Sharing Ideas for a Better Future in the Automotive Industry January - February 2026
Setting the Course for 2026: A Message from the MMG President Cody Eckhardt
To all our Mopar Masters Guild members - Happy 2026!
As we kick off a new year for the Mopar Masters Guild, I want to thank each of you for your con nued engagement, leadership, and commitment to strengthening our Guild and our partnership with Mopar.
First, thank you to everyone who completed and returned the MMG 20 Group Survey. The MMG Execu ve Commi ee compiled the results and met via Zoom on January 22 to review the feedback in detail. A er though ul discussion around ming, planning requirements, travel logis cs, and available mee ng space, we made the decision to target Spring 2027 for the 20 Group launch. This allows us the me to build the program correctly and ensure it delivers real value to our members. We will con nue refining the structure and expect to have more defined plans to share when we meet at our 34th Annual MMG Meeting during SEMA this November.
Speaking of November, we are ac vely working on plans for our 34th Annual Mee ng at SEMA, and addi onal updates will be coming soon. We are focused on delivering strong content, meaningful networking opportunies, and clear direc on for the future of MMG.
Don Cushing, our MMG Magazine Editor recently had the opportunity to interview Chris Messer of Endeavor Business Media, the guild’s exclusive media partner! Their conversa on highlighted the evolu on of fixed opera ons leadership and the important role MMG plays in developing best prac ces across our network. It’s encouraging to see growing interest in what our Guild represents and how we can con nue to elevate the voice of service and parts leadership. I encourage you to take a few minutes to read the full interview in this issue.
We also invite all Suppor ng Vendors to connect directly with our membership through an interview opportunity. This is a great way to share your story, highlight your services, and strengthen your visibility within our associa on. To par cipate, please contact Don Cushing at dcpubnews@gmail.com or call 401-578-6945 to begin the interview process.
Membership dues for 2026 are currently in process. Your con nued support allows us to expand programming, strengthen our industry partnerships, and invest in ini a ves like the 20 Group concept and enhanced Annual Mee ng content. If you have any ques ons regarding dues or membership status, please reach out.
We will con nue to keep you informed as plans develop, with the goal of having Annual Mee ng informaon compiled by the end of March. I appreciate your input, your leadership, and your willingness to lean into what’s next for MMG.
Continued on Page 3
Continued from Page 2
Let’s make 2026 a year of growth and collabora on.
Regards, Cody Cody
Eckhardt
President – Mopar Masters Guild
Service Director – Ken Garff West Valley CDJR
codye@KenGarff.com
Supporting Vendor Spotlight Interview
Messer:
Chris Messer, EVP – EndeavorB2B
Exclusive Media Partner of the Mopar Masters Guild
Chris Messer and EndeavorB2B (Endeavor Business Media) have been trusted partners of the Mopar Masters Guild for many years, suppor ng member educa on, industry insight, and professional growth. In April 2025, Chris was promoted to Execu ve Vice President of Endeavor’s Transporta on Group— an achievement that reflects both his leadership and his commitment to the automo ve industry. We sat down with Chris to discuss his journey, his vision, and what the future holds for MMG members.
MMG: Chris, congratula ons on your promo on to Execu ve Vice President. What does this new role mean to you, both professionally and personally?
Thanks Don! The new role is much of the same that I’ve been doing for years (managing our Vehicle Service & Repair Group (h ps://www.endeavorbusinessmedia.com/mkts-we-serve/vehicle-repair/) but I’ve now been granted the addi onal responsibility of managing our Commercial Vehicle Group (h ps://www. endeavorbusinessmedia.com/mkts-we-serve/commercial-vehicle/) as well. In many ways, the adjacent industries are similar, although there are many nuances and market dynamics that impact the businesses of our readers and customers in different ways.
Professionally, this means a whole new opportunity to learn an industry, and a chance to serve a new customer base (as well as taking care of the customers I’ve been working with for nearly 20 years).
Personally, it means more me at 30,000 feet! There are several new events to a end, which equates to less me at home and more me on the road. But for those that know Minnesota’s weather, we only get 90 nice days a year (and I try not to travel during those mes).
MMG: You’ve spent nearly 20 years in the automo ve industry and were recently recognized as Endeavor’s 2024 EBBIE Award winner for Market Leader of the Year. What experiences have most shaped your leadership approach?
Messer:
I could write a book (and maybe I should!). I’m a big believer in learning from all things in your environment, big and small. People that I work closely with know my cliche phrases that I say like, “we either win or we learn.” I wouldn’t say that there is one experience or situa on that most shaped my experience, but rather a series of ongoing encounters and environments that have helped to mold me (for both be er and worse).
MMG: Endeavor Business Media has been a long- me supporter and the exclusive media partner of the Mopar Masters Guild. Why has the MMG rela onship been important to you and your team?
Messer:
Business partners become friends, and friends become family. I feel so fortunate to have formed lifelong bonds with members of the MMG. It’s such a great group of people who I truly enjoy seeing each and every year (and usually more than once a year).
Continued on Page 5
Leaders in the Sale of Quality Mopar Parts
Continued from Page 4
From a business perspec ve, we (FenderBender and Ratchet+Wrench) work together with almost all the leading Mopar parts dealers across the country, so it’s a no brainer to support where and how we can.
MMG: From your perspec ve, how has the Mopar Masters Guild evolved over the years, and what makes this group unique within the automo ve community?
Messer:
First off, there is no other group (that I know of) like the MMG. Sure, there are wholesale parts groups, OEM run gatherings, 20 groups, etc., but the MMG is self-governed and independent from answering anyone other than the members. To watch the comradery amongst the guild—watching those that are compe tors in normal circumstances get together and help one another—is truly amazing.
The MMG evolves every year. Although at the founda on the discussions all revolve around the same thing (how do we sell more parts, help our customers, etc.?), the challenges and solu ons of the business climate are always a moving target. Technology is moving at a rapid pace; consolida on is changing the landscape of your wholesale customers, and business in a constant moving target. The MMG and its members stay ahead of the curve together, and tackle these issues head on to make one another even more successful.
MMG: In your expanded role, you’ll be overseeing transporta on, fleet, and trailer markets. What major trends should shop owners and MMG members be paying close a en on to right now?
Messer:
Regional consolida on—what I mean by this is not the big boys that everyone talks about, but rather the one to two roo op loca ons that are growing to three to five (as an example). There is a huge opportunity for both “smaller” collision and mechanical to grow their loca on count without dives ng to the major consolidators
New vehicle technology —Today’s vehicle systems are so complex, and there is s ll a large con ngent of the a ermarket that is not yet equipped to repair these vehicles. However, there’s a new trend of calibraon centers emerging as savvy operators see an opportunity to service these vehicles that their competors can’t.
