Ratchet+Wrench - September 2026 by Endeavor Digital Editions

09.26

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

“SOMETIMES WE WIN , sometimes we learn.” This statement is among the core values that govern Matt Mevert’s two full-service Illinois repair shops.

Built on Service RATCHET+WRENCH AWARD WINNER MATT MEVERT SHARES HOW A SERVICE-FIRST MINDSET FUELED LASTING GROWTH PAGE 24

BUILDING A RELIABLE SECOND-INCOMMAND PAGE 20

SCHMIDT:

A CONFIDENT CLOSE

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SEPTEMBER

09.26

VO LU M E 15 NUMBER 09

EDITOR’S LETTER

ONLINE

BREAKDOWN

NUMBERS

SOP

ROOTED IN SUCCESS

Celebrating an ace among leaders

Leadership, profitability, and building long-term value drive this month’s columns and podcast

A look at what’s in store at AAPEX/SEMA this year

How shops are responding to tariff-driven challenges

Building a reliable second-in-command

A confident close LOL A SCHMIDT

F E AT U R E

CUSTOMER SERVICE

CASE STUDY

THE 35,000-FOOT VIEW

Every leader is a public speaker

Streamline workflow with tiered DVIs

The customer experience is the diagnosis D U T C H S I LV E R S T E I N

BUILT ON SERVICE How Ratchet+Wrench Award winner Matt Mevert turned a small-town repair shop into a thriving business while investing in employees, customers, and his community BY ALISON JOHNSON

ON THE COVER:

Matt Mevert of Mevert Automotive & Tire Center, Inc., photographed by Dave Fulghum Photography.

Ratchet+Wrench (USPS 9957), (ISSN 2167-0056) is published monthly 12 times per year by Endeavor Business Media, LLC. 201 N Main St 5th Floor, Fort Atkinson, WI 53538. Periodicals postage paid at Fort Atkinson, WI, and additional mailing offices. POSTMASTER: Send address changes to Ratchet+Wrench, PO Box 3257, Northbrook, IL 60065-3257. SUBSCRIPTIONS: Individual print subscriptions are available without charge to qualified subscribers in U.S. Please visit www.ratchetandwrench.com and click on “Subscribe”. Publisher reserves the right to reject non-qualified subscriptions. Subscription prices (USA Only): U.S. $93.00 per year. All subscriptions payable in U.S. funds. Send subscription inquiries to Ratchet+Wrench, PO Box 3257, Northbrook, IL 60065-3257. Customer service can be reached toll-free at 877-382-9187 or at ratchetwrench@omeda.com for magazine subscription assistance or questions. Printed in the USA. Copyright 2026 Endeavor Business Media, LLC. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopies, recordings, or any information storage or retrieval system without permission from the publisher. Endeavor Business Media, LLC does not assume and hereby disclaims any liability to any person or company for any loss or damage caused by errors or omissions in the material herein, regardless of whether such errors result from negligence, accident, or any other cause whatsoever. The views and opinions in the articles herein are not to be taken as official expressions of the publishers, unless so stated. The publishers do not warrant either expressly or by implication, the factual accuracy of the articles herein, nor do they so warrant any views or opinions by the authors of said articles.

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EDITOR'S NOTE

EDITORIAL EDITORIAL DIRECTOR Chris Jones EDITOR-IN-CHIEF Christine Schaffran ASSISTANT EDITOR Griffin Matis ASSISTANT EDITOR Kacey Frederick CONTRIBUTING WRITERS Tess Owings, Alison Johnson, Noah Brown

CELEBRATING AN ACE AMONG LEADERS BY CHRISTINE SCHAFFR AN

Twenty years ago, success in the auto

repair industry was measured in bays, revenue, and car count. Today, those metrics still matter—but they don’t tell the whole story. The best operators know that investing in people, building trust, and strengthening their communities often produces the strongest business results. Those investments create loyal employees, loyal customers, and businesses that endure. Few shop owners embody that philosophy better than Matt Mevert, owner of two full-service shops in Illinois. Although he’s producing $5.2 million in annual revenue and an ARO of $720, his focus extends well beyond the numbers. Whether it’s within his business or throughout his community, Mevert consistently invests in the people around him. That’s what made Mevert a standout and winner of this year’s Ratchet+Wrench Award. Yes, he started at the bottom as a technician and worked his way up. Sure, he treats employees and customers with respect. But anyone who knows him leads with what he’s made of and what he means to them. He took the push his father once gave him and has spent his career doing the same for others, never allowing people with potential to settle for less than they’re capable of becoming. You can read more about the person Mevert is in our feature, “Built on Service,” but for anyone wondering what 8 / R+W / 09.26

it takes to become both a success story in the industry and the recipient of our annual Ratchet+Wrench Award, the answer goes beyond running a business. The honor is reserved for leaders who make a lasting difference in the lives of others. In today’s auto repair industry, the greatest measure of success isn’t just the business you build—it’s the people you leave better because of it.

EDITORIAL ADVISORY BOARD Tara Topel, Topel’s Towing and Repair Andrew Marcotte, American Pride Automotive Rachel Spencer, Spencer’s Auto Repair Tonnika Haynes, Brown’s Automotive Ceasar Cordon, Fifth Gear Automotive Bill Snow, Rad Air Complete Car Care SALES PUBLISHER Andrew Johnson / ajohnson@endeavorb2b.com ASSOCIATE SALES DIRECTOR Mattie Gorman-Greuel / mgorman@endeavorb2b.com DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones / cjones@endeavorb2b.com ACCOUNT EXECUTIVES (NATIONAL ACCOUNTS) Diane Johnston / djohnston@endeavorb2b.com Darrell Bruggink / dbruggink@endeavorb2b.com Marianne Dyal / mdyal@endeavorb2b.com Chad Hjellming / chjellming@endeavorb2b.com Lisa Mend / lmend@endeavorb2b.com Kyle Shaw / kshaw@endeavorb2b.com Sean Thornton / sthornton@endeavorb2b.com ART AND PRODUCTION ART DIRECTOR Emme Osmonson PRODUCTION MANAGER Mariah Straub AD SERVICES MANAGER Jen George

