the team. The experience reinforced a valuable leadership lesson: slowing down often leads to better decisions than reacting quickly.

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LEARN

Seek clarity, not assumptions Many workplace conflicts can be prevented through staying curious and active listening. Rather than preparing a response while another person speaks, focus on understanding their perspective. Simple statements such as “Help me understand,” or “It sounds like you are concerned about...” often create productive dialogue. Summarizing what you believe you heard allows misunderstandings to be corrected before assumptions take hold. Equally important, avoid asking accusatory questions. Questions that begin with “Why did you...” frequently put people on the defensive. Curiosity tends to produce better outcomes than criticism.

Address issues directly Indirect communication is one of the most common causes of workplace conf licts. Instead of communicating with the person involved, people often vent to colleagues, drop hints, or hope someone else will handle the situation. Unfortunately, those approaches rarely solve the problem and often make it worse. Healthy teams learn to have respectful conversations, even when the discussion is uncomfortable. Leaders can support that process by encouraging employees to speak directly with the person involved, rather than stepping in as a go-between in every situation. Most conflicts are resolved through honest conversations, not conversations happening behind someone’s back.

Practice perspective-taking One of the most powerful conflict-resolution skills is learning to view situations through another person’s lens. In customer experience training, we often encourage leaders to walk into their facility as though they were a customer seeing the business for the first time. The same principle applies to workplace relationships. Repair planners, body technicians, customer experience specialists, painters, and parts coordinators all experience the

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repair process differently. Understanding those perspectives often reduces frustration and increases collaboration.

Make things right when necessary Pressure has a habit of bringing out the worst in all of us. In a collision repair center, a difficult customer, a parts delay, or a production issue may at times lead to comments or reactions we later regret. When that happens, own it. A sincere apology often goes a long way toward diffusing tension and reestablishing trust. Most people do not expect perfection, but they appreciate honesty and accountability when mistakes are made.

Rebuild trust and move forward Some conflicts do not disappear just because the conversation ended. The immediate issue may be resolved, but hurt feelings, frustration, or loss of confidence may persist. That is why reestablishing trust matters. Consistent action builds trust. People need to see that commitments are kept, communication is honest, and respect is shown even when things are difficult. Letting go of past offenses is important, but this does not imply ignoring patterns that need to be addressed. Healthy teams learn how to move forward while maintaining accountability.

The bottom line Collision repair is a team sport. No single person can successfully deliver exceptional customer experiences, quality repairs, and operational excellence on their own. Conf lict will occur. The goal is not to eliminate disagreement, but to prevent tension from spreading and harming relationships. When leaders and team members slow down, stay curious, listen actively, communicate directly, take responsibility for mistakes, and intentionally rebuild trust, conflict becomes a potential for growth rather than division. The strongest shops are not conflict-free. They are shops where people know how to turn conflict into collaboration.

GROW

WORK SMARTER

COURTESY OF SHERYL DRIGGERS

About the authors: Sheryl Driggers is a seasoned entrepreneur, leadership coach, and keynote speaker with 24 years of experience in the collision repair industry. She co-founded and grew a three-location repair business in Tallahassee, Florida, before selling it in 2021. Today, Sheryl partners with Collision Advice and serves shops nationwide, helping leaders elevate both customer and employee experiences. She is certified with the John Maxwell Team, Appreciation at Work, Maxwell DISC, and The Working Genius, equipping organizations to build high-performing teams, strengthen culture, and deliver extraordinary customer care.

COURTESY OF DR. PAUL WHITE

Dr. Paul White is a psychologist who “makes work relationships work.” Coauthor of the best-selling The 5 Languages of Appreciation in the Workplace (over 600,000 copies sold in 25 languages), he has developed tools to communicate authentic appreciation, leading to lower staff turnover, increased employee engagement, and higher productivity. His online assessment at https://mbainventory.com/#, available in multiple languages, has been taken by 450,000 employees. Dr. White has spoken around the world, and his expertise has been requested by Mercedes-Benz, Ford Motor Company, Caterpillar, and Bridgestone Tires. He has been interviewed by the BBC News, the New York Times, Forbes, and Fortune.

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STRATEGY

ADOBE STOCK 1769817010

CASE STUDY

FROM VIRTUAL ESTIMATING TO REALITY: A MEDIATED BLUEPRINT TO CLOSE THE GAP

With the limitations of photo-based estimates, a mediated, process-driven approach can help clarify the preliminary nature of virtual estimates, reduce conflicts, and improve outcomes. By ELISABETH SOBCZAK

V I R T U A L E S T I M AT I N G has changed the pace of collision repair. It has made intake faster, expanded insurer capacity, reduced administrative friction, and created a more convenient first step for customers. In many ways, it has become a practical necessity. But there is a persistent problem the industry cannot afford to ignore: virtual estimating often begins with an incomplete picture of the loss. That does not mean the process is broken. Rather, it means the process needs structure. The gap between a photo-based estimate and the reality of a repair plan is not just a technical gap. It is a communication gap, a trust gap, and often a decisionmaking gap between the shop, the carrier, and the customer. As someone who works in dispute resolution, I see this issue through a mediation lens. Most estimating conflicts do not arise because one party is acting in bad faith. It begins because each party is working from a different set of information, incentives, constraints, and assumptions.

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The carrier may be looking at photos, policy language, severity guidelines, cycle time, and cost control. The repair facility is looking at OEM procedures, repairability, hidden damage, structural exposure, parts constraints, calibration requirements, and liability. The customer is often left trying to understand why the first estimate and the final repair plan do not match. That is where conflict grows. The question is not whether virtual estimating should exist. It should. The better question is: how do we move from virtual estimating to repair reality without eroding trust? The answer is a mediated blueprint.

The real problem is not the estimate The industry often talks about “estimate accuracy” as if the first number should carry the full weight of the repair. That expectation is unrealistic. A virtual estimate is not a repair plan. It is an initial assessment based on limited information. Photos cannot always reveal

hidden damage. They cannot fully assess structural movement, bracket damage, substrate condition, ADAS requirements, corrosion protection, weld access, or whether a panel can be safely repaired in accordance with OEM procedures. The problem occurs when the initial virtual estimate is treated as the controlling document rather than the starting point. That mindset creates predictable tension. Shops feel forced to justify every line of a supplement. Carriers feel pressured by rising repair costs and supplement volume. Customers feel misled when the first estimate appears dramatically lower than the final repair cost. This is not simply an estimating issue. It is a process-design issue.

Why mediation belongs in the conversation Mediation is not only for lawsuits or formal disputes. At its best, mediation is a disciplined process for helping parties define the issue, exchange relevant information, clarify standards, and make decisions before positions harden. Collision repair needs that same mindset. A mediated approach does not mean putting a mediator in every supplement discussion. It means building a dispute-resolution framework into the estimating and repairplanning process. That framework should ask: • What do we know? • What do we not know yet? • What must be verified through disassembly? • What OEM procedures apply? • What documentation is needed to support the repair plan?

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STRATEGY

• Who has decision authority? • What is the next required action? When those questions are answered early, the conversation changes. The shop is no longer simply “asking for more money.” The carrier is no longer simply “pushing back.” The customer is no longer caught in the middle of competing explanations. Everyone is working from a shared map.

A mediated blueprint for closing the gap The industry needs a clearer bridge between virtual estimating and the repair reality. That bridge can be built around five practical steps. Define the Virtual Estimate as Preliminary The first step is language. Words matter. If a photo-based estimate is preliminary, call it preliminary. If it is subject to teardown, OEM procedures, parts verification, and inperson inspection, say that clearly.

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Customers should understand from the beginning that the initial estimate is not the final repair plan. Carriers and shops should use consistent language to distinguish between visible and verified damage. That one shift can prevent unnecessary conflict. It reframes the supplement process as a normal part of repair planning, not as an exception, surprise, or dispute. Establish a Shared Documentation Standard Most estimating disputes are documentation disputes. The shop believes the operation is necessary. The carrier wants proof. The customer wants the vehicle repaired correctly and safely. The solution is not endless back-and-forth. The solution is a shared documentation standard. That standard should include clear photos, references to OEM procedures, measurements where applicable, scan results, calibration requirements, parts invoices, repair notes, and a concise explanation of why the operation is required.

The goal is not to bury anyone in paperwork. The goal is to make the decision easy to understand. A well-documented supplement should answer the question before it is asked. Separate Cost Disputes from Safety Decisions Not every disagreement is the same. Some disputes are about judgment. Some are about labor time. Some are about included versus not-included operations. Some are about parts selection. But safety-related repair requirements should not be treated like ordinary negotiation points. If OEM procedures require a step, or if a repair decision affects structural integrity, restraint systems, ADAS functionality, or corrosion protection, that discussion needs a different level of seriousness. A mediated framework helps separate preference from requirement. It asks: is this a pricing disagreement, a documentation issue, or a safety and procedure issue? Those should not be handled the same way.

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Create an Escalation Path Before Frustration Takes Over By the time a supplement dispute becomes emotional, the process has usually already failed. Every carrier-shop relationship should have a defined escalation path. Who reviews a disputed operation? What documentation is required? How quickly must the issue be addressed? When does it move from the desk level to a technical reviewer, supervisor, or field representative? Without a path, people escalate through frustration. With a path, they escalate through process. That is the difference between conflict and resolution. Keep the Customer Informed Without Making Them the Referee Customers should not have to serve as the interpreter between the insurer and the shop. A mediated communication model protects the customer by giving them clear, neutral explanations: The initial estimate was based on visible

damage. Additional damage was identified after disassembly. The repair plan changed because new information became available. The shop has documented the required operations. The carrier is reviewing the supplement. The next decision is expected by a specific date. This reduces confusion and helps preserve trust in both the repairer and the claims process.

The future requires more than speed Virtual estimating is not going away. Nor should it. It offers real benefits when used appropriately. But the industry must stop pretending that speed alone equals efficiency. A fast estimate that leads to confusion, supplement delays, customer frustration, and shopcarrier conflict is not truly efficient. It simply moves the friction downstream. The future of estimating should not be virtual versus physical. It should be virtual to verified. That means virtual estimating should serve as the first step in a structured process that leads to a documented, procedure-based, reality-tested repair plan.

The mediator’s view In mediation, resolution rarely comes from proving one side right and the other wrong. It comes from creating enough shared understanding for people to make informed decisions. Collision repair needs the same discipline. The shop needs to be heard on repair requirements. The carrier needs documentation and consistency. The customer needs transparency and confidence. Each party has legitimate interests. The process works best when those interests are acknowledged rather than dismissed. The gap between virtual estimating and repair reality will not close through argument. It will close through structure, documentation, communication, and disciplined escalation. That is the mediated blueprint. Virtual estimating can open the claim. But reality must guide the repair. Note: This article is for general informational purposes and does not constitute legal advice or address any specific dispute.

