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ONTROLINFORMATION ons: 2016 MY with
ents
BY TODD KORTEMEIER
LINDSEY GAINER
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EDITORIAL
VSRG
Director
Leah Marxhausen Special Projects Editor Contributing Writer Contributing Writer Contributing Writer Contributing Writer
Todd Kortemeier Contributing Writer
Contributing Writer Contributing Writer
Elisabeth Sobzcak Contributing Writer
Contributing Writer
EDITORIAL ADVISORY BOARD
Mundy’s Collision Center
Jordan Beshears Steve’s Auto Body Collision Advice
Certified Collision Works
Andrew Johnson Publisher ajohnson@endeavorb2b.com
Mattie Gorman-Greuel Associate Sales Director
Director of Business Development
Account Executive (National Accounts) djohnston@endeavorb2b.com
Account Executive (National Accounts) mdyal@endeavorb2b.com
Account Executive (National Accounts) chjellming@endeavorb2b.com
Account Executive (National Accounts) lmend@endeavorb2b.com
Account Executive (National Accounts) austinm@endeavorb2b.com
Account Executive (National Accounts) kshaw@endeavorb2b.com
Sean Thornton Account Executive (National Accounts) sthornton@endeavorb2b.com
ART AND PRODUCTION
Mariah Straub Production Manager
Jen George Ad Services Manager
Mitch Bradford Art Director
ENDEAVOR BUSINESS MEDIA, LLC
CEO Chris Ferrell
COO Patrick Rains
CDO Jacquie Niemiec CALO Tracy Kane
CMO Amanda Landsaw
HOW TO REACH US
OUR INDUSTRY HAS THE BEST PEOPLE
Remembering Bob “Cowboy” Smith, and reintroducing Mike Anderson’s column
INSPIRATION TO WRITE a monthly column does not always come easily. For this column, I knew weeks ago I wanted to highlight that Mike Anderson is once again writing a column for FenderBender. But as a theme, what else could I write?
Unfortunately, my inspiration for this month’s topic hit Friday, March 20, when I found out a longtime industry friend, Bob “Cowboy” Smith, had died at 82 on March 18. Bob, along with his wife, Margo, was one of the collision repair industry’s leaders who welcomed me with open arms when I started regularly attending the monthly meetings the Society of Collision Repair Specialists held in the Kansas City area. Forgive me for a fuzzy memory, but I believe it was the Kansas City chapter at that time, over 25 years ago, and it later expanded to become SCRS Mo-Kan (Kansas and Missouri are now SCRS affiliates under the Kansas Auto Body Association and Missouri Auto Body Assocation.) Bob — who at the time ran Storm Appraisal & Management Services with Margo, was ever-present at these gatherings and advocated for the collision repair industry on the national stage, including with SCRS. Bob was a Facebook friend who, as a former successful drag-racer and lifetime enthusiast, was quick to dig into his contacts when I was a freelancer writing an article on drag-racing engines five or six years ago. I’ll miss seeing his posts and witty comments. Our industry has the best people. Admittedly, I’m biased, as I’ve spent most of my working life in the industry in some fashion. Mike Anderson, owner of Collision
Advice, is another one of the industry’s best people, someone one can count on for insight, wisdom, and who is a tireless booster of numerous local and regional educational events across the country, where he donates his time and travel expenses to lift up the industry. And we are grateful to have not only his team’s partnership with our Best Repair Planner/Estimator award, sponsored by the Ford Certified Collision Network and OEC’s RepairLogic, but to welcome him back to FenderBender as a columnist.
JAY SICHT EDITOR-IN-CHIEF jsicht@endeavorb2b.com
COLLISION REPAIR’S COMPLIANCE BURDEN
HOW DO YOU MANAGE SAFETY, human resources, and environmental regulations?
Wayne Curtis, CEO of KPA, has over 20 years of firsthand experience working with collision centers and auto body shops to help them balance compliance with the challenges of focusing on daily operations. KPA provides safety management and workforce compliance software and services for a wide range of businesses.
“Compliance is an operating discipline,” Curtis says. “Shops that do compliance well not only protect their techs; they reduce their costs, they reduce their risks, and they run a better business.”
Curtis explains the reasons why although the Trump administration has softened certain safety and environmental regulations, now is not the time to grow complacent.
Some highlights: The collision repair industry’s scrutiny is triggered by real-world events including employee complaints, injuries, exposure concerns, and community concerns. “You also have state environmental laws, and many locations are in OSHA State Plan states as well, which are at least as strict as — if not stricter than — federal enforcement,” he says. Find CollisionCast on your favorite platform, or scan the QR code.
CUSTOMER PAY
STRATEGIES
INCREASE REPAIR NUMBERS
Amid difficult economic pressures and rising insurance premiums, three collision repair shop operators share how they educate customers on financing options and tools to afford repairs.
By PETER SPOTTS
COLLISION REPAIR SHOP CUSTOMERS face increasing stress from rising insurance premiums, increasing chances of total loss, and economic struggles. A recent panel discussion pointed to the need for shops to embrace opportunities to aid customers as they navigate the costly decisions of getting their vehicles repaired.
Andy Tylka, Kyle Bradshaw, and Paul Sgro discussed customer pay work during the 7th Annual Positivity Summit on February 6. Hosted by Dave Luehr, founder of Dave Luehr’s Elite Body Shop Solutions, and Ryan Taylor, CEO of Body Shop Booster, the Positivity Summit seeks to provide fresh ideas for the industry each year. This year’s event featured more than 50 shop owners, experts, and industry leaders during the seven-hour virtual event.
Tylka, owner of TAG Auto Group in Indiana, said auto insurance premiums have increased 64% over the past five years and, with policy shopping almost at an all-time high, shops need to ask what they can do to help their customers. Shops can educate customers on options that wouldn’t increase premiums from filing an insurance claim, such as paying out of pocket or financing tools.
“I personally love the financing tool,” Tylka said. “Our customer pay ratio increased 30% just in the past six months, and that’s pretty huge because what we’re doing is we’re introducing the customer to financing. It reduces financial anxiety for the customer. It’s not just pushing debt; it’s reducing that friction between the customer and our body shop and them repairing the car.”
Instead of paying with a credit card, financing is a helpful tool for customers, he said, particularly when additional damage is discovered during repairs that was not part of the initial estimate. Paying with cash or a credit card might be more difficult for an increase in the bill the customer wasn’t prepared for.
“With financing, I like it because the customer gets approved for a certain dollar amount in the beginning. That means it’s not as much of a shock when we’re increasing the estimate if needed, because they are signing up for spreading out their payments throughout a certain amount of
time and it’s not that big of a visual shock to them when there is an increase in the repair,” Tylka said.
Luehr asked about what financing tools the panelists use to help customers get approved or find interest-free options. CCC has partnered with the financial technology company Sunbit to allow repair shops to offer flexible payment options to customers for no additional CCC subscription cost. Tylka said TAG uses Skeps Financing; TAG pays a percentage of each repair, which makes it easier for the customer to get accepted for the financing. Paying the fee also helps the shop negotiate lower interest rates for customers, potentially reducing a 40% or 50% rate down to 15%.
“I know that’s kind of the challenge in the industry right now is actually getting customers approved for financing.” Tylka said. “So, with us paying a certain portion of that repair or that fee with the financing company, they’re able to open it up a lot more to a lot more potential customers that might not be getting approved normally for it.”
Bradshaw, director of fixed operations for K&M Collision in Hickory, North Carolina, added that it’s important for shops to know their state’s general statutes and administrative code. In North Carolina, there’s a premium increase cap, and shops can provide that insight to customers.
“So, if it’s someone that’s looking at paying $10,000 or $20,000 out of pocket versus what that’s going to do to their premiums over the course of three years, it’s just helping them understand really all aspects of it and what all goes into it,” he said. “As opposed to just saying, ‘Hey, I want to pay this out of pocket,’ and write them an estimate and send them all down the road.’”
