Mopar Masters Guild Magazine Nov - Dec 2025

Sharing Ideas for a Better Future in the Automotive Industry

November - December 2025

Also In This Issue

MMG - Year In Review

From the Desk of President Cody Eckhardt: “Wrapping Up 2025 - Year in Review” ..............................................2-3 Crafting Unforgettable Experiences: A Conversation with Jillian Vance of Apogee Event Agency..........................4-8 Happy Holidays from the MMG .......... 9 First Time Attendees at MMG Meeting - Part 2 .............................. 10-11 The View From My Office with Kat Monteiro .................................... 12-15 Thank You to our Supporting Vendors for 2025 ............................. 16-17 MMG Supporting Vendors ............ 18-19 AutoNetTV ....................................... 20-21 Endeavor Business Media FenderBender ......................................... 22 Helm......................................................... 23 Reynolds & Reynolds ............................ 24 Elite EXTRA an Epicor Solution....... 25 Activator DS ........................................... 26 Endeavor Business Media Ratchet+Wrench ................................... 27 Dealermine Corporation ................ 28-29 Snap-On Business Solutions ................ 30 CDK Global ............................................ 31 AER Sales................................................ 32 CDK Global ............................................ 33 Reynolds & Reynolds ............................ 34 Petra Automotive Products ................. 35 OEConnection .................................. 36-37 Principle Distribution .................... 38-39 QB Business Solutions.................... 40-43 AI can help dealerships’ customers, but humans still have a role........... 44-46 You Can’t Expand What You Don’t Train ....................................... 47-49 Stellantis Goes On Hiring Spree .. 50-51 2025 MMG Executive Officers &

Vendor Committees ...........................52

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November - December 2025

From the Desk of MMG President Cody Eckhardt Wrapping Up 2025 - Year in Review As we close out another year, I want to take a moment to reflect on where we’ve been, recognize what we’ve accomplished together, and look ahead to what’s coming next for the Mopar Masters Guild.

This year was defined by greater involvement and engagement across our membership. We welcomed new members into the Guild, strengthening our collec ve voice and bringing fresh perspec ves that will help guide us forward.

The increased par cipa on we’ve seen—from mee ngs to discussions to collabora on—speaks volumes about the commitment and passion within this group.

One of the highlights of the year was our 33rd Annual Mopar Masters Mee ng, which was a tremendous success. The energy, open dialogue, and willingness to share best prac ces reaffirmed why this Guild exists.

The connec ons made and ideas exchanged will con nue to benefit our members and the broader Mopar community well beyond the mee ng itself.

We also had the opportunity to meet with HELM in Moab, which proved to be a produc ve and valuable discussion. That mee ng helped strengthen rela onships and provided alignment that will support our shared goals moving forward.

On the Stellan s front, we’ve seen posi ve changes within the organiza on, including the addi on of more dealership support personnel. These steps are encouraging and demonstrate a con nued effort to improve communica on, responsiveness, and overall dealer support.

This year also brought moments of loss for our Guild. We mourn the passing of Dean Taylor, a long- me member of the Mopar Masters Guild, and Kellie Rogers, the wife of our friend and colleague Randy Rogers. Both were important parts of our extended Mopar Masters Guild family and will be remembered for the impact they had on those around them. Our thoughts remain with their families and all who had the privilege of knowing them.

As you review this edi on, I encourage you to take a moment to read the interview with Jill Vance, our Event Coordinator extraordinaire, conducted by Don. It offers great insight and perspec ve and is another example of the meaningful content and collabora on that makes our Guild strong.

I also want to extend a sincere thank you to Don and the en re Execu ve Commi ee for their me, dedicaon, and contribu ons throughout the year. Their leadership and behind-the-scenes efforts play a cri cal role in keeping the Guild moving forward and serving our members effec vely.

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Continued from Page 2 As we move into the new year, my focus remains on con nued growth, stronger collabora on, and advoca ng for the needs of our members. Thank you to each of you for your commitment, your me, and your willingness to make the Mopar Masters Guild stronger.

I’m honored to serve as your President, and I look forward to what we will accomplish together in the year ahead.

Cody Cody Eckhardt - President - Mopar Masters Guild Service Director - Ken Garff CDJRF - W. Valley City, UT - Codye@kengarff.com

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November - December 2025

Crafting Unforgettable Experiences: A Conversation with Jillian Vance of Apogee Event Agency From venue selec on and vendor collabora on to perfectly med programming, Mopar Masters Guild events don’t just happen. Behind every detail is the exper se and leadership of Jillian Vance, Owner and Event Director of Apogee Event Agency. For years, she has served as a pivotal partner to the Guild—ensuring each meeting, recep on, and celebra on reflects the organiza on’s values, tradi ons, and future vision.

We sat down with Jillian to discuss her approach to planning, her passion for bringing people together, and what excites her most about the Guild’s con nued growth.

Background & Professional Journey 

Can you share a bit about your background and what led you into the event management industry?

I was introduced to the Event Industry at a very young age because my grandfather sold medical books at Medical Conferences. I used to go with him, walk the conven on floor, and help him sell medical books. I loved the hustle & bustle, and that led me to my college major, Event Management.

I went to UCF and that led me to a job as an Event Coordinator at The Icebar in Orlando, where I serendipitously met Marvin Windham! I worked at the Icebar for a few years, un l clients kept asking me to work with them in different ci es! A er turning them down for a few months, I knew my next step was opening my own company. The rest was history!

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Continued from Page 4 

How did your rela onship with the Mopar Masters Guild first begin?

Marvin was one of my first corporate clients at The IceBar in 2012! We had such a great me working together, that once I started my firm, I reached out to him & Andy Reed, and we worked together again in San Francisco. Rather than just your Customer Recep on, we hosted the mee ngs (where we lost power due to a city-wide outage), your welcome Party, and the Famous Yacht Event that everyone s ll talks about!

Event Strategy & Planning 

What are the key goals you aim to achieve with each Mopar Masters Guild event?

