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414-416 Madison Ave
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P.O. Box 734 Neptune, NJ 07753
EXECUTIVE DIRECTOR
Charles Bryant 732-922-8909 / setlit4u@msn.com
2023-2025 OFFICERS
PRESIDENT
Ken Miller, 821 Collision, LLC (973) 949-3733 / kmiller@821collision.com
COLLISION CHAIRMAN/
PAST PRESIDENT ATTENDING
Jerry McNee, Ultimate Collision Repair, Inc. 732-494-1900 / ultimatecollision@att.net
MECHANICAL CHAIRMAN
Keith Krehel, Krehel Automotive Repair, Inc. 973-546-2828 / krehelauto@aol.com
TREASURER
Tom Elder, Compact Kars, Inc. 609-259-6373 / compactkars@aol.com
SECRETARY
Thomas Greco, Thomas Greco Publishing, Inc. 973-667-6922 / thomas@grecopublishing.com
BOARD
Nick Barbera, Union Collision 908-964-1212 / nick@unioncollision.com
Dennis Cataldo, Jr., D&M Auto Body 732-251-4313 / jr@dnmautobody.com
Brad Crawford, Livingston Collision, Inc. 973-992-5274 / livingston.collision@gmail.com
Todd Fontana, Proline Body & Chassis 201-398-1512 / todd@prolinebody.com
Gary Gardella, Jr., County Line Auto Body 732-363-5904 / countylineautobody@gmail.com
Dean Massimini, Autotech Collision Service, Inc. 856-232-1822 / autotechnj@comcast.net
Jeff McDowell, Leslie’s Auto Body 732-738-1948 / chacki@aol.com
Danielle Molina, 821 Collision (973) 949-3733 / dmolina@821collision.com
Ted Rainer, Ocean Bay Auto Body 732-899-7900 / ted@oceanbayautobody.com
Anthony Trama 973-818-9739 / anthonytrama@aol.com
BOARD ALLIED
Joe Amato, The Amato Agency 732-530-6740 / joesr@amatoagency.com
Mike Kaufmann, Mike Kaufmann Dealer Group 973-332-7014 / mkaufmann@adps.com
PRESIDENT/PUBLISHER
Thomas Greco / thomas@grecopublishing.com
VICE PRESIDENT/SALES DIRECTOR
Alicia Figurelli / alicia@grecopublishing.com
EDITORIAL DIRECTOR
Alana Quartuccio / alana@grecopublishing.com
SENIOR CONTRIBUTING EDITOR
Chasidy Rae Sisk / chasidy@grecopublishing.com
OFFICE MANAGER
Donna Greco / donna@grecopublishing.com
PRODUCTION COORDINATOR
Joe Greco / joe@grecopublishing.com
CONTRIBUTING EDITORS
Published
Chestnut Street, Suite 202, Nutley, NJ 07110 Corporate: (973) 667-6922 / FAX: (973) 235-1963 www.grecopublishing.com @grecopublishing
16 Mike Anderson Helps Unleash the Power of CCC One for Local Body Shops
18 AASP/NJ Celebrates Wins, Honors Members and Hosts Veteran Comedians at Annual Meeting by Alana Quartuccio MECHANICAL FEATURE
22 KPIs: Monitoring Your Shop’s Goals by Chasidy Rae Sisk
AASP/NJ MEMBER
BENEFIT SPOTLIGHT
24 AASP/NJ Offers Ways to Save on Protecting the Shop by Alana Quartuccio COVER STORY
28 DOBI Rubberstamps Insurers, Rejects Collision Data by Chasidy Rae Sisk
LEGAL PERSPECTIVE
34 How AI Is Transforming Collision and Mechanical Repair Shops by Joshua Bauchner and Jacqueline Greenberg-Vogt
AUTOMOTIVE RECYCLERS ASSOCIATION OF NEW JERSEY
36 Wharton Insurance Briefs by Mario DeFilippis
Bob
Sam
Ted Rainer
Russ Robson
Jerry Russomano
George Threlfall
Anthony Trama
Cynthia Tursi
Lee Vetland
Paul Vigilant
Rich Weber
Brian Vesley
Glenn Villacari
Stan Wilson
Next month, I will turn 65. On one hand, I am very happy to have made it there, since my dad passed at 60 and my mom at 62. On the other hand, I ask myself: How did I get so old so quickly? Wasn’t the idea to not have to work so hard and deal with less aggravation when you get to this age? So much for that. Allow me to explain. Everyone knows that when you turn 65, you become eligible for Medicare. Now, I assumed that would be a simple process. You know, like with modern technology, you just go on a website, fill in some forms and boom, you pay a reasonable amount for health insurance instead of the highway robbery you normally have to pay these insurance company bloodsuckers.
