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SEPTEMBER
33
A STEADY HAND
Freedom takes
Stress-Free Auto Care wants to raise the bar
20 THE SOP
How to make your shop sale-ready
MATT SCHWAB 22 MEASURE, MANAGE & MASTER
Are these well-intended tasks stealing your time?
KATHLEEN CALLAHAN
37 OPERATIONS
Expert tips on shop expansion from two MSOs 41 CASE STUDY
Impress customers with unforgettable leave-behinds 44 THE 35,000-FOOT VIEW
The path to retirement isn’t linear—be prepared DUTCH SILVERSTEIN
For 2024 Ratchet+Wrench All-Star Award Winner Tom Schearer of Schearer’s Sales & Service, learning to face challenges and embrace change have become the bedrock of his rise and success.
BY CHRIS JONES
While her daughter affectionately refers to her “a beast of woman,” Stacey Diaz— who started in the shop at age 16—is known for her drive, her empathy, and her service to the community.
BY ALISON JOHNSON
LIVING THE DREAM
Charlie Zlatkos didn’t speak any English when he migrated from Greece to Massachusetts at age 16, but since discovering his passion in auto repair, he hasn’t stopped talking about it.
BY KACEY FREDERICK
$ 0 AVG SHOP LIFT PER YEAR
$ 0 AVG PARTNER REBATE/SAVINGS
$ 0 ANNUAL SAVINGS $ 0 FOUR-YEAR SAVINGS HOW ATI SHOPS PERFORM*
WORKING FOR FREE(DOM)
While the sacrifices we sometimes make have no direct financial reward, they plant the seeds for brighter days to come
BY CHRIS JONES
As we approach an annual milestone and tradition in our magazine—honoring this year’s Ratchet+Wrench All-Star Award Winner—I’m reminded of a conversation I had with my wife last month.
In the middle of a disagreement, she pointed out how often I work beyond normal business hours stating that when doing so, I work for free and that many times in my career, I have worked for free. While I considered the words she spoke, I took inventory of our lives together and the home we have made, and I can say with certainty that I have never worked for free. I have worked for freedom. Whatever hours I’ve worked above and beyond I’ve done with my family and their future in mind. I’ve done so to make sure they wanted for nothing.
When you’re driven by a why as strong as family or service to the community, it’s not hard to go the extra mile or lose a few hours of sleep. For shop owners in this issue’s feature section, it came in the form of building profitable businesses that provide a good life for their families, bountiful employment for their team members and sharing that success with their community both in time and financial gifts.
This year, we’re proud to present our annual Ratchet+Wrench All-Star Award to Tom Schearer of Schearer’s Service and Sales in Allentown, Pennsylvania. Tom is a class act who is adored by not only his family and his team but by his community and his industry peers including service providers and fellow shop owners.
“When I think of ‘All-Star’ in the automotive industry, Tom Schearer is without a doubt one who rises to the top. Tom’s genuine and incredibly sincere care for his shop family, customers, and the industry is remarkable. He is second to none,” - Rick White, 180BIZ
You’ll also read about Stacey Diaz of Wayside Garage in Seaside, California, and Charlie Zlatkos of Pleasant Car Care in Watertown, Massachusetts. Stacey and Charlie each have built more than just shops; they’ve created cultures, nurtured communities, and contributed to the growth of our industry as a whole. Their stories remind us that true entrepreneurship isn’t just about personal gain—it’s about lifting others as we climb.
As you peruse these pages, I hope you’ll be inspired by the dedication and vision of these three auto repair shop owners. They remind us that the grind of daily work, when driven by a higher purpose, can lead to extraordinary achievements. They show us that working for freedom—for ourselves and others—is perhaps the most noble pursuit of all.
CHRIS JONES, EDITOR CHRISTOPHERJ@ENDEAVORB2B.COM
EDITORIAL
EDITORIAL DIRECTOR / EDITOR-IN-CHIEF
Chris Jones
ASSISTANT EDITOR
Kacey Frederick
CONTRIBUTING WRITERS
Tess Owings, Alison Johnson, Leona Scott
EDITORIAL ADVISORY BOARD
Tara Topel, Topel’s Towing and Repair
Andrew Marcotte, American Pride Automotive
J.J. Mont, J.J.’s Auto Service
Rachel Spencer, Spencer’s Auto Repair
Bruce Howes, Atlantic Motorcar
Lucas Underwood, L&N Performance Auto Repair
SALES
ASSOCIATE PUBLISHER
Andrew Johnson / ajohnson@endeavorb2b.com
ASSOCIATE SALES DIRECTOR
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(NATIONAL ACCOUNTS)
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Opinions expressed in Ratchet+Wrench are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.
Shops That Perform 40% Maintenance Are More Profitable
Don’t let your shop get stuck doing only repair work. Balance the mix with BG Automotive Maintenance Services. Independent shops are most profitable when their business includes maintenance work. Maximize productivity and increase profitability–get in touch with your BG Distributor today!
JUMP START
A STRESS-FREE ACQUISITION STRATEGY
Yinon Weiss shares how his company is working toward establishing a nationally trusted brand of shops
BY KACEY FREDERICK
Over 10 years ago, tech entrepreneur and U.S. Army Special Forces veteran Yinon Weiss encountered problem after problem with his Jeep and struggled to find a reliable shop to take care of him. With every new name, he was taking a leap of faith–and he just so happened to keep striking out.
After starting his first business–a social media platform for veterans called RallyPoint–he wanted to start something new. He looked back on his experience as a customer in auto repair and realized the potential to create a single brand that was held to the same standard nationwide.
The idea turned into what is now Stress-Free Auto Care: a company that originated around five years ago and has been steadily spreading across California and Texas since.
Stress-Free’s approach to acquiring shops has allowed them to grow while maintaining a stellar reputation. Weiss shares what his company is doing to identify and recruit some of the best shops as he works towards building a national brand.
A Modernized Experience
The concept began with a business Weiss started in 2016, called CarDash. The aim was to act as a national marketplace for automotive services–the trouble was, however, that many shops the company was working with didn’t have much technology to be improved upon if there was any at all.
When Weiss and his team opened their shop in 2019, it revealed how much potential there was for modernization in the industry, but it was something CarDash wasn’t invented to remedy.
“The goal with CarDash was to build a superior, new, modern customer experience that people expect from many other industries,” Weiss explains. “What we found was that we couldn’t really do that, just by building a marketplace layer. We had to go deeper into the operational level, and actually transform operationally what happens at the shop.”
Weiss sold the intellectual property of CarDash to RepairSmith and established Stress-Free Auto Care: a nationally recognizable brand providing reliable auto repair.
Knowing Who to Acquire
From the get-go, Weiss had the idea of creating a national brand. Stress-Free Auto Care has already expanded from its home state of California into Texas, where Weiss resides. This growth was largely achieved through acquisitions, which continue to play a key role in the company’s plans.
In areas where Stress-Free has already established itself, it isn’t uncommon for shop owners looking to retire to reach out to them–the bright purple buildings and large signage make the brand hard to miss. But for newer markets, it can take a little more legwork to identify acquisition opportunities.
The first step Stress-Free takes in determining a good spot for expansion is by researching different areas: specifically, how much traffic the area sees and its consumer demographics.
Ideally, a shop in a commercial, retail area will be more viable than somewhere more industrial.
Once an area with business potential
is found, notable shops within that region are highlighted. This includes shops with established reputations, great reviews, decent exteriors, staff, and sales performance.
A shop passing those criteria will still have more standards to meet. With StressFree’s emphasis on modernizing the repair industry, any shop being considered for acquisition must have the space to accommodate the equipment they use across all their shops: typically, this means a minimum of five bays.
The Stress-Free Process
Stress-Free Auto Care’s name expresses not just the experience of the customer, but also that of the owners who sell their shops to the brand. The company has optimized its acquisition process to make it as easy and simple for the owner as possible.
Part of what makes Stress-Free unique is that they understand the shop owner’s experience that others may not, enabling them to provide them with all the resources and guidance they need.
“We are the operators; we’re on the
ground. We’re not some private equity shop that is just doing a financial engineering deal and are separate from the deal. We are shop owners, we own shops, and we run shops,” explains Weiss. “We understand the challenges that shop owners have, we understand the staffing challenges that they have, and we can relate to that. And we come prepared to address those issues as best as we can.”
Though Weiss and his team have been through the acquisition process numerous times, most sellers they work with are in their 60s or 70s, looking to retire, and have never had to sell a business before.
The biggest challenge shop owners usually face is fear of what their staff will think is happening, which is why Stress-Free tries to be discrete throughout the process until it’s finalized. They’ll never show up to a prospective shop unannounced or even talk to anyone there without the shop owner’s permission.
Stress-Free always tries to retain all the original staff of an acquired shop, typically offering them all higher wages and introducing benefits such as performance bonuses.
Though the shop’s equipment sometimes needs an upgrade, employees often view it as a path to expanding their skill sets.
“Most of the staff that we meet are excited to learn new tools, they’re excited to advance their career, they’re excited to learn new skills, and feel like they have an opportunity to progress–which is what our business offers,” tells Weiss.
Because they don’t require third-party financing, Stress-Free also has the ability to usually close a deal in a timely manner, which has also made the process easier on shop owners trying to sell. Additionally, Stress-Free doesn’t require shop owners to stay on for transition training after the sale–they’re free to sell their business and then move on to retirement.
Stress-Free has made the transaction as seamless and comprehensive as it can for shop owners, but it’s not to rush through. It allows them to set aside all the time needed to engage in discussions with a seller on whatever their concerns or thoughts may be, which is a fundamental part of their acquisition process.