The most important thing I like to ask my clients is “why are we hos ng this event?” With the Mopar Masters Guild, it’s not only business, but the guild is also like a family. Where most corporate events have a endees that are with their colleagues day in and day out, the guild members wait most of the year to see each other and catch up! Knowing this, I always make sure we have some entertainment, but not enough that would deter guests from catching up with one another. I also always try and add a photo component, so Don can actually enjoy himself at these events, and the guests create and document memories to share with each other, year a er year.

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How do you balance the expecta ons of members, vendors, and Stellan s leadership?

Customer Service is one of the most important things to me and something that I’ve learned along the way is you never know who you’re talking to. Whether it’s a member, a vendor, or a guest of a member, it is always important for me to make sure everyone feels heard. I try and make myself as available as possible, so should guests, a endees, or vendors ever need anything – they get a concierge-level type service. That way, when members, vendors, and leadership think of the guild, they have nothing but posi ve experiences & feedback to provide. You never know what li le thing could ruin someone’s experience.

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What factors do you consider when selec ng venues (like Disney’s Coronado Springs)?

Every group has different needs, but for Mopar Masters Guild mee ngs, I like to consider a few important factors. Where the guests will be sleeping, how far the mee ng space is from the elevators, noise levels at the hotel, etc. Once I find a top 3-5), I’ll prepare proposals based on AV, Menus, Sleeping Rooms, and the board and I discuss the pro vs. cons of the hotels and spaces.

Vendor & Member Engagement 

Suppor ng vendors play a crucial financial role for the Guild — how do you ensure they receive strong value and visibility?

There is nothing worse than a vendor paying for placement of their logo and arriving to see it nowhere in sight! Understanding the value of their partnership is crucial, so we can make sure that your suppor ng vendors feel seen and appreciated and want to con nue to partner with you in the future! Making sure you have their logos prominently placed, is always something that we look for when we select our recep on venue. Whether we are branding cocktail napkins, the TVs around the perimeter, or including their logos on our photo strips, I always ensure that your suppor ng vendors feel their partnerships are valued.

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Continued from Page 5 

What approaches do you find most effec ve for encouraging member par cipa on and networking?

It always depends on the group. With many groups, I’ll try to start the entertainment about 45 minutes into events, to allow for some networking to begin. I always love adding in some light-hearted entertainment to get the event going. Nothing gets guests more excited than fake money and Giveaways. Mock Casino Gaming tends to get guests very involved!

Event Experience & Innova on 

What is your process for designing programming that is both informa ve and engaging?

When I am working with a client for the first me, I try and ask them what they are trying to get out of it. Whether it’s networking at a recep on or thanking customers at an event. Once we figure out an objec ve, my next step is asking, “how will we make this fun, memorable, and unlike any other event they’ve a ended before” There is nothing worse than hos ng a boring party, where guests are begging to leave.

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Are there any unique touches or crea ve elements you’ve introduced that you’re par cularly proud of?

One of the “Coolest” things that I’ve done, has to be the Custom Beer Tap Wall that we did at the Brewery in New Orleans for the 25th Anniversary. What a fun & memorable way to commemorate 25 years. It was also an ode to how I met the guild, which I really loved! I also loved that we offered haircuts & beard trims at our event at The Barbershop in Vegas… How many guests can say that they’ve had their hair cut at a corporate event in Vegas?! Not many, but some of the guild members can!

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How do you priori ze crea ng meaningful “moments” that a endees remember?

I try and think about what I would want to bring home to my husband/son/family, and what I would go home talking about the next day. I also know that these meaningful moments must make sense for the group. We recently hosted an event in Atlan c City, and we did a Boardwalk theme. We allowed guests to customize trucker hats with Airbrushing. Originally I thought only a few people would do it, and by the end of the night, people have 3-4 hats on their belts with their kids’ names, their names, favorite baseball teams, it was a hit!

Challenges & Adaptability 

Event logis cs are always unpredictable — can you share a memorable challenge you’ve overcome?

I once hosted an event where the en re buffet table collapsed during a presenta on. It was a worst nightmare situa on, but all we could do was “handle it!” It was all hands-on deck, but we managed to make signature drinks + some entertainment go a long way, and dinner was served a bit later, but that was a night I could never forget!

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What did you learn from the shi in format when the Guild moved its mee ng ahead of the Mopar Service & Parts Business Conference?

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Continued from Page 6 The shi comes with its challenges & benefits. We typically have had a hard me in the past securing room blocks during NADA, so hos ng alongside the Mopar Service & Parts Show was helpful, because it allowed us to consider a few more op ons when we were in Las Vegas. It also allows us to work off their Room Blocks. The biggest downfall to this was that I wasn’t in control of the block, which meant I didn’t have any pull when it came to room placement. If we had, I think Don would have been a li le closer this past year! 

How do you handle last-minute changes or requests while maintaining a seamless a endee experience?

This comes easy to me! The customer experience is the most important thing to me. When a client asks for something, the answer is undoubtedly, yes. Once they leave, it’s my job to figure out how to make it happen.

Someone once told me that being an event planner was like being a duck in water. Looking calm above water,but if you look under the water, they are peddling to stay afloat. That’s the best way to describe it!

Growth, Impact & Future Vision 

How have the Mopar Masters Guild events grown or evolved since you began working with them?

When I first worked with Mopar Masters Guild, I only assisted with the Customer Recep on. Then it expanded to the mee ngs, and finally, to assistance with the Sleeping Room Block, Wives Brunch, and Welcome Recep on. I’ve had the pleasure of watching the guild grow from about 20 members at mes, to having to grab addi onal seats from the back because we’ve exceeded our 40-guest count!

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What feedback from members has shaped future planning decisions?

I love si ng outside the mee ngs, because it gives me a chance to chat with the members as they come and go during their breaks. Every piece of feedback I get, I take into considera on for the next year. One year, we didn’t have enough breakfast meat on the menu, that is something I’ll never live down (and that I fixed within the hour!)

I will also never forget Susan asking me to find a mee ng space in Las Vegas that did not pass through the casino to get to reach.. that one was tough, but we made it happen. (It can be hard to focus when you hear someone hi ng the jackpot behind you!)

Something else I always try to consider is the distance to and from ac vi es. Whether it be from your hotel room to the mee ng room, or the hotel to the event space, we’ve had some very lengthy excursions in the past to our spaces, so I try and keep them as smooth (and short) as possible!