Subaru Of America Congratulates Our Subaru Retailers Recognized as 2026 FenderBender Reader’s Choice Winners

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GENUINE WHOLESALE

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Congratulations to our Mopar Dealers Recognized as

2026 FenderBender Reader’s Choice Winners

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Rebalancing the Collision How OEMs, Dealers, and Shops Are Navigating Margin Pressure By Emily Kline

August 2026

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the collision repair industry, it’s no secret that accident frequency is consistently down, as well as the number of insurance claims being filed. “You’re getting whacked twice,” said Mike Anderson, president and owner of Collision Advice. “The average consumer doesn’t have an accident every seven to 10 years anymore. It’s once every 18 years. Not only that — but according to the Journal of Consumer Research, Consumer Affairs — 41% of consumers are not filing insurance claims which results in customers paying out of pocket.” Despite these headwinds, there are a lot of shops and dealers that are doing creative things to drive business, ensure OEM parts usage is exclusive within shops, and fix consumer vehicles back to pre-accident conditions and OEM-required standards. Rather than operating as separate businesses connected only by transactions, these partners are recognizing that their success depends on the health of the entire collision repair ecosystem. “We’re putting anything and everything in the water to help the shops not race to the bottom,” said Michael Datema, head of collision sales at Mopar. “We want to ensure we’re taking care of the shops and that we’re protecting margins both at the shop and the dealer level.” In addition to Anderson and Datema, FenderBender spoke with Chris Messer, executive vice president of Transportation at EndeavorB2B; Jeff Tripp, the national collision wholesale parts manager at Subaru of America; and Paul Samuelson, manager of wholesale collision sales at Nissan North America, to discuss solutions and new opportunities posed by current market challenges and conditions. A Smaller Market Means Bigger Challenges For years, collision repair shops have relied heavily on the predictable flow of insurance claims. But advanced driver assistance systems (ADAS) and changing driving habits have reduced accident frequency. “The biggest challenge we’re seeing is that there are simply fewer repair opportunities in the market,” Tripp said. “There are

August 2026

fewer accidents taking place overall. Claims are down for all OEMs.” For some manufacturers, these challenges are compounded by changes in their vehicle lineup. “Stellantis has experienced additional pressure from a shrinking vehicle parc after discontinuing several high-volume models in recent years, including the Dodge Charger, Dodge Challenger, Chrysler 300, and Jeep Renegade,” Datema said. “As a result, our claims are down just like everybody else’s. That’s really hurting the shop’s base.” These effects ripple beyond dealerships. Consumer Pay, A Major Growth Opportunity As stated, a major trend that is significantly affecting the collision repair industry is consumers choosing not to file insurance claims after an accident. Although different, this change doesn’t have to negatively affect shops. With 41% of consumers paying for repairs out of pocket, shops have an opportunity to

grow a segment of business that often provides stronger margins than traditional insurance work. “There are a lot of opportunities within customer pay that we’re not capitalizing on,” Samuelson said. To capitalize on this trend, shops need to start with how they interact with customers immediately after an accident. For decades, many front office employees have routinely asked one question first: “Have you contacted your insurance company?” According to Anderson, that conversation should change. Instead, shops should ask whether the customer intends to file a claim — or whether they are considering paying out of pocket. “When we answer the phone or interact with that consumer after an accident — we should say — ‘Mr. Messer, are you thinking about filing an insurance claim? Are you thinking about paying out of pocket?

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Would you like me to help you decide?” Anderson said. By making one small adjustment, shops can help themselves and their wholesale partners. “I think from the first point of contact, we need to be more open to consumers paying out of pocket,” Anderson said. “It’s a good thing because then we don’t have to worry about all the price matching, and we can protect our margins for both ourselves as well as our wholesale partners.” Broken down, insurance-driven repairs often require negotiations over parts selection, labor operations, and reimbursement rates. In contrast, customer pay repairs allow shops greater flexibility to recommend OEM parts, preserve margins, and focus on delivering the highest-quality repair. Customer pay repairs open the conversation. If customers are paying for repairs, they are naturally more invested in the repair process. Shops can use this opportunity to educate customers and help them understand the long-term value of proper repairs — including vehicle safety, resale value, and fit and finish — so that customers are often more receptive to investing in OEM components. An Interconnected Industry The challenges facing the collision repair industry highlight how interconnected every section is, and much like the human body, OEMs, shops, and dealerships all rely on one another to function and survive. If one section of the body fails, other sections follow suit until eventually the whole body shuts down. The function of a dealership is OEM parts sales. Although this is the primary responsibility of the dealership, collision repair shops and OEMs are partners in the venture. “We’re seeing more total losses as market conditions continue to evolve,” Samuelson said. “Margin compression is real. It’s continuing. So, we want to find ways to assist our dealer partners and our shop partners in remaining profitable. We’re also trying to assist shops and dealerships when it comes to total loss mitigation. What can we do to ensure that our consumers who experience total loss receive support, and how can we help them remain loyal?” That means moving beyond transactional relationships.

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Instead of viewing dealers simply as parts suppliers, shops should consider them strategic business partners. Likewise, dealerships that actively support local collision shops create stronger customer retention while strengthening OEM brand loyalty. “It’s got to be a partnership,” Samuelson said. “The dealers need to be partnered with their shops, and the shops need to be partnered with their dealers.” Profitability, then, hinges on a need to grow differently. Growing Differently To grow differently, all parts of the collision industry need to focus on ways they can preserve profitability. For manufacturers, the answer is smarter pricing strategies — not simply lowering prices across the board. “Mopar analyzes collision data at the state level to identify where competitive pricing can increase OEM parts usage while minimizing unnecessary margin erosion,” Datema said. “We’re really diving into state-level data. Where does this part make the most sense to be cost-competitive?” This targeted approach enables OEMs to remain competitive in markets where aftermarket parts pose the biggest challenge while preserving profitability elsewhere. Helping Shops Choose OEM Additionally, to encourage OEM purchases within collision shops, many OEMs are using incentive programs. “We’re planning on rewarding shops because they’re working really hard,” Datema said. “Sometimes shops — I assume — are spending their own money to get that OE part because they know they’re going to get it the next day. They know it’s going to fit. They know the customer is going to be happy. So, we’re planning on rewarding them for that.” According to Datema, Mopar plans to roll out ShopDirect, a nationwide rebate program that applies to any parts found on an estimate, in the very near future. In addition to Mopar, Nissan currently has a direct rebate program that is available to all shops, and Subaru currently offers a conquest program for crash parts and is

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Survey Snapshot: What Collision Repair Shops Value Most in an OEM Parts Dealer The 2026 FenderBender Reader’s Choice OEM Parts Dealer survey reveals a clear message from collision repair professionals. Shops expect their OEM dealer partners to perform at a high level across every aspect of the partsbuying experience. In the survey, collision repair shop owners and managers rated key dealer attributes from 1 to 10 on the level of importance. Lower ratings were uncommon and were generally tied to questions about circumstances that were outside a dealer’s control, such as insurance requirements, limited local dealership options, and franchise restrictions. Responses in the 8 to 10 range signaled that no single factor determines whether a dealership becomes a shop’s preferred partner. Instead, respondents believed that top-performing OEM dealers are consistent in all areas: inventory, delivery speed, and pricing.

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looking at a direct-to-shop rebate program in the near future. “A lot of these programs are a result of necessity,” Tripp said. “We’re seeing doubledigit growth in our programs year over year. But what we’re not seeing is that same growth relative to our overall part sales. What that means is, conquest and rebates represent a larger part of our total part sales. With fewer repair opportunities and fewer collisions, we’re trying to maximize every one of those sales opportunities.” While rebate and conquest programs provide another tool to encourage OEM parts usage, they cannot solve margin challenges alone. Creating a sustainable collision ecosystem requires collaboration throughout the supply chain. Value Beyond Transaction To play their part, dealerships continue to invest in the infrastructure that supports collision repair, from maintaining inventory and delivery fleets to employing wholesale representatives and managing procurement technology. These investments are essential to keeping repairs moving, which makes operational efficiency increasingly important. According to Anderson, collision repair shops have an opportunity to strengthen the

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profitability of the entire supply chain by improving their own repair planning. Shops that complete thorough disassembly before placing parts orders reduce costly repeat deliveries. This in turn helps dealerships control expenses while improving repair efficiency. “I’m pro-collision repairer,” Anderson said. “But I can’t expect a Stellantis, Nissan, or Subaru dealer to give me this maximum discount when my house isn’t in order and I’m not doing 100% disassembly, and I must order parts five times on the same job.” Rather than viewing dealerships solely as parts suppliers, Anderson believes collision repair shops should recognize them as long-term business partners. Loyalty, efficient ordering practices, and mutual accountability create value for both sides. “If collision repair shops expect a better discount or margin, they need to be a best-in-class customer and not have four or five parts orders per job,” Anderson said. “They need to be more loyal to their dealership partners.” As margins continue to tighten across the industry, success will depend less on which segment absorbs the cost and more on how well every stakeholder works together to eliminate inefficiencies and strengthen the collision repair ecosystem.

Communication = Long-Term Sustainability In the end, communication is key to ensuring the long-term health of the collision industry. All parts of the automotive industry need to be engaged, and they should be getting out and seeing each other in person. “People buy from people,” Samuelson said. “People want to do business with people. People want to communicate with people, and that always wins. It’s an integral part of all our business.” A great way to engage within the industry is by participating in or hosting an annual lunch and learn. “As dealers, lunch and learns allow you to show shops the OEM brands that you sell,” Anderson said. “It gives you an opportunity to say, ‘Here are the resources that Subaru has. Did you know we have this, this and this?’ It gives you a touch point with shops.” Another way the collision industry can become more involved is by joining local industry associations and going to its events. “Get out there and be part of it,” Messer said. “Go sit in the room. Go to the Collision Industry Conference, Northeast, ABAT; there are a dozen other ones as well.” Engaging with the industry can also be as simple as going out and seeing customers. “Seeing each other is one of the most important things you can do,” Tripp said.