“It’s just helping sellers reduce their
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level of anxiety, or concern about what it means to sell their business. There’s a lot of that,” says Weiss. “And that’s just educating them, and coaching them, and training them, and building trust with them.”
From the beginning, Stress-Free has had a vision of being synonymous with upto-date, trustworthy repair services that span across several regions. That vision has guided its strategy for identifying successful shops for acquisition and working with those owners and their teams to seamlessly transition to the company’s brand.
That’s ultimately what has made Weiss’ acquisition strategy so successful: he knew what he was looking for, and he doesn’t accept anything that doesn’t meet clearly defined minimum requirements needed for the kind of shops he wants to run.
“There’s a lot of different styles and flavors of shops,” explains Weiss. “Some shops do European focus, some shops don’t; some shops have a culture of appointments, some shops don’t. And so the more one can better narrow down their own operating model, the easier it will be to align with your potential acquisitions.”
Idemitsu is the official OE supplier of engine oils and transmission fluids to leading Japanese vehicle manufacturers such as:
KYB Celebrates 50 Years Since Entering North American Aftermarket
KYB is celebrating its 50th anniversary by taking a look into its history in a recent press release.
The company first entered the North American market in 1974 with the release of a limited line of Macpherson Strut replacement cartridges, Gas-aJust, and Premium Heavy Duty shock absorbers. It expanded their reach from Japan to a new continent that KYB would continue to find success in.
The company put focus into improving its advertising, sales representatives, and establishing regional distribution centers in California, Texas, the Midwest, and New England.
By the 1980s, KYB would build a 500,000 square foot North American manufacturing plant in Franklin, Indiana, where it has produced OE and aftermarket shocks and struts since 1986. Since then, it’s grown to include a research and development lab, ‘clean’ room for assembling shock valving, and was recently named the 2019 Industrial Plant of the Year for Wastewater Quality.
In 1999, KYB opened a new office in Addison, Illinois, and entered the new millennia with the release of the popular MonoMax truck shock and in 2008 released its Strut-Plus complete assembly.
KYB opened a 275,000-square-foot distribution center in Greenwood, Indiana in 2011, nearby its Franklin manufacturing plant. The Addison, Illinois was then moved to the Greenwood facility in 2014, bringing all of KYB’s North American operations to one area.
Looking ahead to the future, KYB outlined plans for the release of its JAOS lift kit applications, as well as a new product line slated for release next year.
Bosch Auto Service Partners with Tekmetric to Provide Franchisees with Shop Management Software
Bosch Auto Service has collaborated with Tekmetric to provide shop management software for Bosch Auto Service franchisees, according to a press release.
With the partnership, Bosch franchisees will now have access to Tekmetric tools, including its shop management software capable of integrated payments, technology integrations, inventory management, and parts ordering.
Ruben Castillo, general manager of Bosch Auto Service Salinas, said the software has helped his staff complete vehicle inspections and with managing inventory and payments, and that it helps provide increased transparency for customers.
“The Bosch Auto Service Franchise Program brings a unique solution to independent aftermarket workshops looking to take the next step with their business,” said Bosch Automotive Workshop Services CEO Uli Jaschek. “Our extensive support and expertise combined with Tekmetric’s innovative software and cutting-edge features will deliver an unmatched experience for workshops and customers alike.”
Two Autoshop Solutions Clients Win Vega Digital Awards for Websites
Autoshop Solutions, a website design and internet marketing agency, has announced two of its clients as recent Vega Digital Awards winners in a press release.
The Vega Digital Awards recognize excellence in the digital landscape based on websites, videos, mobile,
social media, animation, marketing, and podcasts. A panel of judges, made up of marketing professionals across various fields, critique nominees on the innovation, visual design, impact, execution, and overall experience demonstrated in their work.
Several well-known brands took part in the Vega Digital Awards, including Aston Martin by AltSpace, Gatorade, State Farm Insurance, Mercedes-Benz by Mediaman, the PGA TOUR by Work & Co., and T-Mobile by Zeta Global.
Autoshop Solutions’ first Vega Platinum Award for Best Automotive Website Design went to ASR Automotive Service & Repair, a full-service auto repair shop in Fort Collins, Colorado that’s been in business since 2008.
In addition, Westgate High-Tech Auto Care–an Autoshop Solutions client based in Omaha, Nebraska–was awarded a Vega Gold award for its website design. Westgate specializes in high-tech European auto repair, having serviced European vehicles since 1973.
“Winning the platinum award, the highest honor, is a significant milestone in my career and a testament to the hard work and dedication I’ve put into my role as a web designer at Autoshop Solutions,” said Adam Wilson, the designer of both shops’ websites. “This recognition inspires me to continue pushing the boundaries of creativity and excellence in web design for both our company and our clients!
AutoTechIQ has partnered with the Auto Care Alliance to offer exclusive benefits to current ACA members, according to a press release.
An online directory of repair shops focused on transparency, AutoTechIQ has announced plans to provide ACA members with tools to improve sales, workflow, and customer interactions.
ACA members will also be offered discounted rates on AutoTechIQ’s DVI Processing Training, with a $50 discount available for every seat attended.
“Thanks to technology the independent aftermarket has come a long way in the past 15 years, especially in empowering auto repair shops and their customers to
AutoTechIQ Partners with Auto Care Alliance
manage condition-based vehicle health,” said AutoTechIQ Founder and CEO Uwe Kleinschmidt. “Partnering with ACA allows us to be a resource for members, who want the best for their businesses and embrace technology, transparency, and change.”
AutoOps Launches Online Scheduling Feature for Shop After Hours
AutoOps is launching a new feature in its online scheduling platform, allowing customers to schedule appointments online during a shop’s after hours, according to a press release.
The new feature, AutoOps Voice, is available with the premium tier of AutoOps’ service called AutoOps Pro. According to the company, when customers call a shop outside of business hours, or during busy times when no phones are available, they’ll have the option to be texted a link to schedule an appointment online. Customers will be prompted to press a number on the keypad to receive the link.
Shops will be able to add automated greetings and personalized voicemail messages for customers to hear when they call. Additionally, AutoOps Voice allows shops to redirect calls from customers as needed, such as to a towing provider.
“We are constantly trying to find ways for shops to get more appointments,” said AutoOps Co-Founder Steven Fafel. “Shop owners spend tons of marketing dollars to drive traffic to their phone, the goal of AutoOps Voice is to turn more of these phone calls into paying appointments, even if they call after hours or reach your over-flow message.”
NAPA, TechForce,
WD-40 Awarding $50k in Scholarships to Automotive
Students
NAPA, TechForce Foundation, and WD-40 Brand are partnering together to provide tens of thousands of dollars in scholarships to automotive students.
According to a press release, the three organizations will be providing $50,000 in scholarships over the next 12 months, through 40 individual awards.
The scholarships will be available to students enrolled in a post-secondary automotive, collision, or diesel program.
In addition, NAPA will be offering WD40 Multi-Use Product at a discounted price until the end of September as part of the partnership.
“The automotive industry’s future depends on the education and training of today’s students,” said Jamie Walton, executive vice president of merchandising at NAPA. “This partnership with WD40 Brand and the TechForce Foundation ensures we bring broader visibility and accessibility to technician careers.”
Shopgenie Providing Customer Management Services to Bosch Auto Service Franchisees
Bosch Auto Service franchisees will now have access to Shopgenie services as a result of a partnership between the two brands, according to a press release.
Franchisees will be granted access to Shopgenie’s customer relationship management services, which can automate the process of sending out appointment reminders, promotions, and other follow-up messages to customers.
The platform also allows franchisees to create automated responses to common questions or reviews from customers, and for customers to schedule appointments online.
“We’re a technology-driven company, which is why we equip our franchisees with the tools they need to meet their customers where they’re at,” said Bosch Automotive Workshop Services CEO Uli Jaschek. “We’re proud to collaborate with Shopgenie to offer an enhanced customer service experience for both our franchisees and customers.”
Chris Messer of Endeavor Business Media’s Vehicle Repair Group
Joins Automotive Communications Council Board of Directors
The Automotive Communications Council has named a new vice president and board members for the 2024-2025 term, according to a press release.
Joining the Board of Directors is Chris Messer, VP/group publisher of Endeavor Business Media’s Vehicle Repair
Group, which publishes Ratchet+Wrench along with several other automotive titles.
Senior Marketing Specialist at DENSO Products and Services Americas Inc. Chris Feist will also be joining as a board member.
Leyla Saad, ZF’s brand activation manager, will be taking the role of vice president. Former Vice President Patrick Cronin, a marketing manager at NTN Bearing Corporation of America, will become president, with EXTEND GROUP Founder Shawn Collins continuing to provide guidance as immediate past president.
“We are poised for a transformative year ahead,” said Cronin. “I am honored to lead such a dynamic team and excited about the fresh perspectives that Leyla, Chris, and Chris will bring to our board.”
Mitchell 1 Names 2024 Automotive Technology Outstanding Student
Mitchell 1’s annual Automotive Technology Outstanding Student scholarship has been awarded to Ty Rockney of Chesapeake, Virginia, according to a recent press release.
Distributed through the University of the Aftermarket Foundation, the award includes a $2,500 scholarship along with a paid trip to the upcoming North American Council of Automotive Teachers conference.
To be eligible, students must be nominated by a NACAT instructor, maintain a minimum overall 3.0 GPA, are or will be enrolled in an accredited college or university, and must be a U.S. or Canadian citizen.
Rockney first discovered his passion for auto repair in December 2020 upon receiving a 1997 Dodge Ram 1500. As he began researching on how to work on the vehicle by himself, he began to see a career path for himself. He was further inspired by his great uncle, who’s been a technician since the 1970s.