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What innova ons or improvements are you excited about for upcoming Guild events?

I am excited that we are hos ng alongside Mopar Service and Parts as well as SEMA this next year. It helps keep the mee ngs fresh and less repe ve, rather than hos ng during NADA each year.

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November - December 2025

Continued from Page 7 Plus, we get to visit Orlando and Las Vegas during a season where being outdoors is much more tolerable & en cing for events. There are some fun venues I’ve always wanted to explore in Las Vegas that have been ruled out due to weather in January, so it’s exci ng to see the same loca on during a different season. I’m also excited to highlight vendors in some unique & exci ng ways during our next events!

Personal Perspec ve 

What aspects of your job bring you the most sa sfac on?

My favorite part of my job is the moment I see the client / guests’ faces as they arrive. That and watching everyone enjoy the exci ng elements that we brought together, is why I keep doing what I do. I love watching something go from concept to crea on, it is such a rewarding experience.

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If a endees took away one message or feeling from each event, what would you want it to be?

That is a tough one! I have a few…

When people a end an event that I’ve planned, I want them to think “Wow, where did they think of that?” or “How did you know this would be such a hit?” For a sponsor, or vendor, I always love hearing “I didn’t know you could brand that!”… we can brand it all!

Mainly, my goal is for the event to be unforge able, and one that guests talk about un l the next year’s event. Hearing the lure of “The Yacht Event in San Francisco” warms my heart every me!

Closing Thoughts

From morning mee ngs to evening celebra ons, every moment of the Mopar Masters Guild experience reflects though ul planning and a passion for community. Thanks to Jillian’s vision and dedica on, the Mopar Masters Guild con nues to set a high standard for professional engagement and hospitality.

And as Jillian and Apogee Event Company look forward, the best is undoubtedly s ll to come.

Mopar Masters Guild Magazine

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From The Mopar Masters Guild

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First Time Attendees at the Mopar Masters Guild Meeting - Part 2 Here are more comments from first- me a endees at our 33rd Annual MMG Event. Once again, it’s always refreshing to hear new perspec ves on the same challenges we all face. That’s the true value of the Mopar Masters Guild — coming together to share ideas, collaborate on solu ons, and support one another in the pursuit of excellence.

This edi on we are hearing from first me a endees George ‘Si’ Emerson from Fowler Dodge, David Lo on from Spartanburg CDJR and Chris Reynolds from Larry Miller CDJR Sandy.

What brought you to join the Mopar Masters Guild?

Emerson: Melody Todd from Endeavor B2B (FenderBender) reached out to me, and Joe McBeth followed up with an email.

Lo on: Our Parts Director wanted me to a end.

Reynolds: To be more involved with Mopar and provide excellent service to our customers and Mopar.

What can the MMG do to help you achieve your goal(s)?

Emerson: Knowledge. Share in the ways that everyone deals with the Mopar ways. Communica on with other guild members that share the same struggles as us and learn how they deal with them. This is also a chance to speak with factory people to help make things be er on our end.

Lo on: I found that the topics that were discussed in the mee ng were very informa ve and helped me understand a li le more about this side of the business. I would like to add that I enjoyed the knowledge from those who have been a member for many years and their input on solu ons and issues at hand. As far as the queson asked...I would say these mee ngs and how they are conducted helps me achieve my goals as an assistant parts manager.

Reynolds: Listen and hear what goes on around the Na on and what everyone is doing to fix concerns and become be er.

How long have you been a Parts Mgr./Service Mgr./Director?

Emerson: 17 years Lo on: Assistant Parts Manager for 4 1/2 years.

Reynolds: 2 years What are your biggest concerns currently?

Emerson: Overcoming compe on. I have one big dealer in my backyard and another smaller dealer trying to take more of my customers. I’m trying to take back some and grow more. It’s very challenging with pricing and let’s face it....inventory rules all! Of course, it’s also challenging with ownership who wants us to be “lean and mean” which makes things even more difficult.

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Continued from Page 10 Lo on: Right now, for Spartanburg CDJR I would have to say receivables.

Reynolds: CSI, parts backorders What is something you have implemented recently that has worked out well?

Emerson: Fix one thing a day.

Lo on: We have implemented a TEAM/FAMILY atmosphere here that has given our parts department the boost we needed. We have a very strong core group of staff that is ready to do whatever it takes to get us to the next level.

Reynolds: Following up daily with customers on repairs What is the number one thing that you struggle with in your department?

Emerson: I struggle with Mopar and how they do things. I have been with several OEMs in my 32 years and Mopar is by far the most difficult to work with. I get the feeling that no one cares in the company. A er listening to them at our mee ng, it sounds like they do have a plan to make many improvements. I hope they are able to follow through.

Lo on: Finding more of the right people to do everyday tasks.

Reynolds: A correct write-up on the service drive with proper instruc ons and explana ons of what is wrong with the vehicle.

We’d like to thank Si, David and Chris for their candid feedback and look forward to seeing you all at our future events.

Submi ed by Don Cushing

First Time A endees: (L-R) Mike McIntyre; John Balerna; Chris Reynolds; Brad Shellnut; Taylor Sisson; David Lo on; Si Emerson; Brad Russell; Ma Chapman

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November - December 2025

The View From My Office With Kat Monteiro I hope that you all are enjoying this holiday season with all of your friends and families. No ma er how you celebrate this me of the year, spending me with those we love and care about is what it is all about. Our lives are made be er by spending me with the people, or animals, who bring joy and happiness into our hearts.

That is our mo o and we are trying to prac ce this throughout the year.

This year Rick and I will be traveling to Lincoln, Nebraska to spend Christmas with our daughter Terra. She invited us to her house, to celebrate her first Christmas in her new home. Our daughter Jessie will be joining us so I am super excited! This will be the first Christmas in 5 years that all 4 of us will be together on Christmas day, so this Momma is happy! There is something about being with our children on Christmas, no ma er how old they get.

Who believes this year is coming to an end and we will be celebra ng another trip around the sun? It feels like we just brought in 2025 yesterday! For us it has been a busy year of travel and fun. We are hoping 2026 will bring more of the same with more adventures, fun, and spending me with friends and family.