Bradshaw said they take a patient, transparent approach. They emphasize to their
customers that they are not the cheapest option and explain everything required for a quality repair. He feels potential customers are looking for a personalized experience that shops have trended away from during COVID-19, when work was bountiful and interactions were transactional. Customers are shopping around to find the best price and it’s on the shop to sell the importance of other elements of the repair beyond just the bottom line.
“I think when people hear price-shopping or things like that, it automatically assumes that you need to be competing on price, and we don’t do that,” he said. “[We] kind of lay that out for our customer, explaining the difference in what they’re going to get from us and maybe some of the blind spots on if they do go elsewhere, comparing apples to apples, so to speak.”
Sgro, owner of Lee’s Garage in New Jersey, echoed Bradshaw’s emphasis on transparency. He said customers shopping around will ultimately choose the shop that makes them feel the most confident with what they’re going to do and makes them feel they’ve been honest and upfront. He stressed that repairers like himself, Tylka, and Bradshaw are driven by wanting to do the right thing by helping people and providing them with a safe vehicle.
“I think if [customers] see that and they understand that, that’s where the value comes in and choosing a facility that’s going to do the right thing for them, giving them the right information and the right tools that Andy talked about with the financing and the things that we do to give them those options,” he said. “I think if we give them those options and they can lay it out and look at it, they’ll make the right decision that they feel comfortable for their family and their financial situation.”
LIGHT HITS
WIN MOST INFLUENTIAL WOMEN WINNERS TO BE HONORED AT ANNUAL CONFERENCE
The Women’s Industry Network the 2026 Most Influential Women Award recognizes and honors women whose career achievements have enhanced the collision repair industry. The recipients are:
• Angie Babin, vice president, OEM Partnerships & Strategy, Caliber Collision
• Brandi Brydges, director of operations, ACX (AutoCanada Collision Centres)
• Jeanne Esquivel, North American Business Development and Customer Delivery Technology leader, Entegral, powered by Enterprise Mobility
• Kena Dacus, shop owner, Dacus Auto Body & Collision Repair
The Most Influential Women honor was established in 1999. Winners are chosen by an independent selection committee comprised of industry professionals that selects award recipients based on established criteria.
The winners will be recognized at a gala to be held during the Women’s Industry Network 2026 Annual Conference in May.
MOTOR AGE TRAINING BECOMES AN OFFICIAL ASE TEST PREP PARTNER
EndeavorB2B is proud to announce that Motor Age Training has become an Officially Licensed ASE Test Prep Partner. This designation reinforces Motor Age Training’s leadership in technician education and its commitment to aligning with the gold standard in automotive service certification.
“We couldn’t be happier to serve as the industry’s initial Officially Licensed Test Prep Partner,” said Michael Willins, Director of Business Development for Motor Age Training. “This partnership gives us a direct connection to the ASE style guide review process, to help us even better align our library of study guides and practice tests with the content presented on the certification exams.”
ASE’s newly launched Test Prep Partner initiative helps automotive students and technicians identify high-quality test preparation materials that align with ASE certification exams. Approved partners are formally reviewed to ensure their content supports preparation for ASE exams.
I-CAR HONORS INSTRUCTORS, WELDERS, AND EXCEPTIONAL CONTRIBUTORS AT 2026 CONFERENCE
I-CAR’s 2026 Volunteer & Instructor Conference is dedicated to the individuals who power I-CAR’s training mission. The event in Orlando, Florida provides an opportunity to connect, share insights and align on the future of collision repair education, workforce development and technical excellence. Instructor sessions focused on grading alignment, event execution, demonstration and feedback techniques and digital mastery tools — providing practical frameworks to elevate training delivery. Volunteer programming addressed key industry developments, including legislative updates impacting CREF fundraisers, the Registered Apprenticeship Program, and the introduction of a new CREF Donation Exchange Portal.
I-CAR also celebrated the instructors and volunteers who exemplified excellence in collision repair training throughout 2025. The Lon Baudoux Instructor of the Year Award recognized educators who have consistently
delivered high-quality training experiences across the country:
• Northeast: Evan Bieber
• North Central: Ken Kempfer
• South Central: Calvin Cornehl
• Southwest: Gary Lutz
• Northwest: Jeffery “Jeff” Chillemi
The Johnny Dickerson Welding Award, recognizing instructors who demonstrate outstanding commitment to the craft, was presented to:
• Northeast: Nick Saltamanikas
• South Central: Garry Briscoe
• Southwest: Joe Velasquez
• Northwest: Josh Van Heel
Additional honors were presented to those who have made exceptional contributions to I-CAR’s mission:
• Horizon Award: Todd Bonecutter, recognized for his emerging I-CAR leadership and dedication to advancing the industry
• Circle of Excellence Award: Gary Opferman, representing the pinnacle of instructional excellence across all regions
• Founder’s Ring: John Melendez, honored for his outstanding and enduring contributions to I-CAR and the collision repair industry
I-CAR VIA JULIA DEPILLIS, VAULT COMMUNICATIONS
Founder’s Ring John Melendez was honored for his contributions to I-CAR and the collision repair industry.
Take the complexity out of parts procurement with Orderly™ by PartsTrader®, the next-gen AI-powered platform. Built with repairer inputs, Orderly seamlessly integrates with your existing estimating software and connects every shop with a trusted network of preferred and verified parts providers, while ensuring compliance through integrated DRP guidelines. This user-friendly platform streamlines workflows, reduces cycle times, boosts margins, and offers transparency at every step. It’s the future of parts management. And it’s Orderly. To learn more or request a demo, visit myorderly.com.
ARE YOU REPAIRING EV s?
THIS MONTH'S EV REALITY CHECK article examines the state of EV collision repairs. The lesson from that article is whether it happens in the next year or the next decade, EVs are going to continue to gain market share. But the challenge for collision repairers is deciding how to prepare without overextending their businesses.
tomobiles are on the road than ever before,” said Ryan Mandell, Mitchell’s vice president of strategy and market intelligence.
hybrids (MHEVs) came in at 4.82% and plug-in hybrids (PHEVs) were at 0.89%, a 20% and 6% year-over-year increase, respectively.
Year after year, EV repairable claims continue to rise, according to Mitchell's Plugged-in report (mitchell.com).
“Even as BEV adoption slowed in North America last year following the end of government tax incentives, the auto insurance and collision repair industries still saw
Sales of new battery electric vehicles decreased slightly last year in the U.S., by 2%. Meanwhile, repairable claims climbed 14.1% from 2024.
Last year, BEVs represented 3.07% of all repairable automobile claims in the U.S., up 14.1% from 2024. Last year, BEVs represented 3.07% of all repairable automobile claims in the U.S., up 14.1% from 2024. Meanwhile, mild
Claim costs for BEVs decreased 5% in the U.S. in 2025, dropping from $6,707 in 2024 to $6,395 last year. Claims severity also decreased slightly for ICE vehicles ($5,176 in 2024 vs. $5,105 in 2025) and PHEVs ($5,759 in 2024 vs. $5,628 in 2025) while jumping 4% for MHEVs ($4,865 in 2024 vs. $5,054 in 2025).
These figures are from Mitchell's Plugged-in report.
PARKWOOD COLLISION AUBREY
By Peter Spotts
Parkwood Collision opened its second location at the end of November. Although both are greenfield facilities, the operators learned many lessons since the first shop opened eight years ago in planning the latest in Aubrey, Texas.
Collision Director Tim Flores says Parkwood Collision Aubrey — about an hour north of Dallas — was designed with a completely different layout to improve productivity and streamline workflow through the shop. Parkwood Collision Frisco’s paint booths are nearly centered in the main production area, leaving no ability to drive through and around the shop.
“The biggest challenge in that location was where the paint booths were laid out,” Flores says. “Aubrey is different because the paint booths are more toward the back of the shop. We made a flow to where you can just drive in one side and straight out the building on the other, or you can drive right back into the production space.”
The main side of the Aubrey facility features three bay doors to drive vehicles in and out. The first door is an oversized roll-up door for parts and is large enough to accommodate delivery trucks. The other two doors are the main production bays. The paint shop also has a bay door, so a vehicle could go straight outside from the booth or go back into the production area.
“You can go right or left into the paint shop,” Flores says. “So, you can pull in the back of the booth, or you can pull in the front of the booth and just create a loop.”