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“Whenever we’re having meetings discussing best practices between retailers and shops, we always encourage them to do check-ins. Our largest wholesalers across the country are huge and a lot of the small to mid-size wholesalers feel like they can’t compete, but they can compete and win based on good relationships.” By using the resources offered to them and conversing with one another, dealerships, OEMs, and shops can help each other learn how to effectively support the end goal, to be a profitable industry. “This is still a person-to-person business,” Messer said. “We need to make sure that we treat each other as partners, that we’re doing everything we can to take care of the end consumer, and that we’re talking to each other like partners.” Inventory Availability The inventory that a dealership has is a consideration that collision repair professionals value. “Having that inventory on hand where it’s already been verified and make sure that it’s damage-free and can be delivered accurately and completely to the shop quickly is a big win for everybody,” Samuelson said. To keep up with inventory, many OEMs provide a retailer inventory management program for dealerships. This program effectively helps dealerships get the right parts on the shelf when they need them. “Nissan has also added price support for mechanical parts,” Samuelson said. “We suddenly said one day, ‘Why don’t we look at what mechanical parts we’re selling on estimates?’ And so, we added almost 800 part numbers that we consider mechanical to the pricematching tools. And we’ve seen tremendous results out of that. We also have a robust ASR [Authorized Service Return] program for our dealers, and we recommend that they stock those items as well.” The more parts a dealership carries, the more reliable they are to a collision repair shop. Having a dealership that collision repair shops can rely on helps them stay on top of repair schedules and maintain customer satisfaction and loyalty. Datema said as Mopar adjusts parts prices to be more competitive, it notifies

August 2026

its dealer body of the need to stock those parts, then following up with insurance carriers and shops that it has taken action to reduce both wholesale and selling prices on those parts. “We’re taking a more proactive approach, methodical at a part number level,” he said. “We’re making sure the dealers are also taken care of so they get those parts on their shelf. That way, when you order a part on Monday, you’re going to get it on Tuesday.” Delivery Speed Delivery speed and reliability are ranked just as high for collision repair shops. Same-day delivery, dependable delivery windows, and consistent logistics directly influence cycle time, technician productivity, and rental vehicle costs. For shops, reliable delivery is considered a necessity. Performance Matters Across the Board Price also remains an inf luential factor. While collision repair facilities recognize OEM parts are of high quality, they continue to operate within tight insurance reimbursement structures. As a result, competitive pricing and OEM price matching play a significant role in dealership selection. It also helps them defend OEM parts usage in general, while maintaining acceptable profit margins. Expertise Builds Confidence Knowledgeable parts professionals can also bring value to dealers. Respondents consistently rated experienced counter staff highly. This is because they help verify VIN-specific applications, identify trim-level differences, and prevent costly ordering errors, which assists in creating effective and efficient repairs. Digital Ordering Is Now Expected The survey also acknowledged the increasing presence of online procurement systems. Within the past five years, online procurement has evolved from convenience into a baseline expectation. Collision repair shops expect OEM dealers to integrate with parts ordering platforms such as CollisionLink, RepairLink, TraxColli-

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sion, CCC TRUE Parts Network, PartsTrader, and Auto PartsBridge. Respondents believe that these systems improve productivity by providing realtime pricing, increasing order accuracy, and reducing manual follow-up between shops and dealerships. Relationships Still Matter Operational performance ranked slightly higher than interpersonal factors. Regardless of this, relationships continue to play an important supporting role. Answers to questions about dealership contacts who respond quickly, communicate proactively, and resolve issues when problems arise are rated highly. This proves that strong relationships often become important for dealership selection. OEM Usage Remains High Eighty percent of survey respondents reported OEM parts are used at least 90 percent of the time. Shops reporting lower OEM utilization most frequently cited vehicle age, or the inability to secure competitive OEM pricing, as the primary reasons for turning to alternative parts sources. The Bottom Line Collision repair shops evaluate OEM dealers holistically. Dealerships cannot rely on excellent pricing alone to recruit and retain collision shops. If inventory is inconsistent, delivery times are slow, or there is no digital presence, shop operators are going to look elsewhere. Dealerships that have the FenderBender Reader’s Choice recognition are those that check all the boxes. To view the full roundtable discussion with industry experts, go to bit.ly/FBRCroundtable or scan the QR code below.

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Rick Hendrick Buick Chevrolet GMC Cadillac

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Riverview Chevrolet Buick GMC

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RK Chevrolet Subaru

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David Stanley Chevrolet

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Greenway Auto Group

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BMW of Tulsa

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Gunther Motor Company

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Kernersville Chrysler Dodge Jeep Fiat

Braman BMW

Don Williamson Nissan

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Kia of Orange Park

Brandon Ford Hyundai Nissan

Douglass Nissan of Waco

Hallmark Auto Group

Kia of Wesley Chapel

Bravo Nissan of Victoria

Downtown Nashville Nissan

Harper INFINITI Volkswagen

King Acura

Brown of Eagle Pass

East Charlotte Nissan

Hayes Chevrolet Buick GMC Cadillac

Kraft Nissan INFINITI of Tallahassee

Bruce Lowrie Chevrolet

Ed Hicks Imports

Hayes Chrysler Dodge Jeep Ram

Kuhn Volkswagen

Bruner Motors

Ed Morse Auto Group

Headquarter Nissan of Columbus

Kyle Durrence Chevrolet Buick GMC

Cannon Nissan Jackson

Ed Voyles Chrysler Dodge Jeep Ram

Helfman River Oaks Chrysler Jeep Dodge Ram

Lake Norman Hyundai INFINITI

Capital Auto Group

Eddie Tourelle’s Northpark Nissan

Hendrick Automotive Group

Lakeland Ford Hyundai Toyota Volkswagen

Carl Black Chevrolet Buick GMC

Edwards Chevrolet Nissan Kia

Henna Chevrolet

Lancaster Motor Company

Carlock Nissan of Jackson

Ferguson Superstore

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Landers Auto Group

Mossy of Picayune

Queen City Mitsubishi

Team One

Lawrence Hall Chevrolet

Mount Airy Nissan

Raceway Chevrolet Ford

Ted Russell Nissan

LeBlanc Kia Honda Nissan

Mountain View Nissan

Ralph Sellers Chrysler Dodge Jeep Ram

Tenneson Nissan

Lee Nissan

Murfreesboro Nissan

Ray Brandt Nissan

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Leith Nissan of Cary

Nalley Automotive Group

Ray Huffines Chevrolet Plano

Texas Nissan of Grapevine

Leson Chevrolet

Naples Nissan

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Town Center Nissan

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Lorenzo Nissan Ft. Lauderdale

Nissan of Chattanooga East

Roadshow BMW MINI

Tri-County Chevrolet

Love Chevrolet

Nissan of Cookeville

Robbins Nissan

Troncalli Chrysler Jeep Dodge Ram Subaru

Loving Auto Group

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Rogers Dabbs Chevrolet

Trophy Nissan

Lynn Layton Cadillac Nissan

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Turan-Foley Chevrolet

Mac Haik Chevrolet

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Maher Chevrolet

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Russell Chevrolet

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Malcolm Cunningham Chevrolet

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Rusty Wallace Nissan

Universal Nissan

Marc Miller Buick GMC

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Sandy Sansing Chevrolet Nissan

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Master Buick GMC, Inc.

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Sanford INFINITI

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Mathews Nissan

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Maus Nissan of North Tampa

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Volkswagen of South Miami

Mazda of Gastonia

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Scoggin Dickey Chrysler Dodge Jeep Chevrolet

Volkswagen of Wesley Chapel

McDaniels Auto Group

Nissan of Roanoke Rapids

Scott Clark Nissan

Volvo Cars North Miami

McDonough Nissan

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Seminole Chevrolet

Wade Ford

McLarty Nissan

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Serra Auto Group

Warren Henry Auto

Mercedes-Benz of Birmingham - Irondale Campus

Nissan of Vero Beach

Service Chevrolet

Waxahachie Nissan

Mercedes-Benz of Clearwater

North Park Subaru at Dominion

Sewell Chevrolet GMC of Andrews

Welch Motor Company

Mercedes-Benz of Miami

Northside Auto Group of San Antonio

Shottenkirk Nissan Katy

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Orlando Dodge Chrysler Jeep Ram

Smith INFINITI of Huntsville

West Houston INFINITI

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South Houston Nissan

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Parks Automotive Group

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Wolfchase Nissan

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Young Chevrolet

Mike Erdman Nissan

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Stivers Ford Lincoln of Montgomery

Miracle Nissan of North Augusta

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Stone Mountain Nissan

Mission Chevrolet

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Subaru of Pembroke Pines

Modern Automotive Group

Phillips Chrysler Jeep Dodge Ram

Sun Toyota of Holiday

Monroe Nissan

Porsche of Huntsville

Superior Chevrolet Mazda Nissan

Monument Chevrolet

Premier Chevrolet GMC of Littlefield

Sutherlin Nissan Orlando

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Moritz Chevrolet Chrysler Jeep Dodge

Price LeBlanc Nissan

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Hamilton GM Country

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Alan Webb Nissan

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Cumming Chevrolet

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Anderson Nissan

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Henry Brown Buick GMC

Arapahoe Hyundai

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Heritage Motor Company

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Diamond Chevrolet of San Bernardino

Heuberger Motors

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Diamond Hills Chevrolet

HGreg Nissan

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Don K Chevrolet Chrysler Subaru

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Audi Volkswagen Marin

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Horne Auto Center

Avondale Nissan

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Huntington Beach Ford

Beaverton INFINITI Nissan

Downtown LA Motors

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Dublin GM Superstore

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Bill Korum’s Puyallup Nissan

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Bill Luke CJDR

Earnhardt Chevrolet Dodge

INFINITI of Bellevue

Bill Pierre Ford

Ed Morse Auto Group

INFINITI of Denver

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Blackstone Chevrolet

Emich Chevrolet

INFINITI of Las Vegas

BMW MINI of Downtown Los Angeles

Empire Nissan

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Evergreen Chevrolet

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Fairview Ford

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BMW of Palm Springs

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BMW of Riverside

Fiesta Auto Group

INFINITI of South Bay

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Findlay Motor Company

INFINITI of Tacoma

Bronco Motors Nissan

First Nissan

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Buick GMC of Bellevue

Flagstaff Nissan Subaru

J.C. Billion GMC Buick

Camp Chevrolet Cadillac

Fletcher Jones Motor Cars, Inc.

Jack Powell Chrysler Jeep Dodge

Capitol Auto Group

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Fowler Chevrolet Chrysler Dodge Jeep Ram

Jet Chevrolet

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Glory Nissan

Kendall Auto Mall

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Kia of Irvine

Connell Chevrolet

Good Chevrolet

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Continental Nissan of Anchorage

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King Windward Nissan

Corona Nissan

Guaranty Chevrolet

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O’Rielly Chevrolet

Tempe DCJR

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Pajouh Automotive Center

The Niello Company

Larry H. Miller Wholesale Parts

Palm Springs Ford

Thoroughbred Nissan

Lee Johnson Motors

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Three-Way Chevrolet Cadillac

Lexus of Portland

Palm Springs Nissan

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Palm Springs Subaru

Titus Will Chevrolet

Lithia Auto Group

Palmdale Auto Mall

Tonkin Parts Center

Longo Toyota Lexus

Paradise Chevrolet Cadillac

Tony Group Autoplex

Los Gatos Luxury Cars

Pedder Nissan

Torre Nissan

Maita Automotive Group

Penske Cadillac Buick GMC Toyota

Town Nissan

Mark Christopher Auto Center

Peoria Nissan

Toyota of the Desert

McCurley Dealerships

Performance

Tracy Nissan

McDonald Nissan Highlands Ranch

Perkins Motor Company

Tustin Nissan

Melloy Nissan Albuquerque

Pinnacle Nissan

Tynan’s Nissan

Mercedes-Benz of Bellevue

Planet Nissan

United Nissan

Mercedes-Benz of Seattle

Porsche Marin

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Mercedes-Benz of Wilsonville

Porsche of Bellevue

University Audi Volkswagen

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Power Ford

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Michael’s Toyota of Bellevue

Premier Chevrolet Kia Hyundai Nissan

Valley Hi Nissan

Midway Chevrolet Nissan

Pueblo Mitsubishi Nissan

Valley Mitsubishi Nissan of Longmont

Mike Ward INFINITI

Quality Buick GMC

Van Chevrolet Buick GMC Cadillac Subaru

Missoula Nissan Hyundai

Raceway Nissan

Victory Automotive Group

Modesto Toyota

Reliable Nissan

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Mojave Chrysler Dodge Jeep RAM Nissan & Toyota of Barstow

Rob Green GMC Nissan Hyundai

Volvo Cars Bellevue

Moss Bros. Auto Group

Rodeo Chrysler Dodge Jeep Ram

Walker’s Renton Mazda

Mossy Nissan

Roseville Chevrolet

Watson Chevrolet INFINITI

Motor City Buick GMC

Rydell Automotive Group

Webb Automotive Group

Napa Nissan

Salt Lake Valley Chevrolet

Weld County Garage

New City Nissan

Salt Lake Valley Chrysler Dodge Jeep RAM

Wendle Motors

Nissan at JC Billion

Sands Chevrolet Glendale

West Mitsubishi

Nissan Carson City

Santa Barbara Nissan

White’s Frontier Motors

Nissan INFINITI of Valencia

Santa Maria Nissan

Woodmen Nissan

Nissan INFINITI of Van Nuys

Schomp Nissan

York Dodge Chrysler Jeep

Nissan of Alhambra

Seattle MINI

Young Automotive Group Layton

Nissan of Bakersfield

Selma Auto Mall

Young Mazda Missoula

Nissan of Duarte

Sierra AutoCars, Inc.