Now, Rockney is a student in the automotive technology program at the Advanced Technology Institute in Virginia Beach, Virginia, and is set to graduate in January 2026. He has plans to pursue a career as an automotive service technician, and to potentially become an instructor or shop owner one day.
Expand Your Shop With Preventive Maintenance
By Mike Bauer, Instructor and Corporate Field Trainer
Are you looking to expand your shop? Is there anything you can implement to boost your business’s profitability to help you toward that goal? Consider your shop’s labor mix.
When holding seminars, my title slide reads: “Repair Shop or Maintenance Shop?” The average “labor mix” is roughly 70/30— 70% repair and 30% maintenance. When I ask this question, most owners will say just that.
Then the question, “Out of that 30%, how many are oil changes and rotations?” OMG! The reaction is priceless. The answer: “Most of that.” Eyebrows go up, and the realization hits. Realistically, it’s not a true 30% of preventive maintenance (PM). That’s not much of a “maintenance program.”
Many of you have worked as techs in a shop or dealership and have been trained to be reactive. Every ticket was a complaint; something was broken. It makes sense when the majority of shop names are something like “Joe’s Automotive Repair.”
The bulk of your customers only come in when something is broken and needs to be repaired. But how much potential profit have you lost out on only doing those repairs?
Achieving a true labor mix of repair work and preventive maintenance might be the financial boost you need. The extra profit that preventive maintenance brings in will alleviate some of the financial burdens of expanding your business.
Missed Opportunity
If the customer just wants a plain “oil change,” do it. But don’t advertise it. Train your customers to understand the importance of preventive maintenance, and make it your norm to offer an oil service that includes more than an oil and filter change.
How Your Oil Service Should Look
• Oil change
• Filter
• Tire rotation
• Fuel and oil treatment
• Ethanol kit
• MPI
Expanding will be challenging if you don’t take advantage of opportunities when they come your way. Noticing these opportunities is a colossal bonus when implementing a 70/30 labor mix.
The OEMs and dealers are giving you a huge gift. Most OEMs offer two years/24K miles of free preventive maintenance.
Once that free PM is gone, so is their customer. They will move on to your shop and be welcomed into your waiting arms.
Your Partner
So, the vehicle is two years old and has 24K miles on it. It’s only had oil changes and tire rotations. It’s up to you to look at what has not been done (and perhaps not even suggested) with the customer’s best interest in mind:
• Tire balance
• Alignment
• Brake fluid service (two years regardless of mileage)
• Battery service
• Wiper blades
• Evaporator cleaning
• Fuel service
• If towing: transmission and driveline/T-case service
Offering preventive maintenance options adds value to your services and quickly adds up. Once you introduce these services, it shouldn’t take long to see a return on investment.
The Path to Expansion
By implementing this true labor mix and emphasizing preventive maintenance services, you can achieve a more balanced and profitable shop, not to mention morale! PM services create a financial cushion that makes business expansion more accessible.
With the additional revenue from a well-rounded service offering, shops can afford to invest in advanced equipment, hire additional technicians, and even expand their physical space.
As a Fixed Ops Director, when implementing any program, there are four boxes that MUST be checked. If checked, NO BRAINER, 90 days goes into effect. If it doesn’t work, toss it!
1. Customer benefits
2. Store profitability
3. Tech benefits
4. Advisor benefits
So, give the “oil service” a 90-day trial. Chances are your results will bump your maintenance numbers in the right direction. You can always fall back on the no-profit, eat-up rack space, bottom feeder, customer standard, plain Jane oil change.
Finally, start thinking like a dealer. Look who trained your customers; they expect the same environment and treatment. I’ve often told many of my indies to advertise “Dealer services at independent prices!”
Mike Bauer (Mikey B) has trained thousands of BG Reps and Service Advisors worldwide. His spirited training has been a major factor in service sales for dealerships, independent shops, and franchises.
HOW AUTO SHOP LEADERS LEAD
A snapshot of five leadership styles in which auto repair shop owners govern
BY CHRIS JONES
Leadership is at the heart of all successful independent auto repair shops. As John Maxwell observes, “The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders, and continually develops them.”
Astute leaders in auto repair shops can elevate their teams in professionalism while unlocking their full potential. Effective leaders drive team cohesion, a spirit of innovation, and enhance customer satisfaction. Every leader has a definitive style. Here’s what respondents of the 2024 Ratchet+Wrench Industry Survey Report said was their method of leading.
COMMON LEADERSHIP STYLES
Direct involvement: 36%
“I get dirty on the shop floor and lead by example”
Visionary: 27%
“I focus on the big picture and inspire my team to succeed”
Hands-Off: 27%
“I trust my team with key decisions and am not afraid to delegate”
Democratic: 20%
“I encourage my staff’s input in decision-making”
Authoritarian: <1%
“It’s my way or it doesn’t get done”
How to Make Your Shop Attractive for Buyers
BY MATTHEW SCHWAB
Matthew Schwab is the multi-shop owner of Clutch Automotive, with six locations in Houston, Texas. Schwab, who has been in the industry for about 12 years, started with a large franchise as an independent shop franchisee. After selling the business, he worked in the corporate office doing in-store performance coaching, new store sales, and helping shop owners exit their franchises. He started Clutch Automotive in 2020 and offers exit strategy tips for shop owners who may be thinking about selling their shops.
As told to Chris Jones
Exiting your business can be a daunting process–whether you’re selling or passing it along to a trusted family member or employee. However, there are several steps you can take to ensure the transition is smooth and that you’re setting up the next leader for success.
The No. 1 thing to keep in mind when exiting your business is ensuring it can operate independently. I like to compare it to sending your kid off to college: you want them to be self-sufficient, independent and able to make decisions on their own. You’ve done your job when they don’t need mom and dad anymore.
The most profitable businesses are the ones that are truly self-sufficient. You want them generating cash flow without your direct involvement. This means using systems, building a strong team, making sure that the business is self-sufficient, having a strong culture that will go beyond you and implementing web-based or cloud-based automated systems, like Tekmetric, that allow the business to thrive without you. All of this can set your business up for long-term success, so the new buyer doesn’t have to start from scratch.
PREPARING YOUR BUSINESS TO RUN WITHOUT YOU
As counter-intuitive as it might be, you will know that your business is set up for success when it can run without you. No. 1 is trust and empowerment. People who micromanage often do so because they’ve had success in the areas they manage closely—whether they’ve worked on cars, sold service or managed other aspects of the business. However, the best owners are the ones who trust their teams. They empower employees to try new or different strategies, which can often be better than the owner’s way. Even if the team
executes 80% of the tasks as you would, a different perspective still opens the door to innovation and improvement. Build a strong team that’s bought into your business and the culture, and empower them to run the organization as if it were their own—that’s the first step.
Step No. 2 is measurement and data. Having data and metrics that define success and reviewing those on a daily or weekly basis allows you to objectively assess your business. The longer you can measure performance, the better—and a digital system or shop management system can help you build your records out even further. By measuring overall performance, you start to work on the business, not in the business. By looking at the business as an asset, you can evaluate its performance, identify necessary teaks, and empower your team to implement changes based on those insights.
MANAGING MONEY MATTERS: EBITDA, DEBT, AND CASHFLOW
EBITDA is a big number a lot of people use to determine valuation, but ultimately it comes down to understanding the cash flow in and out of your shop. EBITDA stands for: Earnings Before Interest, Tax Depreciation, and Amortization. This measurement reflects the true profit of what the business is generating without all the add-backs. I tell owners looking to sell that if they’re heavily involved in the business—using the business credit card as a personal checking account, for instance—they may have difficulty presenting a clear picture of the business’s profitability to a potential buyer.
As for shops with debt, don’t despair. Debt is a valuable tool to help grow, for purchasing new equipment, increasing your profit. This is also key information to review
when it comes to creating a strategy to exit or sell your business—and the earlier, the better. It’s powerful to begin with the end in mind. Ask yourself, “How much do I want to take home when I sell this business?” then subtract any outstanding debt from that amount to measure your progress.
The final key element to consider is cash flow. The bottom line on your tax return not just what the financials say, but what your tax return says. Usually, the multiple is built on top of that. I want to know exactly what that owner is taking home and how much cash is being put in the bank to be able to properly value their business.
KEEP EXCEPTIONAL RECORDS
In addition to finances, you must also maintain your performance records for other aspects of the business. I think the No. 1 thing I see in owners is always thinking their business is worth more than it is. To get a full picture of your company’s worth, you need to have clear data and really clean books. There’s a few professionals that can help you: a good CPA, a good bookkeeper, a third-party business valuation, and a good lawyer. Together, these resources can help you clean your books, create your exit strategy, and even review documents related to the selling process.
Meticulously keeping your records and proactively preparing any documents can also ease the process of selling or exiting your business. When your records are well-organized, the process becomes much easier—you’re ready to present everything to the buyer in a clean and prepared manner. Potential buyers or those inheriting the business can see car count trends, rising ARO and stable gross profit margin—all of which are critical for a successful exit strategy. This preparation, along with observing trends and
According to the 2024 Ratchet+Wrench Industry Survey, 19% of auto repair shop owners polled plan to sell their shop to a private buyer, like Schwab, while 27% said they didn't have succession plans in place.
maintaining detailed records, not only helps in managing your business today but also provides a clear and attractive picture for future buyers or leaders.
INFORM YOUR STAFF
A strong team significantly increases the value of your shop. To ensure you’re keeping the talent you’ve built, keep them involved in the process as much as possible. When it comes to telling your team that you’ve made the decision to sell, I recommend the earlier, the better.