The shop has three paint booths from Garmat, including one that’s oversized for lifted trucks and big vans. It’s a key component of the shop, as Parkwood Collision has an OEM certification for Rivian Fleet and repairs Amazon vans in addition to 10 other OEM certifications.
“We are Rivian-certified in Frisco as well, but not Rivian Fleet,” Flores says. “Our plan was to capture the Rivian certification here in Aubrey as well, but
Photos Courtesy of PARKWOOD COLLISION
we wanted to add fleet to the equation; it’ll allow us to capture other types of fleet vehicle repairs, not just the Rivian Amazon vans.”
Flores said they prefer OEM certifications over the DRP model because they believe proper OEM training throughout the shop produces better repairs and shop culture. Parkwood Collision has also partnered with I-CAR for its Registered Apprenticeship Program to build healthy relationships with local schools and train future technicians.
The facility uses Challenger two-post lifts and a Mohawk two-post 16K lift for fleet vehicles or EVs; Hunter Engineering alignment machines; a Celette frame bench, measuring system, and universal jig system; Autel IA700 for ADAS calibrations; and Robinair A/C machines . Pro Spot rounds out the shop’s equipment list, including the SP5 MIG welder, I5S spot welder, PR5D rivet gun, fume extractor, dent pulling tower, and aluminum, steel, and glue dent pull station.
“Pro Spot makes outstanding equipment all around,” Flores says. “There are other companies that make good stuff, too, but we wanted a streamlined look in this facility. We wanted it to look and present a certain way, and we felt like Pro Spot was the way to go with that just based on reputation.”
The new location is in a rapidly growing area off Highway 380. That drove the decision to build a brand-new facility, and Flores is excited about showing customers what they can do.
“As a company, our slogan is ’Commitment to quality,’” he says. “Any employee who touches the vehicles is accountable for a section of our quality control sheet, which must be filled out and checked off after a certain operation is completed. Safe and proper repairs are important to us and having the correct technicians and processes eliminates errors and mistakes.”
Data: Friend or Foe to a Collision Repair Center?
In a complex, data-driven collision repair landscape, independent shops must leverage accurate data to stay competitive and profitable.
“By leveraging the power of quality data, businesses can make informed decisions, identify new opportunities and stay ahead of the competition.” — Forbes magazine, April 2023
I recently read CCC’s Crash Course quarterly report. I had to stop and ask myself, “Why should I take my valuable time to read this insurancebiased information?” As I am writing to collision repairers here, most know that the information providers are quick to listen to insurers and MSOs, but the independent shops’ voices are given little to no value. A perfect example was the blend study done by SCRS back in 2022. SCRS did their absolute best to make the time study as independent and accurate as possible. They even involved the five major paint companies and I-CAR. The results were obvious, that to blend a panel vs refinish a panel required on average 131% of the refinish labor time of a new undamaged panel. It’s interesting what has happened even in the last 12 months, even with CCC. Now, when you enter to blend, say, a fender that was 2.2 hrs. refinish time, even if you don’t alter the time, it now leaves an underline under the labor time 2.2 and an asterisk * off to the left side of the line. Then on, say, an Open Shop assignment, anything less than a 50% reduction, the Advisor in CCC might state ‘Two-Stage Blend Time Exceeds 50%.’ By design, the system is built for insurers to have the advantage in this war/game of who keeps the insured’s premium dollars.
Here’s the deal, shops: we are in a battle with insurers. When all the estimating systems went to the cloud 10-12 years back, our data was no longer privy to us. The estimating systems then, in turn, just hand over our data to insurers to find ways to keep rates suppressed, deny operations, and cut labor times.
Now back to the CCC report. In 2013, about 14% of vehicles totaled, and in 2025 about 23% of vehicles totaled. Understand this: in Copart’s earnings call Fall 2025, they basically stated they’re in direct competition with body shops to total cars and detour them from being repaired. Insurers and Copart share this data daily.
So, with all these adversaries at war against us, should we just become depressed and lose
hope? OF COURSE NOT. There is still very good money in late-model collision repair! Now, let’s get to work. “In a world of more data, the companies with more data-literate people are the ones that are going to win.” — Miro Kazakoff, senior lecturer, MIT Sloan.
The Crash Course report stated that the TCOR (total cost of repairs) grew from $4,700 in 2024 to a not impressive $4,768 in 2025. Do you know where your TCOR is for your shop? If not, you better set your rear down and figure it out in your management system. Put it on a graph and see how you’re trending. Most independent shops know that in 2025 you couldn’t properly fix a car for $4,768. With OEM procedures and OEM parts and calibrations, that’s impossible, unless maybe you’re willing to donate your labor for free. Let’s say TCOR for your shop is $6,800.
Now, you must ask yourself, “What does it take to get to a TCOR of $7,000 in the next three months?” One obvious way is to stay laserfocused on labor average hours per R.O. If you don’t know what that is, either, it’s time to set that rear down again and find out! The Crash Report states the DRP average hours per R.O. was 27.6 in 2024 and 26.7 in 2025. With vehicle complexity on the rise, how could this number have been at 27.6 and then gone even lower? Basically, the MSOs are racing to the bottom to stay at the top of insurers’ referral lists. Who cares what the MSOs are doing, right? If your shop is at 38 hours, it’s time to trend for 40.
Now let’s talk about cycle time (CT) data. CT for DRPs went from 15.3 days in 2022 to 11.7 days in 2025. Some of you are saying CT is an insurance metric, and I couldn’t care less! Well, if you’re always booked out three to four months, then ok. If not, you had better start caring. You must ask yourself this: “Why would a consumer use my shop over, say, an MSO, if I am the highest-priced shop around and have terrible cycle times?” You must start tracking your CT! Consumers are willing to pay a premium, but it must coincide with speed!
To summarize, I think Mark Twain said it best: “Data is like garbage. You’d better know what you are going to do with it before you collect it.”
GREG LOBSIGER
Greg Lobsiger has owned Loren’s Body Shop in Bluffton, Indiana, for over 23 years. He has been a member of Mike Anderson’s groups for ten years and had extensive lean manufacturing training.
EMAIL: greg@lorensbodyshop.com
ARCHIVE: fenderbender.com/lobsiger
MEETING THE TECHNOLOGY MOMENT
AN OPEN MIND WITH A SKEPTICAL EYE IS THE RIGHT MINDSET FOR EMBRACING NEW COLLISION REPAIR TECH. BY
TODD KORTEMEIER
COURTESY OF CHRIS HUDSON/YOUNG COLLISION CENTER
With the advancement of technology, shop owners these days may be feeling a bit like Sheriff Ed Tom Bell in the 2007 film “No Country for Old Men.” The old sheriff, in the face of a threat unlike any he’s seen before, seeks out his uncle and retired lawman, Ellis, for advice.
“You can’t stop what’s coming,” Ellis tells him. “It ain’t all waiting on you. That’s vanity.”
But if you don’t want to take an old, fictional, Texas sheriff’s word for it, how about the word of another Texan? Shane Hollas is the owner of a Maaco location in Rockwall, Texas. His message is essentially the same, but more specific to what we’re talking about.
“Technology’s coming,” says Hollas, “no matter if somebody wants it or not. And those that will embrace technology will be successful in the future, and those that don’t are going to either be out of business or trying to play catch up.”
That technology that is most prominently coming for shops — and all other industries, as well as daily life in general — in 2026 is AI. AI has wide-ranging applications in collision repair, from customer service to blueprinting. But it’s far from the only piece of tech that shop owners are thinking about integrating into their businesses. Whatever the technology, these decisions are never easy. Change can be scary, but is always necessary, as shop owners and tech innovators can both attest to.
Welcoming the Robot Overlords
Hollas knows of what he speaks. In addition to being a shop owner, he has a technology and engineering background, and even founded his own tech-forward automotive supplier, Black Wolf Technology. Black Wolf’s flagship product, at least for now, is a robotic painting arm. Looking very similar to the kinds of robotic arms you see on automobile assembly lines, this one brings many of the same positives: automated precision, better efficiency, and fewer errors.