ENDEAVOR BUSINESS MEDIA, LLC CEO Chris Ferrell COO Patrick Rains CDO Jacquie Niemiec CALO Tracy Kane CMO Amanda Landsaw EVP TRANSPORTATION GROUP Chris Messer EVP ENDEAVOR BUSINESS INTELLIGENCE Paul Mattioli VP OF CONTENT STRATEGY, TRANSPORTATION GROUP Josh Fisher

SUBSCRIPTIONS Send address changes and subscription inquiries to: Ratchet+Wrench PO Box 3257 Northbrook, IL 60065-3257 SUBSCRIPTION CUSTOMER SERVICE: 877-382-9187 ratchetwrench@omeda.com LETTERS TO THE EDITOR editor@ratchetandwrench.com Opinions expressed in Ratchet+Wrench are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

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09.26

RATCHET+WRENCH

ONLINE

RATCHET+WRENCH

SPONSORED CONTENT

Your Customer Check-in Process Costs More Than You Think

By Nick Peyton, BG Training Program Manager and BGU Instructor

Over the last few years, repair orders have grown significantly. Vehicles are more complex, parts cost more, and labor rates continue to rise. Yet many shop owners tell me the same thing: “It’s getting harder to present these larger estimates.” They’re right. The problem isn’t always the size of the ticket. Often, it’s that our customer experience hasn’t evolved to match the price we’re asking customers to pay. Think about hotels. You can find a room for $89 a night or spend over $200 for one just down the road. The higher-priced hotel isn’t simply charging more because everyone else is. It’s providing an experience that justifies the price.

your shop different from the one down the street? Every town has multiple repair shops capable of fixing the same problems. Customers don’t keep coming back because one shop is technically capable of performing a repair. They come back because they trust the people, value the experience, and feel confident their vehicle— and they themselves—are being cared for. When customers remember the people who helped them rather than just the repair, they’re more likely to return. They trust recommendations more readily and become less price-sensitive because they believe they’re buying expertise—not just labor hours.

THE CONVERSATION CONVERSION THE CUSTOMER EXPERIENCE: KEEP IT REAL Too many shops raise their labor rates because the market is doing it, but they never ask the harder question: What have we done to earn it? One of the biggest opportunities lies in something most shops rush through every day— the customer check-in. Modern shop management software has made scheduling and check-in incredibly efficient. Online appointments, digital forms, and quick vehicle drop-offs save time for everyone involved. Those are great tools. But they’ve also made many customer interactions feel sterile. Customers fill out a form, hand over the keys, and leave. The process is efficient, but it’s forgettable. I often hear shop owners proudly tell me, “We sell almost everything virtually.” That’s impressive, but it also comes with a downside. If every interaction happens through text messages and digital inspections, what makes

18 / R + W / 0 9 . 2 6

Ironically, the industry’s obsession with “quick in and quick out” often creates the very problems we’re trying to avoid: smaller repair orders, lower trust, and customers who question every recommendation. The conversation before the inspection is where trust begins. Instead of rushing through the basics, spend a few extra minutes learning about the customer and their vehicle. Think of it like a doctor beginning with questions before recommending treatment. Ask questions, such as: • What’s your long-term plan for this vehicle? • How do you typically drive it—is it mostly highway, stop-and-go traffic, or short trips? • Does it sit for long periods? • Which repairs or maintenance have been done before coming here? • Are there any concerns that haven’t become serious enough to mention until now?

Your Partner Beyond Products™

These questions do much more than gather information. They help your technician perform a better inspection. They help your advisor make recommendations that actually fit the customer’s goals. Most important, they show customers that you care about their situation— not just the repair order.

FIRST CONTACT RESOLUTION (FCR) The intake process can begin even before the customer walks through the door. If someone books online, consider a quick phone call before the appointment. Thank them for choosing your shop. Confirm their concerns. Answer any questions they have. Let them know you’re looking forward to seeing them. That first, simple conversation immediately sets your business apart from every other shop that just sends an automated confirmation email. Technology should make us more efficient— not less personal. Customers today can schedule appointments online, receive digital inspections, approve repairs from their phone, and pay electronically. Those conveniences are expected. Relationships are not. As repair orders continue to grow, the shops that thrive won’t simply be the ones with the highest labor rates or the newest technology. They’ll be the ones creating an experience that customers believe is worth paying for. Customers expect convenience. What they remember is how your team made them feel. Sometimes that starts with something as simple as asking a few more questions before turning the first wrench.

J U M P S TA R T / N U M B E R S

THE TARIFF EFFECT IMR surveyed 500 repair shops about

FSTOP123 / E+ / GETTY IMAGES

the effects of tariffs, with effects scaling sharply by shop size. 83% of shops surveyed raised prices. Shops with 1-3 bays raised prices fastest, absorbed the fewest costs (11%), and reported the least customer loss (8%); 30% of shops with 8+ bays absorbed the costs. The survey also found that parts shortages hit larger operations hardest, with 85% of 8+ bay shops reporting struggles compared to 61% of small shops. Half of shops haven’t changed their parts sourcing, though 60% of 4-7 bay shops increased their inventory ahead of expected price increases. Only 17% of small shops reported doing the same. Source: IMR Installer and Supplier Tracking Study, Q2 2026.

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RW ARCHIVES / JOSE CABALLERO

J U M P S TA R T / S O P

Building Your Second-in-Command Fifth Gear Automotive’s Ricky Jordan shares a practical framework for turning top performers into trusted managers BY R I C K Y J O R DA N & G R I F F I N M AT I S

As your business grows, the number of responsibilities increases while the number of hours in a day remains the same. You need someone to handle the things you can’t, and the best choice is likely already in the shop. Ricky Jordan of Fifth Gear Automotive breaks down how to create a reliable second-in-command employee and the critical role they play in expanding your business. As told to Griffin Matis The way Fifth Gear operates and how

you grow a business—especially a service business—is through replicating and growing people. Don’t look at business first and people second. Instead, grow people first, and then build the business around them. Some of the obvious things that make 20 / R+W / 09.26

people stand out are their capability regarding performance and their abilities in the roles they’re currently in. But what gets people promoted are more of the human attributes, specifically around how they manage themselves internally. We use the “I versus R” theory— identity versus role. That’s a fancy way of

talking about self-esteem. Then there are other basic human elements, like curiosity and humility. As you get into roles of heavy influence over people, typically the very same attributes that made you good at being an individual contributor start working against you. To be a person of influence and a leader, you have to give away so much of what drove you in the first place in the roles you came from. So, for example, if you already have a high base level of humility and curiosity and some general people skills, you’re just more naturally “set” to achieve success. While these traits are usually what get you promoted, what gets you noticed is your ability to deliver results. I like starting with the super-high performers, but only if they have enough “human skills” to make them trainable. Then, we let them gain experience in lower-risk situations before putting them in positions where mistakes could seriously impact the business. It’s also important to provide as many scenarios as possible to

card” which is essentially a plan to return to the ranks if the position doesn’t work out. Anytime you’re transferring from a position of being a sole contributor to a position of influence, making that jump is tough. A lot of times, people make that jump, but because there’s no exit path back out, it ultimately ends with them moving on to another company or making such a mess of things that they get fired. There has to be a way to backtrack if the employee is in over their head or wants to return to their previous position.