Nissan of Elk Grove

South Colorado Springs Nissan

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South Tacoma Honda

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Stadium Nissan

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Stephen Wade Chevrolet Cadillac Nissan

Nissan of Sacramento

Stevens Creek Automotive

Nissan of Salem

Steves Chevrolet

Nissan of Torrance

Stoneridge Chrysler Jeep Dodge

Nissan of Vacaville

Sunset Imports

Nissan of Walla Walla

Surf City Nissan

Nissan of Yuba City

Swickard of Anchorage

North Bay Ford Lincoln

Tacoma Dodge Chrysler Jeep Ram

Olympia Nissan Chrysler Jeep

Tacoma Nissan

Orange Coast Chrysler Jeep Dodge Ram

Team Auto

Orange Coast INFINITI

Temecula Nissan

August 2026

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ADAS LIABILITY: WHAT COLLISION REPAIRERS NEED TO KNOW

What is the potential liability collision repair shops face with ADAS calibration, and how can they protect themselves? By JAY S ICHT

COLLISION REPAIRERS FACE growing exposure related to advanced driver assistance systems, but documentation, training, and proper procedures can go a long way toward reducing risk. To better understand the risk and how collision repairers can help mitigate it, FenderBender spoke with Rebekah Cooper of The Cooper Firm and Sean Preston, founder and managing attorney of Coverall Law. The Cooper Firm is a nationwide catastrophic injury and wrongful death law firm based in Marietta, Georgia. Coverall Law, headquartered in Wareham, Massachusetts, specializes in legal services for the collision repair industry. You can also listen to our interview with them on the July 7 episode of CollisionCast.

Understanding the Risk What is the potential liability collision repair shops face with ADAS, and how can they protect themselves?

August 2026

“Anytime we have these discussions, it boils down to one fact: there is liability,” Cooper says. “It varies depending on the facts of the case and what occurred at the repair shop, but at the end of the day, it comes down to a simple principle. If you undertake the duty to repair a product, you have a duty to repair it safely.” Preston says the legal profession continues to see insurance carriers and other stakeholders pushing for vehicles with ongoing safety improvements. At the same time, he says, personal injury attorneys are always looking for opportunities to recover damages for their clients. “ADAS has created another area where lawyers may look for potential recovery. One of the three things an attorney looks for in any personal injury case is the ability to recover; they’re looking for those deep

pockets. They’re looking for an insurance policy or a business. Cooper says product liability cases differ from traditional personal injury cases. As an example, showing fault in a typical rear-end collision is straightforward. In contrast, product liability cases require extensive investigation. “Before we even consider filing a lawsuit, we need experts to determine whether there was a defect in the product, or whether the repair was performed improperly,” she says. For about 95% of the cases referred to her firm, an investigation doesn’t reveal a problem, so they turn down the case. The cases her firm accepts require significant time, money, and technical analysis, she says. While ADAS certainly changes the landscape, if these systems are functioning and repaired correctly, they should reduce crashes overall. The problem arises when they are not functioning correctly or have not been repaired properly.”

Why Documentation Matters Then what would make a case stand out as potentially viable? Cooper says for repair shops under scrutiny for a possible faulty repair, one of the first things the firm will examine is the vehicle’s repair history, where the vehicle has been

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and which facilities have worked on it. That search begins with pulling a Carfax report. “From there, we want to know what documentation exists. What records can the repair shop produce that show exactly what work was performed and how it was performed?” That documentation can include OEM repair procedures, photographs, calibration records, and any other supporting information, Cooper says. “My first case in this industry involved an insurer suing a repair shop over a claim that occurred years later,” Preston says. The insurer looked at every company that had touched the vehicle.” The insurer pursued the repair shop, a service provider, and anyone else connected to the vehicle’s history, he says. The problem wasn’t necessarily what the shop had done, but that years later, the documentation wasn’t there to prove what had been done. “That’s why I always tell shops: document, document, document.”

How Long Should Shops Keep Records? Preston says the time frame for how long shops should retain records varies by the state in which the shop operates and the type of claim, so consult an attorney familiar with the laws in your state. Negligence claims may have one time frame, contractual claims another, and consumer protection statutes can extend those timelines further. Cooper says it’s important to not only be able to provide documentation but to adhere to a formal retention policy, whether that’s five years or 10. “I think anything less than five sounds a little unreasonable. But once you have one, you have to follow it.” A case her firm is litigating against an automaker has a policy that requires that testing records be retained for 20 years. The problem is they didn’t retain all those records. The lesson is simple: whatever retention policy you adopt, follow it consistently.

August 2026

Vetting ADAS Calibration Providers Many repairers believe that if they sublet ADAS work, the liability goes to the company performing the calibration. But Cooper and Preston note that’s not the case. Cooper and Preston compare it to a general contractor building a house. Preston says the repair shop is not expected to be the expert for everything, but it is expected to be able to spot issues. “If the contractor hires a subcontractor to install the gas lines and the gas lines leak, the contractor can’t simply say, ‘It’s not my problem,’” Cooper says. The homeowner hired the general contractor to find qualified people, she says, and the same principle applies here. Shops should conduct a reasonable vetting process and document it. Visit the facility, examine the equipment, and ask questions. Confirm that procedures are being followed. Ask yourself what you would want to know if it were your child’s vehicle being repaired, and then document the answers. Additionally, she says, reviews need to be ongoing. “Don’t assume one review lasts forever. If you vetted a provider six years ago and haven’t checked on them since, that’s a problem.” For shops doing their own calibrations, Preston would prefer to see them separate that operation. “I do not think that ADAS work should be done out of the shop. I think there are a lot of reasons to have that siloed into a separate entity, even if there is some crossover in ownership.”

Reduce Liability in Transporting the Vehicle to the Calibration Facility Of course, most reading this article have operated vehicles for year, perhaps decades, without the need for ADAS making travel safer. But Preston cautions against the common practice of driving the repaired vehicle to a calibration facility with certain functions inoperative. Instead, he advises, have it towed to the facility.

“Even if nobody got hurt and there’s just some little fender-bender because of a malfunction, that is dumb. It is so avoidable.”

Three Things Shops Can Improve Immediately For shop owners worried about liability exposure, there are three improvements they make right away, Cooper says: • Document employee training. • Document the work employees perform. • Follow OEM repair procedures. A case her firm is working on at the time of this writing involves a forklift repair company. During discovery, it became clear that the technicians had never reviewed the manufacturer’s repair manual and didn’t even own one of the basic tools, a force gauge, required to perform a proper inspection of the parking brake. Preston agrees. “Document training. Document that OEM procedures were researched and reviewed. Put those procedures in the repair file. Even if you pulled the information a month ago, pull it again. Procedures change. Also document your decision-making process.” As Preston points out, there are times where there is more than one reasonable course of action. But If you make a decision, document why you made it. One of the questions that emerged from the John Eagle case was simple: Did the decision made by the shop to use epoxy adhesive instead of welds on the roof skin make the vehicle safer? “The insurer may have pressured them, but ultimately, the shop made the decision. And the question was, ‘Did that make the vehicle safer?’ And if you can’t say yes, if the answer is it made it less safe, you are in a heap of trouble. If quality is your number one, safety can’t be sacrificed.” This article does not constitute legal advice and is presented for informational purposes. FenderBender readers should consult with an attorney familiar with the laws in their state.

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COLUMNS

COLLISION COURSE

The New Playbook: How Insurers Are Quietly Shifting More Costs to Body Shops Insurers increasingly deny reimbursements and call it “following policy.” Shops must push back against these small changes before they become tomorrow’s standard. If you’ve owned an independent collision repair shop for any length of time, you’ve learned that insurance companies rarely make sweeping changes overnight. Instead, they introduce small policy changes, one at a time. Individually, they may not seem like much. But together, they slowly chip away at a shop’s profitability. Lately, I’ve noticed a trend that should concern every independent shop owner. It isn’t about labor rates or repair procedures this time. It’s about shifting more of the financial burden of repairs onto the repair facility while making it appear as though they’re simply “following policy.” One of the biggest examples I’ve seen recently involves OEM parts pricing. For years, the process was relatively straightforward. We ordered the OEM part, received the invoice from the dealership, and if there was a price increase from the original estimate, we submitted documentation and were reimbursed for the difference. That made sense because repair costs should reflect the actual cost of repairing the vehicle. Now we’re seeing something different. Insurance companies are increasingly paying what their estimating software says the OEM list price should be instead of reimbursing the actual invoice amount. When we submit the dealer invoice showing a higher price, many are denying the supplement. The explanation? They’ve already paid “true list price.” Do manufacturers and dealerships update pricing? Absolutely. Inflation, supply chain disruptions, transportation costs, and market conditions continue to affect parts pricing. An estimating database simply can’t reflect every change in real time. Estimating systems are valuable tools, but they aren’t real-time pricing systems. If an authorized OEM dealer invoice reflects the actual cost of a required part, shops shouldn’t be expected to absorb the difference simply because software hasn’t caught up. Unfortunately, that’s exactly what’s happening. Another area where we’re seeing the same philosophy is shipping charges.