Moves away from EV —Although EV will con nue to evolve and grow, it won’t be done at the rapid pace that was predicted. With CAFE Standards being pushed back and OEMs pulling back on their EV manufacturing investments, other technologies will come into play and will come internal combus on engines will con nue to dominate.
MMG: Media con nues to change rapidly. How does EndeavorB2B ensure it delivers relevant, ac onable content that truly supports shop owners and industry professionals?
Messer:
This, like the climate of your parts business, is always a moving target. We stay on top of this in a few different strategic ways:
1. We a end numerous industry events throughout the year specific to each ver cal we serve. This ensures we are part of the industry we serve, helps us stay abreast of technology changes, and keeps us on the front lines of industry developments.
Continued on Page 6
The exchange of information by like sized dealers in a non-competitive environment.
Continued from Page 5
2. Our team conducts “reader calls” frequently. This includes our editors, salespeople, etc. and involves us spending me at a shop, riding on a tool truck, etc., to ensure we stay connected with our audience (in fact, as I write this, I am si ng in a local shop ge ng my re fixed!).
3. All of our brands have Editorial Advisory Boards. These boards meet monthly to review previous content, discuss trends shaping the industry, and keep us honest in producing content for the industries we serve.
4. We review the data and then review the data again. In this day in age, we have the analy cs that can show what our readers are interested in, how much me they are spending with ar cles, podcasts, videos, etc. The data doesn’t lie, and the history of the engagement helps show what the audience is interested in currently and shows the trends of what they will gravitate towards in the future.
MMG: Looking ahead, what excites you most about the future of the automo ve service and repair industry?
Messer:
Things are constantly changing, which leads to excitement for all stakeholders. This means there is never a shortage of industry items for us to cover through our magazines, websites, newsle ers, podcasts, videos, social media, etc. That said, at the heart of the industry, it is s ll a rela onship-driven business. No ma er the technological advancements, I don’t see that going away. The people are my favorite part of the business, and most of the people in this industry, past, present, and future, tend to be good (salt of the earth) humans who are passionate about helping others.
Addi onally, our industry is, for the most part, recession proof. We have stability in our businesses that other markets don’t. Transporta on, food, healthcare, etc., enjoy this benefit. I’m not saying there aren’t swings in business climates, but people need to get around and the business of fixing cars and trucks isn’t going away any me soon. In fact, the industry is poised to grow significantly in the next five years, and there is a great deal of opportunity for those posi oned correctly.
MMG: Finally, what message would you like to share directly with Mopar Masters Guild members who have supported Endeavor and its brands over the years?
Messer: THANK YOU!
For all the MMG that have supported us, we sincerely appreciate it. Your adver sing has obvious benefit for your business, but without your support we wouldn’t be able to drive award-winning content for the industries we serve. We can’t do what we do without you.
Also, to the MMG members that I’ve had to get to know on a personal level and build long term bonds with, please know the rela onships that we share and some of my favorite and most important to me. As previously stated, customers become friends, and friends become family. I am eternally grateful for each and every one of you!
Continued on Page 7
Leaders
Continued from Page 6
Closing
Chris Messer’s leadership and EndeavorB2B’s con nued partnership reinforce a shared commitment to educa on, innova on, and the success of Mopar Masters Guild members. We thank Chris and the Endeavor team for their long-standing support and look forward to what’s ahead.
Chris can be reached at: cmesser@endeavorb2b.com or at 651.206.3168
Submi ed by Don Cushing
Continued from Page 5
AI in Dealership Operations: From Curiosity to Competitive Advantage
Ok so we have all learned we can have some fun with AI right? This caricature proves something important: AI can be fun, light-hearted, and crea ve. It can exaggerate features, drop us into Las Vegas, and turn a board mee ng into a cartoon in seconds. That’s the entertainment side of AI — and yes, it’s pre y impressive. But AI is so much more and powerful!
Read on………….
Not long ago, ar ficial intelligence felt like something reserved for Silicon Valley or science fic on. Today, it’s si ng in our service drives, parts departments, accoun ng offices, and marketing teams — whether we realize it or not.
Many of us were first introduced to AI through something fun — a caricature, a generated image, a quick dra ed email. It’s easy to see the novelty. But if we stop there, we miss the real story.
AI is not a toy. It’s a tool.
And for dealership opera ons, it’s quickly becoming a compeve differen ator.
Smarter
Service Opera ons
In fixed opera ons, efficiency is everything. AI-powered systems can now:
• Predict maintenance trends based on VIN-specific data
• Analyze technician produc vity pa erns
• Op mize scheduling to reduce idle bay me
• Improve parts inventory forecas ng
Imagine reducing emergency parts orders because predic ve analy cs flagged demand weeks in advance. Imagine spo ng workflow bo lenecks before they impact CSI scores.
That’s not futuris c — that’s available now.
Data That Actually Works for You
Dealerships generate enormous amounts of data every day — RO histories, parts movement, warranty claims, customer reten on metrics. Tradi onally, we review reports. AI analyzes pa erns.
Instead of reac ng to last month’s numbers, AI tools can surface insights like:
• Which customers are most likely to defer service
• Which advisors consistently drive higher reten on
Continued on Page 9
Leaders in the Sale of Quality Mopar Parts
Continued from Page 8
• Which marke ng campaigns convert best in your PMA
The difference? Speed and clarity.
Communica on at Scale
From internal SOPs to customer follow-ups, communica on drives culture and reten on. AI can assist in:
• Dra ing customer reminders tailored to service history
• Crea ng consistent internal training materials
• Producing polished communica ons in minutes
That doesn’t replace leadership — it enhances it. Leaders s ll set the direc on. AI helps execute faster.
The Human Factor S ll Wins
Let’s be clear: AI will not replace strong service directors, parts managers, or dealership leaders. It won’t replace trust built in the service lane. It won’t replace technician skill or advisor rapport. But it will reward leaders who know how to use it.
The dealerships that thrive in the next decade won’t be the ones with the biggest buildings. They’ll be the ones that combine:
• Experienced leadership
• Data-driven decisions
• Opera onal discipline
• And intelligent use of technology
A Guild Perspec ve
As members of the Mopar Masters Guild, we’ve always believed in eleva ng standards — not reac ng to change, but leading through it.
AI presents us with a choice:
• Treat it as a novelty
• Or leverage it as a strategic advantage
The forward-thinking dealer isn’t asking, “Will AI replace us?”
They’re asking, “How can AI make us sharper, faster, and more profitable?”
Innova on has always reshaped our industry — from carburetors to computer diagnos cs, from paper ROs to digital tablets. AI is simply the next evolu on.
The ques on isn’t whether it’s coming.
It’s whether we’re prepared to use it wisely.