It was great seeing many of you in Orlando in October at the Mopar Masters Guild’s 33rd Annual Mee ng. Our adventures con nued from there as we spent me in New York and Massachuse s.

It was wonderful having our daughter Terra join us in New York so we could celebrate her 30th birthday. 30!! How did that happen?

Some of you, the old mers of the Mopar Masters Guild, met her when she was just 4 months old when we brought her and her 4 year old sister Jessie to Las Vegas for the NADA Conven on and Mopar Masters Guild mee ngs.

This was the first of many mes we brought the girls with us. They are fortunate to know many of you and have you as part of their lives. A true blessing.

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We spent 3 nights, 4 days running all over New York. We had a great hotel that was right there in the city, close to everything.

We wandered through Central Park, walked to Times Square, and went to a Broadway play. All walking distance from the hotel. So that was a huge bonus.

We rode the subway and we took the Staten Island ferry (thank you to Ryan McGuire for this p on a free ride on the water). It was a moving experience to sail past the Statue of Liberty. I watched her as we passed by and it brought on a lot of feelings and hopes that as Americans we can remember the words wri en on that statue and open up our hearts and be more welcoming to those who are trying to make a new life here; to the ones who come here legally, and who have become US ci zens.

Another thought provoking, emo onal, tears in my eyes moment was our visit to the 911 Memorial. I can’t really explain the feelings I experienced walking through this museum, it is something I believe will affect every person who walks through it differently. But I do believe that everyone should go, see it, and experience it.

They did an amazing job pu ng it together, and should be on everyone’s must see list.

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We also took the gondola over to Roosevelt Island. What a neat place, It is dedicated to FDR. And it is where the original hospital for people with Small Pox was. The buildings are s ll there, some crumbled and nature has taken over, but it is really cool to see. And it was fun ge ng there, soaring over the water on the gondola.

New York is an amazing city! I have never been there before so I just soaked it all in, and I really want to go back again some day.

Our friend Randy (Rick’s best friend from high school) also joined us in New York. Terra flew home then the 3 of us got on a train and headed to Connec cut, where Randy had parked his car.

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When we arrived we had to go see the Connec cut State Capital! Then it was on to North A leboro Massachuse s where Randy lives. We were there at a good me to see lots of the Fall color and it was so beau ful.

During the week we did some fun sightseeing, going to the Whaling Museum in New Bedford and a day trip to Salem.

We also went to Randy’s grandson’s high school football game - Friday Night Lights - it was so fun and it was even more fun because they won!

We also went to his other grandson’s football game on Saturday who plays for the University of Rhode Island. It was great to hang out and tailgate with the family and friends and the game was fun with another win!

It was a wonderful 3 weeks, and we came home feeling happy about how we planned the trip and all we packed in. There is so much to see and do in this country of ours and we are going to do our best to see as much of it as possible! Re rement is good!

Kat

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Thank You to Our Supporting Vendors for 2025 With sincere apprecia on, the Mopar Masters Guild extends our hear elt thanks to the suppor ng vendors who made 2025 a strong and successful year.

Your financial support plays a cri cal role in advancing the mission of the Mopar Masters Guild, helping us deliver high-quality educa on, meaningful events, ability to share ideas along with technical insight, and a stronger professional community for our members working with you.

Your Support Makes a Difference Because of your commitment, MMG members benefit from:  Industry-leading training and technical educa on  High-impact mee ngs and networking opportuni es  Access to evolving OEM and diagnos c insights  A stronger, more connected Mopar-focused community  Your partnership helps ensure our members are prepared for the challenges and opportuni es ahead 2025 Suppor ng Vendors Tier 1 Vendors • AER Sales • CDK Global • Elite Extra / Epicor • Helm • OEConnec on • Reynolds & Reynolds • Snap-on Business Solu ons Continued on Page 17

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Tier 2 Vendors • Ac vator/Dominion • AutoNetTV • Dealermine Corpora on • Endeavor Business Media • Petra Automo ve Products • Principle Distribu on • QB Business Solu ons

Thank You for Being Part of Our Guild Your investment in the Mopar Masters Guild is an investment in professional excellence, shop success, and the future of the Mopar parts & service community.

We are grateful for your trust, partnership, and ongoing support.

We look forward to con nuing this journey together in 2026 and beyond.

— The Mopar Masters Guild Leadership Team

Cody Eckhardt Vendor Co-Chair & President, MMG Service Director, Ken Garff West Valley CDJRF Codye@KenGarff.com David Kiser Vendor Co-Chair & Board Member, MMG Parts Director – Spartanburg CDRJ Dkiser@spartanburgcdjr.com

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November - December 2025

Our Supporting Vendors: Support those who support you.

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Our Supporting Vendors: Support those who support you The exchange of information by like sized dealers in a non-competitive environment.

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Maintenance and Repair Videos That Explain Services - Build Trust - Aid Sales reinforces your professional recommendations with car care content in your website, waiting area, service counter, email, social media and more!

HTSYJSY GJSJ‫ܪ‬YX

Improved Customer Satisfaction

Increased Customer Trust

Entertaining and engaging

Customers trust information they can

content improves CSI scores in your business.

see and understand.

Reinforced Professionalism

Lower Perceived Wait Time

3rd party reinforcement of your

Great content makes time pass more quickly

recommendations and expertise.

for your customers.

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Helpfulness of Video Aids

Impact of AutoNetTV Videos

94.5%

93.7%

Vehicle owners get helpful information by watching a brief repair video

Vehicle owners increase their willingness to obtain additional services after watching AutoNetTV Car Care Explainer Videos

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Vehicle Owner responses based on the AutoNetTV Automotive Service Report. Download the report here: https://autonettv.com/automotive_service_report/

Watch how AutoNetTV explains DIFM services for vehicle owners

Transmission Service

Brake Rotors

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SCHEDULE A COMPLETE WALKTHROUGH

Request a Demo autonettv.com/marketcenter

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FENDERBENDER.COM

OUR GOAL IS TO HELP YOU SELL MORE COLLISION PARTS

ENDEAVOR BUSINESS MEDIA

IS YOUR EXCLUSIVE MEDIA PARTNER FOR THE MOPAR MASTERS GUILD

GROWPARTS.FENDERBENDER.COM/MOPAR

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HELM AND RAM TRUCKS EXPAND PARTNERSHIP TO FUEL FLEET GROWTH ACROSS NORTH AMERICA Through this initiative, Helm will serve as an extension of the Ram Sales and marketing team, delivering tailored programs that connect Ram’s line of trucks and commercial vans with the vital small business community.

