NOLN AT 40: THE OPENING DRIVE
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SECOND CITY SUCCESS
TATUM: SAFETY IS IN YOUR HANDS PAGE 42
After two decades working in fi nance, 2026 NOLN Operator of the Year Phil Scatena has revitalized a growing network of Grease Monkey stores in Chicago PAGE 20
SEPTEMBER 2026 � NOLN.NET
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ADVE RT ISE R /P R ODU CT I N DEX AAPEX
43
Autel US
38
American Petroleum Institute AutoZone
BG Products
C.A.T. Products
Devon Industries
Extreme Polymers ExxonMobil
Intrepid Direct Insurance Jiffy Lube
Mighty Distributing System Milton Industries OEConnection RelaDyne
Roth North America Royal Purple
Service Champ Solid Start
11 24 41 9
12 2
44 28 7
19 4
26
15, 23 33 39 29
NOLN (USPS PERMIT 23608), (ISSN 1071-1260 PRINT) IS PUBLISHED 10 TIMES YEARLY (JANUARY/FEBRUARY, MARCH, APRIL, MAY, JUNE, JULY, AUGUST, SEPTEMBER, OCTOBER, NOVEMBER/DECEMBER) 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 NOLN, PO BOX 3257, NORTHBROOK, IL 600653257. 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 NOLN, PO BOX 3257, NORTHBROOK, IL 60065-3257. CUSTOMER SERVICE CAN BE REACHED TOLL-FREE AT 877-382-9187 OR AT NATIONALOILLUBENEWS@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.
EDITOR Tom Valentino
ASSISTANT EDITOR Kacey Frederick
SPECIAL PROJECTS EDITOR Emily Kline CONTRIBUTING WRITERS
Adam Tatum, Scott Hempy, Carol Badaracco Padgett, Peter Suciu, Enid Burns
EDITORIAL ADVISORY BOARD
Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP Scott Hempy, CEO, OILSTOP DRIVE�THRU OIL CHANGE
AND HAPPY’S DRIVE�THRU CAR WASH
Aleisha Hendricks, OWNER�OPERATOR,
GREASE MONKEY QUICK LUBE AND MONKEY SHINE CAR WASH
Shawn Gilfillan, OWNER, AUTOMOTIVE MAGIC
AND MAGIC LUBE & RUBBER
SALES
3
PUBLISHER Greg Smith
Throttle, a product of Matrix Imaging Solutions 27 Valvoline
EDITORIAL
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VOLUME 41, ISSUE 8
09.26
CONTENTS
FE ATURES
IN EVERY ISSUE 6 ONLINE
Online: Protecting profits, building customer engagement COVER PHOTO: TOM VALENTINO
8 NUMBERS
Increasing intervals
QUICK HITS 10 INDUSTRY INSIGHT
What’s new? Association leaders preview AAPEX, SEMA enhancements
F E AT U R E Winning in the Windy City NOLN Operator of the Year Phil Scatena has turned around a group of Grease Monkey shops around Chicago with the help of his right-hand man, store manager Marshall Williams, and a loyal, hardworking team.
14 AROUND THE INDUSTRY
Strickland Brothers plans rapid expansion through 2026 and beyond 16 QUICK LUBE Q&A
Susan Shaw and Lynn Malone
20 OPERATOR OF THE YEAR
Phil Scatena
After spending two decades in the financial services industry, Phil Scatena has revitalized a growing network of Grease Monkey shops
SERVICE P R E S E N T E D BY
BY TOM VALENTINO
34 PIT STOP
Time to sell? What you need to know 36 CUSTOMER SERVICE
Energizing employees and perfecting pay 40 CASE STUDY
30 NOLN AT 40
Anatomy of a receipt
The Opening Drive
How Stephen Spinelli, his former college football coach, and teammates bought a fledgling Utah quick lube business and launched a new automotive aftermarket segment BY TOM VALENTINO
COLUMNS 18 MAINTAINING THE MISSION P R E S E N T E D BY
Lessons from Larry Dahl: Excellence is 1,000 little things done right BY SCOTT HEMPY
42 FROM THE SHOP
Safety is in your hands BY A DA M TAT U M
SEPTEMBER 2026
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VISIT
NOLN.NET TODAY
PODCAST
THE NOLN PODCAST Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.
PODCAST | MAINTAINING MARGINS, PROTECTING PROFITS Scott Hempy, CEO of Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash, joins the NOLN Podcast to take a closer look at a topic covered in one of his recent columns for NOLN: how quick lube operators can maintain their margins even as their costs rise. In this conversation, Hempy explains why operators should focus on controllable factors, such as labor efficiency, bay times, and inventory management, and build a culture of cost awareness in their shops. He also offers up best practices for implementing thoughtful price increases without driving away guests.
Listen and subscribe at: noln.net/podcasts or subscribe to the NOLN Podcast on your favorite listening app. SPOTIFY
APPLE PODCASTS
When shops use routine service moments to educate customers, explain seasonal needs, and communicate with consistency, they make vehicle care easier to understand and create ways for their business to stay relevant, says NOLN columnist Chase Butler.
NATIONAL OIL AND LUBE NEWS
6
NATIONAL OIL AND LUBE NEWS
N O L N . N E T/ P O D C A S T S
PHOTO: OILSTOP
COLUMN | BUTLER: BUILD YEARROUND CUSTOMER ENGAGEMENT THAT GOES BEYOND OIL CHANGES NOLN NEWS Have you subscribed to the newsletter? NOLN will send the latest industry news, strategies, and profiles straight to your inbox. Sign up at: noln.net/subscribe.
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NUMBERS
INCREASING INTERVALS In recent years, extended drain intervals have become a more common pain point for quick lube operators. Just how long are customers waiting to bring their vehicles in for an oil change? Based on data from the annual NOLN Operator Survey, the average drain interval for passenger vehicles serviced in readers’ shops has increased by 11.6% since 2021. From 2003, the first year in which NOLN asked readers about their customers’ average number of miles between oil changes, the increase is 26%. The following is a breakdown of how drain intervals have increased over the past 24 years.
AVERAGE MILES BETWEEN OIL CHANGES: THE PAST 5 YEARS 2026
5,508
2025
5,339
2024
5,329
2023
5,269
2022
5,155
AVERAGE MILES BETWEEN OIL CHANGES: HISTORICAL DATA POINTS
4,934
2021 2016 2011* 2011*
SHOPS SERVING LESS THAN 30 VEHICLES PER DAY
SHOPS SERVING MORE THAN 30 VEHICLES PER DAY
4,532 4,895 5,350
2006
4,268
2003
4,372 * For the 2011 NOLN Operator Survey, data was divided between shops serving less than 30 and more than 30 vehicles per day.
FIND OUT MORE 8
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09.26
The pages of NOLN are full of stories from shops that are way above average. Check out noln.net.
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INDUSTRY INSIGHT
WHAT’S NEW?
ASSOCIATION LEADERS PREVIEW AAPEX, SEMA ENHANCEMENTS
iFLEX integration, show floor layout refinements
await AAPEX attendees, while SEMA will showcase an amped-up powersports section BY K AC E Y F R E D E R I C K
WITH AAPEX AND SEMA JUST around the corner, it’s time to start preparing for the year’s biggest trade shows. There are plenty of changes in store, including new show floor layouts and educational sessions exploring new topics. To help get the most out of your visit, Mark Bogdansky, VP of meetings and events at the Auto Care Association, and Tom Gattuso, vice president of events for SEMA, give a sneak peek at the changes coming this year and what to expect.