Submi ed by Don Cushing
The exchange of information by like sized dealers in a non-competitive environment.
The View From My Office
With Kat Monteiro
Happy New Year! 2026, who can believe it?
I have to say that 2025 treated us pre y darn good. I am hoping 2026 provides more of the same - more adventures, more me with family and friends, more days of relaxa on and enjoyment. More days of reflec on, truly seeing the beauty that is all around us and shu ng out the noise.
This is a very special year for the Chinese Zodiac. It’s not just the year of the Horse, but the year of the Fire Horse! Something that only happens every 60 years. So, I believe this is going to be a very special year because of my love of horses and how could a Fire Horse not bring us some magic and something beau ful.
The Year of the Horse symbolizes a dynamic, fast paced period focused on ac on, freedom, and significant transforma on. Represen ng speed, perseverance, and independence. The Fire Horse encourages bold moves, career advancements, and pursuing passions. This is the me to embrace changes, travel, and social connecon. It is a year for rapid progress, innova on, and breaking old pa erns to achieve personal growth.
If you were born in the years 1930, 1942, 1954, 1966, 1978, 1990, 2002, 2014 you were born under the Year of the Horse. You are considered charisma c, op mis c, and are a natural leader.
For those born from February 17, 2026 - February 5, 2027, they will be a Fire Horse.
Doesn’t that sound like the making of a great year? I am going to do my best to embrace it and feel like a Fire Horse! I encourage all of you to do the same.
Continued on Page 11
Leaders in the Sale of Quality Mopar Parts
Continued from Page 10
I hope you all are surviving this winter. We have been watching the weather reports and Old Man Winter has been really angry! No complaints from sunny California but I do worry about many of you.
Just keep remembering that Spring is right around the corner. Un l then please stay warm and safe.
We started the year off with a trip to Sea le, Washington in January to celebrate my birthday. Guess how we got there?? That’s right! The train!
We rode Amtrak’s Coast Starlight from Oceanside to Sea le and back. We had 3 nights in Sea le and 2 full days of fun. It was a beau ful ride on the train along the ocean and through the mountains and valleys, just breathtaking. The 2 days we had in Sea le were beau ful, a li le on the cold side, but blue skies and wonderful.
We had a hotel right downtown next to the Seahawks stadium the week running up to their last playoff game which was at home and the city was a buzz! We were in an area they call Pioneer Square. What a great place. We walked all through the area, and it was amazing. They have so many old, historic buildings that they have maintained. The original names are s ll on the buildings, even a er all these years, but they have fi ed the inside to accommodate businesses. It’s very cool, I found it fascina ng. I really fell in love with this city.
Continued on Page 12
The exchange of information by like sized dealers in a non-competitive environment.
Continued from Page 11
Can’t say we didn’t think about Mike Gerber while we were there, especially with the Seahawks having their playoff game just 3 days away. He was such a fan. I was wondering Don - if you thought about pain ng your beard green again this year a er New England lost to the Hawks in the Superbowl?
It makes the heart a li le sad, reminding us of the friends we have lost over the years from the Guild.
We didn’t go to any of the big touristy places but just walked around town and ate at some wonderful restaurants and bars. We took one of the ferries each day. One to Bainbridge Island and the next day over to Bremerton. It was fun to be out on the water. We would get over there and walk around, have lunch, and then hit happy hour back in town. It was a wonderful 2 days.
Kat, Mike was a wonderful man and a passionate Seahawks fan. I s ll remember our bet in 2015—Mike and I were tex ng back and forth throughout the game. I had my green spray can right by my side in the closing seconds, just before that last-second intercep on. Mike was livid, as anyone would be a er such a heartbreaking ending.
True to his professionalism and good spirit, Mike paid off his end of the bet by dyeing his beard the NE Patriots colors: red, white, and blue—a true sport indeed.
As the Seahawks beat the Patriots in this past Super Bowl, I found myself thinking about the many memories I shared with Mike and Sherrie. Mike would have reveled in their success. I’m sure Sherrie could feel Mike’s presence as their team li ed the Lombardi Trophy in celebra on of their Super Bowl victory. Great memories, indeed. - Don
Continued on Page 13
Leaders in the Sale of Quality Mopar Parts
Continued from Page 12
So that was the start of 2026! I do believe we are going to have another great year of travel. How blessed we are.
I want to give a shout out to the last newsle er and the interview with Jillian Vance. We all love Jill so much! She has brought so much to our Guild. She is so amazing. I mean you can’t help but be happy in her presence, she is just full of smiles and good energy, and so good at what she does! So, if there are any of you out there that did not read her interview in the last issue, please, go read it.
Un l next me, be kind and take care of each other, and remember Spring will be here soon!
Our Supporting Vendors: Support those who support you .
Our
Supporting Vendors:
Support those who support you
Leaders in the Sale of Quality Mopar Parts
10 Years of Proven Results: How QB Business Solu ons Helps Dealers Maximize Warranty Reimbursement:
At QB Business Solu ons, our team is all about delivering the best results. Whether you’re a low-volume or high-volume dealership, our focus is on growing your Warranty Rates for Parts and Labor with one goal in mind — achieving sustainable results that add gross profit and revenue to your bo om line.
With so many compe tors in the market, how can you tell the difference between a good, average, and bad company? For us, it’s simple. We help guarantee the highest increases by guiding you through the en re process, sharing our industry exper se, providing dedicated account manager support, and offering Labor Grids and Parts Matrices that align with your market. Most importantly, we focus on building long-las ng rela onships with every dealer we work with.
What makes QB Business Solu ons the right choice for your dealership? This year, we proudly celebrate our 10-year anniversary — a decade of helping dealers achieve excep onal results. In just the past five years, we’ve completed over 2,000 Warranty Rate Increase filings with the following averages:
$164,500 – Avg. Annual increase in Warranty Labor
$116,225 – Avg. Annual increase in Warranty Parts
$39/hour – Average Warranty Labor Rate increase
Cost +100% – Average Warranty Parts Markup rate
The exchange of information by like sized dealers in a non-competitive environment.
Don’t just take our word for it — ask the industry leaders we’ve partnered with about the results we’ve helped them achieve.
So why has QB Business Solu ons con nued to stand out in a market full of compe tors?
Proven, industry-leading results
No money upfront — ever
Free forecas ng to show how much money you may be leaving on the table
No service fees
No DMS login required
Mul ple Submission Op ons for Dealers:
Two Op ons. One Goal: Maximum Results. Op on A – Full-Service Consulta ve Reimbursement Increase
Dedicated account manager for personalized guidance
Ongoing support, progress tracking, and long-term strategies
Yields the highest financial return for your dealership
Increases your CP business by over +25% during the process
Leaders in the Sale of Quality Mopar
Op on B – Data Service Reimbursement
Fast, efficient process with quick turnaround mes
Detailed repor ng and accurate documenta on
Slightly smaller increase, but built for speed and convenience
No ma er which path you choose, both op ons are designed to help your dealership secure the most compliant and profitable results possible.