allow employees to take enough swings at a position before there is real consequence because people will quit a boss pretty quickly if necessary. When you just appoint people blindly, it can become a dangerous situation. TRYING ON THE SUIT Fifth Gear Academy provides very specific training processes for potential management employees. The Management Development Program exposes them to possible situations they may encounter without having all the accountability of holding the official position. It’s a very specific list of situational objectives and day-to-day tasks they are subjected to. They get to “try on the suit,” in a sense, and get a lot of buy-in from the people they will be interacting with as they work toward a higher goal. I’m a big believer in that kind of working interview. I’m also a big believer that when you start someone in a role of that magnitude, they are given a “Mulligan

DEVELOPING THE RELATIONSHIP We’re big believers in quality touches where you work on the relationship rather than just working on tactics. With my direct reports, I have a weekly one-on-one with each direct report where I show up, metaphorically, with a blank page. I’m not there to dictate tasks to them; I’m there to listen to what they have to say. At a minimum, you should ask: What dedicated time do you put into your calendar to work on the relationship between your team and your leader, both on a oneon-one basis and a team basis? The one-on-ones are a big piece, and then we circle it back around with a team meeting where I just facilitate a great conversation across peers. I will throw out topics for discussion, but I sit back and let the team talk it out. I do pepper enough influence into the conversation to steer them to where they need to land, but it’s still a better alternative to just handing out an action-item list. TAKING THE FIRST STEP It can be easy to overthink in the beginning. Identifying people of good character is really the only box to worry about checking initially. What I see shop owners being very guilty of—especially early on in the process—is not giving talented employees a chance to learn the business side of the shop. Then they’re frustrated when those employees aren’t ready for leadership roles. Before holding someone accountable for managing people, profits, or operations, you have to give them exposure to those responsibilities and let them learn how the business works. I’m very transparent with what I do, how I do it, what I manage, and what’s important to me financially. As a result, the candidates know what ladders to climb, and it’s easier to pick out high-potential

people because they’re already demonstrating the skills needed to succeed at the next level. If you’re very guarded with your finances, your management style, and your communication style, and you’re not vulnerable, then it’s no wonder no one is showing up like you do—you’re not giving them anything to show up to. So, my advice to shop owners is to provide lots of exposure and build people into your image for the business. Building people is a pretty simple recipe; it just takes discipline, execution, and time. I like to use the barbecue analogy. It’s the simplest recipe on the planet: salt, pepper, smoke, and time. The time part is what people typically don’t factor into the equation very much. Look for the right human characteristics and just expose them to as much as possible, long enough for them to figure it out.

Ricky Jordan President & co-owner, Fifth Gear Automotive Ricky Jordan is the president, co-owner, and former longtime general manager of Fifth Gear Automotive, a family-owned independent auto repair business co-founded by his father in 2004. Raised in the Flower Mound, Texas area, he has spent over two decades working in every facet of the automotive industry—from technician and sales to executive leadership. Under his guidance, Fifth Gear has expanded its footprint in North Texas, scaling operations and earning national recognition as an industryleading shop. Dedicated to data-driven growth and team development, Jordan focuses on building robust operational systems and fostering a strong company culture. rickyj@fifthgear.biz

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COLUMN / SCHMIDT

ROOTED IN SUCCESS

A Confident Close

Believe in the repair, and your customers will too BY LOLA

SCHMIDT

Whether your style is competitive,

educational, relationship-based, or even a little sharky, closing a sale is exciting. Sales happen every day to keep businesses afloat. But somewhere along the way, sales got a bad rap. I personally enjoy studying consumer behavior and how people use money. There is a fascinating psychology behind sales that goes beyond the transaction. A lot of people think auto care is just the repair or maintenance you are trying to sell, but you aren’t selling anyone anything. You are offering people greater safety, helping extend the life of their vehicle, and giving them confidence they’ll make it to their next destination. You’re building long-lasting relationships with your guests and their vehicles. That’s an exciting adventure to go on with each person who visits you. Stop thinking of each interaction as just a sale and think about the incredible value you provide. You are providing safe, reliable solutions to someone’s real-life problem. You are a hero. When you have a guest’s car, perform a complete inspection, noting items that need attention now as well as those to monitor for the future. Be sure to also note what looks good so guests know where their vehicle is performing well. Chances are they rarely see underneath their vehicle or know exactly what to look for, so giving them a complete rundown isn’t about making a sale; it’s about making a professional connection with them. Too often, repair estimates are high because maintenance has been deferred, so be prepared to explain the findings and why they’re important—all 22 / R+W / 09.26

while showcasing the value and benefits of having the repair completed by your technicians. After you’ve laid out the perfect repair plan, confidently ask for the job. For some reason, this is where many advisors stop. They beautifully explain what is needed and then let the customer walk off to make the decision solo. Don’t do that. That will result in a lower closing ratio. You must close the presentation of their needs with the utmost confidence because you have the solution. If you believe in what your technician is recommending, there should be zero hesitation in asking for approval. Anything less is a disservice to your guest, and disrespectful to your technicians’ skills and time. Be forthright about the repairs needed and the cost. A confident sales close should be a priority as parts costs, commodities, and labor rates continue to rise. If you feel uncomfortable with multiple line-item tickets and higher price points, take time to practice those conversations. It may sound silly, but rehearsing the words out loud builds confidence in your voice. It also supports better conversational flow, so practice the art of closing sales conversationally, and it will make the process of approving work so much easier. If you are offering your guest educational conversation with supporting evidence, there is very little reason they should walk away without approving the work. People only buy what you tell them they need to buy, so be their expert and lead them all the way through the solution. Confidently.