AAPEX AAPEX has taken strides in organizing its show floor to better serve attendees. The show recategorized 10
its entire floor into broad product category areas in 2025, similar to SEMA and most trade shows, and will continue the practice this year. Some of the spaces will be shifted around, however, to allow for more space in 2026. One of the biggest changes coming to AAPEX this year is its integration with iFLEX. PAMA will have its own stage to share essential information for quick lube operators, allowing AAPEX to better tap into the quick lube crowd. “We didn’t have a whole lot in the quick lube segment. We obviously always had the oil companies and lube companies and waxes, but not necessarily from the buyer standpoint. They weren’t always well
represented,” explains Bogdansky. “This is another area within the industry, and they do so well. Quick lubes are a big part of our business that we’re very excited about having in there.” Additionally, companies located at the AAPEX Forum last year, including those specializing in international sourcing, most international companies, and all international pavilions, will relocate to downstairs in the Venetian Level 1, where Joe’s Garage is located. “All the different sections have moved around this year, which we’re very excited about. And in doing that, it also gave us the opportunity to really think differently about what we’re trying to do on the show floor,” says Bogdansky. “And instead of it being exhibits all over the floor and relying on those exhibits to keep attendees on the floor, we now have the opportunity to do all different types of education all over the floor that we have not done in the past.” The AAPEX Forum will now host the show’s Monday opening reception, moving from where it was last year in the lobby of the Venetian. Some of AAPEX’s most popular sessions—including some that have been off the show floor for years— will return to the middle of the show floor in a large session room at the forum. There’s one thing that never changes from year to year: Bogdansky encourages all who attend to have a healthy appetite for knowledge, and to always be curious to learn. “One of the really exciting things about the show is that there is always something new going on in the industry,” Bogdansky says. “I don’t care if you’ve been to the show for 40 years. There is always going to be something new as you’re walking around the show that you haven’t seen before.”
PHOTO: TOM VALENTINO
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INDUSTRY INSIGHT
SEMA This year’s show is going to feel familiar, with five exhibit halls full of exhibitors and attendees spanning more than 1.1 million square feet of net exhibit space. SEMA is looking to amp up its powersports section, following its acquisition of the Off-Road Business Association. “We did that (acquired ORBA) strategically because we found ourselves at the table with legislative and regulatory issues with them. And we thought that maybe combining our efforts could really have a benefit for the industry at large,” explains Gattuso. The acquisition has led to one of the most significant changes at the show: more audience-oriented activities, including a biker buildoff and the Battle of the Builders
competition. SEMA is also partnering with I-CAR and SCRS to offer more collision programming. Emerging and new technologies such as ADAS will also continue to be covered at the show. This year’s SEMA will have the Future Tech Studio, which specializes in innovative vehicle technology, including electric vehicles, alternative fuel vehicles, synthetic fuels, synthetic oils, and hydrogen. “It really is our opportunity to go to an industry and say, ‘What are you doing that’s really outside the box?’ and, ‘Where are we going to be in five to 10 years?’” explains Gattuso. “And we’ve been successful over the last three or four years to be able to bring that all together in one place.” Since last year, SEMA’s new product showcase has been located adjacent
to the main registration area in the Lower South Hall. Featuring nearly 2,000 new products from around 1,500 companies, the new location allows people to register at the show and then enter the new product showcase before the show opens. “It gives buyers an opportunity to look at the innovations that are happening, and they can plan where they’re going to go on the show floor based on what they’re seeing in the new products area,” Gattuso says. “We’ve got survey data that shows almost 50% of the buyers who go to the new product showcase discover a product they didn’t know existed, and they close the loop by visiting that company on the show floor. So, we see this as an opportunity to further connect a buyer with a manufacturer of a product.”
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AROUND THE INDUSTRY
STRICKLAND BROTHERS PLANS RAPID EXPANSION THROUGH 2026 AND BEYOND
Strickland Brothers 10 Minute Oil Change outlined plans to expand its corporate store count throughout 2026 in a recent press release. Building on an average of more than 50 new shop openings annually over the past five years, the company is planning on nearly 80 corporate locations to be acquired or opened throughout 2026. The growth is continued to accelerate going into 2027, as the company plans to strengthen its leadership team and expand its footprint nationally. Over the past 12 months, the company has added several key executives to support its next phase of growth, including Senior Vice President of Marketing Rod Black, Chief Financial Officer Aaron Sage, and Chief Administrative & Strategy Officer Andy Agostini.
JIFFY LUBE MOVES TO NEW HOUSTON OFFICE AMID COMPANY TRANSITION
Jiffy Lube has relocated to a new Houston headquarters, as shared in a press release from the real estate firm representing Jiffy Lube, Stream Realty Partners. The headquarters will be housed in an approximately 28,000-squarefoot space at Westway Plaza, located at 11330 Clay Road. The relocation follows Monomoy Capital Partners’ acquisition of Jiffy Lube from Shell Oil. Westway Plaza is a 327,040-square-foot, LEED Gold-certified Class A office building located at the northwest corner of Clay Road and Sam Houston Tollway, offering access to Interstate 10, U.S. 290, and the Grand Parkway. The property features an on-site café with
outdoor seating, a fitness center with locker rooms, on-site property management, and 24/7 security. Jiffy Lube is relocating from the Shell Woodcreek Campus, where the company has maintained its Houston offices. The company was slated to move into its new headquarters in August.
VALVOLINE WELCOMES INDUSTRY VETERANS TO BOARD OF DIRECTORS
Valvoline Inc. has announced the addition of Katherine Fogertey, former CFO of Shake Shack, and Scott Mezvinksy, CEO of the KFC Division of Yum! Brands, to its Board of Directors, as shared in a recent press release. Fogertey is a finance executive with more than two decades of experience spanning public company leadership and equity capital markets. She most recently served as chief financial officer of Shake Shack Inc., where she guided the company through a period of significant operational, strategic, and financial transformation, driving margin expansion, unit growth, and the development of advanced data and analytics capabilities that supported long-term value creation. Mezvinsky is a seasoned executive with more than 20 years of experience leading global consumer businesses. He currently serves as the chief executive officer of the KFC division of Yum! Brands, Inc., overseeing KFC’s global strategy, brand stewardship, franchise partnerships, operations, and long-term growth. The Board appointed Fogertey to serve as a member of its Audit Committee and Mezvinsky to serve as a member of the Board’s Governance and Nominating Committee, effective July 22.
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FULLSPEED AUTOMOTIVE ACCELERATES FRANCHISE GROWTH IN 2026
FullSpeed Automotive is looking to accelerate its franchise growth following an active first half of 2026, as shared on Franchising.com. During the first half of the year, the company signed 12 new franchise agreements, opened 11 locations, advanced 12 stores into construction, and moved five additional locations into active real estate negotiations. It’s altogether totaled 40 locations at various stages. Grease Monkey opened nine locations during the first half of the year, including four locations in Billings, Montana. Additional openings included Laurel, Montana; Reynoldsburg, Ohio; Rexburg, Idaho; Valrico, Florida; and Woodlawn, Maryland. SpeeDee expanded its footprint with a new location in Moorhead, Minnesota. Population growth, vehicle ownership rates, and sustained demand for automotive maintenance services were factors in market activity. In addition, the company expanded its agreements, leases, and letters of intent across both brands in the first half of the year. FullSpeed Automotive is planning to open additional locations during the second half of 2026 as projects move toward completion.
HIGHLINE WARREN TO ACQUIRE DISTRIBUTION HUB
Highline Warren, the Memphis, Tennessee-based distributor of maintenance products, recently announced a planned acquisition of a new facility in McDonough, Georgia, as part of its efforts to grow its operational network. SEPTEMBER 2026
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AROUND THE INDUSTRY
The company currently operates 21 distribution and manufacturing facilities, and offers more than 30,000 products to more than 10,000 customers. Highline Warren, which serves the quick lube industry through its Service Champ subsidiary, said in a news release that the new 1.1 million-square-foot facility in Georgia will help to better position the company to move products more quickly and support growing demand across key markets, reinforcing its ability to deliver to 95% of the U.S. population within two days. In a separate release, the office of Georgia Gov. Brian Kemp said Highline Warren is investing $170 million in the project, which is expected to create 160 jobs. Operations in the new facility are expected to begin in late 2026.