August 2026

Increasingly, insurers are denying shipping costs altogether, calling them “the cost of doing business.” That phrase has become one of my least favorite responses. Ordering parts isn’t free. Distribution costs, oversized components, hazardous materials, expedited freight, and special handling create legitimate expenses that are often necessary to complete a proper repair. Imagine telling an insurance company that paying adjusters is simply “the cost of doing business” and refusing to include those expenses in premiums. It wouldn’t happen because operating costs are built into their business model. Yet somehow repair facilities are expected to absorb ours. The troubling part isn’t just these individual denials. It’s the larger pattern they represent. Every year, insurers seem to identify another expense that becomes the shop’s responsibility — administrative procedures, calibration negotiations, parts pricing discrepancies, or shipping charges. None of these changes alone are enough to put a shop out of business, but together they steadily erode profitability while increasing the amount of uncompensated work shops perform every day. Independent collision repair facilities already operate on relatively tight margins. We invest heavily in training, equipment, certifications, repair information, wages, and evolving vehicle technology. Every additional unreimbursed expense comes directly out of the resources we use to keep our businesses healthy and repair vehicles safely. What concerns me most is that many of these practices become accepted simply because shops get tired of fighting. A denied freight charge. Another hour spent arguing over documentation. Eventually, some shops decide it’s easier to absorb the loss than spend more time chasing reimbursement. That’s exactly what insurance companies depend on.

As independent shop owners, we have to continue documenting everything —save invoices, keep shipping records, provide repair procedures, submit supplements, and appeal denials. The more evidence we provide, the harder legitimate costs become to dismiss. Equally important, we need to talk with one another. When independent shops share experiences, patterns begin to emerge. What initially appears to be an isolated issue often turns out to be happening across multiple markets and with multiple insurance companies. Those conversations help all of us recognize changing trends before they become the industry standard. Insurers have every right to manage claims responsibly and control unnecessary costs. We should all support accurate estimating and responsible repair planning. But there is a significant difference between controlling costs and shifting legitimate repair expenses onto repair facilities. Our responsibility is to restore vehicles safely and according to manufacturer specifications. We shouldn’t be expected to subsidize repairs because a pricing database hasn’t caught up or shipping has been labeled “the cost of doing business.” If we don’t continue pushing back on these small changes today, they’ll become tomorrow’s accepted standard. And once that happens, getting those dollars back becomes far more difficult than protecting them 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

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COLUMNS

ON THE BUSINESS

Wholesale Parts Vendors Deserve a Voice Better communication and cooperation across stakeholders can help address operational pressures and enhance service delivery from your wholesale OEM parts manager partners. As we discussed in the Reader’s Choice Roundtable detailed in the special section in this issue, collision repairers and their OEM suppliers are partners; their success depends on the health of the entire collision repair ecosystem. About two years ago, I was attending an industry conference and looking around the room at the various stakeholders represented. OEMs were there. Software companies were there. Collision repair shops were there. Insurance companies were there. As I thought about who was missing, the first obvious answer was the consumer — the most important stakeholder and the person we should ultimately be considering whenever we gather as an industry. The other group I noticed was absent was wholesale parts vendors. That stood out to me because they play a critical role in the collision repair ecosystem, yet they often have little opportunity to share their perspective. They are frequently required to adapt to the software platforms and business requirements imposed by others in the industry, but their challenges and concerns are rarely part of the broader conversation. That realization led me to begin working with OEM partners, including Subaru, Nissan, Infiniti, BMW, and others, to conduct wholesale parts manager workshops across the country. Over the last two years, these workshops have brought together wholesale parts managers, certified repair facilities, and OEM representatives to discuss their respective perspectives and challenges. Building Understanding Between Stakeholders The purpose of these meetings has been simple: help each group better understand the others. We discuss the challenges faced by wholesalers, the expectations of repair facilities, and the objectives of OEMs. By bringing everyone together, participants gain insight into issues they may not otherwise consider. For me, the experience has been eye-opening. One of the biggest takeaways has been a greater

August 2026

appreciation for the pressures facing wholesale parts departments. In their effort to remain competitive and sell more OEM parts, wholesalers often face shrinking margins. At the same time, rising fuel costs, increased delivery expenses, and staffing costs continue to affect their operations. Returns create another significant burden. When some shops return 15% of their parts, wholesalers must dedicate additional resources to arrange pickups and process the associated administrative work. These are operational challenges that many outside the wholesale environment may not fully recognize. Lessons From My Own Shops This topic reminded me of a practice I used when I owned collision repair facilities. Once or twice each year, I hosted what I called a Wholesale Parts Managers Workshop. I would invite representatives from all of my primary OEM vendors — Toyota, Audi, GM, and others — to a luncheon. I would share with them what was going on in the local market and throughout the industry and facilitate an open discussion. One of the key questions I would ask was: What can I do to help you get the right part to me the first time? I would also ask: What can I do to become your best-in-class wholesale parts customer? Those conversations were valuable because, unlike collision repair businesses, wholesale parts managers representing different OEM brands are not direct competitors. A Toyota dealer is not competing with a GM dealer for the same fender. As a result, they were often willing to share ideas and best practices with one another. Many of them told me they had never been brought together in that way before. Outside of national conferences, they rarely had opportunities to hear how their counterparts at other OEM brands were solving similar challenges. Creating that forum for discussion allowed everyone to learn from one another and fostered stronger relationships throughout the supply chain.

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

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Painter’s Playbook

Table of Contents Introduction

Tony Larimer

Highlights from this year’s issue

Features

Tips & Tricks

Breathing Easy, Working Smart

Kindig-it Design Chooses SATA

Proper Cleaning

How Steve Jones pairs safety with high-output efficiency

Grit Behind the Gloss

How Keaton Lee built a name and a future in custom refinishing, all before turning 21

How premium spray technology helps Dave Kindig’s team deliver show-quality paint jobs

Step-by-step guide to cleaning your SATA spray gun

Painting Outside the Lines

Jeremy Seanor left routine behind to build his company, Luckystrike Designs

Building Haven

How one collision center turned process and culture into profit

2026

Introduction

Painter’s Playbook WE ARE EXCITED about this 2026 issue of the Painter’s Playbook. Together with FenderBender and the team at EndeavorB2B, we gathered a wide range of very talented people and shops that are leaders in the industry or are becoming very visible and relevant to the future of the refinish, collision repair, and custom vehicle industries. We also wanted to talk about important aspects in any paint shop to help them achieve success. Success can be measured in many ways. For some painters and shops, it’s in achieving a certain number of refinish hours per week but doing it safely and accurately. For others, it’s in building SOPs that help you remain consistent and follow OEM standards. In this issue, we talk to Steve Jones, who’s in the paint shop of a Gerber location in Decatur, Georgia. He talks about achieving success by working smart and including safety in his daily routine and how this discipline helps him to remain healthy and continue to achieve his production goals, and quality standards. We talked with Dave Kindig from Kindig-it Design, who describes his story, why his philosophy of always doing the best job that can be done works, how he got to where he is today, and why he chooses SATA for their shop. They continue to build some of the most recognizable vehicles in the world, and they have some pretty fortunate clients. Maintaining your equipment is vital to the success of any shop. It’s not enough to just have or own great equipment. Training yourself to maintain it correctly and using it to its full potential is critical. We’ll go through the complete process of properly cleaning and caring for your spray guns. One of the up-and-coming business owners and custom builders/painters today is a young lady named Keaton Lee, owner of Crazy K Kustomz, a custom paint shop in Idaho. I met her a few years ago at the National SkillsUSA contest in Atlanta. She stood out by doing exceptionally well in all aspects of the contest. It’s there we began watching as she opened her own shop. She’s doing amazing work and at only 20 years

old. She has a huge following on Instagram and continues to paint amazing vehicles and can do it all from welding to body work and then custom paint and pinstripe it all herself. She also has separated herself from others by doing several crazy paint jobs on vintage refrigerators and freezers, which are raffled off on social media platforms. We had the pleasure of having her in our SEMA booth last year and met her incredible family as well. Take time to watch what they are doing at Crazy K Kustomz. We also feature Jeremy Seanor of Luckystrike Designs. From his beginnings at the young age of 13, he has built his reputation for doing some of the most amazing motorcycle paint jobs in the industry. His ability to lay down perfect paint jobs, including some of the most detailed pinstriping and color combinations, have won him awards across the USA. We’ve known Jeremy for many years and were always glad to work with him when he was training for an automotive refinish company. He also ventures into painting many helmets and art pieces, up to doing full paint jobs on some pretty amazing cars and trucks as well. Read his article that explains why Jeremy uses SATA to bring his amazing creations to life, and look at a few examples of his artwork that are included. Finally, we talked with Kendal Allen, founder of Haven Collision Center in Chamblee, Georgia. We also spoke with his head painter Luis Melendez and lead body technician Danny Flores on how their team’s philosophy is all about doing things right, not cutting corners, and making the customers extremely happy with their repaired vehicles. Their team members all have a voice in equipment decisions and processes to be sure they are all working together. Kendal’s upfront processes are worked thoroughly through the entire repair, and the shop is thriving. Throughout the issue, we also feature several SATA products designed to help your shops turn out amazing final products efficiently. We think you’ll enjoy this edition of the Painter’s Playbook.

Tony Larimer

Senior Inside Sales & Technical Training Specialist SATA USA Inc.

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SATA USA Inc.

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Tips & Tricks

Breathing Easy, Working Smart

How Steve Jones pairs safety with high-output efficiency By Emily Kline ONE OF THE BIGGEST health risks for a collision painter is in the paint booth. More specifically, they are the paint fumes and the isocyanate hardeners that are used in urethane products like sealers and clearcoats. But even waterborne paint contains pigments and resins that are mixed with water and other chemicals that should not be allowed on your skin or inhaled. Wearing paint suits, gloves, and supplied air breathing hoods that completely cover your face, eyes, hair, and skin around your neck are very important to prevent long-term health issues and neurological effects for painters. To avoid exposure to harmful substances and/or unnecessary safety risks, the Occupational Safety and Health Administration (OSHA) has created guidelines that painters are expected to follow.

Summary of OSHA Guidelines

Design and Construction: Paint booths must be constructed of noncombustible materials and designed to prevent the escape of flammable vapors. The interior should be smooth and continuous to help with cleaning and residue buildup. Ventilation: The average air velocity over the open face of a paint booth must be at least 100 linear feet per minute during spraying operations. Fire Safety: Booths should be equipped with fire suppression systems and explosion relief panels. Smoking and open flames are prohibited in spray-finishing areas. Personal Protective Equipment: Painters are expected to wear personal protective equipment (PPE). Proper PPE consists of respirators with appropriate filters, nitrile or chemical-resistant gloves, fire-resistant coveralls, safety goggles or face shields, and anti-static footwear. Emergency Procedures: Spray booths should be equipped with easily accessible emergency shutoff systems to stop airflow and prevent exposure in case of a malfunction. Following these guidelines often poses a challenge to efficiency and speed. As a result, many

painters tend to cut corners when it comes to personal safety. To discover how painters can effectively follow safety guidelines whilst being efficient, Painter’s Playbook sat down with Steve Jones, an experienced refinish technician at at Gerber Collision & Glass in Decatur, Georgia.