But no. It’s another typical government clusterf…that makes you jump through hoops just to get what you earned. So, I tried to log on to the Medicare website, and I kept
Clusterf...
in the system. Of course. I called the support number, and a few days later, they called me back. The woman I spoke to was very nice and took all my information. I thought I was done, but then she added that I would have to go to the Social Security office in downtown Newark the following Monday at 8:30am to verify my name. Wait. Downtown Newark? 8:30am? Verify my name??? Clusterf…
Truthfully, the ride down wasn’t bad at all. I made it quickly and got into the building around 8:35am. I was the third person there, so when I signed in, I figured I wouldn’t have to wait too long (the nice lady warned me I might have to). Within five minutes, “Grady” (not his real name), the security guard, called my number and sent me to room 10. I walked down the hall and sat outside the window waiting for someone to open up. Five minutes went by. Ten minutes went by. Nothing.
by THOMAS GRECO, PUBLISHER
At that point, I thought I heard a voice calling my number out in the waiting room, but I figured it was someone else, since “Grady” had already sent me to room 10. Twenty minutes later, a woman came by also looking for room 10. I then knocked on the window, and some crabby lady opened it and yelled, “I didn’t call anyone!”
I headed back to the lobby and calmly asked “Grady” if my number had been called again while I was at room 10. He asked again for my number and said it had never been called. I reminded him, “You called it a half hour ago and told me to go to room 10. Don’t you remember?” He just looked at me and said, “Have a seat. They will call you soon.”
Now, there were about 50 more people in the waiting room (including screaming babies and people on their speakerphones in what seemed like 30 different languages, all of whom had questionable wardrobe decisions). I sat there for another hour while they all were called to the rooms with the numbers. I went back up to “Grady” and asked again.
“Have a seat. They will call you soon.” Another hour went by.
At this point it was getting close to noon, so I figured if I didn’t do something, they would all go on lunch break, and I would be stuck for another two hours. I ignored “Grady” and went back to where the meeting rooms were. I found a woman whose window was open and asked her if she could help me, since I had been waiting since 8:35am. She was putting on her coat to leave, but took pity on me and asked what my number was. When I told her, she looked it up and said, “We called you three hours ago.”
Thankfully, she was wonderful and got everything she needed in less than a half hour. On the way out, I wanted to choke “Grady,” but by that time, he was gone.
Just like my patience. Clusterf… Happy Thanksgiving!
The Cost of Cutting Corners
There is a growing problem in our industry, and it deserves to be called out.
As collision claims continue to decline across the country and insurers total more vehicles at lower thresholds, repairable cars are becoming harder to come by. The pressure on shops to stay busy and profitable has never been greater. Unfortunately, some have chosen a path that threatens the very foundation of our trade: compromising repair quality to keep a job from being declared a total loss.
Let’s be clear. This is not innovation. It is deception
Altering repair plans, skipping critical procedures, performing improper sectioning or leaving frame damage uncorrected just to preserve a repair order is not only dishonest; it is dangerous. These shortcuts put families back on the road in vehicles that may no longer perform as engineered in a subsequent crash. That is something no ethical professional should ever be willing to do.
by KEN MILLER
Across the state, post-repair inspection requests are rising sharply. Independent inspectors are uncovering a disturbing number of incomplete, unsafe and concealed repairs: structural welds left undone, crushed rails straightened instead of replaced and calibrations skipped entirely. Each of these findings represents a betrayal of trust. The vehicle owner believed they were getting their car back safe and sound. Instead, they were handed back a risk they never agreed to take.