If you love your team and want what’s best for them, you’re going to involve them in that process. It creates a smoother, stronger transition. Owners often fear that announcing the sale will cause their team to leave, but if you’ve built a strong team that has a good culture, they’re going to love and support what you’re doing no matter what— they’re going to be excited for you. Building that camaraderie and preparing them for the transition is key.
GROW THE RIGHT CULTURE
In the long-term, you will want to create a culture of continuity that allows the business to continue even after you’ve left, whether you’re retiring or moving on to another venture. First and foremost, your team needs to care about each other and the work. They should take ownership when presented with a new initiative, and they should be empowered to take the ball and run with it.
Team members who love being together have a whole kind of ethos to themselves— they take care of each other. Growing a strong culture isn’t just about setting yourself up for a successful exit; it benefits the business as well. When your team works together and serves one another, you can sense that in
a business—and so can both your customers and potential buyers.
Additionally, being customer-driven is crucial. For example, when I am working with shops on their exit strategies, I’ll monitor their customer performance through Google reviews. If a shop has high Google reviews, I know the team is committed to the customer and to providing good service. This gives me a great sense of the shop’s leadership and culture, even without meeting the people involved.
CHOOSE THE RIGHT BUYER
What’s more important than money? Legacy. What we leave behind—including our name, culture, and the people we’ve poured our blood, sweat, and tears into—are a testament to the work we have put into building our business. It’s important to vet your options and select a buyer that is going to keep that culture in place, value the way you’ve been managing the business—even enhance the work you’ve already done. A good buyer keeps the core elements intact to build up the business even after the founder or previous owner has moved on.
START TODAY
Developing an exit strategy tailored to your shop’s needs and goals is vital for ensuring a smooth transition and maximizing the shop’s value. Starting the planning process early can allow you to exit on your terms and secure a prosperous future for your shop. By leveraging resources at your disposal, from a great bookkeeper or lawyer to a cloud-based management system, you can create an excellent exit strategy. With a well-crafted exit plan, you can confidently step into the next phase of your life, knowing you have set up your shop for continued success.
Matthew Schwab, owner of a Houston-based shop with more than five locations across its territory, knows the struggles of planning a smooth exit strategy well. Over the last several years, Schwab has grown from one small shop to a six-location business serving customers across the state, and part of his journey has included supporting retiring shop owners in creating a smooth transition to new ownership. Today, he works with other independent shop owners to share his expertise and support them through similar transitions.
info@clutchautomotive.com
Matthew Schwab Owner, Clutch Automotive
Time Bandits (Shop Owner’s Edition)
Do you know all of the unnecessary activities that are stealing your ability to build your business?
BY KATHLEEN CALLAHAN
Last month, we discussed technician time bandits. Those thieves of time are one portion of lost venue for shops. Another big focus area is you, the owner. Here are a few universal areas where time is often lost in industry as well as business in general.
Meetings: Since we’ve discovered we can hold virtual meetings, it seems we get less done because it’s simpler to get everyone together virtually. My recommendation for meetings is to have a clear agenda, invite only the necessary people who can contribute to the agenda items, ask them to come prepared to speak on specific topics, and set a maximum time for the meeting. This is where it becomes challenging, especially at first. Don’t be afraid to use a timer so you and your team can get used to what 3- or 5-minutes of speaking feels like.
Interruptions: There are many ways to lose focus during an average day: email, social media notifications, texts, calls, co-workers “stopping by.” According to a Forbes survey, the average worker wastes 60 hours a month due to distractions, and getting back on task takes about 25 minutes. In June 2022, Forbes published that business leaders waste an average of 3.4 hours weekly on tasks that add no value to their businesses—that’s 177 hours a year, or roughly 4.5 workweeks!
Multitasking: Although many of us believe we are great at it, multitasking extends the time it takes to complete tasks versus tackling each one individually before moving on to the next. Momentum does produce more work and at a higher quality. Multitasking quickly depletes mental attention and resources.
Procrastinating: Putting off tasks for later makes each task even longer than if you dealt with it right away. This is because we think about it more or we reschedule it for another time. Some tools to combat these time bandits that are readily available to you at low or no cost are:
• Using the do not disturb or focus function on your phone, tablet, or even computer. You can set a timer on many of these, so you are able to schedule uninterrupted times and you won’t lose momentum due to distractions.
• Turn off all social media and email notification sounds. When we hear these chimes, our mind associates that ping with a good feeling and it usually triggers a dopamine response that makes us want to pick up the phone and think about what it could be. Easy solution: take a break from those pings! Most devices, especially cell phones, track app usage times. Find that weekly report. I was shocked at how much I was on my phone!
• A game I like to play in my mind is to only touch things once and to try to complete tasks in the fewest number of steps or “touches.” When opening an email, immediately decide if you need to do something, decide something, delegate to someone, or delete it.
• Schedule specific times throughout your day to read emails, and not first thing in the morning. Using filters in your email software to move items to specific folders or labeling some emails will help reduce the time spent reading irrelevant items. Also, unsubscribe from those pesky mailing lists that you don’t want! You can always sign up for them again if you miss their presence in your inbox.
• Meetings and events are tough to get away from (and “no” is a complete sentence). A great filter I’ve had some success with is to ask myself if the thing I’m being asked to do was tomorrow, how would I feel about having to do it? If the answer is anything but enthusiastic, politely suggest someone else who would be a better choice. An additional note on meetings, including vendors who “pop in” to chat: it is not unreasonable to ask these people to choose a day of the week and a window of time, like the cable company does, to speak with you. Outside of those parameters, if they need your attention, they can call, text, or email you to set a convenient time. This should be an exception and not the rule.
• Breaking large tasks into smaller ones can help curb procrastination.
Additionally, setting a time limit on those tasks you want to put off helps get them done. You can do anything for 15 minutes at a time!
• Another great tool you can use is an Eisenhower matrix. My friend and amazing shop owner and instructor, Kim Auernheimer, shared this with me and I love it! You have a sheet with four quadrants that weigh tasks by importance and urgency. Stephen Covey defines importance as how this item contributes to long-term goals or life values and urgency as something needing immediate attention. From the matrix, you can create a quick todo list to find the items that need your immediate attention.
Taking time to track and analyze your time can free you up to do more of what thrills you and lessen the overwhelm we all feel when we feel like we cannot get things done.
Kathleen Callahan has owned Florida’s Xpertech Auto Repair for 20 years. In 2020, she joined Repair Shop of Tomorrow as a coach to pursue her passion for developing people and creating thriving shop cultures. Callahan is the 2018 Women in Auto Care Shop Owner of the Year, nationally recognized by AAA for three consecutive years, testified for Right to Repair on Capitol Hill, and is vice chair of Women in Auto Care. kathleencallahanfl@gmail.com
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THE 2024 RATCHET+WRENCH
Tom Schearer: Purpose, People & Principles
2024 Ratchet+Wrench All-Star Award Winner Tom Schearer has a reputation for elevating people and helping them get what they want
AT AGE 23, young dealership technician Tom Schearer was nearly pushed out of the industry. Had it not been for his old boss, Ken Miller, whom he worked for as a teenager, you may never have heard of him.
... to grow in that position every day.”
These aforementioned qualities make Schearer a true leader.
Miller brought the dejected young Schearer back into his shop, Ken Miller Auto Sales, and allowed him to work in the office. Schearer rekindled his love for the auto care industry, later purchasing the shop from his boss and rebranding it Schearer’s Sales & Service.
Today, Schearer, of Allentown, Pennsylvania, is the 2024 Ratchet and Wrench AllStar, sponsored by AutoZone.
The Ratchet+Wrench All-Star Award is an annual accolade given to the best auto repair shop owner as recognized by their industry peers. It considers the winner’s leadership, business acumen, team culture, community service, and industry impact.
ALL-STAR LEADERS THEMSELVES AND THEIR TEAMS
“The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results.”
- Jim Collins Tom Schearer never aimed to become a widely recognized auto repair shop owner with a reputation for thoughtful leadership.
“It’s something I’ve always struggled with early on,” Schearer shared with Ratchet+Wrench. Yet, after nearly 30 years at the helm, Schearer has become the type of shop owner others admire and turn to for inspiration.
An all-star shop owner combines emotional intelligence, clear communication, and a compelling vision that motivates their entire team. They lead by example, embodying integrity, accountability, and a commitment to ongoing education that continuously enhances the quality of their work.
Equally important is the devoting the time and energy to understanding their team members. Great leaders ensure their staffs feel supported, valued, and motivated to fulfill the promises laid out in the shop’s mission statement.
Lastly, all-star shop leaders are adaptable, navigating the industry’s challenges without compromising the integrity of their work. “Leadership,” says Schearer, “it’s something that I’ve really worked hard on
R+W: What would you say your leadership style is, Tom?
Schearer: I like to say I lead by example but to be honest, I don’t know if that works because in the current role that I’m in, I’m not doing things every day. I look at (things) from another perspective, whether it be the 30,000-foot view, or looking down over things as an outsider, or I put myself into the other person’s place and think about how I would feel. I think that that one thing there has really helped me to grow and change into what I consider a better leader.
R+W: Talk about a time when you struggled with the self-doubt that every shop owner faces and how you pulled through.
Schearer: There’s a number of them, but the biggest one came 15 years ago with the realization that I didn’t have the knowledge to continue to do what I was doing. I got by with hard work and eventually it got to a point where that wasn’t enough.