The focused support will assist businesses—including dealerships, contractors (such as plumbers, electricians, and builders), and trade services (like upfitters and specialized delivery)—through every stage of the vehicle lifecycle, from the initial purchase to long-term ownership.

Helm’s dedicated Ram team will lead strategic development, local activations, and field training for the initiative. Phase one will include 10 key North American markets.

Future phases of the strategy are expected to focus on scaling the successes to a wider market, deepening specialized support (such as fleet management tools and upfitting assistance), and integrating new Ram product launches into the small business outreach.

By acting as a seamless extension of Ram's Sales and Marketing, we're building the authentic, lasting brand relationships that empower our dealer partners and entrepreneurs, ensuring they have the reliable, work-ready tools they need to drive their business forward.

- Ryan Maguire, Helm CEO

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Precise appraisals?

Expected days to sell?

Data-driven insights?

Ask Avery

Visit at autovision.com/meet-avery

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[DELIVERY NETWORK]

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November - December 2025

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Mopar Masters Guild Magazine

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27

RATCHETANDWRENCH.COM

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November - December 2025

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

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WHY BUY WITH DEALER MINE? 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.

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November - December 2025

Snap-on’s EPC 5 for Mopar Fast, Accurate, Comprehensive Parts Data to Keep your Department Running Smoothly.

• EPC 5 for Mopar has all parts data • Email illustrations directly from from 1981 to present. the EPC. • Advanced EPC Integration to • Single search functionality.

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FOCUS ON: DELIVERING VIP SERVICE

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November - December 2025 CONGRATULATIONS TO THE AER IRF INSTALLER SEMA 2025 WINNERS!

Thank you for a great year!

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FOCUS ON: DELIVERING VIP SERVICE ÀȲƵƊɈ ƵɨƵȲɯ ƧɐȺɈȌǿƵȲ ǶǞDzƵ Ɗ ßX§ ƊȁƮ ɯȌɐȲ !²X ɩǞǶǶ ȲƵ˜ƵƧɈ ǞɈ‫ خ‬ The CDK Fixed Operations Suite makes it easy to roll out the red carpet with frictionless scheduling and increased visibility ɈȌ ȺƵȲɨǞƧƵ ƮƵɈƊǞǶȺ‫ ة‬ƵǶƵɨƊɈǞȁǐ ɈǘƵ ƵȁɈǞȲƵ ˛ɮƵƮ ȌȯȺ ƵɮȯƵȲǞƵȁƧƵ‫خ‬

Enter Here

CDK.COM © 2025 CDK Global, LLC / CDK Global is a registered trademark of CDK Global, LLC 25-71950

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November - December 2025

The future of parts delivery is here.

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Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

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November - December 2025

Eliminate the Potholes in Your Parts Department The CollisionLink and RepairLink parts order management platforms allow your parts department to navigate smoother streets when connecting with shops & buyers. This makes it easier to drive parts sales, increase order accuracy, communicate with customers, and increase efficiency in your wholesale operations.

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Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

It’s time to eliminate te the roadblocks holding back your wholesale operations!

37

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November - December 2025

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.

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Continued from Page38  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.

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November - December 2025

WARRANTY REIMBURSEMENT ON PARTS AND LABOR. START 2026 WITH A RAISE! With 2025 nearly wrapped up, we’re proud to say we’ve had another successful year helping dealerships generate more revenue in both Service and Parts. By providing daily OEM habit recommendations, helping establish consistent routines within Parts and Service departments, and working collaboratively with our partners, we continue to grow together.

We began increasing dealer warranty rates over 10 years ago with just one dealer and one brand. Since then, we’ve successfully submitted more than 3,000 Parts and Labor rate increases across the United States—covering every major OEM and, in many cases, multiple submissions per brand. Our intention is simple: we guarantee results. In today’s environment, that’s rare—and we achieve it through true partnerships with our dealers. ĺϙſēÍťϙîĺôŜϙťēĖŜϙıôÍIJϙċĺŘϙƅĺŪϠϙťēôϙîôÍīôŘϦϙIťϙıôÍIJŜϙƅĺŪϙèÍIJϙèĺIJƱîôIJťīƅϙŘôīƅϙĺIJϙÍϙŕÍŘťIJôŘϙ to help increase your Parts and Labor rates the right way. Our goal is for you to retain every dollar you’ve earned in Labor and every percentage increase approved by the OEM on Parts. ®ôϙÍīŜĺϙæôīĖôŽôϙƲôƄĖæĖīĖťƅϙĖŜϙèŘĖťĖèÍīϙĖIJϙťēôϙŜŪæıĖŜŜĖĺIJϙŕŘĺèôŜŜϟϙ ŜϙÍϙŘôŜŪīťϠϙſôЍŽôϙîôŽôīĺŕôîϙ two approaches îôŜĖČIJôîϙťĺϙēôīŕϙîôÍīôŘŜϙıÍƄĖıĖƏôϙťēôĖŘϙîĺīīÍŘŜϡ

These options were designed for dealers to understand how our process works and how we are able to guarantee results that other companies simply cannot provide.

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Labor Warranty Rate Increase Our dealers average a $39.00+ per-hour increase in warranty labor rates. This program includes: x x x x x x

Labor rate surveys Market grids Industry insights designed to help secure the highest possible rate Override and discount monitoring, with actionable recommendations FREE forecasting èèĺŪIJťϙaÍIJÍČôŘϙťŘÍèħĖIJČϙċĺŘϙOption A

ċťôŘϙťēôĖŘϙŘÍťôϙÍîĤŪŜťıôIJťϠϙîôÍīôŘŜϙŜôôϙÍIJϙÍŽôŘÍČôϙĺċϙ$164,000+ in additional annual Warranty Labor revenue, representing some of the highest increases in the market.