We also cannot ignore the growing role insurers play in this problem. In their drive for cost containment, many refuse to pay for required OEM procedures, structural parts or necessary calibrations. This forces honest repairers into an impossible position: either absorb the cost and lose money…or compromise the repair and risk the safety of the customer. Neither option is acceptable. Every time a shop chooses profit over proper repair
Has the Auto Body Industry Lost Its Way? - Part 2
This month, we pick up where we left off in the October issue (see grecopublishing.com/ nja1025collisionchairmansmessage) to breakdown the “broken” process even further.
Who is the repair professional?
Insurers are acting as the repair professional without education, training and experience to repair a vehicle properly, controlling cost over required procedures to maintain control, while hiding behind Section 64 and New Jersey Automobile Insurance Cost Reduction Act (AICRA) as they control the outcome.
You need to understand whether AICRA has relevance to the auto body repair business and whether it equates to, or impacts, collision repair the way it does medical/PIP claims. Here’s a breakdown:
1. Scope of AICRA
The Cost Reduction Act was written primarily to address medical costs under Personal Injury Protection (PIP) – the “no-fault” medical coverage every NJ auto policy must provide.
It sets PIP coverage options, treatment guidelines and medical fee schedules.
• Its main focus is healthcare providers (doctors, hospitals, physical therapy, chiropractic, etc.), lawsuit thresholds and insurance fraud in medical billing.
Direct collision repairs and auto body shop payments are not governed by AICRA.
2. Why AICRA Matters (Indirectly) to Auto Body Businesses
While not written for collision repair, there are indirect effects that do ripple into the body shop industry:
Cost containment mindset
• AICRA was built on the principle that insurers should pay only what is “reasonable and necessary.”
• That same language/logic often appears in how insurers argue auto body repair payments — “we only pay what we can get it done for.”
Insurer reliance on statutory shield
• In medical claims, insurers cite AICRA and fee schedules to limit payouts.
• In auto body, while there’s no AICRA-equivalent statute, insurers often try to import the same reasoning, pressuring shops to accept prevailing rates or DRP terms
Consumer perception
• AICRA was sold to the public as a way to “cut costs and stop fraud.”
• Insurers use that same cost-reduction narrative in
by JERRY MCNEE
body shop disputes, suggesting that higher repair bills equal waste, even though no statutory fee schedule exists for auto body
3. Key Difference: No “Body Shop Reduction Act” Exists
• For medical providers, AICRA creates legal limits and fee schedules.
• For collision repair, no equivalent statutory framework exists in NJ.
This means:
• Insurers cannot point to AICRA as authority to reduce collision repair payments.
• Payment disputes with body shops are governed instead by contract law, insurance policy terms and sometimes consumer protection statutes (e.g., NJ Consumer Fraud Act).
4. Practical Takeaway for Auto Body Shops
• AICRA ≠ Auto Body: It does not apply to repairs directly.
• Insurers may “hang their hat” on AICRA’s cost control philosophy, but legally, it is a medical statute only
• For shops, the right argument is:
“Unlike PIP medical, there is no statute capping or defining what is payable to collision repairers. Repair costs are based on industry standards, OEM procedures and what is necessary to restore the vehicle safely –not on an insurance fee schedule.”
Conclusion
The New Jersey Cost Reduction Act is relevant in principle (insurers borrow its cost reduction language), but it does not equate to auto body repairs in law. Collision repair businesses are not bound by AICRA, and insurers cannot legally invoke it as a shield to reduce shop payments the way they can with medical claims.
The Bottom Line
This isn’t about numbers. It’s about lives, trust and integrity.
Insurers put profit over people. They manipulate laws, underpay claims and dictate unsafe repairs back to consumers. That’s not protection. It’s exploitation.
Consumers deserve better. Shops must do better. Lawmakers must act. Because in auto repair, “good enough” is never good enough.
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Mike Anderson Helps Unleash the Power of CCC One for Local Body Shops
Technology doesn’t have to be scary. In fact, it can be a powerful tool that offers incredible benefits…and in the auto body industry, one can use all the help they can get!