Lola Schmidt is the vice president of operations and marketing for Schmidt Auto Care in Springboro, Ohio. She joined her husband, Erich, in helping to run his shop nearly 10 years ago with ambitions as high as her heels. Through the years, she has helped to develop an award-winning business that provides veterans with opportunities for employment as well as the community with a trusted resource for auto repair. Outside of the family business, she is a mom to one, a gardener, an artist, and a musician. Lauralee@schmidtautocare.com

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The 2026 Ratchet+Wrench Award Winner

MATT MEVERT

Built on Service How Matt Mevert turned a small-town repair shop into a thriving business while investing in employees, customers, and his community

BY ALISON JOHNSON PH OTOS BY DAVI D FU LG H UM PH OTO G R APHY

As a child, Matt Mevert’s curiosity led him to fix broken things and put them back together. This passion eventually led to his career in the automotive industry.

The 2026 Ratchet+Wrench Awards

round age 10, Matt Mevert helped his father build a superpowered go-kart fitted with an engine that they pulled out of a wrecked motorcycle. By middle school, Mevert was spending hours a day in the garage that his dad ran as a side hustle to his full-time coal-mining job. Rather than go back to bed after finishing a paper route at 6 a.m., he’d go help clean the shop and remove and replace faulty auto parts. “I just ate it up,” Mevert said. “It’s still the coolest thing to me to take something broken, figure out what’s wrong, fix it, and put everything back together. And we’ve got to get it right: that vehicle is carrying someone’s life, family, or business down a road. We have to be our best.” Since opening his own tiny shop 33 years ago in Steeleville, Illinois, Mevert has never wavered from his own high standards—for his business, his customers, his team

26 / R+W / 09.26

“He’s the most upstanding person I’ve ever worked for. If there’s anything he can do to help you in your professional or personal life, he will. And that’s rare.” —Stefan Skelton, Manager, Hale’s Automotive

Congratulations to

Matt Mevert THE 2026 RATCHET+WRENCH AWARD WINNER

Congratulations! Thank you for your commitment to supporting and elevating shops. We are proud to have you as our customer.

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CONGRATULATIONS

MATT MEVERT

members, and his commitment to serving his community. For his success as a trusted automotive professional, respected industry mentor, and generous supporter of local families and programs in need, Mevert is the 2026 Ratchet+Wrench Award winner. The 30,000-Foot View Mevert Automotive & Tire Center, Inc., has grown from its humble beginnings into two bustling full-service locations, including Hale’s Automotive in Marion, Illinois, with 23 employees, $5.2 million in annual revenue, and an ARO of $720. The team includes three ASE World Class Technicians, one ASE Master Technician, three techs with one or more ASE Certifications, and one NAPA ASE Tech of the Year. At least three are shooting for ASE President’s Club recognition, a source of pride for Mevert. Driven by seven core values that cover repair work, customer service, and expectations for employees, the business has been NAPA Auto Care Gold Certified since

ON BEING NAMED THE

2026 RATCHET + WRENCH

ALL-STAR WINNER Congratulations on this well-deserved recognition! Your dedication, leadership, and commitment to excellence continue to set the standard. Thank you for trusting ATD as your distributor of choice - we're proud to help keep your business rolling!

28 / R+W / 09.26

The 2026 Ratchet+Wrench Awards

Matt and his wife, Andrea, run two full-service shops with 23 employees, $5.2 million in annual revenue, and an ARO of $720.

2019. It also won the “Best Places to Work” award at this year’s VISION Hi-Tech Training & Expo. Technicians have advanced technology and dealer-level diagnostic tools to work on a 50/50 mix of individual cars and fleet vehicles, including diesel models, specialty electrical trucks, boom and bucket trucks, flatbed one-tons, and RVs and buses. Mevert emphasizes transparent inspections, honest estimates, and customer education to help people make informed, safe, and cost-effective decisions. The company offers a five-year, unlimited mileage warranty plus NAPA EasyPay financing plans. Outside his shop, Mevert has created a nonprofit to provide cars to low-income families, funds athletic teams and other local organizations, and serves as a church deacon. He also supports ongoing training and advancement for his technicians, service advisors, and managers. “I wouldn’t be in this position without him,” says Stefan Skelton, manager of Hale’s Automotive. “He’s the most upstanding person I’ve ever worked for. If there’s anything he can do to help you in your professional or personal life, he will. And that’s rare.” A Lifelong Love of Cars Mevert, 54, is a native of Steeleville and an ASE Master Certified Technician. His grandfather and father were mechanics, and the family enjoyed going to local car races from the time he was a very young boy. Once he had his go-kart, Mevert and his buddies got permission to cut a circular track on a field owned by a family friend, where they raced for hours. “It was a blast,” he recalls. “For an 11- or 12-year-old boy, I mean, that’s the dream. That’s what got me hooked.” He later raced oval dirt modified cars for 25 years and still likes to attend races with his family. By high school, Mevert had plenty of mechanical experience from working with his father and at a Chrysler dealership over two 09.26 / R+W / 29

CONGRATULATIONS, MATT MEVERT! RATCHET+WRENCH SHOP OWNER OF THE YEAR

AutoVitals is proud to support Matt and the team at Mevert Automotive & Tire Center as they’ve built one of the country’s top shops through transparency, integrity, and exceptional service.

DVI

WORKFLOW

CRM

Congratulations on this welldeserved recognition!

30 / R+W / 09.26

summers. He opted to join the Air Force after graduation—both his grandfather and father had served— to explore electronics as well. Assigned to maintain missiles on B-52 bombers and F-15 fighter jets, Mevert did two years of active duty plus four years in the reserves. Most of that time was at Barksdale Air Force Base in Louisiana with a final post with the reserve fighter wing at the now-defunct Lambert Field Air National Guard Base in Missouri. The training in electronics proved invaluable at a time when computerized systems were becoming common in vehicles. Missing mechanical work, Mevert assumed he would rejoin a dealership after leaving the military—until his dad urged an independent path. “The coal industry was drying up, and he was bitter that promises about job longevity were not being kept,” Mevert remembers. “He said, ‘Do your own thing. Don’t rely on anybody else.’ He was the one who pushed me into entrepreneurship and running my own shop.”