I was in a tough financial position and didn’t know what to do anymore. So, I had reached out to some different people looking for advice, and I wasn’t getting anywhere. I reached out to a gentleman named Alan Caff. He was the owner of Genesisfour, the computer software management system that I used. I reached out to him one night asking for some advice as far as what can I do. It was 2 a.m. and he responded to me five minutes later. He was like, “Tom, go home, get some sleep. Somebody will give you a call tomorrow.” Rick White was the one who called me the next day. And that was before 180BIZ. Rick worked with Alan at Genesisfour helping Alan’s clients at that time with training and working through some business struggles. He helped me through some really tough times with my business. I owe a lot to Rick.
R+W: You eventually turned to Rick to improve your leadership through coaching, right? What did you learn under the guidance of a coach?
Schearer: We worked a lot to develop better communication. (My) old school mentality was if somebody’s not doing something right, I hold that in and the next thing and the next thing. All of a sudden, something little happens and this poor technician or service advisor, whoever it is, if they do one little thing wrong, I’m exploding because I’m holding in all the concerns and negative thoughts from the last six months. That’s not healthy for me or my team. So, he’s taught me to take a different approach to that, and if there’s an issue, we address it; we talk about it.
R+W: What are some things you do today to grow and improve as a leader?
Schearer: Being coached and working with others.
ALL STAR AWARD
They say one of the best forms of learning is to teach, right? I get Ratchet+Wrench and I read through the articles there and (listen to) podcasts. I’m not a big reader, but I am definitely a listener, so I have lots going on in Audible. I’ve gone through a lot of different leadership books. That’s what I do day in and day out.
R+W: What’s the last leadership book you read and what are you reading now?
Schearer: I’ve been reading up on the EOS system. I read “Dichotomy of Leadership” by Jocko Willink and Leif Fabin. “The Servant” is the most recent one that I’ve read. That’s by James Hunter. It’s basically on the servant leadership style. “The Dream Manager”— sounds kind of corny when you say it, but it’s by Matthew Kelly. It’s a really good book to work through different things that you can do on the leadership side.
R+W: What are some of your favorite podcasts?
Schearer: One I’ve gained a lot of interest in over the last two months is The Leader's Cut with Preston Morrison. It’s a little bit different for me because it’s getting into the spiritual side of things, a kind of a new thing for me, but it just feels right. I enjoy listening to pretty much everything he has on there. Ed Mylett, he’s got some great stuff. The Game with Alex Hermozi.
AN ALL-STAR MINDS THEIR BUSINESS, STAYS THE COURSE
“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” — Jack Welch
All-Star auto repair shop owners show discipline and wisdom in managing their businesses, especially during periods of growth and change. This leader also possesses the foresight to know when to pivot in the face of a changing industry or demographic.
Schearer’s Sales & Service has undergone several significant changes over the years, evolving from a Volkswagen and Audi specialty repair shop that also sold used vehicles and housed a salvage yard. Throughout these transitions, Schearer prioritized data-driven decision-making, removed personal biases against marketing to increase the shop’s chances of success, and seized opportunities for improvement. While the salvage aspect of the business is no longer, Schearer acknowledges his emotional attachment to the vehicle sales side.
“Our main focus is the auto repair side. The car sales, it’s an emotional attachment that I am hanging on to. If it was up to my daughter, Samantha, and probably everybody else in the business, they would have cut that loose a long time ago.”
This understanding of the importance of adaptability and compromise has been key to Schearer’s long-term success and sustainability.
R+W: When you started the shop, what was the auto repair business like?
Schearer: When I started things back in ‘95 when I bought the business, the one word that comes to mind is a lot more manual. There was so much going on—handwriting tickets and looking up the parts in the books. Computers were just coming out ... (and) starting to get popular. There was a lot of time and manual effort involved. We weren’t just automotive repair focused: we sold used cars, we did automotive repair, we sold new parts and used parts, we had a salvage yard. That was something that was different compared to now.
When we walked away from the salvage part and gave up the parts side of things, that was probably in the early 2000s, we decided that we were going to put our focus on service. Even at that point, service was the majority. Service has always been what’s got us where we are.
R+W: How have you led your shop through changing times in automotive?
Schearer: There’s going to be a lot of people that chuckle because it’s not a secret. I’m not a fan of marketing. That’s the thing I handed off to my daughter, Samantha. She takes care of all of our marketing. I think that’s been a big part of it.
When we started in ’95, I bought the business from Ken Miller. We were a Volkswagen/Audi-only shop. As things changed and evolved, we had to adapt to keep the bays full, so we started taking on all makes and models. The way you do that is by marketing, right? So, we got the word out and did
what we had to do to keep in business because you can’t sit around and wait.
In 2014, we moved out of our original location in Mertztown into the outskirts of Allentown. We were around a lot more people, and the business that we bought out (serviced) a lot more domestic, so, we had to adjust our marketing for that. A couple of years later in 2017, we moved over to our current facility we brought from our competition, and they were kind of what we started out as, Volkswagen/ Audi, and they did other Europeans. So, we made the decision when we moved over to this bigger facility, and when we pulled their customer base in with ours, to focus on European. So again, there’s a marketing shift. So, as much as I’m not a big fan of marketing, it’s been huge with getting us to where we are.
AN ALL-STAR INVESTS IN TRAINING AND CULTURE
“A culture is strong when people work with each other, for each other.” - Simon
Sinek
If you were to flip through Ratchet Wrench’s Best Workplaces issues from year’s past, you’d find a common thread amongst the shops awarded that honor: each thrives in a team-oriented environment where every employee feels valued and motivated to deliver their best work. In such a culture, mutual respect is essential—team members support one another, knowledge is shared, and camaraderie is deliberately encouraged. First and foremost, leadership sets the tone.
It models integrity, transparency, and empathy where trust and open communication thrive.
Continuous learning and professional devel opment are also vital. This is why Schearer takes his team to Worldpac STX every two years, en suring they receive top-flight industry training for working on European makes. Schearer un derstands that an educated workforce and a re lationally healthy team drive results and leads to satisfied clients. “Because at the end of the day, if we’re not taking great care of our client, we don’t have a job,” Schearer says.
R+W: How are you building a team that’s ready to face the challenges of the future of automotive repair?
Schearer: We’re preparing for the EV side of things, just like almost everybody else. One of our technicians has dedicated a lot of time and effort into training to be prepared for these EVs beyond the normal services and everything; being able to power them down and learning the in-depth electronic side of it.
We’ve upgraded some of our lifts within the shop. One of them we made sure was a dedicated EV lift so that we could service the batteries that are underneath the whole car.
We have the tooling, the diagnostic stuff. I’m not going to say we’re all in with the EV stuff, but we have a pretty good amount of equipment to do what we need to do. The other big thing we’ve invested in is ADAS. We have the equipment to recalibrate the ADAS systems that come through the
"I’M ALWAYS LOOKING TO BE A BETTER LEADER, TO BE A BETTER OWNER AND MANAGER." - Tom Schearer
door. That’s been a huge help because we all know that’s not going anywhere anytime soon.
In addition to that, it’s just keeping up with the training. I stress to my team that if we’re not training, we’re going backwards. I do feel strongly that I need to lead by example on that front there, so I’m training all the time, whether it’s working with my coach, whether it’s podcasts or different seminars that I’m attending, or industry events. I’m always training. I’m always looking to be a better leader, to be a better owner and manager. It’s important to let the team know that I’m doing that, too.
R+W: You mention the conviction you have for training; do you have a minimum annual training requirement for the team?
We have a policy that we have in place for training is a minimum of 40 hours, recommended 80 hours a year of training. That’s kind of the standard we’ve set for ourselves. We go all in on STX every other year. This was our second year down there. That type of training venue works for our company. (Since) we are European-focused, there’s not a lot of training that we can all get together. Outside of that, we do use systems like AVI, and different stuff through Worldpac and other vendors. But one of the big things we’ve been working on here is bringing trainers on-site to train our team to give us real specific in-depth training. For example, in December, we had Brandon Steckler come up here for two days on a Friday and Saturday. He taught our technicians and a few other select technicians from other shops that we invited in. We had Rick White here teaching us and again a few other select shops different things on the service advisor side. I think that’s one of the biggest things that we’re looking to capitalize on, bringing people in-house to train us.
R+W: There’s a closeness that you have to your team that’s evident. Talk about that closeness. Schearer: I’m really proud of the culture that we have
here. The biggest thing I can say is it’s family. I was so proud when we were down at STX. We snapped a picture when we were on the bus heading out to the airport of everybody and I said, “Here, check out the Schearer’s Fam.” The next day, I go on social media, and I see everybody from our team posting on there saying, “Hey, check us out. Love hanging out with the Schearer’s fam.” My wife, Christy, said it the best: We care about our team, but it’s more than that. We care about their families and their wellbeing as well. It’s that family atmosphere and being here to help and watch them grow both professionally and personally because we want to be a part of both.
R+W: How did that warmth and closeness come about? Is there a story that led to it?
Schearer: It started out with the team-building side of things. We started doing some team-building activities maybe four years ago or so. And I struggled with that in the past. We had some people in place that weren’t the right fit for our company. We accepted it, we tolerated it for a long time. In the end, it was not what we needed as a company. I got myself into some real struggles there mentally. So, we started out with a team-building side of things. It worked for some of us, but not all. I had to make a decision on what we’re going to do here. I made the decision to choose our team, our company, and what was best for me personally. We parted ways with the people that were not a good fit. And STX ’22 came at a perfect time for us because that was just after this happened. We all rallied and got together. That trip there solidified what the company was about. It’s about relationships. It’s about taking great care of our clients. From that point on, we just continued to build on that. With Samantha’s help, every quarter we do a team-building event, whether it’s going axe throwing, we’ve done some local hockey games, local minor league baseball. We continue to get together.