Recently, dozens of New Jersey shops gathered at the Grand Resort Hotel in Mt. Laurel Township to learn from the one-and-only Mike Anderson (Collision Advice) about the various opportunities that present themselves by “Unleashing the Power of CCC One.” Albert Kemperle and Motorcar Colors, along with the help of 3M, came together to bring Anderson to New Jersey for this oneday workshop. Collision repairers gained valuable new knowledge of the many tools available via CCC One that were likely being underutilized.
estimating and management system tools like Grow My Network and Mobile Jumpstart, about electronic parts sourcing and ordering production boards and how to take full advantage of the system for all prerepair, repair and post-repair needs.
“It was a great event attended by shops from all over the state and beyond,” shares AASP/NJ Board member Nick Barbera (Union Collision). “I learned so much about the various technologies associated with CCC One that can make life easier in the shop, and Mike delivered a dynamic presentation about the state of the industry. It was a
Stevens of CCC One, shops learned how to use
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AASP/NJ Celebrates Wins, Honors Members and Hosts Veteran Comedians at Annual Meeting
The AASP/NJ community has loads to celebrate this year! With many achievements under their belt, including another record-breaking NORTHEAST® Automotive Services Show and the growth of its mechanical division, members packed the Gran Centurions (Clark) to enjoy a night of recognition, celebration and cheer via the association’s Annual Meeting last month.
Before diving into the awards and recognitions, the annual Board of Directors elections were conducted.
AASP/NJ President Ken Miller (821 Collision; North Haledon), Collision Chairman/Past President Attending Jerry McNee (Ultimate Collision and Repair; Edison) and Mechanical Chairman Keith Krehel (Krehel Automotive Repair; Clifton) were all re-elected to two-year terms. Board members Tom Elder (Compact Kars; Clarksburg), Mike Kaufmann (Mike Kaufmann Dealer Group; Wayne),
Thomas Greco (Greco Publishing; Nutley) and Danielle Molina (821 Collision; North Haledon) were re-elected to three-year terms.
Mattheus Rompava, a student at Thomas Edison Career and Technical Academy (Elizabeth), was recognized as the 2025 Russ Robson Scholarship Award winner. Named in honor of the past president and vocational school teacher who was passionate about encouraging young people to pursue a career in collision repair, the award is given annually to a young up-andcoming student or member shop employee.
“He has consistently demonstrated a passion for automotive restoration, a commitment to technical excellence and a drive to elevate industry standards through innovation and integrity,” Elder read the words submitted by Rompava’s instructor, Donald Stewart.
(L-R) Dennis Cataldo, Jr., Jaclyn Cataldo, Ken Miller, Angela & Mike MacMullen, Danielle Molina and Ross O’Shea
2025 Mechanical Shop of the Year Skillender’s Auto Service with President Ken Miller and Mechanical Executive Director Joe Ocello
2025 Russ Robson Memorial Scholarship winner Matheus Rompava with AASP/NJ Treasurer Tom Elder and Ken Miller
Comedian Jim Florentine
Comedian Don Jamieson
AASP/NJ Mechanical Division Executive Director Joe Ocello presented Jacki Skillender (Skillender Service Center; Howell) with the 2025 Mechanical Shop of the Year Award. Ocello cited Skilender as a “stand-up lady” known to vocalize ideas, which is “something that is really needed in this industry.”
The 2025 Stan Wilson/New Jersey Automotive Body Shop of the Year Award was presented to Peotter’s Auto Body (Summit) by Jeff McDowell, longtime AASP/NJ Board member and friend of the late past-president whom the award is named in honor of. Joining McDowell in presenting, Miller commended Larry Peotter and his team for their unique and successful operation.
AASP/NJ Board member Ted Rainer (Ocean Bay Auto Body; Point Pleasant) was honored as the 2025 AASP/ NJ Hall of Fame inductee by AASP/NJ Collision Division Executive Director Charles Bryant. Miller commented that Rainer is one of many who “shaped this association and shaped the industry.”
Special recognition was given to Jeff McDowell (Leslie’s Auto Body; Fords) in honor of his upcoming
retirement. “Jeff spent five decades in the industry,” stated Greco. “He served on the AASP/NJ Board for more than 40 years and was president for eight years. He’s been an advisor, a supporter and most of all a friend to everyone.”