The 2026 Ratchet+Wrench Awards

“Our goal is to treat our customers with empathy and integrity. Basically, treat them how we would want to be treated. That’s what gives them peace of mind.” — Matt Mevert, Owner, Mevert Automotive & Tire Center, Inc.

Congratulations

MATT MEVERT ON BEING NAMED THE 2026 RATCHET + WRENCH ALL-STAR WINNER

FROM THE AUTOZONE TEAM!

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Mevert completed two years in Southern Illinois University’s Automotive Technology program and received Accredited Automotive Manager certification from the Automotive Management Institute. In 1993, he opened his business at the back of a welding shop his dad was running. With only enough space to service one or two cars, Mevert worked alone for the first two years before hiring a high school student to help. In 1996, he moved into a freestanding, fourbay auto repair shop next to the welding location and, after adding on to that several times, built a new eightbay location in 2017 on West Broadway Street in downtown Steeleville. Bringing a Strong Team Along the way, Mevert regularly collaborated with professional coaching organizations and other shop owners to improve his business skills. Over the past six years, sales at the Steeleville location have grown by nearly 75%; its ARO has increased by 70%. “I have a peer group on a chat that has really poured into me,” he shares. “They were branching into multi-shop operations and challenged me to keep growing.” In 2023, Mevert acquired Hale’s Automotive, a shop open since 1989.

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At the time, Skelton was working as a service advisor following years as a technician. Spotting a potential manager, Mevert pushed Skelton out of his comfort zone and convinced him to go to leadership training. “Matt built me up into this position,” Skelton says. “He looks for the best in people and listens to everyone’s ideas. He was a tech who has been at the bottom, too, so he knows what’s possible and what to do if something goes wrong. He’s not just someone with the money fronting the business. He’s the heart of the business.” Jon Donnell, manager of the Steeleville location and a 15-year employee, started off as a cleaner at age 19. Mevert offered him almost daily chances to observe and practice simple to complex auto repairs and, when Donnell considered leaving the industry, talked him out of it. “If I have a question as a manager, Matt is always there,” he says. “He allows me to make mistakes. He trusts that I made the best decisions for a customer at the time; his only interest is what we can learn from it.” After a pause, Donnell adds, “He’s a humble person who has taught me a lot about fixing cars, but maybe even more about life. What makes him exceptional is not just the growth he’s had, but how he

The 2026 Ratchet+Wrench Awards

achieved it. His success has never been driven by the pursuit of profit or recognition, but by a genuine commitment to serving others.” Core Values in Action About a decade ago, Mevert developed a list of principles that he believed could hold his team accountable and anchor his business no matter how much it expanded: • COMMITMENT AND CARE. Second only to the safety of our customers is their peace of mind. We go the extra mile for our customers and our team members. • TRUST THROUGH TRANSPARENCY. Full disclosure. Respect is gained by first respecting. • LEADERSHIP AND TEAMWORK. Driven by leadership, we pursue the mission as one body, even in the face of adversity. • PERSONAL ACCOUNTABILITYCHARACTER. Do what we say we are going to do. Do the right thing even when no one is looking.

• ATTENTION TO DETAIL. It’s the little things that make the most difference. • FAMILY-COMMUNITY. Not cliché, just truth. Our families are our community and our community is our family. • SELF-IMPROVEMENTEDUCATION-LEARNING. Pledge every day to be the best version of yourself. Sometimes we win, sometimes we learn. We have not arrived. “I believe people do business with people that they know, like, and trust,” Mevert asserts. “Our goal is to treat our customers with empathy and integrity. Basically, treat them how we would want to be treated. That’s what gives them peace of mind.” At each staff meeting, team members discuss one of the core values. When they finish the list, they start over at the top. Beyond those expectations, Mevert aims to be a hands-off leader other than pitching in if he sees a need. “I want to trust people’s skills and individuality,” he explains. “They should have the freedom to do things their own way, as long as they’re acting within our guidelines.”

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Congratulations, Matt Mevert!

Adds Skelton: “If someone doesn’t meet his standards, they’re not around long. But if they do, they’re going to get what they need to do well. Training, equipment, flexibility, fairness—and probably a lot I’m forgetting.” As an example, Skelton successfully requested two extra lifts at his location to accommodate heavier trucks and increase productivity. And when he had to take three months off for neck and back injuries, he received full paychecks without asking. Meanwhile, when Donnell bought land for a new home, Mevert showed up to help dig holes for water lines. “He did some heavy lifting for me,” Donnell says. “My boss is just a really good man.” At work, Donnell saw the core values in action even when he was scrubbing the shop’s white concrete floors in 2012. Mevert didn’t like oil stains, so Donnell would fill a fivegallon bucket with mineral spirits, scrub with a wet rag, and then follow behind with a dry rag.

OEC is proud to support award-winning leaders like Matt, who trusts RepairLink & PartsTech to streamline parts procurement.

Thank you, Matt, for your leadership-throughservice approach and for choosing RepairLink and PartsTech as your go-to partners.

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“By the end, it looked brand new,” he says. “It was about always putting our best work in. That continues up to working on vehicles, where the question is, ‘Would I put my mom in this car?’ If not, we’re not done.” And “done” means 100% finished. One case study: a customer who brought his car in after trying to change his own battery but failing to properly secure cables. Technicians repaired the wiring and reset the dashboard lights. Fixed? Not quite. As another team member was pulling the car around for checkout, he realized that in the process of removing the battery, the customer had left purely cosmetic pieces of the part on a back floorboard. “We could have easily ignored that, but our guys took the time to put everything back in place,” Mevert says. “We want our customers to leave knowing they don’t have to worry.” And if customers ever have concerns or feel the shop has failed