As the automo ve industry con nues to evolve, our mission at QB Business Solu ons remains the same — to help dealerships grow through proven, results-driven strategies. Whether it’s Retail Warranty Reimbursement, Warranty Claims Processing, or Fixed Ops Analy cs, we take pride in delivering measurable outcomes and longterm value. Our commitment to transparency, compliance, and genuine partnership is what sets us apart, and it’s why so many dealers con nue to trust QB Business Solu ons year a er year.
The exchange of information by like sized dealers in a non-competitive environment.
WIN WITH AUTOMATED ACCELER ATION
FenderBender isn't just a magazine, it's a blog, email newsletter, social media and so much more. As a smaller independent repair facility, sometimes we can feel like we are going it alone. With FenderBender we feel connected to a larger auto collision repair industry where we can relate to the articles of other businesses going through the same things we are. It gives us insight and ideas on how to improve our facility.
WHY BUY WITH DEALERMINE?
In a competitive industry where margins are tight, you cannot afford to fish blind. We are the tool that lets you see beneath the surface. In the parts world, that's the difference between a quiet day on the lake and coming home with a cooler full of profit.
Our numbers and experience prove it:
• Over $150 million in increased profits for our buyers
• Over 5,000+ dealers nationwide
• Pioneers of the idle stock relocation industry since 1997
Grow Your Sales with the Mopar Match the Estimate Program –Now Better Than Ever!
Mopar has enhanced the Match the Estimate Program, offering dealers opportunities to increase collision parts sales on CollisionLink and TraxCollision with more benefits than ever before! The Match the Estimate Program helps dealers:
See the entire estimate and convert more parts to genuine Mopar parts
Streamline your parts order management process
Offer exclusive collision parts pricing to connected shops
Increase parts sales and easily communicate with shops
Access more reimbursement tiers for program parts, with no extra paperwork
Reach even more customers, including independent collision shops and multi-shop operators (MSO)
Scan the QR code now to get all the program details, watch our recent webinar, download resources, & more!
Check out additional opportunities to grow your parts and wholesale business:
• A mechanical parts platform with built-in payments options & easy shop communications
• Expand your wholesale growth opportunities through turnkey marketing campaigns with targeted, professionally crafted emails
• Increase dealership wholesale insights, featuring customer & sales trends and dynamic reporting
To learn more about OEC and our full offering of solutions, visit OEConnection.com
Visit at autovision.com/meet-avery
Put Parts Growth in the Fast Lane Hands-Free Marketing Campaigns
te OEC marketing ew With monthly ght
How it works:
Accelerate your part sales with OEC eMarketing, a dealer marketing service designed to help you target new shop buyers and sell more genuine parts. With monthly campaigns that look like they’re coming right from your dealership, eMarketing serves as your in-house marketing expert.
Our strategic campaigns target both growth and retention to help dealers see immediate and lasting results. Using data from OEC’s network of 150,000+ shops, OEC eMarketing:
• Identifies new customer opportunities in your area
• Sends prospecting emails to promote your dealership to potential customers for two months
• Follows up with monthly retention emails based on shop purchasing behaviors to create loyal, repeat buyers
orks: egic EC tifies new s emails to promote your ership to customers for two months ws hop at
THE RESULTS
Curious how these targeted email campaigns could impact your parts department?
Scan the QR code!
Activator powers smarter dealership marketing with a CDP built for automotive. Our CDP with Data Management Layer refines
customer data for accuracy, while Audience Studio helps you reach active shoppers and re-engage past customers. Use trusted data to launch Multichannel Marketing Campaigns and personalize your marketing further with Custom Campaigns that drive engagement, loyalty, and revenue.
Get real activation and start seeing results within 30 days
Ready to turn your data into real relationships? Early access pricing is live now: www.activator.ai/cdp-early-access
Turn Browsers Into Believers With Video
Discover Mode Website Video Player
Boost Your Website With:
Complete library in one embedded player
Responsive design for use on any screen size •
Easy navigation by vehicle system, service, or search
Links to Send/Share directly to any video
Videos and Articles for maintenance & repair
Custom branding with your logo & colors
Resizes perfectly for mobile viewers
Principle Distribution:A Legacy of Logistics Excellence
What We Do Principle Distribu on serves as a key component between contract owner operators and the automo ve supply chain, seamlessly connec ng skilled professionals with leading OEM and a ermarket auto parts distributors and wholesalers. As a broker, it streamlines placements, op mizes delivery schedules, and reduces opera onal disrup ons, helping businesses meet market demands while providing drivers with valuable opportuni es. Its industry exper se helps businesses increase market share by iden fyingopportuni eswithinitsnetworkofstrategicpartnerships.PrincipleDistribu on iscommi edto maintainingahigherstandard ofserviceto mee hedemandsofanever- evolvingmarket.
FoundingandGrowthPrincipleDistribu onwasfoundedin2003withasingularvision:to set a new standard in high-quality delivery services. The company emerged in response to the growing demand for efficient, reliable transporta on solu ons, par cularly in the automo ve OEM and a ermarket parts industry. By benchmarking compe tors and refining opera onal models, Principle Distribu on quickly established itself as a leader in the OEM and a ermarket auto parts industry. Over the years, the company expanded its footprint across Texas, Arizona, and beyond acquiring key logis cs companies to strengthen its capabili es. Notable acquisi ons include First Place Logis cs (2007), North Couriers (2014), Dealer Staffing (2019), and OPS Overnight Delivery (2024), posi oning PrincipleDistribu onastheleaderinTexasinlocalandregionalnetworkcoverageforauto parts.
Services and Strategic PartnershipsPrinciple Distribu on has built a comprehensive logis cs ecosystem, leveraging strategic partnerships to provide specialized services tailored to the automo ve industry. These partnerships include:
MaximDirect:TheAus n-basedregional deliverynetworkspecializesinsame-day andnextday deliveryforOEMand a ermarket autoparts. Its next-day delivery network encompasses over 475 ci es. Maxim Direct ensures rapid fulfillment across Texas, Oklahoma, Arkansas, and Louisiana, op mizing inventory management and minimizing down me for dealerships.
MaximSelect:Anovernightwhite-glovedeliveryservicecustomizedspecificallyfor OEM and a ermarket auto parts distributors that supply parts to major collision centers. The Texas hubs are strategically located in Aus n, Dallas, Houston, and San Antonio. Maxim Select offers advanced tracking, digital pictures, and proof of deliveryviatheEliteExtraApp.Thereistremendouspoten alforexpandingthis service into other strategic markets.