“It may sound like a big thing to some to be involved with this group for 40 years, but it’s been my honor and my pleasure,” shared McDowell. “I wouldn’t have done it if it didn’t make my life much better and the industry much better. As a lot of these guys can tell you, there were a lot of late nights; our families were looking for us, but that’s what it takes to make it work if we all put in the time. I didn’t do anything special other than show up. Thank you to everyone who has been on the Board.”
Following the presentations, Emmy Award-winning comedians Jim Florentine and Don Jamieson, both of VH1’s “That Metal Show” fame and other television, radio and podcasts had audience members roaring with laughter for the remainder of the event.
Stan Wilson/New Jersey Automotive Body Shop of the year Peotter’s Auto Body with Jeff McDowell and Ken Miller
Longtime AASP/NJ Board member and Past President Jeff McDowell received special recognition for serving 40-plus years on the Board.
AASP/NJ Executive Director Charles Bryant
AASP/NJ Hall of Fame recipient
Ted Rainer with Charles Bryant and Ken Miller
Ken Miller addresses a packed house during AASP/NJ’s 2025 Annual Meeting on October 22.
NJA
The Right Ingredients for Every Job.
Whether it’s a minor touch-up or a full-scale repair, the right ingredients make all the di erence. With proper tools, hands-on training, timely servicing, and reliable support from RAE, your shop is equipped to deliver consistent, OEM-approved results. This Thanksgiving, we’re grateful for the professionals who turn quality repairs into a tradition.
Grateful for our incredible team. Thank you for all you do!
KPIs: Monitoring Your Shop’s Goals
Meeting any goal begins with setting the goal, establishing steps to achieve it and then monitoring how well those actions help one move toward the objective. Businesses of all types often rely on specific key performance indicators (KPIs) to help them “keep score” and identify needed adjustments. Which KPIs are most important? KPIs can vary widely from industry to industry and even business to business, and while mechanical shops may find it useful to track some of the same KPIs as collision centers, dealerships and other companies, it may be helpful to look at things a little differently.
First, it’s imperative to understand how each KPI being monitored actually impacts your shop and your business goals to ensure the right data is being collected and analyzed. “The biggest problem is that many shops aren’t tracking their KPIs properly or don’t understand them well enough,” suspects Jeff Notts (Altus Business Solutions).
Arguably, there are tons of KPIs that one could track, so how can a savvy shop owner or manager determine which ones are worth investing the time to understand? “There are a lot of possible KPIs, and if you look at everything you could be tracking, that can be overwhelming,” acknowledges Rick White (180BIZ). He suggests the list might feel more manageable for those who begin by identifying how frequently certain KPIs actually need to be reviewed. “Measure gross profit weekly, and every month, examine your expenses. A monthly KPI that many shops neglect is cash flow ratio. Cash flow is oxygen to a company; you cannot breathe without it, and many fail to realize that profit does not equal cash flow.”
Only a few KPIs need to be reviewed daily, according to White, who suggests monitoring invoice count completed, parts gross profit, effective labor rate (the amount a shop actually collects per billed hour) and work in progress. Most importantly, shops should be consistently evaluating the number of billed hours per day. “Nothing happens in a shop unless an hour of labor is sold,” he points out. “We want to ensure we’re at peak productivity, so we need to compare the total billed hours to our capacity to determine whether we’re meeting our productivity goals.”
Notts agrees that productivity is the lifeblood of any business. Unfortunately, it’s also one that most shops “don’t pay enough attention to. If your team only produces 50 percent of the work they’re capable of, your labor rate means nothing. A lot of people talk about percentages when measuring productivity, but how do you track and understand that? Set an hourly goal of 35 to 40 hours per week and then manage the number of cars and the time it takes to move them around.”
Notts also believes shops should track gross profit on parts, labor profitability and average repair order (ARO);
however, he considers average hours per RO as “possibly the most pivotal since this tells us the shop’s maximum potential for vehicles being worked on each day. Rather than cramming as many cars in the shop as possible, we want to make sure we’re capitalizing on each vehicle we work on by increasing the number of labor hours on each order. In turn, this improves efficiency and decreases the likelihood of an accident as technicians move cars in and out of the shop’s bays.”