The 2026 Ratchet+Wrench Awards Congratulations them, Mevert stresses compassion rather than defensiveness: “We’ve got to listen and get it resolved. At the end of the day, we need to make things right.” Serving Beyond the Shop Giving back has long been a priority for Mevert, a devoted family man who has been married to his wife, Andrea, for 26 years. She serves as the business’ co-owner and office administrator and in accounts receivable. They have three sons, Brad, 25, Zach, 21, and Cody, 18, as well as a Miniature Schnauzer named June. Mevert Automotive pours support into fundraisers, youth programs, school events, and community nonprofits. In 2018, the business began gifting a car to a local family in need every December. That effort grew into a nonprofit, Wishes on Wheels of Randolph County, that now does two annual giveaways. Many of the vehicles come from customers facing a big repair who decide to donate or sell at a low

price. After techs fix up the cars to make them completely reliable, the shop sends them to families nominated by area schools and churches. Additional fundraising and partnerships with community groups have also helped cover insurance, registration, and fuel. In one recipient family, the mother had walked her kids about three miles a day to school, even in the rain, snow, or wind. “They were all crying because they were so happy,” Mevert says. “There have been a lot of tears over the years. It’s just really special.” To nurture future generations of industry workers, Mevert sits on the Southern Illinois University Carbondale’s Automotive Technology Advisory Board and has held several free automotive intro and small engine training classes for high school students. He also has hosted educational sessions for customers to help them understand basic car repairs. Beyond that, Mevert is a member of the Steeleville Chamber of Commerce (which named him

MATT MEVERT of Mevert Automotive & Tire Center and Hale's Automotive, Illinois

RATCHET + WRENCH

2026 AWARD WINNER

Building a business rooted in service, integrity, and leadership with a worldclass team to match.

THE GROWTH BEHIND THE REWARD

21% CAR COUNT

211 Monthly Average

174 Monthly Average Before SMP

AVERAGE REPAIR ORDER

663

451 Monthly Average

REVENUE GROWTH

2023

$1.35M

2024

$1.43M

2025

$1.60M

Monthly Average

452

Monthly Average Before SMP

34% CAR COUNT

More Monthly Vehicles

Revenue Growth in 3 Years

AVERAGE REPAIR ORDER

753

Monthly Average

REVENUE GROWTH

2023

$2.65M

2024

$3.20M

2025

$3.56M

Proud Marketing Partner to Matt Mevert of Mevert Automotive & Tire Center in Steeleville, IL and Hale's Automotive in Marion, IL

View the Full Case Study and More

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The 2026 Ratchet+Wrench Awards

Steeleville Citizen of the Year in 2026) and Rotary Club, a youth basketball coach, and volunteer for an annual Fourth of July race that starts at his shop. Mevert’s wife and sons, along with shop team members, have frequently pitched in on initiatives. “Everybody here knows who Matt and his family (are),” Donnell says. “I honestly don’t think I’ve ever heard him turn someone down or say no to a request.” Jared Pemper, Pastor of Steeleville Baptist Church, agrees, describing Mevert as “one of the bedrocks of our community.” Mevert, a deacon at the church, teaches a class for married couples, serves as a role model for younger men at a breakfast Bible study, and volunteers with the children’s ministry, a commitment that includes a week of living in a cabin at Lake Sallateeska Baptist Camp. “He is possibly the most sacrificial and giving person I’ve ever met,” Pemper asserts. “People look up to him, and he definitely has the gifts of patience and encouragement. He’s one of the greatest sources of encouragement in my life.” As for the future, Mevert is open to more growth for his business. Acquiring the Marion shop and building relationships with a new group of team members, customers, and community organizations was a source of joy, he notes. “I’m thankful for those people (at that location) every day,” he says. “We’ve been able to do great things because of them. We’ve always had a growth mindset and a steady evolution, which I think will continue even if nothing specific is in the works right now.” Winning the 2026 Ratchet+ Wrench Award, he adds, is a major honor that he credits largely to his team. “We’ve spent years trying to do the right thing as we fix some cars,” he says. “It means a lot to be recognized for that; it’s actually hard to put it into words. We’re just going to keep doing what we’re doing.” 36 / R+W / 09.26

“He is possibly the most sacrificial and giving person I’ve ever met.” — Jared Pemper, Steeleville Baptist Church

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PHOTOS COURTESY OF AUTOFLOW

T O O L B OX / L E A D E R S H I P

EVERY LEADER IS A PUBLIC SPEAKER Craig O’Neill shares practical strategies to conquer the fear of public speaking and connect with any audience, large or small BY NOAH BROWN

At some point in life, everyone will have to speak in public. Whether it’s at work, at a conference, or elsewhere, it’s inevitable that they’ll have an audience when talking. Despite how common public speaking is, glossophobia—or the fear of public speaking—is the most commonly reported phobia in the United States, according to the National Social Anxiety Center reports, ranking ahead of heights, spiders, and even death. It’s this duality—the fear that many people have and the fact that everyone has to speak in public at some point—

that makes Craig O’Neill, vice president of training for Autoflow in Grand Rapids, Michigan, believe public speaking is not a niche skill for the few shop owners who get invited to industry events. It’s an essential tool in your leadership toolbox. “The audience size can be one or 100 or 1,000 or more,” O’Neill says. “But whether that audience is one or more doesn’t matter. You’re public speaking.” For O’Neill, that belief was formed early. He grew up around his family’s transmission shop, spending summers in the business and sitting quietly in the front office, listening as his father and

the shop’s service advisor talked with customers. He did not know it at the time, but he was learning the mechanics of communication long before he ever thought about speaking professionally. “You never realize you’re learning sometimes in the opportunities that are given to you,” he says. “You realize that later on, after you’ve gone through those things, and you look back on that.” Now, after more than three decades in the industry, O’Neill sees communication as one of the most important gaps holding shops back. In his view, many of the problems shops wrestle with, from 09.26 / R+W / 39

T O O L B OX / L E A D E R S H I P

customer trust to employee engagement to industry stigma, trace back to the same root issue. “I feel that the problems we face in this industry are because of our communication problems,” O’Neill says. “It’s like we’re poor ambassadors. We just never learned the diplomatic language of the community that we’re serving.” Recognize That You Are Already Doing It The first step for shop owners is simple: stop thinking of public speaking as something that only happens behind a podium. O’Neill says many shop leaders already practice public speaking every day without calling it that. They lead meetings, coach employees, talk through complex repairs, handle upset customers, and explain strategy to their teams. The problem is that they do not define those interactions as public speaking, so they rarely practice or improve them with intention. Team meetings are a perfect example. O’Neill says he routinely meets shop owners who experience the same nerves before speaking to their own staff that others feel before stepping onto a large stage. “They’re getting the same nerves that you would expect for someone that’s about to give a massive presentation to