That’s what every set of Duralast brakes is. How does Duralast do it? Reverse engineering. It shows us every material and detail that went into the original so we can make our own version equal to or better than OE quality—without breaking the bank for your shop.
AN ALL-STAR EMBRACES THEIR COMMUNITY
“The greatness of a man is not in how much wealth he acquires, but in his integrity and his ability to affect those around him positively.” — Bob Marley
Without the trust and support of an auto repair shop owner’s community, there would be no business. By supporting local charities, sponsoring events, or donating to causes, true all-stars build strong relationships with area businesses and residents, creating a sense of partnership in community development. These acts of generosity enhance the shop’s reputation, leading to increased customer loyalty and attracting clients who value social responsibility.
For Schearer and his wife, Christy, charity begins within the shop. The couple enjoys meeting with their employees and their spouses to learn about their life goals and ensure they’re well-adjusted outside of work. “We like to get together with our team outside of work, individually and with their spouse, to talk about their personal goals. It’s asking, ‘Hey, are you struggling? Do you want to buy a house? Do you want to take a big extravagant vacation somewhere?’” Schearer explains. Beyond the shop, Schearer is actively involved in his community,
providing financial support and sponsorships to local clubs. “We enjoy being able to support a cause,” Schearer says.
R+W: You have a reputation for giving back. Tell us about your activity in the community and which charities are near and dear to your heart. Schearer: We’ve partnered with the velodrome over the last few years to support and sponsor the Youth Bicycle League to help provide guidance and a platform for them to learn the sport of bicycling. We’ve kind of expanded upon that this year to get more involved with the overall scenario there, not just the youth side of it, but supporting the adult and older riders as well.
There’s a local charity called the Miracle League of Lehigh Valley. We’ve donated in the past, but this year we’ve gotten more involved. We have a few clients who have special needs children involved there.
R+W: Why does giving and supporting your community matter to you?
Schearer: It’s a tough one to explain. It’s more of a feeling. It just makes you feel like—it sounds so cliche—but it makes you feel like a better person. Being able to experience the joy, the appreciation of the people that we’re working with and their family. It just makes you feel good.
AN ALL-STAR UPLIFTS THEIR INDUSTRY PEERS
“Everyone has the potential to become an encourager. You don’t have to be rich. You don’t have to be a genius. You don’t have to have it all together. All you have to do is care about people and initiate.” - John C. Maxwell
Open up Facebook and you’ll see countless posts in auto shop owner groups asking for tips, strategies, and guidance on navigating the auto care business. This is why successful auto repair shop owners must give back to the industry—they have the answers. By sharing their knowledge and experience, they help build a supportive community where shop owners can learn from one another and tackle challenges more effectively. Giving back also enhances the reputation and legacy of the shop owner, positioning them as a leader in the industry and contributing to its long-term success and growth. Schearer recognizes this as his responsibility as a senior statesman in the industry. In mentoring and advising fellow shop owners, he says, “I’m trying to help them get to a more professional level to be able to better service our customers.” Ultimately, by supporting others, successful shop owners help sustain a thriving, resilient, and future-ready industry.
R+W: You talk about how instrumental Rick White has been in coaching you, how have you reciprocated that to the industry?
Schearer: It starts with giving support to other shop owners and other people in the business. I’ve always talked to other shops, and we talked back and forth to help each other where we’ve needed and leaned on each other’s strengths and worked through their weaknesses. I think it started with the encouragement of getting involved with other groups of shop owners. I did some mentoring with the ASOG shop owners’ group with Scott Pelava, I’ve gotten involved with the mastermind that they have there, mentoring other shops who are struggling and getting them to a point where they’re more stable so they can get involved with coaching. Moving on from that, it’s working with Rick to have the ability to mentor some of his clients to help them better their businesses.
R+W: What have you enjoyed about giving a hand up to your industry peers?
Schearer: It’s a joy being able to actually help somebody and not expecting something in return. On the mentoring side, helping somebody who really needs and wants help and seeing the joy they get from the knowledge I can share. If I can help people get through some of those struggles just a little bit faster and make it less painful for them, it’s going to lift up the industry as a whole so they get what they deserve and realize this truly is an amazing profession.
THE GIV ER
Whether it's to customers, to his team, or to charity, Schearer says giving makes him a better person.
CONGRATULATIONS
Tom Schearer, 2024 R+W All-Star Award Winner Schearer’s Sales & Service, Allentown, PA
BG Products, Inc., partners with Schearer’s Sales & Service. Together, we provide high-quality maintenance products and services—increasing shop efficiency, productivity, profitability, and customer loyalty.
Stacey Diaz: A Life of Cars & Community
BY ALISON JOHNSON
Ratchet+Wrench All-Star Runner-Up Stacey Diaz began working parttime for her father’s shop. Little did she know, she would one day be serving the children and even grandchildren of their earliest customers
At age 16, Stacey Diaz began working part-time for her father’s automotive repair shop. Little did she know that one day, she would be serving the children and even grandchildren of her earliest customers.
“I see some of these teenagers walk in today, and it blows my mind that they’re old enough to drive!” Diaz says. “How is it possible? But I feel so very blessed, because success in this industry is all about building relationships.”
Diaz, 53, has co-owned Wayside Garage in Seaside, California, with her husband, Sam Diaz, since her dad retired in 2014. As chief executive officer, she leads a team of 13 that includes her younger daughter Sabrina Diaz, 24, now general manager and chief operating officer. Sam, a mechanic by trade, also serves in an administrative role and is Wayside’s shuttle driver.
The business has two locations on the same street: a main shop, which is heavy on diagnostics for all makes and models, and a second shop focused on electric and hybrid vehicles that opened during the COVID-19 pandemic.
In her three-plus decades at Wayside, Diaz has learned on the job and taken numerous industry training classes. The shop also is part of two Advanced Technology Institute training and coaching programs.
Known for her drive and empathy, Diaz signs off on her emails with a quote from Bobby Unser: “Success is where preparation and opportunity meet.”
“She’s a beast of a woman,” Sabrina Diaz says. “She not only leads by example but is there for you when you are struggling physically or mentally. She listens, understands and encourages everyone to continue with perseverance.”
Wayside Garage originally opened in 1946. Diaz’s father, Pat McDonald, took over as owner-operator in 1986; her mother, Bobette McDonald, was in charge of bookkeeping. At the time, Diaz, the oldest of four
siblings, was a high school student considering a career as a physical education teacher.
But as Diaz helped her parents with office tasks after school, she grew fascinated by the automotive repair business and its required detective work. She can still recite prices for basic services in the mid80s, such as tune-ups for four-, six- and eight-cylinder engines.
“That’s $125, $160 and $175,” she says with a laugh. “What I most learned is running a shop takes dedication but is very fulfilling, because it’s about getting people back on the road so they can take care of their families.”
While Diaz has never worked on cars herself, she has long peppered the shop’s technicians with questions. She also is an ASE Certified Service Consultant and is ASE Certified in Auto Maintenance and Light Repair.
“If I could understand what’s being done, I could explain it to customers in simple terms, so their eyes don’t glaze over,” Diaz notes.
After graduating from high school, Diaz took a few general education classes in community college but quickly decided she wanted to be at the family shop full-time. She worked mostly as a service advisor until Pat McDonald was ready to step aside.
“My husband and I had a heart-to-heart talk (about taking over) and realized, ‘We can’t NOT do this,’” Diaz recalls. “So many customers were like family to me. Where would I send them? We had to do what needed to be done.”
Wayside has been in its 3,200-squarefoot, four-lift location since 2019. Its nearby EV and hybrid shop has a 3,000-squarefoot space split into two sides, one with three lifts and the other used to store cars waiting on parts or extensive repairs. In the future, that area could turn into a detail shop, classic car repair shop or small training center.
Preventative maintenance is a priority for Wayside, as is continuing education. The shop requires a minimum of 40 hours of annual training, often sends team members to conferences and hands-on classes, and holds a weekly staff lunch–Sam cooks–to discuss shop topics.
“Our industry is evolving very quickly,” Stacey Diaz notes. “It’s important for our team to set the bar high for themselves to better care of our customers. My guys are always up for a challenge.”
Diaz’s children spent many hours at Wayside as they grew up. While older daughter Samantha eventually went into the hospitality industry, Sabrina gravitated toward cars; Stacey remembers her helping to replace a radiator at age 16 and the engine on her own 2010 truck at 20.
“I love that she’s willing to get her hands dirty,” Diaz says. “She’s already light years ahead of where I was at her age.” Having another woman in a leadership role is another point of pride for Diaz, who has seen more female students coming for shop tours on school field trips.
Outside Wayside, Diaz has coached youth cheerleading and softball and enjoys camping and beach outings. The business is involved in multiple community projects, including efforts to provide food, hygiene products and behavioral health care to people in need; Diaz also sits on Monterey Peninsula College Auto Technology Program’s Advisory Board.
With Wayside on track to top $3 million in annual sales, Diaz would one day love to open a third location that specializes in either European or Japanese vehicles. And she is passionate about training younger generations of technicians and service advisors.
“We will always need more ‘Heroes of Mobility’, as I call my team, on the job helping people,” she says. “It’s also just a lot of fun.”
Charlie Zlatkos: Embodiment of the American Dream
BY KACEY FREDERICK
As the successful owner of Pleasant Car Care in Massachusetts, R+W All-Star Runner-Up Zlatkos now offers other newcomers the same support that helped him enter the industry
Charlie Zlatkos is the owner of Pleasant Car Care, a repair shop in Watertown, Massachusetts. But before getting to where he is now, Zlatkos had to put in decades of hard work as a technician–often, handling the brunt of the labor solo.