VELOCITY AUTO CARE EXPANDS FOOTPRINT IN TEXAS AND BEYOND WITH NEW SERVICE CENTERS
Velocity Auto Care has reached a milestone of 50 Valvoline Instant Oil Change service centers with the launch of its newest store in Edinburg, Texas. The news came in a press release from Franchise Equity Partners, a private investment firm specializing in partnerships with franchisees and franchisors, which owns Velocity Auto Care as a portfolio company. The Edinburg service center is the 12th location opened since FEP partnered with Velocity Auto Care to acquire 38 Valvoline Instant Oil Change franchise locations from Valvoline in December 2024. The acquisition also included a development agreement to open an additional 75 service centers over seven years, supporting long-term expansion throughout Texas. 14
Velocity Auto Care has continued expanding throughout its designated territory following the 2024 acquisition, including opening the first-ever Valvoline Instant Oil Change location in the Rio Grande Valley in 2025. The company now operates six service centers in the region. Velocity Auto Care currently has 18 additional service centers in development, all expected to open by the end of 2027.
DRIVEN BRANDS REJECTS ADW CAPITAL’S ACQUISITION PROPOSAL
Driven Brands recently rejected a non-binding proposal from ADW Capital Management to acquire the company, according to Seeking Alpha. The company’s board unanimously rejected the offer from ADW Capital, which had previously offered to buy the company for $18 a share in late April. ADW Capital then reiterated its offer to buy the company for $18 a share in June. The company is a shareholder of Driven Brands, having a 4.8% stake in it.
DRIVEN BRANDS SEES STEADY GROWTH DESPITE CHALLENGES IN Q2
For the second quarter of its fiscal year, Driven Brands delivered revenue of $507.4 million, an increase of 7% versus the prior year. Systemwide sales increased 5% to $1.6 billion, driven by a 1% increase in same store sales and 5% increase in store count versus the prior year. Net income from continuing operations was $37.3 million or $0.23 per diluted share versus $16.4 million or $0.10 per diluted share in the prior year. Adjusted net income was $48.2 million or $0.29 per diluted
share versus $48.9 million or $0.30 per diluted share in the prior year. Adjusted EBITDA, which included $11.8 million of non-recurring, restatement-related costs, was $107 million, a decrease of 7% versus the prior year. Driven Brands is expecting fiscal year 2026 adjusted EBITDA to be at the low end of its outlook range, due to continued uncertainty with lower-income consumers and the conflict in the Middle East, as well as its expectation for the non-recurring, restatement-related costs to come in at the high end of its $35 million to $45 million range. The company continues to expect fiscal year 2026 same-store sales growth in the range of flat to 2%; and net store growth of about 160 to 190 stores. It has maintained its expectation of generating between $125 million and $145 million of free cash flow in fiscal year 2026.
VALVOLINE REPORTS STRONG GROWTH WITH 24% SALES INCREASE
In its fiscal quarter ending June 30, Valvoline added 47 new stores and maintained a healthy cash position despite debt levels, according to a news release. Sales of $545 million grew 24%, according to the company. Systemwide store sales increased 19% to $1.05 billion, and systemwide samestore sales saw growth of 8%. Reported income from continuing operations of $65 million grew 14%, and diluted earnings per share of $0.51 increased 16%. Adjusted EBITDA of $162 million increased 25% and adjusted EPS of $0.57 increased 21%. Systemwide net store additions in the quarter totaled 47, comprised of 25 franchise and 22 company-operated additions.
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Q U I C K LU B E Q & A
QUICK LUBE Q&A: SUSAN SHAW AND LYNN MALONE
Two successful franchisees in the SpeeDee Oil Change network, operated as a family business, share how they make the dynamic work in the fast-paced setting of quick lube BY KACEY FREDERICK
16
IN THE QUICK LUBE FIELD, it isn’t uncommon to see families working in the business together. Whether it’s a parent bringing in the next generation or a married duo running the show, the families behind these shops bring a special kind of strength to their operations through their relationships. With those relationships, though, come unique challenges and experiences. To help break down how family-run shops run efficiently, we share insights from two SpeeDee Oil Change franchisees seeing success working with their own families in a quick lube environment. Susan Shaw works as a district manager with her parents, Denise and Brian Morrison—the latter being the 2025 NOLN Operator of the Year. Denise and Brian’s son Brandon has led the South Carolina market since 2025, and their daughter Tiffany recently came on board as an assistant manager in training. The family operates a 19-location, dual-brand franchise operation spanning Grease Monkey and SpeeDee Oil Change & Auto Service centers across South Carolina and North Carolina. Lynn Malone, meanwhile, is a former pastor who made a career shift into the automotive industry, and now owns and operates a SpeeDee Oil Change & Auto Service location alongside his son, Adam, and his wife. Editor’s note: These interviews have been edited for length and clarity. NOLN: What are the best ways to keep your work life separate from your personal time with family outside of work? Susan Shaw: One of the most important things is learning to leave work at work. When you work with family members, business conversations can easily follow you home. Setting clear boundaries is essential and requires intentional effort. It’s natural for work
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topics to come up in family settings, but recognizing when it’s happening and redirecting the conversation helps maintain a healthy balance between family life and business responsibilities. Lynn Malone: Work schedule, and stick to it. There are always emergencies and mishaps that blow up the schedule, but a schedule at least provides a basis for meaningful separation between work and personal time. NOLN: What are the biggest challenges for families wanting to work in the quick lube industry together? Shaw: The biggest challenge is balancing family relationships with business decisions. Knowing when to wear the “family hat” and when to wear the “work hat” can be difficult, but it is critical for long-term success. It’s also important to hold everyone to the same standards, whether they are family members or not. Non-family employees can sometimes perceive favoritism if expectations and accountability are not applied consistently across the team. Malone: Develop a mentality that your personal relationship and work relationship are separate, and that conflicts encountered in the work environment do not impact the personal relationship. In other words, whatever happens at work is never personal. NOLN: What is the biggest benefit of working alongside family members? Shaw: The greatest benefit is being able to share successes together. When the business grows, reaches milestones, or achieves new levels of success, those accomplishments feel even more meaningful because they were built as a family. It’s also rewarding to watch each other develop professionally. In many ways, it’s
similar to watching a child take their first steps—you get to witness their growth, achievements, and progression firsthand. Malone: First, it’s just fun; but secondly, the relationship between my son and me has deepened, and the trust level has grown in a way it never did before we worked together. My wife and I have been partners for 45 years, so it was an easy transition into the business world for the two of us—and our roles are clearly defined. I run operations, and she runs the books. NOLN: What is the biggest difference you see among new generations of your family entering the business? Shaw: At this point, our family members involved in the business are all within the same generation, so I haven’t yet experienced multiple generations working together. However, I expect to gain a greater perspective on this in the coming years as our grandchildren enter the workforce and potentially become involved in the business. Malone: There are still some younger generations that have a strong work ethic. My wife and I are blessed that
we have children who embraced a strong work ethic. Beyond that, the younger generation is much more comfortable in the information age and willing to embrace AI in the quick lube industry. NOLN: What advice would you give other families entering the quick lube industry? Shaw: My advice would be to communicate openly and establish clear expectations from the very beginning. Working with family can be incredibly rewarding, but it’s important to define roles, respect each other’s strengths, and remember that family relationships are more important than workplace disagreements. Set boundaries early, remain open-minded, and recognize that everyone brings unique talents and perspectives to the business. Most importantly, support one another’s individual goals and aspirations, even if a family member chooses to pursue a different path outside the family business. Malone: Keep roles and expectations clearly defined, and always remember that whatever happens at work is never personal. SEPTEMBER 2026
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M A I N TA I N I N G T H E M I S S I O N
Lessons from Larry Dahl: Excellence is 1,000 Little Things Done Right
SCOTT
HEMPY
Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience. Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaS-based software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.