a huge ballroom audience,” he says. “But they’re just talking to their 18 members at the shop.” Those nerves are real. O’Neill describes the familiar physical response: elevated body temperature, visible shaking, strained breathing, sweating, and a racing heart. For many people, those symptoms can feel like proof that they are not cut out for speaking. O’Neill sees it differently. The fear is common, but it can be managed. “We’ve all literally, every one of us, spent time feeling the nerves and the stress when all of the attention and eyes are on you,” he says. Shift the Focus Away From Yourself When shop owners ask why speaking feels so uncomfortable, O’Neill’s answer is both simple and challenging: nerves often grow when the speaker becomes too self-focused. “That anxiety comes in when we fail to be others-focused,” he says. “When we put ourselves first, we become more nervous, because it’s more about us than it is about them.” That mindset shift matters. A shop owner who is worried about looking foolish, sounding unprepared, or being judged is naturally going to feel pressure. But a shop owner who is focused on helping the audience, whether that audience is

an employee, a customer, or a room full of peers, can reframe the moment. Even good intentions can become self-focused, O’Neill says. A speaker might tell themselves they do not want to disappoint the audience or that they want to make sure the content is valuable. That sounds others-focused on the surface, but the pressure still centers on the speaker’s performance. “If you’re speaking about something or have been asked to speak about something, your value isn’t in question at all,” he says. That doesn’t mean preparation is unnecessary. In fact, O’Neill says nerves can sometimes reveal a lack of preparation. Shops are often reactive, and leaders can find themselves trying to communicate from chaos. That rarely produces a clear message. “If we aren’t prepared and, let’s face it, our industry, a lot of times we’re very, very reactive,” he says. “If we’re communicating from chaos, which is the norm, it’s very difficult to communicate effectively from that position.” Find a Place to Practice For O’Neill, the biggest turning point in his public speaking came through Toastmasters. Years ago, while leading a web meeting with a three-store client, O’Neill

Not all public speaking involves a roomful of attendees and a podium, but it's what most people think of when they hear the dreaded term.

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found himself in a room with several people he wanted to impress. So he talked. And talked. “I wanted to impress them, and that is what I set out to do by talking nonstop,” he says. “I didn’t pause. I barely gave any room in there at all.” Afterward, O’Neill received feedback about the call, as well as a recommendation that he attend a Toastmasters club. O’Neill took the advice and joined Grand Rapids Toastmasters Club 404, a local club that has been running for 80 years. Nearly seven years later, he is still attending. What he found was not just a place to speak, but a place where people intentionally show up to help each other improve. “It’s a group of people that shows up not just for themselves, although everyone is there to work on their own communication and leadership skills,” O’Neill says, “but they’re there to lend their time so that others may practice their public speaking at them, and then they give a gift of their feedback to that individual.” That kind of structured practice is difficult to replicate inside the shop, where conversations often carry real business consequences. Toastmasters gives leaders a lower-risk environment to practice, stumble, receive feedback, and try again.

“It’s a safe place for people to come and practice their skills,” he says. Get Better at Giving Feedback Perhaps the most practical daily benef it of public speaking practice, O’Neill says, is learning how to give better feedback. That is one of the most uncomfortable responsibilities shop owners have. Correcting an employee, coaching a service advisor, or addressing a recurring issue requires clarity, confidence, and empathy. Those are the exact skills public speaking practice can help develop. “When you get good at delivering feedback, and you’ll go through if you join Toastmasters, you’ll go through a Level 1 Pathway and part of it is giving evaluations,” O’Neill says. In Toastmasters meetings, participants evaluate each other’s speeches. At first, O’Neill says, that can feel awkward. New members may not know how to critique someone they admire or how to offer improvement suggestions in a way that feels helpful rather than harsh. But that discomfort is the point. “Man, that is absolutely one of the most critical skills that we have as leaders in the shop,” he says. “The best thing that I could possibly encourage, in my opinion, is get good at giving feedback.”

Start Small and Keep the Focus on Service Shop owners do not need to become keynote speakers to become better communicators. They can start by preparing more intentionally for team meetings, practicing explanations before customer conversations, asking for feedback from trusted peers, or visiting a local Toastmasters club. They can also read. O’Neill recommends Dale Carnegie’s “How to Win Friends and Influence People,” a book he says many people wish they had read much earlier in life. Its enduring value, he says, is its emphasis on communication that puts other people first. That is ultimately the center of O’Neill’s message. Public speaking is not about ego, applause, or chasing a larger audience. It’s about helping people understand something that can make their work, their shop, or their life better. “If you change one life at all or one perspective that is now healthier as a result of their interaction with you and your experience, man, good job,” O’Neill says. “That’s fantastic.” For an industry still fighting old stigmas and daily communication challenges, that may be the most important reason for shop owners to get more comfortable speaking up.

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PHOTOS COURTESY L&N PERFORMANCE AUTO REPAIR

T O O L B OX / C A S E S T U DY

HOW TIERED DVIS CREATE VALUE FOR TECHNICIANS, CUSTOMERS, AND THE SHOP Ditching bloated inspection templates for tiered DVIs can streamline shop workflows, eliminate technician friction, and drive long-term profitability BY G R I F F I N M AT I S

Digital vehicle inspections offer customers a clear, easyto-understand picture of their vehicle’s health and needs. Since implementing a tiered approach to DVIs at L&N Performance Auto Repair, owner and operator Lucas Underwood has seen a consistent increase in both technician efficiency and satisfaction, as well as a spike in customer retention. BACKSTORY In the beginning, a DVI had to be manually built for each specific use case. Like many owners, Underwood initially built his basic inspection list based on what he, as a technician, would want inspected on his own 42 / R + W / 0 9 . 2 6

vehicle. While well-intentioned, the inspection list became a massive, one-size-fits-all obstacle for both technicians and customers. The average repair order ran around an impressive $1,700, thanks to the expansive inspection list, but it caused frustration across the shop. PROBLEM The inspection process had become more of a burden than a way to work efficiently. Tasks weren’t in an ideal order, requiring extra work from the technicians. Technicians were more likely to skip or ignore sections that weren’t relevant to the work they were doing, resulting in inconsistent reports. Customers,

meanwhile, spent up to four hours at the shop for what should have been a 90-minute inspection, which further reduced repair approval rates and return frequency. SOLUTION Once Underwood took a step back and started working with his technicians, things began to fall into place. Even small changes—such as checking tire pressure in the bay instead of the parking lot to eliminate an extra trip—added up to significant improvements in a frequently frustrating process. “One big thing I try to caution shops against when talking to them about this is: don’t build it around