Right off the bat, let’s address one of the biggest concerns with new technology: Is this going to replace employees? And, is even the threat of being replaced enough to
unsettle the harmony of the shop environment? To the first question, the short answer is no, your shop cannot be fully automated by a Jetsons-like fleet of robots — not yet, anyway. Hollas looks at technology as augmenting the work that humans do, which leads into addressing the second question. It’s important to communicate the benefits of new technology and the ways in which it makes everyone’s life easier.
“The robotic technology and a lot of these technologies, they’re allowing the human to get more done in a more accurate way with a better quality of life,” says Hollas. “And to me, that’s one of the big goals. If I can use technology to get a better deliverable and happier customer with also a happier employee, because I’ve improved their quality of life, I think that’s what technology is there to do.”
Ogden, Utah’s Young Collision Center is also utilizing the power of robotics, in their case an automated ADAS calibration system from Kinetic. Calibrations are notoriously tricky and subject to many variables, which this automated solution largely eliminates through a level of precision that humans can’t replicate. Collision Director Chris Hudson says that the positives of the system were apparent to employees right away, but communication and training were still paramount to making sure everyone is on the same page.
Ogden, Utah’s Young Collision Center’s automated ADAS calibration system from Kinetic offers a level of precision that humans can’t replicate, says Collision Director Chris Hudson.
“Body men, one of the things they’re thinking about is cycle time,” Hudson says. They’re thinking about, ‘OK, I’ve got to sub this out, how long is it going to be gone, I still need to put this on,’ or vice versa. The fact that we have it in house and it’s done within minutes as opposed to days has been an incredibly positive reaction, because obviously they can turn faster work.”
Building a More Efficient Business
Tractable is a London-based firm specializing in AI solutions for repairers, insurers, recyclers, and more. Tractable offers software solutions, such as AI-enhanced photo estimating, and recently unveiled a hardware product called LumaScanner at
The Power of Robotics
COURTESY OF CHRIS HUDSON/YOUNG COLLISION CENTER
last year’s SEMA show. Installed in a service drive, LumaScanner can quickly identify panel-level damage, saving time while also generating valuable leads.
On the software side, Tractable’s Head of Automotive Jimmy Spears says that automating this part of your business is a sure way to enhance customer satisfaction. He gives an example of Kirmac Collision & Autoglass in Canada, which uses the Tractable software to offer instant AI-powered estimates from photos. It’s essentially a step up from photo estimates which have been around for years, but giving the customer an instant, detailed estimate, at any time of the day.
“We’re able to get it back to the consumer in two minutes,” Spears says. “What we’ve found is that it’s not the first shop that a consumer goes to, or it’s not even the DRP that the insurance company assigns or where they agreed to go, it’s the one that gets back to the consumer that is the one that’s getting the job.”
Jesse Parks is collision director at Freeman Collision Center in Santa Rosa, California, and has a LumaScanner installed in the service drive of Freeman Toyota. He says that not only is the system providing mostly accurate estimates in 90 seconds, it’s providing a consistent experience every time for the customer and also offering them a starting point for wherever they are at in the claims process. “It gives us the first crack at the relationship, so that we’re already the first trusted authority that they’re talking to,” Parks says.
Much like the concerns about robotic technology, both Parks and Spears emphasized that these solutions don’t so much replace employees as they rebalance the workload around the shop and shift responsibilities in ways that can be very positive. Spears says that it can mean that less technician time is taken up by admin roles and can be spent in the back of the shop. Parks explains that, with any
new technology or major shift in shop operations, you want to sell the problem that you’re trying to solve, rather than starting with the solution.
“We’re looking at parts of your job that are less critical, where a much less skilled person or software can produce this first result when the car comes in the shop,” Parks says. “You now have more time to actually write a car and work on what’s in the shop, so we can really cook down the turkey.”
Envisioning the Kind of Business You Want
It might be easy for someone like Hollas to see the future, someone who is ensconced in both the cutting edge of technology and also the state of collision repair. But utilizing technology is, at its most basic level, the same as finding the solution to any business need. In Hollas’ case, a robotic painter was developed to solve a problem, not just because it was a
Developed to Solve a Problem
Black Wolf Technology’s Shane Hollas looks to technology to augment the work humans do, for better quality of life.
PHOTO COURTESY OF BLACK WOLF TECHNOLOGY
AI-Enhanced
Estimating
cool new toy. And that’s been unchanged for generations, as evidenced by a quote often attributed to Henry Ford.
“When somebody asked Henry Ford, ‘What kind of market research and stuff did you do,’ he said, ‘We didn’t talk to anybody,’” says Hollas. “He said, ‘We just made a car. If we would have talked to the market, they would have told us we need to make faster horses.’”
Hudson and Parks also emphasized that their shops want to be at the cutting edge of technology. What that means for every individual business is obviously different — not everyone can invest in automated AI and robotics. But it is important to not shy away from solutions which might represent a paradigm shift in the way you do business.
There is a popular sentiment within collision repair that “how we’ve always done it” isn’t a good enough reason for doing any-
thing. And there is nothing more rooted in the past than not embracing technology. Do you want to be a business that is always looking ahead, or one that is staying put?
“We sit down as a management team and we really look hard at where we want to go,” Hudson says. “What’s our three-, five-, 10-year plan, and what technology is going to help us to get there? Are we spending money because it’s a cool toy, or we spending money because we can actually get a return on investment on it?”
Investing in new technology does not mean giving yourself or your business over to automation, either. Think about statistics or analytics in sports. Numbers do not tell the whole story. Teams still invest vast amounts of time and money in scouting to see if on-field performance matches on-paper potential.
Technology helps provide more information and a clearer picture. That’s
information that can help bridge the gap between insurer and shop. The more data there is on repairs, the more objective that estimating becomes. Technology will never solve all the world’s problems. But it can be a step toward better repairs, bigger profits, and happier customers.
“The more information is available, the more people can access it, the more they embrace the ability to access information,” Hollas says. “They’ll be able to use it to make cars go through their shop faster and repaired safely.”
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PHOTO COURTESY OF JESSE PARKS/FREEMAN COLLISION CENTER
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The LumaScanner from Tractable, as installed at Freeman, can quickly identify panel-level damage, saving time while also generating valuable leads.
Building a Modern Collision Shop:
THE VISION AND GROWTH OF FLOWER HILL AUTO BODY
With over 70 years of history, the Long Island-based family business combines tradition with technological innovation, boasting 36 OEM certifications and a commitment to excellence.
By LINDSEY GAINER FOTIADIS PHOTOGRAPHY
For generations, the owners of Flower Hill Auto Body, an independent MSO on Long Island, New York, have shared more than just a last name; they’ve shared an unwavering commitment to run a collision shop that “does right by everyone.” That simple mantra has built the customer base, impressive OEM portfolio, and loyal team on which Flower Hill has anchored its success for over 70 years.
Now, with tech-forward third-generation Vice President John Picciano III leading the business alongside his niece, Regional Operations Manager Ghaliya Ibrahim, the organization is positioned to capitalize on whatever the future holds.
“I try very hard not to live in a world with limiting beliefs,” Picciano says. “You don’t know what opportunities are going to come your way…and if you’re just positioning yourself based on the opportunities that are right in front of your nose at any given time, you could potentially be limiting the opportunities that come in the future.”
A Legacy of Integrity
With 36 OEM certifications to its name, Flower Hill is, undoubtedly, one of the most decorated independent OEM shops in the country.
“There’s basically not a certification program out there that we don’t have,” Picciano says, which was a strategic business move that’s required a great deal of investment and sacrifice but has benefited the shop in countless ways. “We’ve built our entire business on certification programs.”
By the time the first manufacturer — Aston Martin — came knocking in 2003, the business had already been operating for over 50 years and had a reputation in the community for excellence. It was founded in 1949 by John III’s grandfather, John Picciano Sr. and his brother, Nick, following their service in WWII. The second and third generation — John Jr. (“Jack”), and Jack’s son, John III — continued to grow the business and bolster the shops’ investment in technology. Jack also established the distribution of Spies Hecker paint products in the U.S., becoming the first distributor for the Americas in the ‘80s and ‘90s.