SCOTT
@OILSTOPINC .COM
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OILSTOP’S FOUNDER, LARRY DAHL, HAS A gift for reducing big ideas into simple lessons that people could remember and put into practice. One of my favorites is his definition of excellence. “Excellence is 1,000 little things done right.” When we think about excellence, we often picture a significant achievement like winning an award, opening a beautiful new service center, or reaching an ambitious sales goal. But Larry understood that excellence is rarely produced by one extraordinary act. It is created through hundreds of ordinary decisions made correctly and consistently. In a quick lube operation, excellence is often found in the smallest details. It is a clean parking lot before the first guest arrives. It is a team member offering an immediate, friendly greeting. It is presenting the filter and oil sample card every time, resetting the maintenance light, and carefully reviewing the completed service before the guest leaves. It is also cleaning up a spill rather than walking past it, replacing a burned-out light, straightening a crooked sign, and making sure every team member is wearing a clean uniform. None of these actions seem transformational on their own. But together, they determine how a guest feels about the experience and what that guest believes about your business. The challenge is that standards rarely collapse all at once. They erode one detail at a time. A step gets missed during a busy afternoon. A manager notices a piece of trash but assumes someone else will pick it up. A team member shortens the service presentation because cars are waiting. At first, these are exceptions. If they go unaddressed, however, exceptions become habits, and habits
eventually become the new standard. What we repeatedly tolerate eventually becomes our standard. That is why excellence requires leadership. Leaders must model the standard, clearly teach the standard, and consistently inspect the standard. Our teams pay close attention to what we notice, what we recognize, and what we allow. When a leader walks past something that is below the standard, the team understandably concludes that it must not be important. For operators or store leaders looking to build a greater focus on excellence, you can start by defining it in specific and observable terms. Walk your location each day through the eyes of a first-time guest, paying attention to everything from the parking lot and restroom to uniforms, greetings, and the final service review. Create simple checklists for the details that cannot be missed, assign clear ownership, and inspect them consistently. Address problems immediately, because what leaders walk past, teams learn to accept. Just as importantly, recognize employees who notice and correct the small things without being asked. Excellence becomes part of the culture when expectations are clear, leaders model them, and team members are celebrated for protecting them. Larry’s lesson has remained relevant because the pursuit of excellence never ends. There will always be another detail to notice, another standard to reinforce, and another opportunity to serve someone well. Excellence is not an award hanging on the wall or a destination a business finally reaches. It is 1,000 little things done right, day after day, guest after guest, especially when no one is watching.
PHOTO: SCOTT HEMPY
Excellent service starts with high standards and consistently paying attention to the small details
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F E AT U R E
PR E S E N T E D BY
2 0 2 6 O P E R AT O R OF THE YEAR
Phil Phil Scatena Scatena After spending two decades in the financial services industry, Phil Scatena has revitalized a growing network of Grease Monkey shops Story and Photos by Tom Valentino
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OPERATOR OF THE YEAR 2026
FF 22
Strong Team or Phil Scatena, the second act of his career has been a first-rate success. After spending 20 years in the financial services industry, Scatena recently celebrated his seventh anniversary as a franchisee for Grease Monkey, having revived four previously underperforming locations in suburban Chicago and recently taking on a fifth. His accomplishments have earned him the distinction of being the 2026 NOLN Operator of the Year presented by Mobil 1. After two decades in the banking industry, including 13 years in various leadership roles with Bank of America and Barclays Investment Bank, Scatena reached a crossroads in 2019: His position with Barclays
Phil Scatena credits his hardworking team members for the success of his Grease Monkey stores.
was being relocated to the bank’s headquarters in London. Scatena could either move to the United Kingdom or pursue a new job. Rather than uproot his family to leave the U.S. for Barclays or stay in midtown Manhattan for another position in the financial industry, Scatena decided to take on a completely different challenge, although at first, he wasn’t exactly sure what that would be. “At that point, you’re in a transition phase in your career and you
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Congrats to
Phil Scatena for taking it to the
MAX! Congratulations Phil on being selected NOLN’s 2026 Lube Operator of the Year! RelaDyne® and the DuraMAX® brand are proud to be a part of your success.
Phil Scatena Owner & Franchise Operator, Grease Monkey Illinois Region
POWERED BY
800.677.3835 DuraMAX.com
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2026
FROM THE AUTOZONE TEAM!
PHIL SCATENA
GREASE MONKEY
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OPERATOR OF THE YEAR
Phil Scatena
2026
OPERATOR OF THE YEAR
Congratulations
started looking,” Scatena says. “What am I going to do now? So, I started looking for jobs. It’s kind of hard to find something because I was very specific within the emerging markets. We started thinking about what if we open a business or what if we buy a business? I looked at many different things.” Scatena says he considered opportunities in the signage sector and waste removal, among other options, before deciding quick lube checked all the boxes. “I looked at so many things,” he says. “We ended up going for the quick lube industry, with Grease Monkey specifically, because it was something I had familiarity with. I always worked on my motorcycles, kind of worked in cars—not deep into it, but something that was a hobby, something I enjoyed. And I thought the transition was going to be probably not easier, but it was something that I had some kind of familiarity with.” Grease Monkey was especially appealing to Scatena, he says, because the company was not affiliated with any specific major oil brand, and he also felt comfortable with the company’s organizational structure and flexibility.
NEW DESTINATION Plans were put into motion for Scatena to open a newly constructed Grease Monkey location in Texas, but a different, intriguing
opportunity with the brand emerged. “Everything was ready (in Texas),” Scatena says. “I had already paid Grease Monkey and everything. At some point, I was made aware about these four locations for sale (in the Chicagoland area). I was like, ‘If I get four locations instead of one, the chances that I’ll turn these around quicker (are) probably higher than just starting a new business.’ Even though those were four underperforming locations, I figured we already have customers and we’re already running, so I would probably spend a lot less buying the four locations as opposed to starting one completely new.” With those calculations in mind, Scatena decided to forgo the new, state-ofthe-art, six-bay facility in Texas to instead embrace the challenge of reviving four struggling stores in the suburbs of Chicago. Scatena says in his first months with Grease Monkey, he envisioned eventually taking a more hands-off approach to the work happening in the bays, devoting more time to big-picture items like financials and business strategy from his office, which is stationed in a trailer at the back of the property of his Lisle location. Scatena quickly realized that he would need to get into the bays to learn the intricacies of the operation first-hand. “It’s kind of far off from what I thought it was going to be, but now I really enjoy it. To me, a good day is the
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“I'm very process-oriented. By working in big corporations, I learned to be ... more structured in the way I do things, and I passed on that structure to the stores."
day I’m over there working with them (in the shop) instead of being here, stuck in a room in front of the computers,” says Scatena. Although he had done some tinkering with his personal vehicles in his spare time, Scatena says he had no illusions about his knowledge of working in the automotive aftermarket industry when he arrived at his new shops. His first days on the job weren’t easy, he says. “In the beginning, I literally knew nothing about what they were doing in those days. I had to learn everything from scratch, really,” Scatena says. “No matter how many times I’ve been around cars looking at things, it wasn’t like I was really working on them like these guys, So the only option I had was to learn.” Scatena’s education began by working on the floor alongside his lube techs, starting as a courtesy technician before moving on to working under the hood. Each day presented a new learning opportunity, says Scatena, whether it was figuring out how to deal with a stuck filter cover, a stripped plug, or a larger issue. Responsibilities do keep Scatena tethered to his office, but he gets help from his wife, Viviane. At least a couple times per month, Scatena is able to get back into the bays to work with his teams.
LEADING WITH A STEADY HAND Mike Donahue, an inside sales representative for Service Champ, has worked with Scatena since the latter came on board with Grease Monkey in 2019. Donahue says the two have worked well together over seven years, particularly as it relates to inventory management at Scatena’s shops. “He’s always very level-headed, and he is just a pleasure to work with overall,” Donahue says of Scatena.
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Owner, Grease Monkey
2026
5 Chicago-Area Locations
OPERATOR OF THE YEAR
Phil Scatena
2026
OPERATOR OF THE YEAR
Congratulations!
Right-Hand Man
Marshall Williams, store manager for the Grease Monkey service center in Lisle, Illinois, has been an invaluable source of knowledge for NOLN Operator of the Year Phil Scatena. Williams has been part of Scatena's team since the latter arrived.
PartsTech is honored to back operators like Phil, who relies on us to keep parts ordering fast and simple across all of his locations.
Congratulations, Phil, on this well-earned recognition, and thank you for making PartsTech part of your success.