what you think it should look like,” Underwood says. “Build it around the workflow itself. Build it around how they’re working on the car and what they’re doing with the car at any given time.” Underwood implemented three tiers of inspection based on the technicians’ workflow. For cars with fewer than 50,000 miles, those that are under two years old, or those that have recently visited the shop, L&N performs a light inspection designed to catch critical oversight risks while getting customers in and out promptly. For vehicles that haven’t been in the shop for six to 12 months, have more than 50,000 miles, or are more than three years old, L&N performs a more advanced inspection that provides a comprehensive evaluation of the vehicle’s overall health. Finally, L&N offers paid, comprehensive inspections for customers who request them. Within each inspection are four phases: • Phase 1: Bay entry—Road test evaluation and moving the vehicle into the bay. • Phase 2: Under the hood— Opening the hood and checking fluids. • Phase 3: Mid-level lift—Raising the vehicle on a lift to mid-level for middle-tier inspections. • Phase 4: Full-height lift—Raising the vehicle all the way to evaluate undercarriage components.

AFTERMATH While L&N’s ARO dropped by roughly $300 on newer vehicles, return visit frequency for those vehicles doubled from once a year up to twice annually, turning a minor drop in initial ticket size into a net gain in customer lifetime value. The reduced wait times improved customer satisfaction and increased approval rates for repairs. 09.26 / R+W / 43

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Ultimately, technicians accomplished more with less friction and frustration. More importantly, the new process helped shift their mindset from “I’m fixing a broken vehicle” to “I’m a customer advocate.” As Underwood made clear to both his customers and his employees, the new system was built entirely on helping technicians and customers make the best decisions, not running up the ARO. Underwood also notes that the technician shortage is still a serious issue facing the industry. Even when their compensation meets or exceeds their financial needs, technicians are still leaving highpaying shops. Money isn’t the only retention tool; offering employees a purpose and a paycheck will go much farther than a paycheck alone. “Tim Kite, an amazing leadership coach who passed away a couple of years ago, once said that when you hire people, they want to go on a

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journey. They don’t just want a job,” Underwood explains. “When they come to work, it shouldn’t just be about fixing cars; they need to know they’re accomplishing something meaningful that impacts others. If we tie that back to being an advocate for the consumer—who could be your mom or your child—your job takes on far more importance than simply turning a wrench.” TAKEAWAY For a shop that wants to implement tiered DVIs, there are two things that need to be managed: internal expectations among technicians and external expectations for customers. Fortunately, both have the same solution: communication. Internally, it requires full engagement with your team. If you aren’t asking them directly how you can make their workflow more logical or more effective, you’ll never establish that buy-in from them.

Externally, it requires establishing why you’re doing this and how it benefits customers, like telling a customer with a newer vehicle that their wait time will be reduced thanks to a shorter and more targeted inspection list. Of course, unexpected things will always happen. A minor issue can turn into a major emergency at the drop of a hat, so the best move is always communication. Even if it turns out that a part will take a week to arrive, updating the customer the same afternoon they dropped off their car establishes trust and transparency. “We have to balance internal expectations, and we have to balance external expectations,” Underwood explains. “And if I’m talking to them about why I’m doing this, my desired outcome, and I’m obtaining buy-in from both parties, that’s how I get a successful process change.”

NOVEMBER 3–6

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HAPPENING #IRL 2026 S E M A S H O W. C O M

C O L U M N / S I LV E R S T E I N

THE 35,000-FOOT VIEW

The Customer Experience is the Diagnosis What a stay in the hospital taught me about running an auto shop BY R . “ D U T C H ” S I LV E R S T E I N

A recent medical scare forced me into

the patient seat, giving me a closer look at the customer side of health care than I ever wanted. Sitting in that hospital waiting room, I couldn’t help but notice how much the practice of medicine mirrors the business of auto repair. THE DIAGNOSIS IS FAMILIAR The diagnostic processes are very similar. Take differential diagnosis and diagnosis by exclusion. In our bays, a classic differential is a “crank, nostart.” Because an engine needs fuel, spark, and compression to f ire, a tech builds a list of potential causes and tests each one. Does it have fuel, spark, and compression? Diagnosis by exclusion, on the other hand, is your absolute last resort. Think of a nightmare parasitic draw. You systematically pull fuses when applicable and split the electrical circuitry down until, purely by process of elimination, the root cause is left standing. It’s why so many techs view themselves as automotive “doctors.” Some shops even throw that appellation right on the building sign. WHERE HEALTH CARE GETS IT WRONG But while our industry can admire medicine’s structured training and objective standards, the medical profession could learn a hell of a lot from us about customer service. To put it bluntly: If my numerous hospital experiences are typical, health care service absolutely sucks. The sheer inattention to detail and total lack of accountability when they repeatedly dropped the ball left me f loored. I checked out of that hospital with one inescapable conclusion: If I ran my repair shop with the same negligence 46 / R+W / 09.26

they ran their hospital, my doors would have been chained shut by the end of year one. Modern medicine seems utterly consumed by volume. In our world, we call it scalability. They herd patients through the system at breakneck speed to maximize billing while the quality of care plummets. A toxic hubris has taken over medicine because, frankly, patients have nowhere else to go. Monopoly breeds laziness. There’s zero urgency unless it’s time to collect the co-pay. DON’T MAKE THE SAME MISTAKE Worse, I see these exact, ugly traits creeping into our own industry. There’s a growing air of entitlement among a certain subset of shop owners. They refuse to itemize invoices into transparent categories like parts, labor, and shop supplies. Why? Fear. They’re terrified a customer might have the audacity to ask how their hard-earned money is being spent and some conf lict might result. They don’t want to waste time educating the consumer. To them, the client just isn’t worth the effort. That mindset is poison. The remedy is simple: Pay attention to the details. Make people feel welcome the second they cross your threshold. Have your service advisor review upcoming appointments and dig into vehicle service histories beyond the last oil change. Want to feel like an absolute fool? Tell a customer they’re due for spark plugs based on mileage intervals when your own shop replaced them 9,000 miles ago. Engage your customers. Ask them if they have questions. Show them respect, even on the days they don’t return the favor. Everyone can have a bad day—but your shop’s culture shouldn’t be the cause of it.

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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