“We have a lot of history,” says Picciano proudly. “It’s really something special.”
And now, as the fourth generation emerges with Ibrahim leading the charge (Picciano’s high school-age son also has an interest in the business, working part-time in blueprinting),
the future looks bright not only for the family’s legacy and business, but the industry as a whole, he says.
“There is a really, really wonderful group of men and women across this country right now that are positioning themselves very well for, I think, a rapid expansion in a positive direction. For the people willing to continually invest in it, the future is very bright.”
Flower Hill is certainly in that camp.
All in on OEM
“Our first obligation is to the employees of our company,” Picciano says matter-of-factly. “But our other obligations are to our OEM partners. We hold those relationships very near and dear to our hearts. We do everything that we possibly can to create the best customer experience for those OEM relationships, as well as the individual customer. And you know what? That’s paid dividends for us.”
Those dividends, he admits, didn’t happen overnight. And it requires a multi-certification strategy to achieve, in his experience.
“To anyone who’s looking to do it [obtain certifications], I can say this: you will probably not see a full return on investment if you’re just going after one certification. But with each subsequent certification that you obtain after that, there’s a cross-referencing of tooling, equipment, and sometimes training that builds on top of each other.”
As an example, he says, the investment that it took for them to complete their recent 36th certification with Rivian Commercial was “a drop in the bucket” compared to previous certifications, because they already owned most of the tooling and equipment.
And one relationship has rolled into the next, and the next, and the next over the years, starting with that very first knock on the door in 2003.
“When Aston Martin decided to open a dealership in this area back in the early 2000’s, they went out and they were asking as many people as they could, ‘Who’s the best body shop in this area?’ We’ve always been proponents of safe, proper repairs, and, being a fixture in the community, our name kept coming up.”
One day, out of the blue, says Picciano, “three guys in suits with English accents”
Paying Dividends
With the addition of Rivian Commercial, Flower Hill now has 36 OEM certifications. Each subsequent certification increases ROI.
walked in the door and said they were building a dealership nearby, and they wanted to know if we were interested in becoming a certified repair shop for them. The rest, he says, is history.
“We took that opportunity and ran with it. From then on, I made it my mission to be first in line for every new certification program that was introduced. Now here we are, 25 years later, looking back and saying, ‘We got 36 OEM certifications. How did that happen?’ The vast majority of it happened through relationships.”
Case in point, the same man who ran the Aston Martin program eventually went to work for Tesla and brought Flower Hill on as a certified repair shop right out of the gate. That then opened the door for other EV certifications like Lucid, Rivian, and Polestar in the years to follow.
“He called me up one day, told me he was moving to America to work for a new company, was building out a collision repair program, and he wanted us to be one of the first certified repair shops in the Northeast. ‘Who did you get hired by?’ I asked him. ‘Tesla,’ he said. ‘Cool!’ I responded… ‘What in the world is a Tesla?’ That’s how early it was. We didn’t even know yet what they were!”
So what is Picciano’s advice for other shop owners?
“If you’re going to go down this [certification] road and you really feel strongly about building your business on that path for the future, then it’s go all in or don’t do it. That’s my feeling.”
A Hub and Spoke Future
OEM certifications aren’t the only area of the business the team is going all in on. Picciano and Ibrahim say the shop’s mission is simple — they want to revolutionize not only their customers’ perception of the collision repair industry but also society’s.
“We’re actively trying to look at the business through a different lens and not just do
things because ‘it’s the way it’s ‘always been done.’ How can we use processes? How can we use technology and systems across preproduction, production, and administration? How can we use forward thinking to deliver a world-class experience for every customer and deliver a safe and proper repair every time, so that getting into an accident is not this monumentally difficult and frustrating experience?”
Picciano and Ibrahim believe they have the solution, and it involves expanding the business using a hub and spoke model.
“We want to centralize tooling, equipment, training, staffing, and certifications within large collision hubs,” they explain, “then build a strategic network of spokes around those hubs to place ourselves in various markets for relatively little expense.”
Eventually, they envision a business powered by artificial intelligence (AI) — from AI vehicle scanners to robotic production processes — to enhance efficiency and “create as seamless a workflow as humanly possible.” Down the line, they’d like to get to a place where they’re operating around the clock.
“What we’d like to do is generate an AI estimate as quickly and efficiently as possible on the front end, before a wrench is even on that vehicle. We can have a vehicle run through the scanner and within less than two minutes have a preliminary estimate, a parts order created, an alignment check created, a condition report created, and potentially, hopefully sometime in the future, a pre-measure with that first scan,” explains Picciano. “Before we lay a wrench on the car, we already have those things done.”
Operating this way would allow for dramatically reduced cycle times, generating a highly accurate outer body parts order for vehicles that aren’t severely damaged.
“From there, the vehicle goes to full blueprint and 100% teardown, then we fill the gaps of any items that are missed from that preliminary scan. But by that point, our preliminary parts order has already been placed and is already en route to our facility… so we’ve been able to very quickly get a vehicle production ready. Then, as the vehicles
go through our production process, we can source the remaining parts from that order.”
On the back end, he says, a legal and billing staff will ensure proper compensation is received to fix the car correctly per the manufacturer’s standards, with little to no interference in the customer’s experience.
They hope to have the AI estimator in place later this year, and the business’ first robotic painting equipment was installed just after this article interview.
“I think robotics is one of the things that’s really going to separate us from everyone else,” Picciano says. “We love to be the tip of the spear and be the first ones to the market in a specific area. Our feeling is that if we can work the kinks out and get robotics working into our workflow before it really hits the mass market, we’ll be that much more ahead of the curve. When everyone else is doing it, we’ve already perfected it.”
They also envision a pickup/drop-off service so customers never need to leave the comfort of their home.
“We’re constantly thinking about what we can do to really revolutionize our customers’ experience, and how we can create an infrastructure that can support that.”
Operating in this manner, says Ibrahim, would yield great benefit for the shop’s employees, too.
“This model that we’re looking to build, it would increase training opportunities for our team, further streamline processes, and allow people the ability to move between locations more easily.”
Putting it to the Test
The industry, says Picciano, has been “extremely kind to us as we’ve grown.”
“Dave Luehr’s Elite Body Shop Solutions group, they’ve been an integral part of our success. Mike Anderson, too, and the other shops across the country we’ve built relationships with. And of course, our OEM partners. Mentors are everywhere we look now, because we’ve really put in the time and effort to foster those relationships.”
The business now has three locations: their Huntington, Roslyn, and Glen Cove offices, with about 60 employees between them.
The Huntington location just opened at the beginning of 2026 and will serve as the first hub, with Roslyn and Glen Cove as spokes.
“We’re keeping those two locations (Roslyn and Glen Cove) as category one and category two repairs, from light repair to maybe a mid-size repair,” Picciano says. “Any of the more involved repairs go to the collision hub in Huntington, where we’re properly equipped to handle them.”
The design and workflow of the new hub was carefully considered from day one and, he adds, it took a lot of patience to find the right
building. What the team wanted, he says, was simple…a giant rectangle that they could knock all the interior walls out of to create their ideal workflow. They found it in an old 38,000 sq. ft. industrial factory set on 2.2 acres—and the new shop has proven worth the wait.
“In Roslyn and Glen Cove, they’re both a blend of multiple buildings put together over time; just make the workflow work,” Picciano says. “The systems are more important than the actual footprint, but in Huntington, we had the opportunity to have it all — we have the world-class systems coupled with a worldclass workflow. It’s built for the modern repair process, and we’re really starting to see the benefits of both of those things being put together.”
World-Class Systems
The design and workflow of the new hub was carefully considered from day one.
The new shop boasts a dedicated area for pre-production and a horseshoe configuration for production, which keeps everything moving smoothly from one stage to the next. There’s also a separate parts warehouse on the property.
The process of bringing Huntington online was intense, Picciano admits. It took three years, and completing the expansion during the industry downturn in 2025 was “really tough.”
But, now that they’re on the other side of it, he feels confident about the future.