PartsTech.com 26
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Congratulations
“He doesn’t get too worked up or upset about things. He goes with the flow in regard to orders and then things arriving. I would just say he’s very level-headed and professional.” That calm demeanor quickly became an invaluable asset, as less than a year in, the COVID19 pandemic added a significant degree of difficulty to the challenge of turning around a group of underperforming stores. Scatena’s network of Grease Monkey locations includes two stores in Round Lake Beach, one in Lisle, one in Sycamore, and a recently added fifth in Naperville. Righting the ship at the original four locations started with improving customer service, which would, in turn, lead to higher Google ratings. Each location presented unique challenges as well, Scatena notes. In addition to facing competition from 25 nearby automotive shops, the Lisle store was severely understaffed when Scatena arrived and finding qualified candidates was difficult. Scatena turned to the local Universal Technical Institute
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in Lisle and reached an agreement in which his Grease Monkey store would help train students in exchange for their services. “That worked out really well for us, especially in the beginning, because we were able to staff this store pretty quickly,” he says. One of two shops in Round Lake Beach struggled because of a low-visibility location and unusual store hours that included being closed for lunch. The schedule was adjusted and marketing was ramped up to draw attention to the store. The second Round Lake location, meanwhile, offered $19.99 oil changes—an enticing deal for customers, but an untenable strategy for the business. “They were bringing in cars, but we were not making any profit on those oil changes, and also they were not buying anything extra,” Scatena says. “And the wait was long, so we would kind of scare away the customers who might be buying more auxiliary services. We stopped the $19.99 oil change, which was a risk because we drove customers away, but it worked out.” Despite drawing in fewer customers, the shop increased its profitability by more than twofold. Asked if his banking background helped guide his strategy for improving the finances of his Grease Monkey stores, Scatena says his prior experience shaped his approach in two ways. “First, I’m very process-oriented,” he says. “By working in big corporations, I learned to be … more structured in the way I do things, and I passed on that structure to the stores and to the employees. For everything, we have a process now. There’s a way to do things. What that does is it takes off of me a load of managing
Phil!
Throttle is proud to work with standout operators like Phil Scatena, recognized for excellence, innovation and leadership across his Grease Monkey Franchises.
Celebrating the 2026 NOLN Operator of the Year.
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Scan to see how we can work for you too. 28
OPERATOR OF THE YEAR
Operator of the Year, Phil Scatena
2026
OPERATOR OF THE YEAR 2026
CONGRATULATIONS
the stores because I know they’re going to be following processes. “The other thing is I like to do everything by the numbers. … I look at my repeat customers, new customers, the percentage of Google reviews we’re getting versus the number of cars we’re getting, how many emails we’re getting from the customers. I look at everything. I like to look at all those numbers in detail so I understand what’s going on. Doing statistics for everything and trying to know what’s going on behind your store performance. ... We have more customers now. What’s working, why do we have more customers, or why we have less customers?” Another way in which Scatena has boosted his stores’ performance is by embracing new services and technologies. His Grease Monkey shops now service EVs, offering brake lubrication, tire rotations, and filters. The added services required an investment in specialized equipment. Tesla, for example, requires a special box to lift its vehicles, while certain makes of newer ICE vehicles need proprietary scanners. Scatena has also added updated air conditioning service equipment with a new Freon. “We try everything that comes up that we could try,” he says. “If it’s a new chemical or a new tool, something that can give us a new service or make something we do a little cheaper, a little
faster, we’ll try it.” In aggregate, the changes Scatena has implemented across his stores have been numerous and significant— and also very effective. In 2019, when Scatena took over midway through the year, the Lisle location made $260,000. By 2025, the shop had nearly tripled its sales. Also in 2025, his two Round Lake Beach locations hit $1 million in sales, more than doubling their revenue since being acquired by Scatena. At a time when operators across the industry have been challenged by extended drain intervals and fewer customer visits, one of Scatena’s Round Lake Beach locations increased its car count by 1,000 vehicles to more than 7,000 in 2025. In 2026, stores in Lisle, Round Lake Beach, and Sycamore were ranked No. 1 in their respective cities’ BusinessRate “Best of ” rankings of automotive service providers. (Scatena’s second location in Round Lake Beach finished second behind its sister store.) All five Grease Monkey locations operated by Scatena have at least a 4.6 rating (out of 5) on Google reviews as of mid-August. While he considers the progress made across his stores “a pretty good accomplishment,” Scatena says he is most proud of the teams he has built at each location. “The very first thing is that I think that, as a company, we were able to build a really great, reliable team,” he says. “That was one of the greatest
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Standing Tall
Phil Scatena has brought a new energy to the five Grease Monkey service centers he operates in the suburbs of Chicago. To help his store in the highly competitive market of Lisle, Illinois, stand out, Scatena invested in a large inflatable monkey adorned with the Grease Monkey logo to catch the attention of drivers passing by.
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challenges I had in the beginning, and right now, that is a solid part of my business—our team. We have key people in the stores, and they’re happy working for the company. Building that team and keeping them for so many years—a lot of my employees, my managers, they’ve been with me for seven years, the whole time. “That’s the main thing I’m proud of, just making sure they’re happy, they’re trained, and they’re doing a good job.” Outside of work, Scatena has little down time. He is a founding member of the Kiwanis Club of Lisle, as a well as a director for the Lisle Area Chamber of Commerce. On weekends, he enjoys outdoor activities with his family, including kayaking and bicycle riding. “I try to separate some time for my family, because otherwise, it’s not even worth it, right?” he says. As for his next act, Scatena says he hopes to continue building his business. Once operations at the recently acquired Naperville location stabilize, he aims to take on a sixth shop. “And we’re always thinking about diversifying,” he adds.
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N O L N AT 4 0
The Opening Drive I
P R E S E N T E D BY
n his own words, Stephen Spinelli “barely knew how to drive a
car” when he received a call from Jim Hindman his former football
coach at Western Maryland College (now McDaniel College) about
an automotive aftermarket business opportunity in the late 1970s.
Although semi-retired, Hindman was working in the nursing home industry when he approached Spinelli with an idea. “I’d never been west of Philadelphia before. He sent me to Clinton, Iowa, to run a retirement village,” Spinelli recalls. “I had no idea what I was doing, but I worked hard. And then after a couple of years, he got three or four of us (former football players) together and said, ‘There’s this cool thing out in Ogden, Utah.’ Go take a look, and let’s see if we can buy it.” That “cool thing” in a town 10 miles east of the Great Salt Lake turned out to be a business that would launch an entire new segment in the automotive aftermarket service sector still thriving four decades later.
THE NEXT BIG THING
Hindman was a driven entrepreneur, Spinelli says. “He couldn’t help himself,” Spinelli says of his former coach. “He was thinking all the time. He was seeing stuff that nobody else saw. He had all kinds of businesses, so he was always attuned.” An oil embargo and spiking gas prices in the late 1970s convinced
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How Stephen Spinelli, his former college football coach, and teammates bought a fledgling Utah quick lube business and launched a new automotive aftermarket segment
PHOTOS: BABSON COLLEGE
by Tom Valentino
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Winning Team
Hindman to seek opportunities to get into the energy business. Hindman sent his brother-in-law to Utah to investigate a solar farm. By happenstance, Hindman’s brother-in-law discovered a completely different opportunity once he arrived in Utah: Jiffy Lube, a local fast oil change business. “He said, ‘You won’t believe this place. Cars are lined up to get their oil changed,’” Spinelli says. “It really was a phenomenon.” Spinelli cobbled together funds with contributions from family and friends to claim a minority stake in the Hindman-led purchase of Jiffy Lube Inc. and its handful of locations in Utah. “Here’s how sophisticated we were,” Spinelli says. “We said there’s a lot of cars lined up in Ogden, Utah, to change oil. How many cars are there in Ogden, Utah, compared to Boston, Massachusetts? Oh, there’s more cars in Boston. Wow, maybe we could do more business in Boston. That was our deeply sophisticated analysis of the market. But it was a great lesson for me. If you have market demand, you could figure the rest out. If nobody wants what you’re doing—it could be the coolest thing in the world—but if they don’t want it, forget it.” Hindman, along with Spinelli and his other former players, began hammering out a business plan, assessing the size of the market, the number of vehicles on the road, and how often those vehicles needed an oil change. They then began to calculate what they could charge for service, how many vehicles they could service, and what was needed to adequately serve the market. Within three or four days, Spinelli says, the team believed it could reach 1,000 locations within 10 years. Spinelli moved to Ogden looking to learn the oil change business from the ground up. “I was a strong, young football player, just getting off the
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team,” he says. “I remember getting in the bay because I said I’m going to learn how to do this. I’m going to be the best lube tech ever. “But I didn’t have a clue. The first car I worked on, I couldn’t get the plug out. And this little kid who looked like he was about 5-foot-2 came over and said ‘right tighty, lefty loosey.’ I flipped the thing over and opened it up. That’s how little I understood about the business. But we learned it.” Hindman and his former players had lofty aspirations for their new venture from the start. Shortly after acquiring Jiffy Lube Inc., they changed the business’ name to Jiffy Lube International. “It was more of an attitude than a reality, but that was the attitude,” Spinelli says. “We’re going to grow this. If this is the big idea we think it is, then it needs to get scaled. So, we went into it immediately thinking we’ve got to open units.” With big ambitions, Spinelli says it was critical to earn the trust of the existing staff. Spinelli recognized that being young, having no prior automotive experience, and being from the East Coast were hurdles to winning his staff over. But he was committed to succeeding, working upwards of 90 hours per week, including nights and weekends, absorbing as much knowledge as he could along the way.