Jones’ Career in Safety

After nearly 30 years in the paint business, Jones has experienced the gamut of the paint industry and its safety expectations. “I started painting industrial farm equipment in Kentucky for a short time, then moved to Atlanta in the late ’90s, early 2000s,” Jones said. “It was here that I started painting in automotive but left that to paint tour buses.” Eventually, the scale of that work lost its appeal. “I got tired of working on that big of equipment and went back to collision,” Jones said. What didn’t change was his commitment to learning and consistency. Over the years, Jones became known for both speed and quality — especially with PPG products. “I’ve spent probably 90% of my career spraying PPG. The last 12 years have been with their waterborne,” Jones said.

Painting with PPG Jones has been painting for nearly 30 years with PPG

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Painter’s Playbook

That experience helped him become a go-to painter.

Exposure in the Booth

When asked about the biggest health risks painters face, Jones didn’t hesitate. “Honestly, I would have to say the biggest health risk would be in the booth — the isocyanates in clear, the solvents — anything breathable.” For years, he relied on half-mask respirators and typical PPE. But the limits of that protection quickly showed up. “On big jobs, I used to tear up,” Jones said. “It’s not just breathing. The chemicals can also be absorbed through your eyes.” After one too many of these experiences, Jones decided to invest in a fresh-air supply system. He started with the SATA vision 2000 and currently uses the SATA air vision 5000. “Any fresh air system is better than just spraying with a quarter mask or half mask. There’s no comparison,” Jones said. “That fresh air system was a game changer.” Buying the system solved many of the safety problems Jones experienced, but it was only half the equation.

Maintaining Your Equipment

The other half was disciplined maintenance. “I have the charcoal cartridge replaced in the system every 90 days,” Jones said. “And of course I have peel-offs for our SATA air vision 5000 hood. When it’s not in use, I keep it in a bag to keep it clean, so it doesn’t have any outside contaminants.” He also pays attention to lines and hoses. “Every so often, I switch out my hoses,” Jones said. “I change them at least once per year. I know that way I am not allowing contaminants into my hose for breathing or for painting.” Jones’ cleaning routine ensures that the system can deliver clean air and help him stay safe.

Beyond the System

Respiratory protection is a major part of Jones’ setup, but it's not the only piece. When painting, Jones wears prescription safety glasses and is intentional about hand and skin protection. “I don’t know the exact brand of gloves I’m using,” Jones said. “But if I’m mixing paint or anything chemical-wise, or cleaning guns or whatnot, I always have my gloves on.”

2026

He also suits up fully when spraying. “Any kind of aerial contamination — absorbing isocyanates and different chemicals through your body — is just as bad as breathing, so I always make sure to wear my suit,” Jones said. Jones’ mindset for painting safety is simple: any exposure is something that he can protect against. He oversees the amount of chemicals he is exposed to.

Discipline Works

From Jones’ viewpoint, safety and efficiency aren’t separate; they’re linked by one thing: discipline. “I contribute my efficiency to continuing to do the process the same way,” Jones said. “If you almost turn it into a pattern, you attack it the same way every time. Your speed increases, your efficiency increases.” That consistency, he adds, supports safety as much as throughput. “When something becomes routine, you don’t step out of your comfort zone as much, which helps ensure your safety,” Jones said. Jones also boosts efficiency with the spray guns he uses. “I have set guns. I have a particular gun for particular colors — say solids, or solid whites, or blacks,” Jones said. “Throughout the day, I can do a load and do eight different colors. That also makes things a lot more efficient.” That setup reduces changeover time and helps keep his workflow predictable, even when color counts climb.

Steve Jones

Refinish Technician, Gerber Collision & Glass Decatur, Georgia.

Safety is Efficiency

The idea that safety slows painters down misses the point for Jones. “You’re not very productive or efficient if you’re hurt, that’s for sure,” Jones said. In his view, the same habits that drive his numbers — consistent processes, well-maintained equipment, and the right tool for each job — are the ones that keep him healthy. Routine protects him from cutting corners on PPE. Scheduled maintenance keeps his fresh-air system reliable. Dedicated guns keep him focused on the application rather than scrambling to set up. The result is a painter who can produce a high volume of quality work day after day without sacrificing long-term health. For Jones, that’s not a tradeoff — it’s the only way to do the job.

Tips & Tricks

Why Kindig-it Design Chooses SATA How premium spray technology helps Dave Kindig’s team deliver show-quality paint jobs By Emily Kline

WHEN PEOPLE SEE a Kindig-it Design build roll onto a show floor, they see a masterpiece. A car with flawless lines, deep color, and glass-smooth reflections. What they don’t see is the equipment and process behind those finishes — and for the owner and designer of Kindig-it Design — Dave Kindig — that starts with SATA. “As of the last decade, we've used SATA across the board,” Kindig said. “We've used them for all different paint application ventures. Using SATA makes the painter more comfortable and improves work conditions. It also improves the quality of the product that we're putting out and allows us to do our jobs properly.” As polished as Kindig’s designs appear, the story behind them is rooted in a process that has been refined over decades. For Kindig-it Design, that process is shaped as much by experience as it is by the equipment used in the booth.

for top tier drag racing, Indycar, street racing, and other applications. While working there, Kindig got into Volkswagens and joined the Salt City Air Coolers Volkswagen Club in 1991. “There were a lot of guys in the club that had great skills in different areas,” Kindig said. “They did electrical or welding, or body and paint, etc. I paid attention to those guys and learned from them. I never went to school for body and paint. I never worked in a body shop until I owned one. It was always a hobby.” In 1998, after eight and a half years working at HPC Kindig’s renderings were discovered by the automotive aftermarket industry, and his success snowballed from there. “When my second child was about to be born, my wife finally listened to me and realized that we could make a lot more money — and I'd be a lot

SATA Across the Board For the last decade Kindig has only used SATA products.

Kindig’s Story

Kindig’s path into paint and design didn’t start traditionally. Growing up in Salt Lake City, Utah, he didn’t have a family member who introduced him to the world of automotive. Instead, he had Lego bricks, Hot Wheels, plastic model cars, and a sketchbook. “I spent a lot of time imagining what a car could look like and drawing it out,” Kindig said. “Fast forward a few years — in 1986 — I got into skateboarding as a teen and broke my arm. After that, I decided cars were the better passion.” Kindig ended up getting a job in 1990 at High Performance Coatings in Salt Lake City. At HPC, he sprayed ceramic coatings on exhaust systems

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Painter’s Playbook

2026

Demo-It Kindig strongly suggests trying out a SATA spray gun.

happier — not working 60 hours a week for somebody else. Drew — my son — was born, and two weeks later in 1999, I started Kindig-it Design out of my garage.” Kindig-it Design has since expanded and has its own shop. In an industry where shortcuts can be tempting and margins are tight, Kindig had a very different philosophy for Kindig-it Design.

The Right Philosophy

This philosophy is what led him to success and continues to guide him to this day. “The mentality that I stuck to is always doing the best job that can be done,” Kindig said. “I never cut any corners, and I never gave anything away, and I figured that out very early on. As soon as you give somebody something, everybody will expect that you're going to do it for nothing. Having the right equipment, finding the right clients, doing the job I was going to do, and staying committed to the quality is what made us stand out from a lot of other shops.”

A factor that aided Kindig in following his philosophy was having the right tools for the job. Although Kindig-it Design has only been using SATA products across the board for a decade, Kindig has always painted with a SATA gun. While painting with a SATA gun, Kindig found that having good tools allows a painter to be successful. “A good painter should spend the majority of their time focusing on the quality of the job, as opposed to troubleshooting and fixing stuff that the equipment may be short on,” Kindig said. “When the equipment works, you don’t have to troubleshoot it. It works consistently. You know exactly how to tune it, how to use it, and my guys know how to put down that paint.” The ability to home in on the job with SATA guns is a huge reason why Kindig-it Design ended up choosing SATA for all its equipment.

Workflow with SATA

At Kindig-it Design, SATA is integrated into the entire workflow—from air management to application. SATAjet X: The go-to gun for basecoat and clearcoat work. “They use that pretty much across the board with the 1.3 tip,” Kindig said. “Whether we’re using heavy metallic or a fine pearl, it’s very easy to get a really nice drop coat, very even.” SATAjet 100 BF and 100 BP: Dedicated workhorses for primers and poly. “The jet 100 BF, in HVLP, that’s the primer gun that we really love to have and put a lot of pretty heavy stuff through,” Kindig said. “The poly gun, as we call it, is always the jet 100 BP, and the guys just love it. They can really put stuff down nice and thick.” In addition to the SATA guns, Kindig also uses SATA’s filter system throughout his entire shop. He has the air vision 5000 fresh air hood with charcoal. “Using SATA makes my painters more comfortable, and that improves their work conditions,” Kindig said. “It also improves the job — the quality of the product that we're putting out, and I think those two things go hand in hand.”

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Painter’s Playbook

The Right Workflow Kindig appreciates the way SATA spray guns allow him to focus on the job at hand.

Reaching for SATA

Although Kindig acknowledges there are other good spray guns on the market, he believes SATA delivers a difference that’s obvious in the booth and on the finished product. “There are great guns out there, but they’re not as good as what we’re using with SATA at this point, not even close,” he says. For shops considering an equipment upgrade, his advice is simple: test it. “If they haven’t used SATA, I would tell them

2026

to try it,” Kindig said. “Even if it’s just a demo for a moment. I guarantee that they will get a better result with more efficient spraying, money savings on materials, and saved time because they won’t have to go back and troubleshoot.” For a business that has built its reputation on finishes and zero-compromise craftsmanship, those gains — better quality, greater efficiency, and less rework — are exactly why Kindig continues reaching for SATA.

Tips & Tricks

Proper Cleaning is Important for the Longevity of Your Spray Gun

Learn the best practices for spray gun cleaning and maintenance By Tony Larimer

IF RINSING YOUR GRAVITY FEED SPRAY GUN after painting, remove the air cap to prevent the paint-filled thinner from running inside the air cap. The air cap should only have a little overspray on the outside, and no paint inside, so no need to soak it. Just wipe or rinse it clean or use soft brushes to clean any overspray off the air cap. And when rinsing, always hold the gun so the fluid nozzle end is aimed downwards to keep fluid out of air passages. If you are using an enclosed gun washer, you can first rinse the gun into your waste container after removing the air cap. Then replace the air cap before putting it into the enclosed gun washer. By leaving the air cap on when it is in the enclosed gun washer, the inside fluid passage and fluid nozzles are cleaned and so is the outside of the air cap, which should only have light overspray on it. This prevents dirty thinner from getting into air passages. If you have a gun washer with a brush that jets fluid, be sure that when you use it you keep the spray gun pointed with the fluid nozzle down. This way when you jet fluid across the fluid nozzle, with the air cap removed, you are not forcing dirty fluid or paint debris back through the air holes surrounding the fluid nozzle, and into the gun body which can negatively affect the air passages and internals. Many enclosed spray gun cleaning machines recommend placing your air cap on the second jet in the enclosed gun washers. This is incor-

rect, as it now exposes both of the air passages behind the fluid nozzle to be filled up by all the other jets in the gun washer. This fills the entire internal air passages, the fan control, and air micrometer areas with dirty solvent and paint debris. This eventually becomes sticky, and passages get clogged, and cannot move air effectively and negatively effects the way the fan and air micrometer controls work. Great results are achieved when cleaning by hand. At the end of the day, remove your needle, air cap, and fluid nozzles, and clean and inspect for damage or clogged issues. Inspect the air distribution ring behind the fluid nozzle also for dried paint or any scratches or damage. Replace if necessary. Once the gun is cleaned with proper brushes or broaches, blow them dry, then replace the components. It’s best to also use SATA grease a couple times per week. Put grease on the air piston rod behind the trigger, on the barrel on the needle where it goes through the gun body, as well as on the fluid control knob threads and spring. By doing this, your SATA gun will remain in great working order for extended periods of time. Lastly, DO NOT soak the air cap in a cup of thinner or water at night. Simply clean it and put it away dry, on the gun. Be sure when you final clean your gun that you blow dry all the air passages, the area behind the fluid nozzle, including the air distribution ring or air separator on the jet X, the fluid nozzle, and air cap.