“Now that we’re over that hurdle, I see nothing slowing us down. Now it’s time to really buckle down and build out this business that we’ve envisioned.”
Ibrahim agrees, adding that she already sees things moving in a very positive direction.
“I see a lot of possibilities coming from this. The future is definitely bright, and there’s a lot more opportunities coming our way, for sure. From when I started five years ago to what the shop is now, it is a completely different business model, completely different type of workflow, and it’s a beautiful thing.”
Jack (who has now retired to Florida), she says, is especially pleased with what’s happening at the shop.
“He’s very proud of us, and how much growth we’ve had — he expresses it constantly.”
But none of it, say Picciano and Ibrahim, would be possible without Flower Hill’s employees.
“Surround yourself with employees who truly feel, at their core, the same way that you feel, who share your vision and mission as ours do, and it’s no longer about just working for a paycheck; it’s about what we’re going to do in the industry, how we’re going to change it, how we’re going to change people’s lives, support them, and create an environment where employees feel valued. As a collective, we’re building something of importance. Fixing cars is just what we do. It’s not why we do it.”
THE SOP
BEFORE YOU LAWYER UP
When disputes stall, preparation determines the outcome
By ELISABETH SOBCZAK
IN THE COLLISION REPAIR INDUSTRY, disputes often reach a predictable inflection point. Communication slows. Supplements remain unresolved. Pricing positions harden. Once attorneys enter the discussion, collaboration frequently gives way to formal stances.
This shift increases cost, extends timelines, and reduces predictability. Even modest disputes can strain productive working relationships. Understanding why this happens — and how to intervene before escalation — can help resolve conflicts more efficiently.
As a neutral mediator and umpire in regulated, high stakes environments, I see this pattern regularly. Most disputes persist not because facts are unclear, but because information is fragmented, inconsistently documented, or poorly communicated.
That is where mediation, supported by preparation, becomes most effective.
Mediation Is About Readiness, not Concession
Mediation is often misunderstood as compromise for its own sake. In practice, effective mediation prioritizes clarity, credibility, and informed decision-making.
When mediators, umpires, or senior decision-makers review disputes, outcomes are driven less by volume or frustration and more by:
• Consistent documentation
• Clear chronology
• Reasoned, supportable positions
• Awareness of operational and downstream impacts
A well prepared mediation packet demonstrates organization and readiness and can reset the tone of a stalled dispute.
The 10-Document Mediation Packet (and How to Implement It)
Many collision repair professionals assume mediation preparation is time-consuming.
In reality, assembling a functional packet typically takes one to three hours. Once established, it integrates easily into routine file management. Most of the necessary documents already exist. The objective is organization, not reinvention.
Effective shops typically:
• Assign a single packet owner for accountability
• Maintain a rolling estimate and supplement log
• Store OEM prociedures and photos in standardized folders
• Update a basic communication timeline as issues arise
When incorporated into daily workflows, the packet develops incrementally rather than as a special project.
The ten core components typically include an executive summary, repair plan, OEM procedures, estimate history, pricing rationale, photo documentation, communication timeline, customer impact summary, resolution options, and a risk snapshot.
These documents do not argue positions. They provide a factual foundation for evaluation.
Why Structured Preparation Works
In practice, mediation packets frequently resolve disputes before formal hearings or litigation become necessary.
In one prolonged supplement dispute, differing technical interpretations stalled progress. The estimate history, OEM documentation, and communication timeline shifted discussion from entrenched positions to clear decision points, allowing resolution without escalation.
In another case involving customer dissatisfaction and extended cycle time, customer impact data reframed the issue from
pricing alone to operational risk, enabling a timely outcome.
In both cases, clarity—not pressure—supported resolution.
Adjust the Packet to the Dispute
Not all disputes require the same emphasis.
• Insurer disputes often hinge on estimate history, OEM procedures, and pricing rationale
• Customer disputes benefit from focus on communication and expectations
• Vendor or sublet disputes depend on scope clarity, documentation, and contractual alignment.
The packet structure remains consistent; emphasis shifts with the disagreement.
The First Step Toward Mediation
Mediation typically begins once informal resolution stalls. A clear, well documented proposal is often the most effective starting point. Mediators may include industry neutrals, designated umpires, court approved mediators, or independent professionals. The process usually begins with exchanging documentation, followed by facilitated discussion focused on resolution rather than fault.
Mediation does not replace legal options. It offers a chance to resolve disputes before positions become entrenched.
Still, mediation supported by structured preparation often leads to faster, more predictable outcomes.
In collision repair disputes, success depends less on argument and more on organization.
Before escalating, organize the facts. Before formalizing positions, document consistently.
Before relationships are strained, consider mediation.
In many cases, readiness—not intensity—drives resolution.
LET’S BE HONEST: SOME PEOPLE ARE MORE DIFFICULT TO WORK WITH THAN OTHERS
Self-reflection, understanding individual backgrounds, and focusing on contributions beyond metrics can help leaders manage difficult personalities effectively and build loyalty.
By SHERYL DRIGGERS, DR. PAUL WHITE
LET’S BE HONEST. Every collision repair shop has at least one person who makes the day harder than it needs to be. It might be the technician who gets defensive when given feedback, the repair planner who’s constantly on edge, or the front-office team member who seems to carry frustration into every interaction.
Leading and working alongside these personalities can test even the most patient shop owner or manager. And finding ways to show appreciation to them can feel nearly impossible.
Yet how leaders respond to difficult personalities often determines whether negativity spreads or culture strengthens. In a highpressure environment like collision repair, where deadlines, insurers, customers, and production demands collide daily, leadership responses matter. Here are several practical ways shop leaders and managers can communicate appreciation without compromising standards or authenticity.
Don’t Fake Appreciation
In a demanding shop environment, authenticity matters more than carefully chosen words. If appreciation sounds forced or scripted, it can do more damage than good. Technicians and team members quickly pick up on insincerity, especially when it comes from leadership.
When appreciation isn’t genuine, trust erodes. And once trust is damaged, productivity, morale, and accountability often follow it out the door.
This doesn’t mean leaders must suddenly feel warm toward every personality they manage. But it may mean resisting the urge to “say something nice” simply because it seems like the right management move. Appreciation that isn’t real tends to land flat, or worse — creates skepticism.
Strong shop cultures aren’t built on choosing every word perfectly. They’re built on credibility and authenticity. When appreciation is offered, it needs to be grounded in something real.
Start With Self-Reflection
Before labeling someone as “difficult,” leaders should pause and ask a few hard questions:
• What specifically frustrates me about this person?
• Is it their behavior, their communication style, or how they respond under pressure?
• Am I reacting to a performance issue or a personality difference?
In fast-paced environments, irritation with a team member can quickly overshadow that person’s strengths. Deadlines are daily, margins matter, and patience runs thin. But
strong personalities often come with strong contributions. The technician who pushes back may also be the one who consistently solves the hardest problems. The repair planner who seems short may also be carrying the weight of constant insurer friction.
The goal isn’t to excuse problematic behavior or ignore performance gaps. The intention is to avoid letting frustration blind leaders to value. Self-reflection helps separate what truly needs correction from what simply needs patience and understanding.
Look Beyond Pure Production Metrics
While performance clearly matters, a team member’s value isn’t limited to numbers on a board. Some team members bring stability, consistency, or calm during stressful situations such as insurer disputes, customer escalations, or cycle time pressure.
Others contribute in less visible but equally important ways. They show up early, quietly help teammates, or keep emotions in check when tensions rise. These qualities don’t always appear in reports, but they strongly influence shop culture.
Aspects of a colleague’s life outside the shop also deserve recognition. Commitment to family, caring for aging parents, or pursuing demanding personal goals all reflect discipline and responsibility. Acknowledging these qualities doesn’t excuse poor performance, but it does recognize the whole person behind the role.
Leaders who can appreciate more than output alone tend to build deeper loyalty and stronger engagement with their employees.
Build Understanding, Avoid Assumptions
Valuing someone you don’t understand can be difficult. Taking time to learn a team member’s background, career path, or pressures outside work often explains their behaviors that otherwise feel abrasive or confusing.