Parts Warranty Markup Increase iIJϙÍŽôŘÍČôϠϙĺŪŘϙîôÍīôŘŜϙÍŘôϙÍèēĖôŽĖIJČϙ ÍŘťŜϙ®ÍŘŘÍIJťƅϙŘÍťôŜϙôƄèôôîĖIJČϙCost +100%. Start your year with a raise. x x x x x x

Our Parts Warranty rate increases include: Supplying Parts Matrices that support your local market FREE forecasting Override and discount monitoring, with actionable recommendations Industry insights to help secure the highest possible rate èèĺŪIJťϙaÍIJÍČôŘϙťŘÍèħĖIJČϙċĺŘϙOption A

Dealers average an additional $116,000+ per year in Warranty Parts gross, placing these results among the highest increases in the industry.

OUR ABSOLUTE COMMITMENT TO OUR CLIENTS We take on the labor-intensive process, allowing your team to concentrate on their jobs and running your business. x x x x x

Compensation in 30-60 days No upfront fees No processing fees We get paid when you get paid.

Get the most out of your Retail Warranty Reimbursement

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November - December 2025

WRAPPING ALL OF THIS UP ťϙťēôϙôIJîϙĺċϙťēôϙîÍƅϠϙîôÍīôŘŜϙĺċϙÍīīϙŜĖƏôŜϙēÍŽôϙÍϙıÍŜŜĖŽôϙĺŕŕĺŘťŪIJĖťƅϙťĺϙĖIJèŘôÍŜôϙťēôĖŘϙ wÍŘŘÍIJťƅϙČŘĺŜŜϙŕŘĺƱťϙÍIJîϙrevenue increase. Not only are you entitled to receive fair reimbursement for Warranty Parts and Labor and warranty work, but you can also ŕĺťôIJťĖÍīīƅϙîĺŪæīôϙťēôϙŜĖƏôϙĺċϙƅĺŪŘϙèŪŘŘôIJťϙŘôťÍĖīϙſÍŘŘÍIJťƅϙŘôĖıæŪŘŜôıôIJťϙŘôŽôIJŪôϟϙ Tackling the submission process should not be taken lightly, but if you do attack it ĤŪîĖèĖĺŪŜīƅϙÍIJîϙŕŘĺċôŜŜĖĺIJÍīīƅϠϙƅĺŪϙèÍIJϙŘôÍŕϙťēôϙæôIJôƱťŜϙťĺϙČôťϙťēôϙæôŜťϙŕĺŜŜĖæīôϙŘÍťôŜϟϙ ƅϙ not acting, you must know you’re causing yourself thousands of dollars per year. QB Business Solutions can only hope that you see the upside and take the necessary steps to ôƄôèŪťôϙťēôϙŜŪæıĖŜŜĖĺIJϙŕŘĺèôŜŜϙÍèèĺŘîĖIJČīƅϟ Take the next step and let QB Business Solutions handle all of the work for you!

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November - December 2025

AI can help dealerships’ service customers, but humans still have a role

Ar ficial intelligence is inevitable in a dealership service department’s business development center, but that doesn’t mean people are being wri en out of the equa on.

There are some tasks that s ll require the human touch. The challenge for dealerships is to determine where AI truly delivers value for customers and where people are the best solution.

“AI works best when it’s enhancing not replacing the journey for the consumer,” said John Traver, CEO of business development center solu ons company Traver Connect. “And I think that journey is going to leverage your [human] agents at some point.”

When considering how to u lize AI, dealerships should carefully consider what their mission is, Traver said. He is a big fan of the Peter Drucker book “The Five Most Important Ques ons You Will Ever Ask About Your Organiza on.”

Those ques ons include what is the mission, and what is our plan?

“Ninety-nine percent of businesses start with ... ‘What’s our plan? Oh, AI. OK, what’s our plan?’”

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Continued from Page 44 They should start with the mission, he said. And the service department BDC’s mission is to drive customer loyalty and boost retention, Traver said.

“You should look carefully at any tool that you deploy” and determine if it helps achieve that mission, Traver said.

His company aims to reduce fric on points in a dealership’s interac ons with customers, Traver said. It uses AI to streamline informa on gathering and handle simple, rou ne tasks.

That allows a dealership to become leaner regarding employees without abandoning the principle that meaningful conversa ons between real people and customers drive repeat business and higher Net Promoter Scores, Traver said.

“Today AI, to me, is part of the solu on,” he said.

Dealership refers to its Toma AI agent as a new team member Ma hew Garner, dealer principal at Downtown Auto Group, a Chrysler-Dodge-Jeep-Ram dealership in northeast Utah, started considering AI because his human recep onists were inconsistent at making service appointment reminders and other follow-up calls to customers. His service advisers also lagged when it came to follow-ups.

Downtown Auto Group’s service departments handle up to 700 repair orders a month and “the number one complaint we had whether sales or service is, ‘You don’t keep me updated,’” Garner said.

Continued on Page46

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November - December 2025

Continued from Page 45 He tried several AI products that didn’t live up to their billing, Garner said. Then he star ng working with Toma, which builds personalized AI agents for dealerships.

A Toma AI agent the dealership named Ella now handles all of the dealership’s incoming calls.

“She has become a member of our team” Garner said. “We refer to her as a team member.”

Ella routes calls to the correct employee or department, books service appointments and handles follow-up communica on, among other capabili es. Customers never get a busy signal or get put on hold, and Ella can book two appointments at the same me, Garner said.

Just like any new team member, Ella had to be trained. At Toma’s sugges on, dealership employees, friends and even Garner’s mother, who has an English accent, made calls to Ella with various requests — from the mundane to the complex.

Ella also had to learn the local accent that customers have in Vernal, Utah, where the dealership is located, Garner said.

The AI “learned from experience,” he said. “You have to invest me in your AI.” But the AI agent has limita ons. For example, Ella isn’t allowed to talk about pricing.

His customers some mes call and men on they were just talking with Ella without knowing it is AI, and male customers even flirt with Ella, Garner said. But he emphasized AI is not a way to completely replace people.