Of course, every business should set goals related to their finances, and customers are the primary driver of financial success, so it’s important to track KPIs related to customers as well, beginning with how many new customers are coming to the shop each week.
“On average, a shop loses 17 to 21 percent of its client database each year on average due to people moving, being upset with them, dying, etc., so if you’re only marketing to existing clients, that database gets smaller all the time,” White points out. “To maintain your current number of clients, the goal should be 20 percent new customers, and if you’re looking to grow, set the target at 30 percent.”
“If we don’t have new customers, we’re doing inspections and maintaining vehicles, but we won’t have big jobs anymore,” Notts weighs in. “To keep the business growing, we need new clients bringing broken cars to us.”
Attracting those new customers to maintain a consistent client base means that shops need to market – but many make the mistake of waiting to advertise their services because they have enough work right now.
“Marketing isn’t something you do because business is slow; it’s something you do so you don’t get slow,” White stresses. “You can’t plant a seed and reap the harvest that same day. Consumers’ buying habits have changed along with the frequency of their visits to shops, and although most people want to take care of their vehicles, they aren’t going to be loyal if they’re not happy with the service they receive. Shops need to identify their ideal clients’ desires and get really good at providing that.
“How do we serve a client to make sure they come back to us?” he queries. “Shops are like dentists – no one wants to go to the dentist because it’s painful and expensive. We need to help clients understand that it’s better to invest in maintenance and repair than to replace their vehicle at 10 times that cost, but before we can convince them of that, we need to create an environment that leaves them with the impression that they’ve found the right shop to take care of them.”
Notts agrees, suggesting shops should also be monitoring the number of lost clients. “If we don’t see them for two years, they’re lost, and we need to examine why they aren’t coming back. Why isn’t our retention rate higher?” he asks, suggesting that tracking lost sales and comebacks can help owners and managers identify
shortcomings in the customer service department. “If we fail to sell the work, we’re missing opportunities. It’s easy to track missed appointments. We also need to be aware of our comeback rate because comebacks cost the business a lot, especially in terms of how our clients view our services. These days, we have to work harder than ever to sell value because consumers have access to so much information and so many options.”
Reviews and referrals are the most obvious method for monitoring customer satisfaction, and shops should set goals for both. White warns, “Understand that ‘satisfied’ customers aren’t going to leave reviews. Being satisfied merely means they got their money’s worth; it’s the lowest acceptable outcome in the customer experience because it’s only one step above dissatisfaction. When we get down to it, our goal is to help people. Making money is a byproduct of providing great service, and if you invest time and energy into creating the right experience, the money will come.”
White identifies three levels of customer experience: moments of mediocrity (you get what you paid for), moments of misery (a negative experience) and moments of magic (an experience that goes above and beyond expectations). “You’ll get reviews for moments of misery and moments of magic,” he predicts. “As business owners, we’re the authors of those stories, but if we’re not paying attention, we end up with clients who feel unseen and unappreciated. We need to be paying attention to how we make them feel and figuring out how we can cultivate an experience that creates moments of magic!”
Shops should also be creating moments of magic for their employees since they are the ones who typically create client experiences. “Just like my customers, I don’t want my team to be satisfied; I want them to be engaged,” White insists. “And I don’t want employees who merely trade their time for money. I want to hire people who see where the business is going, understand why it’s important and want to be a part of it. I want someone who is willing to go the extra mile because they feel seen, heard and appreciated.”
Why do you do what you do?” Notts asks shop owners to consider their purpose. “If you can’t explain that, you don’t know your culture, and that’s critical to drawing people in – whether it’s a client or an employee. If your team loves working for you, they will work hard and tell everyone how much they enjoy working at your shop. They’ll stick around for a long time, and they will refer other technicians to you. If your turnover rate is high and employees leave frequently, you’re either making the wrong hiring decisions or you’re not treating your team well enough to keep them there!”