PrincipleExpress:Aregionaldeliverynetworkspecializinginsame-dayandnext-day deliveryforOEManda ermarketautoparts.FromitsDallashub,thedelivery networkreachesover600ci esfornextdaydelivery.Companiescanexpandtheir salesfootprintandmarketsharewithPrincipleExpress,takingadvant ageofnext- daydeliverythroughoutTexasandintoOklahoma,Arkansas,andLouisiana.
Continued on Page 37
Leaders in the Sale of Quality Mopar Parts
Continued from Page36
Principle Distribu on AZ: The Arizona division of Principle Distribu on, specializing in carrier management and dedicated fleet outsourcing. This branch supports local and regional logiscs opera ons, ensuring seamless distribu on across the Southwest and beyond.
Axiom Professional Solu ons: Specializes in recruitment, placement, and staffing services for the automo ve industry and light industrial sectors. Its niche is finding the best warehouse personnel, dispatchers, and automo ve technicians in the market. Axiom handles HR administraon, payroll processing, employee benefits, and risk compliance, helping businesses streamline opera ons and reduce liability exposure.
Industry Leadership and Future OutlookIn 2025, Principle Distribu on has solidified its reputa onas apremier logis cs provider inthe automo ve parts industry, knownforits commitmen oefficiency,reliabili ty,andinnova on.Thecompanycon nuestoinves n great people who drive excellence for clients. Principle Distribu on’s commitment to technology reflects its vision and understanding that good data is necessary for making informed business decisions.
Lookingahead,PrincipleDistribu onaimstoexpanditsstrategicpartnerships,integrate AI-driven logis cs solu ons, and further streamline supply chain opera ons in the automo ve parts industry. With a customer-centric approach and a dedica on to excellence, the company is poised to remain a key player in automo ve parts logis cs industry for years to come.
The exchange of information by like sized dealers in a non-competitive environment.
BUILD A PALLET. SAVE 2.5%.
AER 60 SMALL PARTS PALLET PROGRAM
Offer valid: Now through March 31, 2026
Example 1: 6 part numbers x qty 10 each = 60 total pieces
Example 2: 12 part numbers x qty 5 each = 60 total pieces
Saving 2.5% is as easy as 1-2-3:
Build a mix-and-match pallet with a total of 60 pieces and receive 2.5% off every qualifying order with the AER 60 Small Parts Pallet Program through March 31, 2026.
1. Choose eligible small parts and build a total of 60 pieces (mix and match), including water pumps, heads, turbos, actuators, alternators, starters and more.
2. Purchase through your AER Rep to ensure your order is picked/packed/shipped on one pallet from one warehouse.
3. Earn 2.5% off on every qualifying order that meets the 60-piece requirement.
Returns reminder (AER Return Policy)
• Parts purchased through AER may be returned within 24 months.
• Program returns are accepted minus the program discount (2.5% is deducted).
DON’T DELAY!
Contact your AER Rep to place your pallet order.
Ask your rep for eligible small parts / part numbers.
Offer valid until March 31, 2026. Discount applies to qualifying orders that meet the 60-piece mix-and-match requirement and are purchased through an AER Rep to ship as one pallet from one warehouse. Returns accepted within 24 months per AER Return Policy; program returns will be credited less the 2.5% program discount. Eligibility, exclusions and other conditions may apply; ask your AER Rep for details.
Why Appreciating Your Team Is Good for Your Business
Discover how understanding and applying the five languages of apprecia on can foster a healthier workplace culture, enhance communica on, and lead to be er customer service and safety in collision repair opera ons.
Key Highlights
A strong team is essen al for maintaining quality, safety, and customer sa sfac on in collision repair centers.
Employees value genuine apprecia on more than monetary rewards; feeling recognized reduces turnover and boosts produc vity.
Implemen ng personalized apprecia on strategies based on individual preferences can significantly improve workplace morale.
Many managers overes mate their recogni on efforts; actual employee percep ons o en reveal a disconnect.
Cost-effec ve apprecia on programs can prevent costly employee turnover and create a more posi ve, produc ve work environment.
Many collision repair professionals are drawn to the industry because it offers hands-on, problem-solving work, the sa sfac on of restoring damaged vehicles, and the opportunity to build a stable career without a tradi onal college path. What many didn’t an cipate is how deeply their success would depend on the people working beside them every day.
Continued on Page 40
The exchange of information by like sized dealers in a non-competitive environment.
Continued from Page 39
The Backstory
Over me, the importance of having top-quality team members becomes evident to most repair professionals. You can be the best technician or es mator in your market, but if the parts specialist doesn’t follow through, cycle me suffers. If customer communica on breaks down, CSI scores decline. And when manufacturer repair procedures aren’t followed, vehicle safety is compromised.
In fact, many collision center owners and managers lose sight of one of the most cri cal components of their opera on and the subtle ways it can be neglected and eventually lost. That asset? Their team members.
Good employees are not easy to find, develop or keep. Anyone who has lost a key team member (especially unexpectedly) and tried to find a replacement knows this. Finding a person with the training and experience needed to do the job and someone who has the character quali es you desire is difficult.
In today’s collision repair environment, with a na onwide technician shortage and increasing complexity of repairs, losing even one experienced team member can disrupt produc on significantly.
The Challenge
As a leader, you are at risk for misunderstanding what your team members truly want. Many collision center owners and managers believe their employees are mo vated primarily by financial gain, with the assump on that more money is the primary driver. While compe ve pay ma ers, many technicians leave shops where they feel invisible, unheard, disrespected, or taken for granted.
Research studies for decades have debunked this belief. Sure, people want to earn more money, but when they voluntarily leave a company, most employees indicate they don’t leave for more money. In fact, 79% report that a primary reason they leave is because they don’t feel appreciated.
Many leaders don’t believe this, so let me offer you some more compelling data. In a global study of 200,000 employees, the Boston Consul ng Group found that the number one factor employees related to enjoying their job was that they felt appreciated (financial compensa on didn’t show up un l #8). Addi onally, a study at the Sloan School of Business at MIT found that during the “Great Resigna on” of 2021-2022, employees who le an organiza on cited a lack of apprecia on three mes more frequently than compensa on as the reason for leaving.
Continued on Page 41
Leaders in the Sale of Quality Mopar Parts
Continued from Page 40
Now, you may think you are doing okay in this area – that your employees know you appreciate them. Sorry, probably not. A national Globoforce employee recognition survey across numerous companies found that 51% of managers think they do a pretty good job of recognizing employees for work well done (we like this statistic because it feels “real” to us – rather than “95% of managers think they are great at recognizing their team members”) But the problem is, only 17% of the employees who worked for those managers felt the manager did an adequate job of recognizing them for doing a good job. Obviously, there is a disconnect somewhere.