“All it does is enhance the customer experience,” he said.

Ella also frees up me for his advisers to figure out warranty claims, track down an errant part or other tasks, Garner said.

Garner advised dealerships to evaluate carefully any AI product they are considering. If a company says it can have an AI agent up and running in a week be wary, he said.

“The biggest red flag is the way an AI provider onboards your dealership,” Garner said.

81% of dealers say AI is here to stay According to the Cox Automo ve’s Driving AI Readiness in Auto Retailing report, dealerships see AI usage as a foregone conclusion. It found 81 percent of dealers surveyed believe AI is here to stay.

Some 74 percent thought AI generated more benefits than risks at their dealership, and 63 percent said investing in AI now is cri cal for long-term business success.

Traver cau oned dealerships to “stay close” to AI so ware a er it is adopted, however, including monthly recaps of how well AI is reducing the fric on it was supposed to solve.

“It may create a few other problems that you haven’t thought of,” he said.

Traver agrees AI is here to stay in the BDC. But “AI should be a tool,” he said, “not a wall between the dealer and the customer.”

Source: h ps://www.autonews.com/retail/service-and-parts/an-human-or-ai-bdc-1125/

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You Can’t Expand What You Don’t Train Expanding people, not problems: training that keeps up with growth Every business owner dreams of growth. More customers. More revenue. More opportunity. But here’s the catch: growth without training doesn’t expand your success, it expands your problems. When your ability to expand is healthy, growth adds profit, not problems.

Depending on the industry, the type and depth of training can vary widely. In regulated fields like insurance, real estate or medicine, ongoing cer fica ons are mandatory.

Corporate posi ons might require advanced degrees or specialized creden als. Auto repair and other small businesses may lean heavily on in-house training and prac cal hands-on skills.

Regardless of industry, one truth holds: employees must adapt to your company’s styles, nuances and internal terminology. They need to understand how your business defines “done right.” These are the training points that form the backbone of consistency.

The good news is training does not have to be overly formal, complicated or expensive. The best training programs are built on clarity, consistency and repeatability, not flashy presenta ons or endless PowerPoints.

Your training system should be so well-structured that adding a new employee does not disrupt your workflow.

Instead of slowing the team down, it should allow you to grow smoothly while maintaining or even improving the quality and standards you have already set.

Training Is an Ongoing Investment, Not a One-Time Event Onboarding is not the finish line; it is the star ng block. Training is one of the highest-return investments you can make, and it pays off repeatedly. Done right, it builds confident and capable teams, improves the customer experience and allows your business to grow while staying truly expandable.

When training is part of your culture, not just a week-one ac vity, you create a workplace where skills grow right alongside your ability to expand.

Be Clear Before You Start Before the first day of training, set your standards in stone. Not just broad statements like “quality work” or “excellent customer service” but specific expandable expecta ons.

Every business has its own history of costly mistakes that trace back to poor or nonexistent training. Just as clearly, every business has success stories that started with great training. When tasks are done right and on me it is almost always because expecta ons were clear, the method was taught, and the process was reinforced.

Ask yourself what “success” looks like for this role, what resources are needed to hit that standard and how you will know they have mastered it. When faced with a challenge, your best employees already know what needs to be done and how to get the best possible result with the resources on hand. They do not hesitate, guess or stall. They execute. That is the product of clear effec ve training.

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November - December 2025

Continued from Page 47 The Ripple Effect of Good Training When employees are well-trained, everything in your business gets be er. Workflows become faster because trained employees complete tasks more efficiently, freeing up capacity without burning out your team. Mistakes drop because proper training means fewer costly errors, rework or customer complaints. The need for constant supervision decreases, allowing you to spend more me leading strategically. Morale improves because employees who feel capable and supported take more pride in their work. Customer sa sfac on climbs because a trained team delivers smoother service, faster answers and more professionalism, building trust and loyalty. Turnover drops because when people feel confident in their role, they are less likely to leave and that stability saves you the disrup on of constant rehiring.

Training Builds Adaptability In fast-changing industries, adaptability is just as important as technical skill. Well-trained employees do not just follow a checklist, they improve processes on their own, embrace new tools or systems without panic and adjust to change while keeping standards high.

For industries with heavy compliance requirements, ongoing training also keeps you safe from legal trouble, regulatory penal es and safety risks. A workforce that is trained to stay sharp can handle surprises without slowing down.

Protec ng Your Most Expensive Investment Hiring is not cheap. Between job ads, interview hours, onboarding and the inevitable drop in produc vity while a new person gets up to speed, you are making a serious investment every me you bring someone on.

If that person leaves a er a few months because they felt lost or unsupported, you are back at square one, spending more me, energy and money to refill the role. Good training is your insurance policy against that churn. It helps new hires feel like part of the team faster and stay longer.

Iden fying the Gaps The most effec ve training does not begin with a binder full of procedures. It begins by asking a simple queson: What is missing? In other words, what skills, knowledge or habits does the team need to perform be er?

Once you know the gaps, you can create training objec ves ed to expandable business outcomes. For example, you might aim to reduce vehicle comeback rates by 20 percent in the next quarter, cut customer wait mes by half during peak hours or ensure 100 percent compliance with new safety regula ons.

Building an Expandable Training Plan To make training s ck and keep your ability to expand strong, you need a repeatable system. Define the mustknow skills for each role including job-specific tasks, company processes, safety rules and so skills. Create clear, accessible materials. Short videos, step-by-step checklists and simple SOPs work be er than long manuals no one reads. Make training hands-on because people learn faster by doing. Pair new hires with experienced team members for real- me learning. Track progress with checklists, sign-offs or digital tools so nothing gets skipped. Standardize the process so every new hire receives the same level and quality of training. Refine it over me by collec ng feedback and addressing recurring issues.

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Continued from Page 48 Keeping Training Alive Training should not stop a er the first week or even the first month. Keep it fresh with regular refreshers to reinforce standards and prevent bad habits from creeping in. Offer cross-training so employees can cover for each other without disrup on. Provide leadership development to prepare your next genera on of managers.

This ongoing investment ensures your team’s skills evolve along with your business needs.