THE KEY TO GROWTH
One of the biggest challenges to their
expansion plan was getting buy-in from property owners where they sought to build stores. Without a deep war chest of funds to work from, most new stores in the company’s early days were built on leased properties. “(Property owners would say,) ‘Wait a minute. You want me to lease you property to change oil? You’re going to build a special building and dig this hole in the ground, and you’re going to drop hazardous waste? Where does it go?’” Spinelli says. “It was more that you had to convince the real estate world that this was a viable operation to get it to grow than it was to get the consumer.” Hindman, Spinelli, and their colleagues achieved a major breakthrough during a meeting with Pennzoil. “We went to Pennzoil and said there’s two things we’ll do: One, we’re going to have 3,000-gallon tanks, so you can bring a tanker over and drop in 3,000 gallons of oil at a time. If we even came close to our plan, their sales would just explode, and they would go from No. 2 (behind) Quaker State to No. 1. “I mean, we went to Quaker State, too. We went to everybody. We said, the major motor oil companies … whoever backs us is going to win big.” Spinelli admits it was a brash pitch. “Now, it was a little bit arrogant,” he says. “There’s, you know, the football coach and his young players going in and saying, ‘We’re going to change you, Mr. Pennzoil, Mr. Quaker State.” Hindman, Spinelli, and company got a meeting with Pennzoil executives in the elusive top floor of the company’s Houston headquarters to make their case. “Once we could convince them that the system was really sound and could be scaled, there really was at least 1,000 stores to be built, and they could really get a foothold on
PHOTOS: BABSON COLLEGE
Stephen Spinelli was part of the group that built Jiffy Lube into a national brand.
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market share,” Spinelli says. “One Jiffy Lube was like a whole territory worth of cans of oil. So, it changed their economics, and they supported us in a big way with all kinds of sophisticated debt and subordinated debt to build buildings. “That unlocked it. Once we got it unlocked and started to grow and started to show multiple stores in multiple markets making money, the whole capital structure started changing. People started coming to invest in real estate, more franchisees, bigger money came in to buy territories. It all unlocked, and I think it was a deal with Pennzoil that unlocked this.”
THE NEXT CHAPTER
Sometime after reaching the 1,000store milestone, Hindman, Spinelli, and their colleagues sold off Jiffy Lube. Spinelli remained on the company’s board of directors, kept his stock, and became a franchisee. Spinelli says he struggled to scale his franchise operation and decided he would benefit from more education. He enrolled in weekly night classes at Babson College in Wellesley, Massachusetts, to pursue an MBA for seven years. “I’d go to class Thursday night, and Friday morning, I was a terror in the
stores,” he says. “We’re going to do this. We’re going to change this. We’re going to grow this way. I really tried to take Thursday night into action on Friday morning. And then I built up questions. The professors, I think, hated me. I did more time in their office than I did in the classroom.” As he peppered his professors with questions about how he could improve his Jiffy Lube operations, Spinelli discovered a love for learning. After earning his MBA, he continued his education and earned a doctorate. “What do you do with a doctorate?” Spinelli asks. “You become a teacher.” Spinelli went on to spend 14 years as a member of the faculty of Babson, as vice provost for entrepreneurship and global management, and director for the Arthur M. Blank Center for Entrepreneurship. In 2007, Spinelli became president of Philadelphia University. In July 2019, Spinelli was appointed as the 14th president of Babson. In June, the college announced that Spinelli will retire at the end of the 2026-27 academic year. In the meantime, though, Spinelli says he hasn’t stopped learning. “You learn more from the students than you teach the students,” he says.
“If you’re a good teacher, you’re pulling all this wisdom out. And I’ve got to tell you, the students today are so good and so driven. … They’re just so bright, and they work so hard. I have to tell them to take a break. That environment for me was just super exciting.” Spinelli has maintained ownership of a small piece of real estate, and he still loves the quick lube business. He says he sees it as an example of constantly learning and evolving. “If you look at what they do today, it’s almost a completely different business,” he says. “There are still fundamental business practices of efficiency, scale, branding, and pricing philosophy that are pretty consistent over time. But the services and nature of market demand and pricing has evolved dramatically. They’re doing probably three or four times—maybe more—the revenue that we did in the best of times because they’re doing so many more services. “They took quick lube and made it quick service. There’s an innovative system now that gets a lot of service done. That optimizes the real estate, gives you more leverage on that, and gives you more share of the automobile wallet. They’ve done, I think, a fabulous job.”
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TIME TO SELL? WHAT YOU NEED TO KNOW
Quick lube operators considering a sale of their business have several boxes to check before going to market BY P E T E R S U C I U
WHEN THE DAYS FEEL LONGER than ever and the joy of owning a shop is no longer there, it might be a sign that perhaps it is time to move on to something else. Regardless of the reason, there will eventually be a time to sell. That decision may not come easily, and the process could be harder than many might be ready to handle. Lisa Riley, PhD, CEO, and designated broker at Delta Business Advisors, says regardless of whether the owner has one or many locations, all should only consider selling when they understand the value of the business and their financial needs, even if something is pulling them away. “The owner should know what the business is realistically worth to different buyer types, such as an individual owner-operator, local competitor, strategic buyer, franchisee, or private equity-backed consolidator,” explains Riley. More importantly, it is crucial to understand the buyer type most likely to be the right fit for the specific business. “In the oil change and quick lube space, buyers are looking closely at repeatable unit economics: car
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count, bay utilization, ticket average, labor stability, add-on services, recurring customer behavior, and whether financial results can be verified during diligence,” she says.
Know Your Needs
When it comes to selling nearly anything, the seller is likely to hear the words “what do you need for it?” The answer should be known even before the question is asked. “A sale price is only ‘good’ if it actually meets the owner’s goals after taxes, debt payoff, working capital adjustments, transaction costs, and any rollover or seller financing,” says Riley. Owners should also understand what they need from the sale to address those factors and not come up with a “headline price” instead.
Why Are You Selling?
Perhaps the most important factor to consider is whether something is pulling an owner away from the business. The answer could determine whether it even makes sense to sell. “The best time to sell is often when the business is still performing well, but the owner has a clear next chapter, e.g., retirement, family, health, or
even another business,” acknowledges Riley. “If the owner waits until they are exhausted, revenue is declining, or key employees are leaving, buyers will see the risk and price accordingly.” She adds the quick lube industry is attractive because it has recurring demand, measurable operating metrics, and a fragmented ownership base, all of which support buyer interest and consolidation.