Many conflicts in shops are not rooted in what may look like a “bad attitude” but rather are a result of miscommunication, unmet expectations, or stress responses. Collision repair is demanding work. People handle pressure differently. Some withdraw. Some push back. Some become overly direct.
Understanding doesn’t mean agreeing with or approving their behavior, and it doesn’t remove the need for accountability or clear expectations. But gaining a clearer picture of what is driving their actions allows leaders to respond thoughtfully rather than reactively. That shift alone can deescalate tension and open the door to more productive conversations.
Remember That “Difficult” Is Often Relational
It’s also important to recognize that “difficult” is often grounded in the nature of the relationship between two people. One team member may frustrate a manager while they work seamlessly with others. Resist the tendency to think of them as a “problem employee”. In contrast, remember the reality that personalities interact differently under pressure.
Effective leaders manage these dynamics intentionally rather than assuming a one-size-fits-all approach. They adjust communication styles, clarify expectations, and create structure where needed, without lowering standards.
Strong leadership isn’t about eliminating every difficult personality. It’s about learning how to lead different personalities well.
Keep the Bigger Picture in View
While some behaviors must be addressed directly, most team members are not trying to create problems. The collision repair industry continues to evolve, and that change impacts people differently. Your employees are navigating stress, expectations, and change just like everyone else — but possibly not in the healthiest ways.
Resist placing someone permanently in the “difficult employee” category. When leaders intentionally look for genuine ways to acknowledge contribution and character, they often see defensiveness soften and engagement rise.
Finally, a reminder worth keeping in mind: at some point, each of us is likely the “difficult” person in someone else’s story. Try to model the behaviors for handling these challenging situations in the ways you would like to be treated, so your team members can learn from your example.
EV REALITY CHECK
From certifications to overall philosophy, here’s how you can make EVs work for your shop.
By NOAH BROWN
ELECTRIC VEHICLES HAVE BECOME a lightning rod topic in the automotive aftermarket, and for good reason.
In the early 2020s, OEMs loudly declared an all-electric future. GM declared in 2021 that it would strive to hit 100 percent EV
sales by 2035. Stellantis made a big show of ending production of its ICE muscle cars in favor of an electrified version, and EV startups such as Rivian and Lucid became household names.
In the last year or two, though, those same OEMs have taken major steps back on those claims, and recent EV sales data show a complex adoption curve. Cox Automotive reports that sales of new EVs stalled at around 10% of total U.S. new-vehicle sales in Q3 of 2025 before sliding back under 6% the following quarter. After years of steady EV sales growth, changing political winds and diminished incentives have forced automakers to slow down investments.
For shop owners already juggling labor shortages, rising repair complexity and tightening margins, it’s tempting to look at those numbers and decide an electrified future is no longer guaranteed.
That would be a mistake.
“EVs aren’t going anywhere,” says Kyle Bradshaw, director of fixed operations at K&M Collision in Hickory, North Carolina. “They may not be growing at the rate people expected a few years ago, but they’re not disappearing, either.”
The real challenge for collision shops isn’t predicting exactly how fast EV adoption will grow. Whether it happens in the next year or the next decade, EVs are going to continue to gain market share.
Instead, the real challenge is deciding how to prepare without overextending their businesses.
What’s your shop type?
Craig Van Batenburg, CEO of the Automotive Career Development Center, has spent decades teaching technicians how to adapt to technological change. From his perspective, collision shops generally fall into one of three categories when it comes to EVs.
The first group is all-in. These shops pursue OEM certifications, invest in training and tooling and actively market themselves to EV owners. For them, EVs represent an opportunity to attract a typically
“EV s ARE NOT GOING ANYWHERE. THEY MAY NOT BE GROWING AT THE RATE PEOPLE EXPECTED A FEW YEARS AGO, BUT THEY’RE NOT DISAPPEARING, EITHER.”
—Kyle Bradshaw, director of fixed operations, K&M Collision
Geography still drives opportunity
In most cases, where a shop is located is still going to be the biggest factor in EV adoption.
K&M Collision operates in North Carolina. EVs aren’t flooding the local market there in the same way they are in California, but they’re present enough that ignoring them isn’t an option.
“For us, EVs are part of a broader mix,” Bradshaw says. “We work on higher-end luxury vehicles, and EVs naturally fit into that.”
Rather than relying solely on local demand, K&M has used OEM certifications and specialized tooling to expand its reach.
“Instead of a 30-minute radius, we’re pulling customers from three or four hours away,” Bradshaw says.
That approach won’t work everywhere, but in markets where EVs are plentiful, adding that repair capability is a viable option to expand a shop’s market footprint.
well-educated, higher-income customer base, a base that their competitors aren’t eager to serve.
The second group is cautious but attentive. They understand the direction of the market, keep an eye on local EV volume and prepare to move when the numbers make sense.
The third group wants nothing to do with EVs at all and are content to remain an ICEonly shop.
What Van Batenburg warns against is the gray area between those groups.
“If you’re going to get in, stay in,” he says. “Tiptoeing is how shops lose money.”
Partial investments without proper training, OEM access, or a plan can quickly turn EV repairs into profit drains. High-voltage systems, aluminum structures, and software dependencies don’t leave much room for improvisation.
“If you don’t want to do it at all, that’s fine,” Van Batenburg says. “There will be gas and diesel vehicles to work on for decades. But if you’re going to touch EVs, you need to commit.”
For smaller shops with less demand, Van Batenburg points to mobile diagnostic specialists as a practical way to dip a toe into EV repairs without overcommitting.
“A good mobile diagnostic tech can bridge that gap,” he says. “They bring the expertise and tooling, and your technicians can learn by working alongside them.”
It’s not a permanent solution, but it allows shops to capture EV work and build confidence while also evaluating demand before making larger investments.
Editor’s note: Ensure OEM procedures for safely working on EVs, including disabling batteries, are followed at all times.
EVs are accelerating structural change
One of the biggest misconceptions about EVs is that the battery is the only thing that matters.
“In reality, the high-voltage system is just one piece,” Bradshaw says. “What really impacts collision repair is how these vehicles are built.”
Newer build trends such as using rivetbonded construction that relies extensively
on aluminum and mixed-material structures are increasingly common. And while those build trends are common in EVs, OEMs are increasingly using those for their modern lineups.
“The structural repair requirements aren’t going away,” Bradshaw says. “Even shops that don’t plan to specialize in EVs still need to be prepared for how vehicles are being designed.”
In that sense, EVs are less of a disruption and more of an accelerator. They’re pushing the entire industry toward more complex repairs, which means shops need to be ready for more in-depth procedures and higher expectations for training.
Preparing for the future
Bradshaw says the best way to prepare your shop for the future, regardless of if you intend to pursue EV repairs, is through OEM certifications.
“The OEM determines how the vehicle
is repaired. Their procedures, their tooling, their training — that’s what gives our technicians confidence,” he says. “(Getting certified) is extremely important.”
Certification isn’t just about access to work; it’s about safety and consistency. Modern vehicles, both electrified and not, leave little margin for error during repairs. Ensuring every step of a repair procedure has been done correctly has never been more important than it is today.
At K&M Collision, decisions about which OEM programs to pursue are based on business analysis, not emotion.
“We look at units in operation, competition in the area, and whether the volume makes sense,” Bradshaw says.
For smaller shops, that level of investment may not be realistic right away, but that doesn’t mean EVs should be off-limits permanently.
For Bradshaw, EV readiness isn’t fundamentally different from any other major shift the industry has faced.
“It’s the continual pursuit of education and investment,” he says. “That applies to EVs, ADAS, structural repair — everything.”
Shops that stopped investing in training a decade ago are already struggling. EVs simply make that gap more visible.
“I fully expect the technology to continue to advance,” Bradshaw says. “And shops that keep learning will be in a much better position, regardless of how fast EV adoption grows.”
EVs may surge, stall, and surge again. Incentives will come and go. OEM strategies will shift. But EVs have already reached a level of market penetration that makes them impossible to ignore.