Formula for Expandable Success When you combine clear standards, effec ve training and con nuous improvement, you achieve expandable success.

(Clear Standards × Effec ve Training) + Con nuous Improvement = Expandable Success.

The payoff is a confident and capable team, happier customers, smoother opera ons, lower turnover and more me for you to focus on growth instead of pu ng out fires.

Whether you are hiring your first employee or your hundredth, training is not just an expense, it is the engine that powers your growth.

You cannot expand what you do not train. But when you train, your ability to expand tells the story of a business growing stronger every day.

Source: h ps://www.fenderbender.com/shop-life/columnists/ar cle/55311887/drive-you-cant-expandwhat-you-dont-train

Ar cle by Cassaundra Croel Cassaundra Croel brings 18+ years of consul ng and project management experience to DRIVE. Educated in Management and Poli cal Economics from Denver University and UC Berkeley respec vely, Cassey has been able to apply her training to sports, real estate and consul ng and business development at DRIVE.

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November - December 2025

Stellantis goes on hiring spree in Auburn Hills in rebuild bid following worries it might leave

There is new life at the Chrysler Tech Center as Stellan s looks to rebuild its North America opera ons.

The automaker has hired hundreds of salaried employees at its North America headquarters in Auburn Hills, Mich., in recent months as it moves to boost U.S. manufacturing. In all, the maker of Ram, Jeep, Chrysler and Dodge vehicles is adding nearly 2,000 direct, white-collar jobs in engineering, manufacturing, quality and other departments, according to the company.

Just a year ago, the situa on at the carmaker, and its future in Michigan, appeared dire — so much so that Gov. Gretchen Whitmer called it a “top priority” to retain the automaker’s Michigan presence as its nerve center shi ed overseas under previous leadership. Ex-CEO Carlos Tavares cut to the bone, slashing global employee count by 50,000 between 2020, just before the FCA-Groupe PSA merger created Stellan s, and the end of 2024. All the while, metro Detroit employee ranks were being whi led down.

“Stellan s has taken decisive ac ons over the past several months to accelerate growth in North America, which will support a stronger company globally,” spokeswoman Jodi Tinson told Automo ve News affiliate Crain’s Detroit Business in an email. “In addi on to making a $13 billion investment in our U.S. opera ons over the next four years that will create 5,000 new manufacturing jobs and bringing back products that customers love … we are adding nearly 2,000 jobs in cri cal areas — including manufacturing, quality and engineering — to further drive an improved customer experience with our company.”

Stellan s announced Oct. 14 that it would boost manufacturing in Illinois, Indiana, Ohio and Michigan, where it will invest $100 million and add 900 jobs at Warren Truck Assembly and invest $130 million to retool the Detroit Assembly Complex–Jefferson. Its hiring of 2,000 new white-collar employees has not previously been reported.

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Continued from Page 50 The company has renewed focus on North America under CEO Antonio Filosa, who took over for Tavares a er a disastrous performance in North America. Under Tavares, the company had acrimonious rela onships with parts suppliers, dealers and UAW officials — which Filosa’s leadership team has vowed to fix.

Unlike his predecessor, Filosa is U.S.-based at the Chrysler Tech Center, signaling how seriously the company is taking the rebuild. Office employees have been expected to work on-site three to five days per week over the past year, whereas under Tavares, remote work was the norm and the hulking tech center was o en a ghost town, employees have told Crain’s.

For the first me in years, the automaker is adding white-collar employees in North America rather than conduc ng layoffs or buyouts. The company declined to say how many of the nearly 2,000 new employees have already been hired and how many roles it is s ll working to fill.

The hiring spree comes as automakers face headwinds including profit-ea ng tariffs and regulatory U-turns impac ng powertrain planning. GM recently laid off hundreds of salaried employees at its tech center in Warren and thousands more factory workers in Detroit and elsewhere amid weak electric vehicle sales.

In its latest revival bid, the automaker is working to win back the trust of partners. The UAW called the $13 billion U.S. manufacturing investment a “game-changer” reversing the automaker’s “fast-track” to moving jobs out of the country. Dealers have cheered the company’s por olio decisions, including the revival of the Hemi engine and rollouts of the all-new Jeep Cherokee and Dodge Charger Sixpack.

Even supplier execu ves are op mis c. Tavares’ brutal cost cu ng also applied to parts makers, many of which were losing their shirts on old contracts — especially at the end of his tenure when produc on and sales volumes cratered. Under the ex-CEO, Stellan s took a hard line toward suppliers, even suing some.

The tone has shi ed drama cally.

“I think we’re doing a tremendous job at Stellan s to really change our partnerships with suppliers. This is not all about the talk,” Marlo Vitous, senior vice president of purchasing and supplier quality for Stellan s in North America, said recently at a MEMA gathering of suppliers.

Stellan s was among the first major automakers to roll out a tariff relief plan for parts makers. The company also recently changed its policy on supplier entertainment, allowing its buyers to accept invita ons to events, lunch ou ngs and the like from suppliers as it works to rebuild frayed rela onships.

“I believe our market share will grow, and I want you to make me a customer of choice. That’s my request,” Marlo told the crowd of supplier representa ves.

The rebound is not without challenges. While the company has reversed a sales decline, it is s ll struggling with quality and warranty issues, as well as tariff costs ea ng into the bo om line. And it remains to be seen how its strategy of walking back fully electric products in favor of Hemi engines and a new range-extending hybrid system will fair in the long run.

“Accelera ng growth in the U.S. has been a top priority since my first day,” Filosa said in a news release last month. “Success in America is not just good for Stellan s in the U.S. — it makes us stronger everywhere.”

Source: h ps://www.autonews.com/stellan s/an-stellan s-hiring-spree-1201/ Ar cle by - Kurt Nagl, Crains Detroit Business

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2 02 026 6 Mopar M opar M ast as t er e rss G ui lld d O ffi cer s & Com Officer Committe ees es “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

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

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

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

CDK Global

*Alternate

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

Mopar Masters Guild Magazine

Vendor Chair Cody Eckhardt - Ken Garff CDJRF - W. Valley City UT David Kiser - Spartanburg CDJR - Spartanburg, SC