E-mail us at repair@satausa.com Or write: SATA USA Inc. Attn: Repair Department P.O. Box 46, Spring Valley, MN 55975

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2026

Tips & Tricks

Disassembly of nozzle set jet X 1

First remove paint needle.

Followed by the cap.

Finally, unscrew the paint nozzle using the ring wrench integrated in the universal wrench.

Alternatively, the integrated tool within the trigger can be used.

Assembly and maintenance of the jet X 1

Assembly of the fluid tip.

Tighten fluid tip by hand using the universal spanner.

Alternatively, the integrated tool within the trigger can be used.

Assembly of the air cap.

Grease paint needle around the needle packing area.

Insert paint needle.

Grease and insert paint needle spring.

Grease thread of material flow control screw.

Installing material flow regulation screw.

Grease and insert the trigger.

Assemble the QAC Cover.

Align the air nozzle with the universal wrench (optional).

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Painter’s Playbook

Cleaning and drying of the jet X 1

Clean the material passage.

Clean the spray gun body.

Dry with blow gun.

Cleaning the nozzle set of the jet X 1

Before performing any maintenance or cleaning, disconnect the spray gun from the compressed air supply.

Use only suitable cleaning brushes that will not damage the nozzle set or spray gun. Do not allow any cleaning agent to enter the air channels of the gun body. For optimum cleaning results, SATA cleaning brushes and SATA nozzle cleaning needles are recommended. Only use neutral cleaning agents with a pH value between 6 and 8. Never immerse the spray gun in cleaning agents. For additional information and important safety notes, please refer to the operating instructions or visit

sata.com/firstaid. 5

Cleaned nozzle parts must always be blow-dried at the end.

2026

Feature

How Keaton Lee built a name and a future in custom refinishing, all before turning 21

BY EMILY KLINE

satausa.com

Painter’s Playbook

BUILT FROM CURIOSITY, GRIT, AND PASSION, Keaton Lee’s custom paint brand — Crazy K Kustomz — is proof that success isn’t always measured in years. What began as a high school class taken “just for fun” quickly turned into something serious. Crazy K Kustomz didn’t start in perfect conditions. It came from a dream to develop an art into a career. Lee’s determination helped her to sharpen her skills and her vision and turn grit into momentum — and momentum into a successful business at the age of 20.

“Just For Fun”

Lee grew up in Western Washington. During her junior year of high school — in 2021 — she attended Sno-Isle TECH Skills Center in Everett, Washington. At Sno-Isle, Lee joined an auto body class. This was the catalyst for Crazy K Kustomz. “I never thought I was going to be a painter or anything,” Lee said. “I just thought it would be cool to learn.” Although Lee had good intentions to join the auto body class, the rest of the world had different plans. “My junior year was in the midst of COVID-19,” Lee said. “Unfortunately, that meant we couldn't really do anything in class. Before COVID hit, my parents had bought a property in Idaho in hopes of moving there in the future. Because COVID was so bad, we ended up moving over here halfway through my school year.” Once in Idaho, Lee discovered a high school skills program called the Kootenai Technical Education Campus in Rathdrum (KTEC).

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Inspiration Sparks Obsession

After she enrolled, Lee joined KTEC’s auto body class taught by Andy Rogge. It was during the class’s custom paint unit that she held a spray gun for the first time. “I painted a custom, flamed-out Honda fender,” Lee said. “From then on, I was always painting.” After learning the basics, Lee found a job at a Rhino Linings shop. Here she was able to refine her craft. “The shop did paint on the side sometimes, and I had a 1987 square body Chevy that I wanted to paint,” Lee said. “I ended up painting it at the shop when I was 16. After that, I ended up selling it and getting a 1991 Gen 1 Dodge.” Once she felt more confident in her skills, Lee started messing

Gaining Experience Lee refined her craft at a Rhino Linings shop.

Grit Behind the Gloss

around, taking creative liberties with custom paint. “I started obsessing over it, I started following people on social media that do it,” Lee said. “I didn't know all the crazy things that you could do with automotive paint because I didn't really grow up in much of an automotive family. I hadn’t been exposed to it. Seeing paint influencers on my socials was eye-opening.” Discovering others who made their dreams into careers inspired Lee to do the same.

Proving Her Potential

Another discovery that spurred Lee’s passion was SkillsUSA — a nationwide nonprofit education association that serves middle school, high school, and college/ post-secondary students. SkillsUSA is designed to help students of every age prepare for careers in trade by encouraging them and educating them about different technical and skilled service occupations. “In my senior year, I competed in SkillsUSA,” Lee said. “I'd only been painting for about a year at that point. I competed at our school competition, and I ended up winning the paint side of that.” After winning locally, Lee moved on to compete at the Idaho State SkillsUSA competition in Boise. It was here that she won gold in automotive refinishing. From there, she competed at SkillsUSA Nationals in 2023, where she won fourth in the nation for automotive refinishing. “It was kind of funny, because participating in SkillsUSA made me realize that I knew more than I thought I did,” Lee said. “After going through the competition and hearing the feedback from judges, I became more confident in my skills. It really helped to be in that environment, where everyone had

similar passions to mine. I feel like I learned a lot from it.”

Taking the Leap

After painting her second personal truck, participating in SkillsUSA, and having a year and a half under her belt, Lee asked herself whether there was a way for her to turn her passion into a career. “I thought to myself, why not just try to start a business?” Lee said. “What if I could take this further? And so, I started.” Lee’s mom started asking others about shop space, hoping to help her find a place to start. After looking for a while, she found a storage space that Steel Structures of America rented to Lee. “They rented a 25x25 barn to me for $10 a month,” Lee said. “Once I had the space, I got a loan from my parents to buy an air compressor and a fresh air system from SATA and got set up in there. It was not ideal, but I made it work for a year until I finally grew out of it.” Because of a connection she made with SATA at SkillsUSA, she worked with SATA and her local distributors to afford a SATA breathing hood. “I have worked closely with SATA on their other equipment to be sure I

Senior Year Success Lee took first at her local SkillsUSA competition in automotive refinishing.

Painter’s Playbook

use the best equipment possible,” Lee said. “I now love using the new SATA jet X and the RCS Micro to clean my spray guns. The jet X is amazing and I love the atomization. The RCS Micro speeds up cleaning so much. I am super happy with how the SATA company is there for me with advice on equipment.” As a result of Lee’s determination and connections, Crazy K Kustomz was born, a custom paint studio specializing in motorcycles, helmets, automotive builds, and one-of-a-kind statement pieces.

From Barn to Brand

Today, Lee is successfully self-employed, employs a part-time worker, works in a larger paint booth, and has over 95,000 followers on Instagram. Lee is also working on custom-building her first SEMA truck and plans to take it there this year. “Other than that — on the business side — I'm hoping to scale up, but I definitely want to stick more to the custom side of things,” Lee said. “I really enjoy doing custom refrigerators and helmets, and wall art and stuff like that. I'm hoping I can expand it enough so I only must do the custom side of painting.” At just 20 years old, Lee’s success is unheard of. She credits a lot of it to great teachers, SkillsUSA, and her own determination. When asked about advice for the younger generation, Lee recommended working hard. “Don't be afraid to ask questions,” Lee said. “This is a dying trade, and you'd be surprised at how many older people in this trade want the younger generation to get into it more. It's very nerve-wracking being the new person, but if you're going to work in a shop because you want to learn, show up and work hard. If you do that, chances are this industry could take you far.”

2026

Trucking it to SEMA Lee is working on her first SEMA truck for SEMA 2026.

@crazy.k.kustomz

Jeremy Seanor left routine behind to build his company,

Luckystrike Designs

By Emily Kline

satausa.com

Painter’s Playbook

As of 2026,

Jeremy Seanor has had a successful 20 years as founder, owner, and painter of Luckystrike Designs – a custom paint business based out of James City County, Virginia. His path to becoming a custom painter didn’t begin in a shop or classroom. It started in everyday moments that shaped how he saw the world. That interest followed him through school into formal training. It evolved into a career built on craftsmanship, creativity, and a drive to do things his own way.

Humble Beginnings Before Luckystrike Designs, Seanor painted on tractors and farm equipment.

A Passion for Paint

Seanor’s entire childhood was filled with signs that he was destined to be a custom painter. In elementary school, he painted toy cars for his friends in exchange for snacks. His curiosity for cars heavily influenced his art. Sometimes, so much so that he would get in trouble for only drawing cars, trucks, and motorcycles in art class. A few years later — at the age of 13 — Seanor’s grandfather took his talents and curiosity and developed them into something tangible. “My grandfather had a farm, and he preferred to repair and paint his own equipment,” Seanor said. “Once I was old enough, I was often tasked with painting his tractors and farm equipment. Because of him, I found that I really enjoyed painting.” In addition to painting his grandfather’s farm equipment, Seanor also learned how to letter from his neighbor. This quickly led to an obsession with lettering, and at 16, he painted his first car. Seanor pursued his passion for painting and attended WyoTech — a vocational school in Blairsville, Pennsylvania — in high school. He graduated in 2005 with certification in Collision and Refinishing Technology and an additional specialty in Street Rod.

2026

He naturally progressed into the auto body industry, working at an auto body shop. After working for a while, Seanor decided he wanted the freedom to be more creative in his work. “The auto body industry allowed me to merge my love of cars and my passion for painting and drawing, but it kept me from tapping into my creative side,” Seanor said. “One thing led to another, and I ended up starting Luckystrike Designs in 2006.” Seanor established himself as a custom painter by pinstriping at every car and motorcycle show within driving distance. Over the years, he has perfected his craft and earned a reputation as one of the country’s premier custom painters.

Built for Creative Freedom

A large reason why Seanor created his own custom paint business was the creative freedom it offered. When working in the auto body industry, Seanor found that he didn’t enjoy the monotonous grind of painting bumpers every day.

Feature

Elevating his Experience Seanor used to work at PPG instructing the future generation.