Communica ng Authen c Apprecia on to Your Team
Both via research and prac cal experience, we have found that:
1. Employees want to feel valued and appreciated at work.
2. Most employees don’t feel appreciated.
3. A majority of leaders and managers:
a) Think they are doing an adequate job of communica ng apprecia on.
b) Don’t know what else to do (beyond what they’ve been doing.)
Many people in the U.S. have heard of the 5 Love Languages by Dr. Gary Chapman. Having sold over 25 million books, Dr. Chapman delineated how people differ in the ways they express love and experience being loved in personal rela onships. I partnered with Dr. Chapman to apply the 5 languages to work-based rela onships in our book, The 5 Languages of Apprecia on in the Workplace, along with an online assessment to iden fy the specific ways each person prefers to be shown apprecia on, and a training process to help team members apply the concepts in daily life.
Many collision repair professionals want to lead their businesses in ways that reflect their core values (including valuing their employees), but are o en uncertain how to put those values into prac ce day to day. We believe that by showing you and your team members how to communicate apprecia on in the ways meaningful to each person, the 5 languages of apprecia on provide a prac cal and effec ve framework for building respect, trust, and a healthier workplace culture.
How Apprecia on Impacts the Func oning of a Collision Repair Center
Ul mately, running a collision repair business is about serving customers well while opera ng a financially viable center. As a result, many owners and managers think, “Yes, I want people to enjoy their work, but I’m not a cheerleader, and we’ve got cars to fix and deadlines to meet.” True.
But consider this. We know that when team members, regardless of their role in the shop, genuinely feel valued and appreciated (which is very different from simply going through the mo ons of an employee recognion program), posi ve outcomes follow.
Conversely, when staff don’t feel valued:
Tardiness increases
People call in “sick” more o en
Produc vity decreases
Continued on Page 42
The exchange of information by like sized dealers in a non-competitive environment.
Continued from Page 41
Policies and procedures are not regularly followed
More conflict occurs over pe y issues
People become more irritable
Client complaints increase
Persevering to solve a problem situa on declines
Turnover increases (which is the #1 non-produc ve cost to any business)
Now, do you see the impact and importance of your staff feeling appreciated?
Employee Recogni on vs. Authen c Apprecia on
Many collision repair centers do not have formal employee recogni on programs. When recogni on does occur, it is o en informal and occasional, such as a pizza lunch, a holiday meal, or a Thanksgiving turkey. While these gestures are usually well-intended, they rarely address whether team members feel genuinely valued as individuals.
Also, these types of recogni on efforts tend to be generic (everyone receives the same thing), group-based (with li le personal connec on), and disconnected from the day-to-day contribu ons of most employees. As a result, they may express gra tude for the team as a whole, but they o en fail to communicate meaningful apprecia on to individuals.
A key concept to understand is that not everyone feels appreciated in the same ways. Not everyone values a verbal compliment. From our work with over 450,000 employees who have taken our Mo va ng By Appreciaon Inventory, fewer than 50% choose words of affirma on (giving compliments and saying “thanks”) as their primary apprecia on language. Some people feel valued when you spend some individual me with them. Others appreciate working together on tasks or ge ng some prac cal help when facing a me deadline. In fact, we’ve iden fied five languages of apprecia on that are important in the workplace.
Continued on Page 43
Leaders in the Sale of
Continued from Page 42
Keys for Communica ng Authen c Apprecia on
In working with team members from dozens of collision repair centers across the country, we have found four key factors necessary for employees to truly feel valued. Our published research shows that when organizaons apply the concept of authen c apprecia on, team members report a significant increase in feeling genuinely appreciated.
Employees will feel truly valued when apprecia on is:
1. Communicated regularly (not just once or twice a year at a performance review);
2. Shared in the language and ac ons most important to the recipient (not what makes you feel appreciated);
3. Delivered individually and personally (not to the whole group in a team mee ng);
4. Perceived as authen c (not just “going through the mo ons”)
The Solu on
Your team members are your collision center’s most valuable asset (try mee ng produc on goals, maintaining quality, or serving customers without them!) As technician shortages con nue and repair complexity increases, finding and keeping quality employees has become a limi ng factor for many shops. To lead a healthy, highperforming team, owners and managers must learn how to communicate apprecia on in ways that are meaningful to each individual. If they do not, performance suffers, and key team members will eventually leave. That is a costly problem you don’t want – and one you can avoid. Addi onally, the cost to implement a program of teaching team members how to show apprecia on to one another is a frac on of the cost of losing quality employees and finding their replacements (not to men on reducing the stress level of owners and managers).
Source: h ps://www.fenderbender.com/running-a-shop/human-resources/ar cle/55343609/why-apprecia ng-your-team-is-good-for-your-business
Ar cle by Dr. Paul White & Sheryl Driggers
The exchange of information by like sized dealers in a non-competitive environment.
Dealership group places customer service ‘empathy’ over automotive experience for its service advisers
Chris an Ugarte, service director at Casa Auto Group in Texas, needed more service advisers, so he placed an ad on one of the top na onal job websites seeking candidates with retail automo ve experience.
The pos ng yielded zero candidates.
Then, Ugarte thought about the most important qualifica on for a good automo ve service adviser and realized it had nothing to do with knowing a dipstick from a differential He placed a new ad seeking candidates with customer service experience and received 41 responses within 48 hours.
In December, Ugarte hired two new service advisers with no automo ve industry experience.
“We can teach them, and we can explain how to sell an oil change and how to sell res,” he said. “But the customer service empathy — it’s very hard to train somebody that doesn’t have it.”
As the people who o en have the most interac on with service department customers, advisers are crucial to service and parts success. Dealerships realize the posi on calls for skills also found outside the retail automove world and now are hiring accordingly.
Continued on Page 45
Leaders in the Sale of Quality Mopar Parts
Continued from Page 44
Ugarte describes the all-important empathy as “the smile over the phone.” When interviewing candidates for service adviser, he tells his team to forget about automo ve experience. Instead, he encourages them to focus on how the candidate talks, how they present themselves and “if they smile and they make you smile.”
From vet tech to service adviser
Casa Auto Group, headquartered in El Paso, Texas, has 14 new-vehicle dealership roo ops sca ered across Texas, New Mexico and Arizona. Ugarte is service director of the Ford, Mazda, Honda and Hyundai dealerships in Las Cruces, N.M. There are 10 service advisers among his stores, and they con nue to hire more, he said.
Finding good advisers can be “very challenging,” said Roger Cavazos, service manager for the Las Cruces Ford and Mazda stores. “It goes hand in hand with finding experienced technicians.”