For collision shops, success won’t come from chasing every trend, nor will it come from dismissing EVs outright. It will come from making deliberate, informed decisions based on local markets, long-term goals, and a clear understanding of what it takes to repair modern vehicles profitably.
Accelerating Structural Change Newer build trends such as using rivet-bonded construction that relies extensively on aluminum and mixed-material structures are increasingly common in not just EVs but many modern lineups.
JAY SICHT
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Is Your Shop Bleeding Money in the Parts Department?
Assign ownership and streamline communication to improve efficiency and profitability.
Let’s be honest with each other for a minute. I’ve always tried to be open about what’s going on in my shop, the wins and the struggles. Not because I have it all figured out, but because I know how easy it is to feel like you’re the only one dealing with certain problems. The truth is, most of us are fighting the same battles behind the scenes, especially the ones we don’t always want to admit out loud.
For me, one of those problem areas has been parts ordering and returns. I knew for a long time that it wasn’t being handled as tightly as it should be. I also convinced myself it wasn’t that bad. We weren’t reordering parts because we lost them, and we weren’t drowning in disorganization. So I let it slide.
That was a mistake.
When I finally stepped in and took over the parts process myself, I realized we were quietly losing money in multiple ways. Missed credits. Pricing discrepancies. Returns that never actually got returned. None of it was dramatic on its own, but together it was enough to matter.
The first thing I had to own was that I created part of the problem. I had one estimator handling supplements, negotiations, parts ordering, and returns. When we were slower, it seemed manageable. When business picked up, it wasn’t. I was walking past the parts return area every day, seeing parts sitting there too long, and not stepping in.
That’s on me.
Why Parts Can’t Be a Side Job
Once I got into the process, a few things became clear.
First, parts is its own job. It cannot be a side responsibility. Between insurance requirements, vendor issues, damaged or wrong parts, and tracking returns, there is too much moving around for it to be handled halfway. Estimators already have more than enough on their plate. Expecting them to manage parts at a high level while also fighting with insurance companies is unrealistic. If you don’t have a dedicated parts person, you need to seriously consider it.
Second, my technicians were not the issue, but the process needed clearer direction. Incorrect or damaged parts would sit on carts until the end of the job, then get moved to the return area. By that point, we were often outside the return window or facing restocking fees.
The fix was simple but effective. As soon as a part is identified as wrong, damaged, or not needed, it goes straight to a designated return area. No waiting. That one change alone has made a noticeable difference.
Third, we had too many people touching the same process without clear ownership. Everyone assumed the return had been completed. In reality, the vendor had never been contacted, and the part was never picked up. By the time we caught it, we were stuck with it.
Small Process Changes, Real Financial Impact
Now, only one person handles return documentation and vendor communication. No exceptions. That eliminated the confusion almost immediately. Another area that surprised me was pricing. When one person orders and receives parts, discrepancies stand out. When multiple people are involved, those differences get lost.
There is also real value in paying closer attention to what is being ordered. Deciding what should arrive with a used part — or catching missing related components — can save money and prevent delays. A dedicated parts role helps catch both over - and under - ordering before they become problems.
What I’ve learned through all of this is that the parts department can quietly drain profit if it isn’t managed with intention. It’s easy to focus on larger issues like insurance negotiations or cycle time because they feel more urgent. But parts is where a lot of money is either made or lost.
I don’t have a perfect system, and I’ve already had to adjust what I thought would work. That’s part of running a shop. Processes that work today may need to change tomorrow.
If there’s one thing I would pass along, it’s this: don’t ignore the issues you already know exist. Most of us can walk through our shops and point to at least one area that isn’t where it should be. The longer we put it off, the more it costs us.
Take the time to dig in, even if it’s uncomfortable. Put structure around the problem. Assign ownership. Simplify the process. And if the first solution doesn’t work, adjust and keep moving.
We’re all dealing with something. You’re not alone in it.
EMAIL: tiffany@prontobodyshop.com
ARCHIVE: fenderbender.com/menefee
Help Them Decide
Educate your customers so they can make an informed decision to file an insurance claim or pay out of pocket.
Changing consumer behavior, rising insurance premiums, and advances in technology are reshaping how collision repair shops should interact with customers, particularly around the decision to file an insurance claim versus paying out of pocket.
One of the newsletters I subscribe to is from technology analyst Shelly Palmer. In a recent article, he was talking about Amazon’s “Help Me Decide” feature, which uses AI to guide consumers through complex purchasing decisions. And it made me think of how repair shops approach conversations with vehicle owners.
Although many shops’ customer pay is in the single digits, I’ve seen reports showing some shops’ customer-pay work is currently as high as 25% or more. To clarify, this is for repairs with no insurance involvement. This is not about customers paying things the insurance carrier will not, this is strictly for customers paying for the entire repair bill. There are several reasons for this trend, including consumers carrying lower limits, often far below the cost of modern repairs. At the same time, they may be reluctant to file a claim, fearing their premiums will increase. To approach this work correctly, it’s important to frame the conversation appropriately. Often, when a consumer calls a body shop, it’s a bad habit for the person answering the phone to ask, “Did you get an insurance claim?” “Did you call your insurance yet?” That could be perceived by the consumer that you don’t do customer-pay. Instead, I would advise taking a more consultative approach. Rather than guiding customers toward or away from filing an insurance claim, we need to give them the tools or resources to make an educated decision, or “Help Them Decide.”
There are multiple factors to consider. If they file a claim, will their premiums go up for the next three to five years? To dig into this, I interviewed some insurance agents. One pointed out to me that some insurers have accident forgiveness, a “Get out of jail free” card, so to speak. Another question might be, “Were you cited for a traffic violation as a result of this accident?” That could make their premiums go up even more. Do you have a teenage driver in the household, or will you soon? What if someone was injured in the collision? If there is also a bodily injury claim, there’s no question that you need to go through insurance.
Many situations fall into a gray area where consumers fear long-term financial consequences. Existing online insurance comparison tools, such as
from Zebra Insurance or GetJerry, can oversimplify these decisions and fail to account for real-world complexity. The three agents I spoke with said they could advise their clients on what the impact (if any) would be to their insurance premium, and that the inquiry itself would not harm their insurance claim history. If you are calling the company’s main claim number, I cannot speak on that.
I’ve begun developing a “Help Me Decide” class and tool, aided by AI, with the goal of helping consumers weigh factors such as deductibles, coverage limits, impact on premiums, life stage, and risk tolerance. The emphasis is not on giving definitive answers, but on educating customers so they can make informed choices.
As you approach customer-pay work, be aware that data shows 44% of consumers will price-shop when paying out of pocket. You do not want to compete on price, so you have to find a way to approach the customer. A lot of customers still think of prices from decades ago and still think a bumper is a $300 or $400 repair. You have to spend more time educating when you write an estimate to educate a consumer why it is so expensive, such as ADAS calibrations needed for a bumper hit.
Financing options are also becoming increasingly important. A recent Payments Intelligence report shows that 43% of consumers said buy-now, pay-later options influence their choice of merchant. CCC has rolled out a relationship with Sunbit, a plugin where the consumer can file for financing.
What should your customer-pay volume be?
When I look at my private clients’ data, it’s around 25%. I would say if you’re consistently below 16 to19%, you may be unintentionally discouraging customers through “insurance-first” conversations. I would challenge the belief that properly written estimates eliminate customer pay. I have clients with customers willingly paying $8,000–$9,000 out of pocket. So, they’re writing good estimates. There is no universally correct answer. Consumers pay for insurance and have the right to use it, but many have valid reasons to hesitate. Repair shops should not influence their decision, but instead provide education, transparency, and resources. By embracing a “Help Me Decide” philosophy, shops can build trust, improve customer experience, and better align with today’s economic and insurance realities, while recognizing that customer-pay clients are more price-sensitive and require a more thoughtful, explanatory approach.
MIKE ANDERSON s president of Collision Advice and provides training and consulting for all collision repair stakeholders. He leverages his life experiences, OEM certification training, and former multi-shop ownership to deliver high-quality and customized services that meet the needs and challenges of the collision industry.
EMAIL: mike@collisionadvice.com
ARCHIVE: fenderbender.com/Mike-Anderson