Steps That Need to Be Taken
Selling a business is a complex affair, and “the businesses that get stronger offers are usually the ones that make the buyer’s job easier,” Riley says. First, shop owners should understand the value before talking to buyers, and that should include the facility’s revenue and earnings trends, EBITDA or the seller’s discretionary earnings, car count and bay utilization, average repair/order ticket, labor cost and technician retention, revenue by service category, lease terms or real estate ownership, and environmental considerations. Moreover, the seller needs to consider the equipment condition and deferred capital expenditures, and franchise or brand requirements, if applicable. “Two shops with the same earnings may not receive the same offers. Buyers will pay more for clean books, durable traffic, transferable operations, strong managers, and a location or platform they can scale,” says Riley, adding that owners need to clean up the financials, which tell the real story. That includes, but is not limited to: tax returns, P&Ls, and balance sheets that match, separation of personal expenses from business expenses, accurate inventory reporting, a clear accounting for prepaid services, gift cards, memberships, or packages. Document equipment, leases, loans, and vendor agreements. “Buyers do not like surprises. If the
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owner knows there are issues, it is usually better to identify and frame them early rather than letting the buyer discover them later,” says Riley. Sellers also need to review lease, real estate, and environmental issues and disclose these accordingly. “Oil and lube shops often have diligence issues tied to property, underground or above-ground storage, waste oil handling, environmental compliance, equipment, and lease transfer rights,” warns Riley. “These issues do not automatically kill a deal, but they can slow one down or change the buyer’s offer if not addressed early.”
Strengthen Operations
Nobody wants to board a sinking ship, and buyers don’t want to purchase a failing business. But even a seemingly successful business could present problems. It is therefore critical to have the business in the best possible shape. The owner may need to work on several issues, including manager depth, employee retention, written procedures, vendor relationships, pricing discipline, customer review management, POS/reporting systems, and training and compliance documentation. Riley suggests that owners take time away to determine if the business can run without them at the helm. “The less dependent the business is on the owner, the more transferable it becomes,” Riley says.
Decide What Matters Most
Selling can be done quickly, or it can deliver a higher return, but rarely do those align perfectly. Sellers should prioritize their goals. Riley lays out what that includes: Maximum cash at close, highest total price, fastest closing, protecting employees, keeping the brand/name, selling to an owner-operator, selling
to a consolidator, selling 100% of the business, selling a part of the business and retaining some ownership, keeping the real estate or selling the real estate with the business, staying involved after closing or fully exiting. “A fair offer is not just about price,” says Riley. “Structure, certainty, timeline, taxes, transition requirements, financing, lease assumptions, and buyer fit all matter.”
Who Should Be Involved?
A sale will include a full and strong transaction team that should, at a minimum, include several key individuals. It begins with an M&A advisor/ business broker, who will help value the business, prepare materials, identify buyer types, run a confidential process, compare offers, and manage the deal from market to close. Next is a transaction attorney, who is responsible for reviewing the LOI, purchase agreement, representations, indemnities, leases, non-competes, and closing documents. A CPA or tax advisor will aid the model after-tax proceeds, allocation of purchase price, asset vs. stock sale implications, and working capital/tax issues. A financial planner/wealth advisor can help determine whether the sale proceeds meet the owner’s personal financial goals. Finally, a key internal manager may be necessary for continuity, as well as to protect confidentiality and employee stability. However, Riley notes, “the owner should avoid letting too many people into the process too early. Confidentiality matters. Employees, vendors, and customers do not need to know until the right stage.”
Right Buyer, Fair Offer
There are several common buyer types, including the individual
owner-operator, who Riley says is often a good fit for a single shop or small operation where the buyer wants to step into the owner’s role. An existing local or regional operator may understand the market and create synergies. In other cases, there may be a strategic buyer or consolidator who will pay more if the shop fits their footprint, brand, or growth strategy. There is also a private equity-backed platform, which is more likely for multi-location operators or shops with strong systems, management, and growth potential. A franchise operator may be interested if the location, brand, and territory fit their expansion strategy. “Because automotive services remain fragmented and operationally measurable, strategic and private equity-backed buyers continue to look at the sector as a consolidation opportunity,” says Riley. “To receive a fair offer, the owner should know the business’ value before talking to buyers and create competition between buyers when appropriate. Require proof of funds or financing ability, compare offers based on structure, not just price, and understand what is included: inventory, equipment, working capital, real estate, vehicles, and goodwill.” Riley adds that sellers should avoid giving a buyer too much leverage too early. However, the buyer should understand the business before signing a letter of intent. “Use experienced advisors who know how small-business deals or large M&A deals actually close, depending on your size,” Riley continues. “A fair offer reflects the company’s true transferable earnings, risk, assets, growth potential, and buyer demand and meets the owner’s personal goals.” Editor’s note: An extended version of this story is available on NOLN.net.
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ENERGIZING EMPLOYEES AND PERFECTING PAY
The compensation structure for an Atlanta-based Take 5 franchisee creates a clear road map for employee advancement B Y C A R O L B A D A R A C C O PA D G E T T
WHAT IF YOU COULD FINE-TUNE your shop’s compensation so it’s straightforward and helps motivate new and existing employees? Here’s how one quick lube industry veteran approaches employment and pay, and how he lays out a clear road map for teammate advancement and career opportunities.
It Starts with a Solid Structure
Preston Willard, president of Toxaway Automotive Group and one of its owners, is a Take 5 Oil Change franchisee with corporate offices in Atlanta. The company has 14 locations in Georgia, three in New Jersey with more on the way, and still others in the mix in Delaware. The team under Willard includes Vice President of Operations Kurt von Schilling and several district managers who focus heavily on daily operations.
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Preston Willard, president of Toxaway Automotive Group
PHOTO: TOXAWAY AUTOMOTIVE GROUP
“At the beginning when we opened our first store, I was there all day, every day,” Willard says. So he knows intimately what it’s like to be both in the pit and in front of the customer. Another leg up for Toxaway Automotive Group, as Willard sees it, is affiliation with a strong brand. “We’ve enjoyed the Take 5 brand and the corporate support,” he says. “That’s why we’re really leaning into it and continuing to open new locations.”
Giving Employees a Full View of What to Expect
Willard’s Take 5 Oil Change locations are open from 7 a.m. to 8 p.m., seven days a week. And, as is the brand’s calling card, their main focus is the
oil change, with a limited number of other services on the side, such as wiper blades and air filters. As much as volume, speed, and quality are part of the business model, customer service is at the pinnacle. “We’re in the customer experience business. We just happen to be changing oil,” as Willard puts it, so his team focuses on saying “yes” to every car that pulls onto the lot. “(Inside,) we have at least two people on every car at all times,” he says. “That’s how we get customers in and out (quickly).” In this demanding environment, Willard says he looks for prior customer-facing experience as a non-negotiable, whether in a restaurant space or any other space. He adds, “Automotive experience is not a requirement to come on board our team.” Since Take 5 is all about the oil change, Willard says he can teach employees what they need to know fairly quickly. Where the customer-facing experience requirement comes in is that every employee knows how to do everything—change oil in the pit and take care of customers. As Willard describes. “Everybody ends up on the computer and in the service writer position, where they’re interacting with customers.” So, what does compensation look like? “If you’re starting out in an entrylevel position, it has both an hourly wage and a commission-style pay,” says Willard. “We organize our commissions on a tiered system, and we categorize those tiers based on a percentage of the cars.” By design, the system encourages employees to work the process the way it’s intended—and it doesn’t promote a pressure-selling environment.
IMAGE: 404516742 © ANTON VIERIETIN | DREAMSTIME.COM
C U STOM E R S E RVIC E
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“The few other services we offer alongside oil change that technicians can get additional compensation on, they really just sell themselves,” Willard notes.
Moving Mile Markers in Workers’ Lives and Careers
As Willard’s employees continue to develop and get promoted—to positions of lead technician or assistant manager, for example—the tiered compensation system remains in place. “But then there’s some profitability bonuses that come into play, too,” Willard describes. “We share all of our profitability, our P&Ls, and our financial statements.” Willard and his leadership team find that if they can educate their employees on how to run a profitable
business, it benefits their Take 5 locations exponentially, as well as the employee down the road— whether at Toxaway Automotive Group’s business or someplace else. “We envision our business as a place of development,” he stresses, “so we’re always taking a developmental approach with our team.” For Willard, there’s another critical type of compensation that Toxaway offers through its Take 5 Oil Change businesses: invaluable business connections and experiences for employees. “A prime example of this is when I had to go in front of the city council to get a permit for a building we were doing,” he says. “One of our store managers was curious about the process and had never been to a city council meeting before.”