His first new hire from those who responded to the customer service adver sement was working as a veterinarian technician. “Thankfully, my service director said [to] bring her in for an interview,” Cavazos said.
She not only explained very clearly how her vet tech background could cross over to a role as a service adviser, but she was “smiling when she came in and talked about her customer service roles and her organiza onal skills. She was great in that aspect,” Cavazos said.
Keirston Bloomfield, the former vet tech, said she has a lot of experience working with people and managing things. Plus, “I am a people person; I love talking to people,” she said.
Bloomfield, 21, also was a racted to the constantly changing aspect of the service adviser’s job.
“I enjoy a fast-paced environment,” she said.
Third-party training works for some
Ugarte wanted an online training course for the new hires that would help them understand what the job of service adviser entailed. He had read Chris Collins’ books on being an adviser and asked his general manager if the group could pay to use Collins’ training videos, which cost $245 a month per roo op. The GM approved the expense.
His new hires, including Bloomfield, are immediately put in a room and asked to go through Collins’ training. Bloomfield said she enjoyed the video.
“Chris Collins relates to us in a way as that he had been in our shoes,” she said.
The new service advisers then shadowed an experienced one and have access to RockED’s short service training videos and others from various dealership vendors such as dealership management system provider Tekion.
They also are taught how to greet customers and keep them updated on a vehicle’s progress throughout the day.
“We teach them that even if you have no news, you tell them what is going on,” Ugarte said. “Customers just want to hear something.”
Continued on Page 46
The exchange of information by like sized dealers in a non-competitive environment.
Continued from Page 45
Clarity and consistent training needed
The hospitality sector is a great place to look for poten al service advisers, said Kyle Morisse e, chief revenue officer at techWall, an ar ficial intelligence-assisted fixed ops management system developed by Gra s Technologies.
“If I had a great waiter or waitress, or a bartender who gave me a great level of service, I would have a conversa on with them about opportuni es in the service department,” said Morisse e, a former service director.
When training someone who lacks dealership experience, Morisse e recommends being “very, very clear” in the job interview about the posi on they are applying for and very direct about what the job involves.
The service adviser job is “the most demanding job in the store,” he said. “The amount of things you have to do on a daily basis is incredible.”
Training o en is where dealerships stumble with new hires who lack automo ve experience, said Dave Foy, founder of Fixed Ops Mastermind and Women Empowering Automo ve Retail Excellence.
Rather than finding someone with people skills and training them on automo ve skills, some managers hire someone who has service adviser experience and figure they can “help them get a li le be er with people skills,” he said.
Continued on Page 47
Leaders in the Sale of Quality Mopar Parts
Continued from Page 46
The two most important skills a service adviser must already have, Foy said, are the ability to establish a relaonship quickly and “some priori za on skills.”
A er that, it is crucial to consistently train new people, whether that be in-house or with external trainers, he said.
“You’ve got to want to help them.”
Felicia Barr, a service director with Bertera Auto Group in West Springfield, Mass., trains new service advisers in-house — even those with no prior experience.
Barr was a waitress before her first dealership job as a service greeter. Now she oversees service at Bertera Commercial Auto Service Center and Bertera Chrysler-Dodge-Jeep-Ram — both in West Springfield — and Metro Chrysler-Dodge-Jeep-Ram in Chicopee, Mass. She has about 15 service advisers, Barr said.
Bertera Auto Group has nine retail automo ve roo ops as well as two commercial service centers.
Barr is very open to hiring people with no automo ve experience as service advisers.
“I find that anyone that’s good with customer service can be a good service adviser,” she said.
Indeed, if someone has any type of mechanical background “some mes they feel like they know too much about cars. That can actually hinder them,” she said.
She and her staff do not use any third-party training aside from manufacturer and vendor training, Barr said. For the last year and a half, they have followed a structured training process they worked out, she said. Previously, it was more like “drinking from a fire hose,” she said.
The training includes role-playing and shadowing experienced advisers, Barr said. She also is very hands-on. “Day 1 I am talking with them,” she said.
The most important trait for a good service adviser is empathy, Barr said. Being a good listener and telling a customer how you might be able to help them also is important, she said.
“You’ve got to want to help them,” Barr said. “They want to feel important.”
Source: www.Autonews.com
The exchange of information by like sized dealers in a non-competitive environment.
French: Practical Tips for Management: How to create a shop environment that makes technicians want to stay
From Elated to Deflated
A technician walks up to the parts department. The parts advisor asks, “Whatcha lookin’ for?” The tech replies, “A way out!”
This is supposed to be a joke, but it is actually the mindset of many technicians these days. As a former technician, I can tell you many are feeling red, frustrated, and when met with a poor culture or shop environment—it just compounds those nega ve feelings.
How did we go from feeling full of passion and excitement for the automo ve industry on the first day of employment to burned out and hanging on by a thread? While there are plenty of arguments circula ng online and throughout the shop to choose from, consider the most common complaints:
Flag me vs. actual me. Technicians are only paid for what the manual says instead of the me they put into a job.
Customer pay vs. warranty. Technicians usually miss out on higher wages because warran es bill at lower rates than actual labor me.
Parts availability. Inaccessibility to the right parts when they’re needed results in frustra on in being unable to complete a job.
CSI/CSX scores. The inability to control these variables but they s ll factor into bonuses weighs on many technicians.
Lack of training. Being blamed for subpar work becomes discouraging when technicians don’t feel they were prepared to complete the task in the first place.
Not being recognized or appreciated. Performing day a er day but only being called out when a mistake is made quickly becomes an issue.
As shop owners or members of a management team, there are only so many variables that are within your control. While you can’t control when a back-ordered part will arrive or change the published book me for a repair that your technician doesn’t agree with, you can control your a tude and effort. A recent LinkedIn poll reported 79% of technicians felt that a posi ve shop culture played a massive role in their reten on. So, focus on that one variable that you do have control over and everything else will fall into place. Technicians who feel supported and love what they’re doing and who they’re working for can overlook a lot of things that are beyond an owner’s control.
When it comes down to it, technicians are most fa gued by a lack of recogni on, training, and feeling of disconnect between the sales and service departments. And quite frankly, the semi-annual pizza par es are not cu ng it anymore.
Continued on Page 49
Continued from Page 48
Leaders in the Sale of Quality Mopar Parts
So, what can shop owners do to create a be er shop environment and culture?
Some owners pay a monthly fee to a “coach” that promises to iden fy and fix all the shop’s problems so that technicians will be breaking down the door to come work there. And although some mes these services work, leading with integrity and passion and simply taking care of your people is free. None of these skills require input from a paid coach. Ac vely listening to your employees will give you everything you need.