It’s his dedication to offering others the same support he received that has earned him Ratchet+Wrench All-Star Award runner-up status this year.
LIFELONG PASSION
Zlatkos’ passion began when he was just a young boy in Greece.
“I always–from like a baby–just really loved cars. And I love the way mechanics work, basically,” tells Zlatkos. “I used to have–my mother still does today–we used to have trash bags full of those little matchbox cars.”
With Greece’s narrow roadways, motorcycles were popular, and Zlatkos remembers he and his friends having an interest in them. His father–viewing motorcycles as too dangerous–began taking his son to the local auto shop, wanting to still nurture the ambition he saw blooming in his son.
Those visits led to Zlatkos gaining his first job there as a technician. As a teenager, he worked there while attending tech school at night before his family made the decision to move to Massachusetts.
Leaving behind his friends and the culture he knew was a difficult experience for someone so young, but Zlatkos didn’t lose sight of the path he was on. He continued to attend a tech school in the U.S. and gained another job as a technician with the help of his uncle.
ONE-MAN SHOW
The day after Zlatkos and his family first arrived in Massachusetts, his uncle met with him and took him sightseeing around town. Knowing Zlatkos’ affinity for cars, he tried to see if there was anywhere his tal-
ents were needed, but many said no. It was the manager of a gas station and repair shop who ended up giving him a shot.
“He says, ‘Eh, I like the kid.’ That was on Friday, and then Monday morning, I was there working,” remembers Zlatkos.
After about seven years of building his skill set, Zlatkos felt stagnant. It became apparent the business would be handed down to one of the owner’s sons, leading Zlatkos to explore other opportunities. He got a van, supplied it with tools, and went around town to detail cars on the weekends.
After about a year of seeing little growth from his side business, Zlatkos met the owner of a recently opened repair shop. He was looking for a technician, and Zlatkos came on board, beginning what would effectively be a decade-long one-man show.
“I was really the only guy. I (would) diagnose the cars, check in the customers, make the estimates, order the parts, fix the vehicle, test drive it–the whole thing. I was the guy, there was nobody else,” tells Zlatkos.
This went on for over 10 years. Zlatkos got married, had a son, and became focused on his family. As he continued to work solo, he saw ways to improve the business and became inspired to open his own shop.
When he and his wife decided they were ready for a second child, Zlatkos knew now was the time. He approached his boss and told him he would soon be leaving–but he pleaded with Zlatkos to stay.
He offered to sell Zlatkos the business. It sounded like a perfect deal, and would unfortunately be too good to be true. He stayed on for another two years, as the shop owner kept saying he would sell him the business without initiating the sale.
After so much delay, Zlatkos had enough. His wife became pregnant, and he drew a clear line in the sand: when my daughter is born, I’m gone.
And that’s what happened. The day his daughter was born, he quit, and used what
he had saved up to purchase a facility. He was more than ready to finally make his dream a reality.
LEARNING TO LEAD
As a shop owner, Zlatkos had a lot to learn. He received guidance on advertising and customer service from his vendors, which would eventually lead him to meeting an influential mentor: Todd Hayes of Autoshop Answers.
Over the years, Hayes would act as a coach for Zlatkos, offering him insight on the value of customers and employees. Through wins and losses alike, he never lost faith in Zlatkos, and it’s something he still expresses gratefulness for today.
“He would tell me, ‘Okay, you have to do this in order for business to be successful.’ And I was like, ‘Nah, that can’t work’ … So I wouldn’t do it,” tells Zlatkos. “I was afraid, or I didn’t have the guts, to be honest, certain times to do something. And then, thankfully, he stuck with me.”
Embracing what he didn’t know allowed Zlatkos to be more receptive to advice and has shown him the value coaches and teachers have for first-time shop owners.
He’s wasted no time in continuing that chain of positive change. Zlatkos can be found at Autoshop Answers meetings every month, taking the time to answer questions and exchange contact info with shop owners from across the United States, and even some in Canada.
It isn’t something he does just out of generosity, but because he sees the potential for him to continue a domino effect of mentorship.
“If I improve, and then the guy down the street improves, and the guy in another state–well, see now, our reputation as an industry becomes better,” tells Zlatkos. “You can’t change everybody in one day, but little by little you can. So one step at a time, one shop at a time.”
5 THINGS TO CONSIDER BEFORE EXPANDING YOUR AUTO REPAIR SHOP
Two experts, who have launched nine shops between them, give you their shop expansion checklist of things to consider before making the leap
BY LEONA SCOTT
It’s scary to open a new shop. No matter how successful your first shop is and how long you’ve owned it, there is always a risk, and you may have a bunch of questions.
How long before I become profitable?
Will the new team replicate the culture and ethos of the first shop?
Will our Google Ratings take a hit with this new location?
Those questions may even be keeping you up at night. To help put those concerns to bed, we turn to two experts on shop expansion.
Luke Walker owns Luke’s Auto in Colombus, Ohio, and operates three busy locations. His original shop is one of the most successful in the country, bringing in $10 million in revenue annually, and has 32 bays.
Dwayne Myers of Dynamic Automotive recently expanded to his sixth location in the Frederick, Maryland, area, near the Beltway of Washington, D.C., and Balti-
more, Maryland. His first shop grew from two bays, and then he added an outdoor lift, and eight additional bays across the street, bringing its annual revenue total to $3 million.
Both shop owners have a combined 54 years of experience. They share their knowledge and wisdom to guide you if you are considering it.
Here are five key considerations independent shop owners and managers should assess before expanding their operations.
1. Clarify Your Motivations for Expansion
Before diving into the logistics of opening a new location, it’s essential to understand why you want to expand. Myers emphasizes the importance of having a clear and compelling reason beyond just increasing revenue. “If your answer is money, focus on what you have,” says Myers.
He says a more sustainable reason for expansion is to offer growth opportunities
to your team, which can help with recruitment and retention. Providing career paths through new locations for your technicians and other staff members can create a more motivated and loyal workforce.
Walker, who opened his second shop after 14 years, echoes this sentiment. Walker’s primary motivation was that he was running out of space at his original location and creating new growth opportunities to retain his high-caliber team was a top priority.
“Your first shop must be dialed in and highly efficient before starting a second shop,” advises Walker. He says it’s critical to ensure your existing operations are running smoothly and profitably before taking on the complexities of a new location.
2. Do Market and Personal Research
Choosing the right location for your new shop is vital. Both Myers and Walker stress the importance of detailed market
research. Myers recommends driving through potential communities, talking to local vendors, and engaging with the local chamber of commerce.
“Is the community business-friendly?”
“What is the median household income?” are some of the questions you should ask, according to Myers. He learned this the hard way with his third shop, which others told him was in an area touted for growth but was populated by data farms with minimal local employees. He says to do your research and verify rather than unquestioningly trust others.
Walker also conducted extensive market research, focusing on demographics, high traffic counts, population density, and competition. He even used his marketing company, which did direct mail for him, to provide data and insights.
Additionally, he checked the Google ratings of nearby competitors to gauge the market’s competitive landscape. For example, his third location is across from a Firestone store, which struggles with low Google ratings. Walker wants to be an easy, accessible choice when frustrated customers search for an alternative.
Finally, Walker did extensive research through professional coaching and talk-
ing to other shop owners who underwent expansion. He believes in the Proverb, “Without counsel, plans fail. With many advisors, they succeed.”
3. Plan Your Finances and Resources
Expanding a shop requires significant financial investment and resource planning. Myers advises evaluating your business’s economic health and determining how you will finance the expansion. “Before expansion, purchase the building and evaluate how you will finance it. Who will lead the new shop?” he suggests. The financial and logistical aspects of opening a new shop can be overwhelming, from securing permits to managing contractors.
Walker describes himself as riskaverse and emphasizes the importance of being financially prepared. His second shop became profitable within two to three months, while his third was profitable from the first month. This success was due in part to meticulous financial planning and having a robust team in place. He had $150K saved up in case the shop took a while to become profitable. “Savings, leadership, and good staff are crucial,” he notes.
4. Develop and Implement Standard Operating Procedures (SOPs)
Having clear SOPs is vital for maintaining consistent service quality across multiple locations. Myers points out that SOPs help you get off the ground quicker and ensure that each shop operates at the same standard. “SOPs describe exactly how things are done, from coding a return to issuing a credit. They prevent the new shop from constantly calling you with questions,” says Myers.
Walker agrees, adding that SOPs help mitigate decision fatigue and streamline operations. He recommends creating a checklist of shop equipment and maintaining detailed lists, including links to purchase necessary items on Amazon for a new shop. “Our refined list made it so much easier. Decision fatigue is real – delegate, delegate, delegate,” advises Walker.
Both owners mentioned using a Google Doc on a shared Google Drive to share SOPs. Shared access allows teams at all locations to review and update the document regularly.
5. Ensure Strong Leadership and Team Dynamics
Successful expansion hinges on having the right people in leadership roles and staff from the original shop to replicate and foster culture. Myers stresses the importance of identifying who will run the new shop and whether additional team members are necessary. He shares that Todd, a 17-year team member, held the position of New Store Start Up and Acquisition rep. Like Walker, Myers feels putting long-term team members in new stores is critical to maintaining the culture.
Walker believes that planting key personnel from the original shop and moving them into the new location to maintain the company culture and operational standards helped him become more profitable more quickly. However, he cautions against expanding too rapidly, sharing his experience of launching two shops within a year, which he doesn’t recommend due to the stress and strain it placed on him.