So, Willard invited him to come along and be a part of the meeting. “It ended up that six of our store managers and two of our district managers showed up, and I got to stand up and recognize them during the city council meeting. And we came away successful there,” Willard shares. Willard and his management team also offer an event, Powered by Women, specifically for women who work at their Take 5 Oil Change locations. “Women have made up an awesome part of our brand,” he says. “Two out of the three district managers are women who started as technicians and worked their way up.” Then he adds, “I think our team understands that we’re really trying to help everybody develop themselves personally and professionally as much as possible.”
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NEVER SETTLE It’s more than what we do. It’s who we partner with. Congratulations
PHIL SCATENA 2026 NOLN OPERATOR OF THE YEAR Royal Purple® proudly congratulates Phil Scatena on being named the 2026 NOLN Operator of the Year. With five Grease Monkey locations in the Chicago market, Phil has built a business known for exceptional leadership, outstanding customer service, and a commitment to doing the job right. Thank you for your dedication to your team, your customers, and our industry. We are proud to partner with operators who Never Settle.
This recognition is a reflection of the hard work and dedication of our entire team. We’ve been fortunate to build lasting relationships with customers and trusted partners like Royal Purple®, who have supported our business over the years. We’re grateful for those partnerships and honored to receive this recognition.
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R O YA L P U R P L E . C O M
Calumet Branded Products, LLC | 1060 N Capitol Ave | Suite 6-401 | Indianapolis, IN 46204 | royalpurple.com | ©2026 These products may be covered by one or more U.S. or foreign pending or issued patents. For details, visit https://www.Calumet.com/patents. All trademarks are owned or licensed by Calumet Branded Products, LLC (“Calumet”)—a wholly-owned subsidiary of Calumet, Inc.—or an affiliate, unless otherwise specified. These trademarks may be registered in the U.S. and elsewhere. © 2026 Calumet, Inc., All Rights Reserved.
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C A S E S T U DY
A Lubbock, Texas, quick lube provides essential information—and some education—on receipt printouts for customers BY E N I D B U R N S
THE RECEIPT IS A RECORD OF completed services. The information on the receipt can go a long way toward helping a customer keep accurate service records. It can also offer education on what work was done and what work will be required during a guest’s next visit. How much information should be included, and how should it be presented to the customer? Damon Cannon, manager of Lube Pro Oil Change, recently spoke with NOLN about the anatomy of a receipt at his shop in Lubbock, Texas.
The Challenge
Finding the balance between enough and too much information can take some experimentation. Once you find the balance, it’s still worth revisiting periodically to ensure your shop is providing customers with the most relevant information.
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The Solutions
Cannon created an invoice template from Lube Pro’s point-of-sale software. “There are options, adjustments to be made,” Cannon informs NOLN. “The wording can be changed. There are small tweaks that can be made.” While changes are sometimes required to get the balance right, if the information on the receipt works for both customers and the shop, consider keeping it. After deciding on a format, Cannon has mostly stayed with it. The details on the receipt make sense to the customer. “I really haven’t adjusted anything in a couple of years,” says Cannon. The basics on Lube Pro’s printout include the name, address, and phone number at the top of the page. The date and time of service also appear in the header. Customer information follows the shop details. Lube Pro also lists vehicle information such as the make, model, mileage, and the next service due date. Following the shop and customer information is a list of completed services, with appropriate details. “We have our oil changes categorized by good, better, best, and diesel,” Cannon explains. The receipt lists the service and the quality of lubricant used. Any other services, such as a filter replacement, are also included on the page. While the two-bay shop does not
handle anything beyond oil changes and basic maintenance, mechanics perform engine checks to help customers determine which services their vehicles need. “We have a service checklist that shows numbers 1 to 15 of all the items we looked at,” Cannon states. “We have three main things we check: the battery, water in the battery, (and) power steering and transmission fluid.”
The Takeaway
The vehicle maintenance summary is useful to customers, yet 9 out of 10 people do not read it, according to Cannon. “I talk to people personally,” he says. The Lubbock shop has a list of mechanics to send customers who need work done. “I will recommend services on differentials and fuel filters. If I notice something, if the tires are ‘jacked up,’ I have a person I refer them to. I have a transmission guy, a tire guy, a windshield guy,” offers Cannon. He goes over the receipt with the customer to ensure they understand the checklist for the upcoming service and any issues to note. “I type in the comment notes such as ‘oil was low’ or ‘a wire was showing,’” says Cannon. “Things I want them to be aware of. I use a highlighter to circle it and draw their attention to that portion. “We offer the best advice we can.” Payment information, such as the credit card authorization, appears on the page rather than on a separate receipt that gets stapled to it. Cannon makes a point to make the service personal. When going over the receipt with a customer, who is often sitting in his or her car, he squats or kneels down to window level to be more personable. “I do the best I can to take care of my customers,” he says.
IMAGE: 85505839 © HUSEU ALIAKSANDR | DREAMSTIME.COM
ANATOMY OF A RECEIPT
“It took some time,” Cannon says. “I figured the most helpful, useful stuff that I would want to know, what they want to know. I want it to be informative, but short and sweet. Not a whole book.” Too much abbreviation or technical terminology could lose the customer. Not enough detail could leave a customer to question what service was performed.
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FROM THE SHOP
Safety is in your Hands
ADAM
TATUM
Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations. He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.
ATAT U M
@V A L U B E .COM
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SAFETY IN A QUICK LUBE SHOP IS EASY TO talk about and harder to practice. The business moves fast by design. Cars roll in back-to-back, customers expect short wait times, and technicians repeat tasks that can feel routine. That is exactly why safety matters. In a quick lube environment, the danger often comes not from unusual events, but from ordinary moments handled too casually. We will discuss a few things this month that you can do to ensure that you run a safe, profitable business for your employees and your customers. A typical shop contains nearly every hazard found in automotive service, compressed into a smaller, faster-moving space. Technicians work around hot engines, exhaust systems, moving vehicles, slippery floors, service pits or lifts, chemicals, sharp tools, and heavy equipment. A few drops of oil can become a fall. A missed lift point can damage a vehicle or injure a worker. A rushed handoff between the upper bay and pit can create confusion at the worst possible moment. Make sure that your technicians have the tools to stay safe. Having lower bay techs wear burn sleeves and bump caps, training on vehicle lifts before using, and keeping clean workspaces are three easy-to-do things on a daily safety checklist. The safest shops understand that speed and discipline must work together. Safety cannot be treated as a speech given during onboarding and forgotten by the second week. It must be part of the rhythm of the day: checking wheel placement before entry, confirming lift contact points, using personal protective equipment, cleaning spills immediately, labeling fluids clearly, and communicating every step of the service. Another overlooked area is the position of your body when guiding these cars in. Do not stand in the center of the car, but off to the side. If someone hits the gas, you can step out of the way and avoid serious injury. These
habits may seem small, but they prevent the large, expensive, life-changing mistakes. Training is one of the strongest safety tools a shop has. New technicians need more than technical instruction; they need to understand why procedures exist and what can happen when they are skipped. Experienced employees need refreshers too, because familiarity can create overconfidence. When a team begins to believe that nothing will go wrong, that is often when something does. Leadership plays a major role as well. Managers set the tone by enforcing standards consistently, not selectively when someone is watching. When employees feel pressured to cut corners for speed, safety weakens quickly. When they are encouraged to speak up about hazards, report near misses, and stop a job that does not feel right, the whole operation becomes stronger. Housekeeping is another overlooked form of protection. A clean shop is not just more attractive to customers; it is safer for everyone inside it. Clear walkways, organized tools, dry floors, and properly stored materials reduce risk and improve focus. Disorder creates distraction, and distraction is dangerous in any service bay. Safety also extends beyond the employees to the customer and the vehicle. A loose drain plug, incorrect fluid level, or missed undercar check can follow a car onto the road, where the consequences become far more serious. Protecting people inside the shop and protecting the drivers who leave it are really the same responsibility. In the end, the best quick lube shops know that safety is not the opposite of productivity. It is the foundation of it. A safe operation has fewer injuries, fewer mistakes, better morale, stronger customer trust, and more consistent performance. In a business built on doing things quickly, safety is what ensures the job is also done right.
PHOTO: LUCAS MOORE
In a quick lube environment, danger often comes not from unusual events, but from everyday tasks handled without care
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