Here are a few simple ways to create and maintain a respec ul and healthy environment/culture.
Listen to your people. Subscribe to the old adage: “We were built with two ears and one mouth for a reason.” Ac vely listening and keeping a line of open communica on is cri cal for building trust and confidence.
Have an open mind in regard to hiring females. If they have the right a tude and skillset, hire them, support them, and allow them to be great. Don’t overlook them simply because you’ve never had a female technician before.
Par cipate in weekly check-ins with employees. Ask them how they are feeling, what they are struggling with, and how you can support them. Make sure everyone feels like they’re part of the same team. Ini a ng a conversa on with them lets them know you are not only ac vely part of the team, but you truly care about their well-being and personal growth.
Celebrate small wins every day. Some things don’t require a mee ng or formal recogni on. Instead, give a shout out to an employee for a job well done for small tasks that rou nely go unno ced.
Stop with the pizza par es. Yes, employees like to be fed. Although it is considered a love language for many people, it is insul ng to think that months of hard work are only worth a slice of pizza. Come up with other ways to spread kindness and show gra tude, such as:
1. Give a gi card to an employee’s favorite place.
2. Put together a gi basket of their favorite snacks or caffeinated beverages on their birthday.
3. Provide shop apparel, especially for the winter months where a cool sweatshirt or jacket with the shop’s name on it is both prac cal and appreciated.
4. Take employees out go-kar ng or treat them and their kids to a family movie night. Give them a shout-out or highlight an outstanding employee on social media. This kind of visibility goes a long way.
5. Simply say thank you. Not every gesture has to cost something. Recognizing people verbally for a job well done goes a long way. “Hey, thanks for taking care of that repair for me today. That customer was wai ng and we couldn’t have pulled this off without your help.”
As Reese Bobby said in the unforge able film, “Talladega Nights,” “You don’t drive with your eyes, you drive with your heart.” Drive your service department with your heart, and everything else will fall into place.
Ka e French, who was named 2025 AAPEX Service Advisor of the Year, has worked her way through the auto industry as a technician, a service advisor, a warranty administrator, and a technical trainer. She’s also the creator of Wrenching Women Wednesdays, a storytelling project that has connected and upli ed women in skilled trades across the globe.
Source: h ps://www.ratchetandwrench.com/columns/ar cle/55339605/french-prac cal- ps-for-management
The exchange of information by like sized dealers in a non-competitive environment.
2026 Mopar Masters Guild
2 0 2 6 M o p a r M a s t e r s G u i l d
O f f i c e r s & C o m m i t t e e s
Officers & Committees
“The exchange of information by like-size dealers in a non-competitive environment”
Guild Officers
President Cody Eckhardt - Ken Garff CDJRF - W. Valley City UT
V. Pres - Jim Jaeger – Victory CDJR – Merrillville, IN
Secretary - John Russo - Dallas DCJR - Dallas, TX
Treasurer – Chris Hojnacki – Serra Lake CDJR – Lake Orion, MI
Execu ve Commi ee - All Officers Including:
Dan Hu on - Tom O’Brien DCJR - Greenwood, IN
Alan Yancey - Hayes CDJ - Alto, GA
Rick Cutaia - Rick Hendrick DCJR – Charleston, SC
Steve Hofer – Park Chrysler Jeep – Burnsville, MN
Joe McBeth - Dallas DCJR - Dallas, TX
David Kiser - Spartanburg CDJR - Spartanburg, SC
Guild Commi ees
MMG Annual Mee ng Planning 2026
Jill Vance - Apogee Event Agency
Cody Eckhardt - Ken Garff CDJRF - W. Valley City UT
Chris Hojnacki – Serra Lake CDJR – Lake Orion, MI
Finance Commi ee
Cody Eckhardt - Ken Garff CDJRF - W. Valley City UT
Chris Hojnacki - Serra CDJR – Lake Orion, MI
Don Cushing – MMG Magazine/Media
Newsle er/Website/Social Media
Don Cushing – MMG Magazine/Media
Vendor Commi ees
AER Manufacturing
Robert Chatwin - Larry Miller DCJR - Sandy, UT (Chair)
Ted Hawkins - Cerritos Dodge - Cerritos. CA
Chris Hojnacki - Serra Lake CDJR – Lake Orion, MI
*Joe Handzik - Be enhausen Auto - Tinley Park, IL
CDK Global
Joe McBeth - Dallas DCJ – Dallas, TX (Chair)
Robert Chatwin - Larry Miller DCJR - Sandy, UT
Dan Hu on - Tom O’Brien DCJR - Greenwood, IN
*Steve Hofer – Park Chrysler Jeep – Burnsville, MN
*Jim Jaeger - Victory CDJR – Merrillville, IN
Elite EXTRA - Epicor
Joe McBeth - Dallas DCJ - Dallas, TX
Alan Yancey - Hayes CDJ - Alto, GA
Chris Hojnacki – Serra Lake CDJR – Lake Orion, MI
Steve Anderson - Tonkin Parts Center - Portland, OR
Steve Hofer – Park Chrysler Jeep – Burnsville, MN
Helm
Cody Eckhardt - Ken Garff CDJRF - W. Valley City UT (Chair)
Joe McBeth - Dallas DCJ - Dallas, TX
Robert Chatwin - Larry Miller DCJR
Chris Hojnacki – Serra Lake CDJR – Lake Orion, MI
Chris Reynolds - Larry Miller DCJR
OEConnec on
Dan Hu on - Tom O’Brien CJD – Greenwood, IN (Chair)
John Russo - Dallas DCJ – Dallas, TX
Jim Jaeger - Victory CDJR – Merrillville, IN
Chris Hojnacki - Serra Lake CDJR – Lake Orion, MI
*Steve Hofer – Park Chrysler Jeep – Burnsville, MN
Reynolds & Reynolds
Rick Cutaia - Rick Hendrick DCJR – Charleston, SC (Co-Chair)
Joe Handzik - Be enhausen Auto - Tinley Park, IL
Randy Rogers - Huffines CJDR - Plano, TX
Kent Cogswell - Jack Phelan CDJR - Countryside, IL
*David Kiser - Spartanburg CDJR - Spartanburg, SC
*Chris Hojnacki - Serra Lake CDJR – Lake Orion, MI
Snap On Business Solu ons
Cody Eckhardt - Ken Garff CDJRF - W. Valley City UT (Chair)
Randy Rogers - Huffines CJDR - Plano, TX
Taylor Sisson - Ganley CDJR, Bedford, OH
*Steve Hofer – Park Chrysler Jeep – Burnsville, MN
*Alternate
Vendor Chair
Cody Eckhardt - Ken Garff CDJRF - W. Valley City UT
David Kiser - Spartanburg CDJR - Spartanburg, SC