“As much as the money to be made was fantastic, there was no variety,” Seanor said. “At Luckystrike Designs, I'm doing about 99% of the things. I'm talking to customers. I'm designing paint jobs. I'm painting, I'm prepping, I'm buffing. I play UPS. I do it all.” Seanor also appreciates the fluidity of projects coming through the door. “I enjoy every project I do,” Seanor said. “Every custom art is dramatically different in the custom paint world. One day I could be painting a drag bike, and the next day I'm painting hockey and motorcycle helmets.” “My favorite SATA product is going to have to be the minijet,” Seanor said. “I use a ton of them every

single day. This is mainly because of ease of use. I can spray almost anything with the minijet — any size, any panel, or any parts. In my opinion, the minijet is the unsung hero of the paint industry.” That same passion for precision and versatility — qualities he values in the minijet — has also carried into his years teaching at PPG.

From Booth to Classroom

In 2008 — two years after graduating high school — Seanor got a job as a technical instructor at PPG. “I worked for PPG Industries until COVID-19 hit in 2019,” Seanor said. “Unfortunately, because of COVID, they had to eliminate my position. Despite that, working for PPG was great. It helped elevate my resume.” With 11 years of instructing, Seanor has educated his fair share of students. One of the biggest pieces of advice he always gives those who want to pursue custom painting is to learn the foundations first. “The art and all of that stuff come second,” Seanor said. “Painters want to jump right in. But if you don't understand the prep — how to clean the products, understanding the capabilities of those products, and understanding chemistry fundamentals — then you will not be successful.”

Mastering the Fundamentals

Gaining foundational knowledge is the biggest thing custom painters need to learn and understand. This is because the custom paint industry colors outside the lines. “When you’re custom painting, you break every rule that all the paint manufacturers have ever set,” Seanor said. “For example, a typical clear tells you to put two coats on. Well, I'm clearing four coats or six coats, and putting more paint on. If you don’t know the foundations, you don't understand how those things react and how they work together.” A failure in custom paint can turn into a giant time and money waster just because a painter doesn’t understand chemistry and prep. “Custom projects can result in epic failures just because you chose the wrong thing, didn’t prep it enough, or didn't let it dry properly,” Seanor said. By taking the time to educate themselves properly, painters can save themselves a lot of stress and wasted time.

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Safety Above Everything

Another way painters can ensure a successful career in custom painting is by following safety guidelines. Often, custom painters work by themselves. They have no one else to ensure that safety guidelines are followed. Because of this, it is easy for them to forget to hold themselves accountable. “The biggest thing is, I use fresh air in the shop,” Seanor said. “The chemicals nowadays are so bad for you. It doesn't matter if you're in a body shop or a custom shop. I'm a big person when it comes to safety, because I want to ensure that I have a long career in this business.” Sadly, in the paint industry, a lot of painters have the mentality of, “I'll bounce in this booth quickly, and I'll hold my breath, and we'll be all right.” But not following safety procedures now will lead to complications in the future. “After 20 years in the business, it all starts to catch up to you,” Seanor said, noting that he makes sure all in the shop wear paint suits and gloves while spraying. “I don’t want to introduce chemicals to my family. We’re trying to keep everything as safe as possible.”

2026

Following safety protocols not only keeps the painter and their family safe, but it also keeps dirt down in the booth. “Almost all the dirt that comes into a paint job is usually from your T-shirt, your pants, or your hair. By being safe, you're helping yourself in the long run,” Seanor said. Seanor’s attention to safety protocols exhibits his desire to remain in the industry for a long time.

Seanor stresses the importance of fresh air in the shop.

Looking Toward the Future

When asked where he plans to take his business in the future, Seanor provides a hopeful and positive response. “I'm a very big fan of continuing to grow and be better,” Seanor said. “Whether it’s in painting or other things that I do. Hopefully, within the next 10 years, I’m still kicking it and painting bikes, and showing winning cars. But I'm about to be 40 years old, and I also want to be on the beach sipping a drink now and again. So, it's one of those things where I'm always going to be in this business; I may just not be doing as much.”

Feature

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Painter’s Playbook

Building Haven By Emily Kline Teryl Jackson Photography

2026

How one collision center turned process and culture into profit

Building Haven

STABLISHED IN MAY of 2025, Haven Collision Center — located in Chamblee, Georgia — has seen its success rise exponentially within a year. Kendal Allen — founder and CEO of Haven Collision Center — has grown the shop from zero revenue to nearly half a million dollars in April of 2026. With over 19 years of collision center experience, Allen has built a blueprint for collision shop success built on strategy, accountability, and employee buy-in.

Haven’s Beginnings

Nineteen years ago — in 2007 — Allen discovered his passion for collision repair. “I was looking to get a summer job to make ends meet before I started college,” Allen said. “I started at Toyota’s collision center in Georgia. I detailed cars, and then right as I was finishing up college at Georgia Gwinnett College, in 2011 my boss offered me an opportunity to get into the industry as an estimator.” Allen didn’t know much about estimating but decided to give it a year and ended up falling in love with the entire process. “I worked for Toyota for about five years, and then — me and my manager at the time — moved over to another dealer group in 2014, that was a little bit bigger,” Allen said. “The dealer group was building a new store in the Buford area. We went to work at that store and took over.” Before Allen and his manager, the Buford dealership’s best month was roughly $315,000 in sales. Allen’s first full month there, they beat it by about $100,000. Eventually, building it into a million-dollar-a-month location.

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Painter’s Playbook

Recent Start Haven Collision Center opened in May of 2025.

Outgrowing the Dealer

“Throughout my time at the dealership, I grew a lot professionally,” Allen said. “I was learning more about the corporate world and the structure that they had at the dealership organization.” Certain things didn't align with Allen’s vision, and the growth for that dealer group kind of stopped there. “There weren't more opportunities at the dealer group because they weren't building more collision centers at the time,” Allen said. “They were bringing in inferior products — that were chosen off cost and not quality — that we didn't have opportunities to test with. My opinion didn't really matter, so I talked to an investor and ended up starting my own collision center.” Allen’s collision center — Haven Collision Center — opened in May 2025. “Over the past 11 months, we went from zero per month to last month, when we did $394,000, and we're already tracking it in the mid-fours for this month,” Allen said. The secret to Allen’s success is that he focuses on developing thorough repair plans on the upfront process.

2026

Front-End Precision

When Haven Collision Center goes through the check-in process — while building the repair plan for a vehicle — its focus is to pull all required operations provided by the manufacturer, and all vehicle manufacturer mandated calibrations and materials.

Feature

“We're pulling replacement procedures and tensile strength on every single panel, and then we do a thorough process of verifying all the parts. We want to confirm that we're getting everything right on that first order,” Allen said. “Essentially, we try to do what everyone preaches about: building the best repair plan on the front end and make sure that we're billing everything out accordingly.” The upfront process allows a seamless process throughout the entire repair. This is because Haven Collision Center doesn't have to focus on last-minute parts being ordered or anything like that. “We try to spend as much time as possible on that front end, and it just makes everything so much easier,” Allen said. “With how technical vehicle repairs are now, we also follow up with structural inspections on every welded component that has been replaced before the vehicle goes to our paint shop and after.” “Because of this, we've built good relationships with insurance partners over the past 19 years,” Allen said. “Developing a good DRP infrastructure allows us to get the claims in hand. We're getting digital assignments for everything, so we're not waiting on field staff to handle the paperwork outside. It's us handling it inside, which allows us to keep our cycle time down and expedite the repair process for our customers.” In addition to building a good DRP infrastructure, Allen has also focused on building a strong team culture.

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Painter’s Playbook

Empowering the Team

Allen places emphasis on a culture that allows employees to have a voice and an opinion. Every single piece of material that's inside the shop wasn't picked by Allen, and it wasn't picked off kickback from the vendor. It was picked by Haven’s technicians. “We have new products coming in, and we're testing them to make sure that we're using the most efficient material,” Allen said. “So, with that and giving them a voice, you see them get more involved, and they want to be more involved. That keeps the culture tight. They understand it's not just a business where something's going to go in one ear and out the other.” Giving his employees a voice is also reflected in the way that Allen’s head staff leads their teams. “Traditionally, as the head honcho, the head painter is the one who leads and makes decisions,” Luis Melendez, head painter at Haven Collision Center, said. “I want to be different.

2026

I talk to my team, and I'm just like them. If I'm not painting, I'm prepping, jamming or buffing. I don't have a superior title to my teammates. We're all equal. And that's the key, because then they're more comfortable with you. They can open up and talk about problems, so I'm big on that.” Another key component to Haven’s success is lead body technician Danny Flores. “Danny sets the tone for all the body technicians in our shop and that’s by leading by example. Danny is one who does not cut corners, ensures that all OEM procedures are followed to a tee, and is always there to help every team member.” In addition to giving his team voices and ensuring equality across the board, Allen also organizes events to help create a cohesive team culture. “We normally do two a month, which would include a big breakfast that we do as a team,” Allen said. “We bring everything ourselves.

Employees with a Voice Haven’s technicians pick out every piece of material in the shop.

Feature

We cook it. We spend time together while we're getting everything ready. And then the same thing for our lunches. Now and then, I'll have something catered. But for the most part, we do everything as a team. Either it's a dinner that we'll go out to, or racing go-karts, whatever it is.” By instilling both these processes into Haven, Allen has ensured shop success and employee satisfaction.

Scaling for Tomorrow

As Allen looks toward the future, he is hopeful that his shop will continue to be successful and has set his sights on growing even more.

“We have a five-year goal,” Allen said. “We want three locations around the Atlanta area. There are a couple of markets that we would like to hit that we've been involved with in the past, and we'd like to take those markets back. To achieve the five-year goal, Allen hopes to expand the Chamblee location first. “We're a little bit under 20,000 square feet, but we would like to double up because it's a really good market,” Allen said. “We're hoping to purchase the property adjacent to us in the near future. Once we get that expansion done and get that machine to funnel itself, we want to go get our second location and our third location in or around the Atlanta area.”

satausa.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 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 SATA CCS Discs (Color Code System) allow to personalize hood, SATA air

regulator and SATA air carbon regulator 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

The Daylight Solution

SATA® trueSunTM The amount of work caused by a wrong decision and the associated high costs of repainting the area leave no room for compromise when it comes to choosing the light quality. In order to ensure that the correct color variant is selected during refinishing and the associated color shade can be determined, a light source that reproduces the entire color spectrum of visible light (daylight) as far as possible must be used. The specially developed SATA trueSun facilitates professional color retrieval and identification, even inside the bodyshop.

INFO www.sata.com/truesun

1012129 SATA trueSun, incl battery and charger

Best possible close to daylight reproduction of different color shades Homogeneous light distribution across the entire illuminated area Approx. 70 minutes at full light intensity Uniform light intensity - independent from the battery's level of charge Charging cycle time of only 50 minutes Infinitely adjustable light intensity

SATA USA Inc. Phone: 800-533-8016 E-mail: satajet@satausa.com www.satausa.com

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