Fulfilling your goals of shop expansion can become a reality as seen by the success of Dynamic Automotive and Luke’s Auto. By clarifying your motivations, conducting thorough research, planning your finances, developing SOPs, and ensuring strong leadership, you can set your new location up for solid and profitable success.
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ADDING A PERSONAL TOUCH
How this Ohio auto repair shop delivers exceptional customer service with unique hand-crafted leave behinds
BY TESS OWINGS
Imagine walking out of a shop and into the freezing cold. You sit in the car waiting for it to warm up thinking about all the other ways you would have preferred to spend that money as you shiver. Then, you back your car out and head on your way.
Now, imagine: same shop, same bill, but a friendly staff member checks you out and points you to your vehicle, which has been parked in the front and backed into a space. It’s already warmed up and ready to go.
It makes a big difference, doesn’t it?
“We don’t want your baby freezing in the car!” Lauralee Schmidt says of her shop’s post-repair delivery method.
Schmidt, who co-owns Schmidt Auto Care in Springboro, Ohio, with her husband, says they always go the extra mile for their customers. Whether it’s walking customers out with an umbrella when it’s
raining or helping make sure an elderly customer gets safely to their car, the team does whatever is necessary to make their customers feel as appreciated as possible.
“It’s well known that we’re going to make it an occasion for you to come and get your car,” Schmidt says.
Backstory:
Schmidt came to the shop from corporate America.
“I’m not a tech and I don’t know anything about it,” Schmidt says.
What she does specialize in is the front-of-house duties, such as processes, marketing, and human resources. The shop had always had good customer service, Schmidt says. But when she joined the team, they could really focus on areas that may not have been as fine-tuned as they would have liked.
Problem:
In the beginning, the post-repair delivery process was “messy,” according to Schmidt. “We’d bring a car in and take one out. We were short-staffed and in a hurry!” When more team members were added, specifically Savannah Grise, operations assistant, an opportunity opened up to focus on areas in the shop that may have been a little lackluster.
Solution:
The processes has evolved over the years and continues to, but the current post-repair delivery process at Schmidt Auto Care looks like this:
1. The vehicle is approved to the leave the shop after a quality control process with the techs
2. Technician performs final touches and leaves a business card with a
code for a Google review and the customer care gift of the month in the vehicle
3. Vehicle is brought to the front and backed into a parking space
4. The customer’s vehicle is either cooled or heated to a comfortable temperature, depending on the weather
5. Inside at the desk, the customer is handed a Tekmetric report that can either be printed out or sent to them
6. The customer is then asked if they would like to sign up for their next appointment and are invited to join the shop’s app, which is free to join and can be easily accessed right there though a QR code and allows customers to easily book appointments and earn points
7. Customer is walked out to their vehicle if the weather is rainy or snowy or the customer looks like they may need additional assistance
Aftermath:
Schmidt says the shop used to average roughly one Google review per week, and now the shop has at least three with a push for five to seven.
“When Savannah came, she had so many ideas that were amazing,” Schmidt says. “She makes it easy to leave a review wherever you want.”
The delivery procedure makes the customers feel good about their experience
up to the very last minute, which makes a big difference in customer satisfaction and retention and helps with word-of-mouth referrals.
Takeaway:
There are seven or eight shops within a two-mile radius of Schmidt Auto Care.
“We have to do something different to set us apart,” Schmidt says. “Why should you come to me?”
Schmidt explains that she’s aesthetically driven and, in an industry that’s not exactly known for its beauty, she tries to create beautiful moments.
“It feeds my soul. I like to get gifts, why not?” Schmidt says of their post-repair procedure.
For shop owners who don’t feel it’s worth the time or the energy, Schmidt says to get creative and put thought into it. Not everything costs money. QR codes and backing into a space, for example, are free and can make a world of difference in winning over a customer.
“Think about how your customers feel at the counter. They’ve given you a lot of money. Make them feel good in some way. Make them smile,” Schmidt says.
That takes the exchange from transactional to building a relationship, Schmidt explains.
Be careful, though, once you commit, your customers will come to expect it, which is a good thing.
“It keeps you at the top of your game.”
SMALL GIFT, BIG GESTURE
A small token of appreciation can make the world of difference in auto repair
Savannah Grise, operations assistant at Schmidt Auto Care, shares why the shop started giving monthly customer gifts and her inspiration behind the popular tokens.
Why did you decide to start doing monthly gifts?
I decided to do monthly gifts because auto shops are not typically known for their customer service, but that is something we strive for here at Schmidt Auto Care. That’s why I work directly with people, I love giving the best service that I can give. A small gift for a customer to see when they hop in their car is a big gesture and it makes people feel good.
Where do you get your ideas from?
Lauralee and I brainstorm them. Typically, I just think of something that would be useful for the month we are in, depending on the season. Pinterest is always a great place to get some ideas and build from there.
What’s been your favorite gift idea?
This past December, I built hot chocolate Mason jars for our guests. I had a lot of fun with that. It took me a few months, but it was worth it. I think those are still my favorite. However, we did decide to give out succulents this past May, and I really loved that gift as well. Both of these were probably our biggest hits.
Why do you feel like customer gifts are a good idea?
I think it is a good idea because you are showing the guests that you care, and that you are willing to go the extra mile for them. This means a lot in today’s world; it can be really hard to find good, genuine customer service. I definitely think it pays off; our guests appreciate it, and we also get a social media shoutout every few weeks and any online recommendations and shoutouts are always beneficial. It definitely pays off in the end, even if it just leads to word of mouth.
Savannah Grise
Lauralee Schmidt
Retirement: Leave Yourself Options
You may not be thinking about the day it’s time to exit your business, but you should be—now
BY R. “DUTCH” SILVERSTEIN
Start with the end in mind. When mentoring fledgling shop owners, I often tell them we must start with the end in mind. I want them to tell me what they imagine their company will be next year, and then ten years after that right up until their retirement 30 years hence. In all that time, very few actually had a legitimate retirement plan in place. We Americans are not that great at planning and saving for retirement. Depending on the source referenced, over 40% of retirees rely solely on their social security income.
When I began my career, I had many ideas about what my retirement was going to look like. I knew the source of my income and my projected expenses. None of those ideas worked out as I had envisioned: none. It wasn’t due to a lack of planning either. I always left myself a back up, and I lived very modestly. I’ve only owned one new car in my life, and it was a 1988 Honda Accord. My grandparents used to say an old Yiddish Proverb: “Der mensch trakht un Got lakht” which translated means “Man plans and G-d laughs.” Little did I know how right they were.
My first plan was to retire from the airline I worked for 20 years. Mandatory retirement age for pilots was then 60 years old. The retirement plan was a Defined Benefit Plan where retirement payments are guaranteed by the Pension Benefit Guarantee Corporation (within some limitations). While working there the airline declared bankruptcy (twice) and that money was gone.
Strike one.
The airline gave us pilots a choice: surrender the retirement fund to the PBGC or they would liquidate the airline, not reorganize—liquidate. The DB plan became a DC (Define Contribution) Plan where contributions to retirement accounts are made without any guarantee. Lovely. I still had hope though because President George W. Bush signed legis-
lation raising the retirement age for pilots to 65. Cool, I could work five years longer than I had planned and make some of the money back that was surrendered to the PBGC during bankruptcy. I could retire with a reasonable nest egg. Not champagne and caviar, but not Ramen noodles and two-buck chuck either. That was until the Leukemia scare and the revocation of my medical certificate.
Strike two.
My license to fly was still valid, but I couldn’t exercise it’s privileges without a valid medical certificate. No flying, no flight pay, no duty pay only a small disability check to cover the mortgage. Time to pivot, again. Fortunately, I had started my auto repair business as a backup plan out of my garage and then moved to my friends shop where I rented a bay. He was a one man operation, so it was perfect. I worked seven days a week for nine years only taking time off if I were sick, sometimes because of the chemo. I was slowly building a real business. Things were looking up until he decided to put the business up for sale.
Strike three.
I was blindsided. I never expected that. I had a choice: I could buy him out and rent the building or start over again at 45 years old. I chose to invest in myself. I leveraged the equity in my house and I bought the business. Over the next few years, I hired some employees and began growing it. I was able to buy the building and come up with another retirement plan that left me with options. When it was time for me to retire I’d: 1) sell the property and business and walk away with a tidy sum, or 2) I’d keep the property and sell the business collecting rent as an income stream or, my last choice, the choice I hated 3) sell the building and liquidate the business. Sounded like a plan and then “Got lakht.”
COVID hit and I postponed my plans for three years, figuring I’d retire when I’m 68—except somebody made an offer on the property that I couldn’t refuse. I performed a business evaluation, hired a property appraiser, and countered with the figure I wanted, confident I would be told to go pound sand. Surprisingly, the buyer accepted. I was lucky, I made some good choices, and it worked out. The sad truth is that’s rare. According to Steve Forbes, 80% of businesses don’t sell.
Moral of the story: Leave yourself options but start planning now. Don’t wait until it’s too late.
R. “Dutch” Silverstein, who earned his Accredited Automotive Manager Certificate from AMI, owns and operates A&M Auto Service, a seven bay, eight lift shop in Pineville, North Carolina. Dutch was a captain for a major airline earning type ratings in a variety of aircraft including the Boeing 767/757, 737, 200, 300 and 400 series, Airbus 319/320/321, McDonnell Douglas MD80/DC9 and Fokker FK-28 mk 4000 and 1000. After medically retiring, he transitioned his parttime auto repair business into a full-time occupation.
dutch@dutchsgarage.com
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