Although tracking KPIs is a critical part of measuring how well your shop is meeting its goals, it’s important to remember the driving factor behind any successful business is more than numbers. “You absolutely need to
be tracking your metrics, but never forget how you get them – by serving others,” White cautions. “KPIs measure how well you’re doing at taking care of your clients. If you neglect to care for the people, you aren’t going to make money. Sometimes, a relationship might be more important than a metric. Always remember the people who help us achieve those high metrics: the people performing the work and the people saying ‘yes’ to the repair.”
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Why Join WIN?
WIN offers education, mentoring and leadership development opportunities to build critical skills for success in the collision repair market.
• Local/Regional Networking Events
• Annual Education Conference
• Educational Webinars
• Mentoring Opportunities
womensindustrynetwork.com
• Scholarship Program
• School Outreach Program
• Most Influential Women (MIW) Award
AASP/NJ Offers Ways to Save on Protecting the Shop
AASP/NJ is always looking to partner with businesses that will bring benefits to its members. One of their longest and strongest alliances is with World Insurance Associates, which offers savings for healthcare coverage and workers’ compensation to members in good standing. Thanks to this partnership, collision repair and mechanical shops – big or small – have the opportunity to elevate the work environment for their employees with the ability to cost effectively offer health care benefits, an offering that is most often out of reach for many small businesses.
Now, thanks to a partnership between World Insurance Associates and SPARK Underwriters, AASP/ NJ members in good standing also have access to this tailored solution: commercial property, commercial auto, garage liability, umbrella, cyber risk, employment practices liability (EPL) and garagekeepers which make up the major commercial business exposures for vehicle repair operations.
What really makes this package
unique is that it’s been created by those who are in the automotive industry.
“It’s written by people who can work in the shop,” comments David Willett of SPARK Underwriters. “We have ASE master technicians, TIA certified tire instructors, I-CAR Platinum technicians and people who have served on committees with OEs and suppliers and educators in the industry on our team. We’re in the industry. We insure vehicle repair businesses. Our policies are very focused on the exposures of automotive businesses. Coverages are proprietary, and our claims practices are handled by those who know the inside of a repair shop. That
gives businesses great comfort at the time of a loss.”
As Joe Amato, Sr. of World Insurance Associates has put it: “It’s mechanics and body shop people insuring mechanics and body shop people.”
Willett says the SPARK Underwriters team has a strong belief in training and fixing cars right and commends the shops who are members of AASP/NJ as “they are prime examples of those who are staying up on what is current and relevant” to the industry by being a part of the association. “
Working with people who understand the business is a key benefit. “We have built proprietary coverages that are unique to this industry. We have claims people and underwriters who have worked in shops. We’re not trying to move someone by price, but people that have come with us have been very pleased with our pricing, because we are less concerned about where the industry is; we believe we know where it should be.”
If not already on board with AASP/NJ’s array of benefits, members should take a look at page 11 to see all the available benefits to make sure they get the most out of their membership. Not a member of AASP/NJ? Visit aaspnj.org to join today!
Being an AASP/NJ member has its privileges. Between savings and revenue generated by AASP/NJ member benefits, discounted education and training opportunities, access to the AASP/NJ Labor Pool and Hotline, advocacy in Trenton and exclusive members-only access to documentation, forms and regulations on aaspnj.org, you simply can’t afford NOT to be an AASP/NJ member!
AASP/NJ Health Benefits ProgramSave on Insurance!
AASP/NJ Hotline - Info & guidance from Charlie Bryant
BMW of Springfield
391-399 Route 22 E. Springfield, NJ 07081
Toll Free: 800-648-0053
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655 Route 202/206
Bridgewater, NJ 08807
PH: 908-287-1800
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500 Route 36
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Parts Direct: 732-440-1235
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Park Ave BMW
530 Huyler Street
South Hackensack, NJ 07606
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Paul Miller BMW 1515 Route 23 South Wayne, NJ 07470
PH: 973-696-6060
Fax: 973-696-8274 paulmillerbmw.com
BMW of Bloomfield
425 Bloomfield Avenue Bloomfield, NJ 07003
Parts Direct: 973-748-8373
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491 MORRIS AVE.
SUMMIT, NJ 07901
PHONE: 908-277-1100
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Trend Motors 221 Route 46 West Rockaway, NJ 07866
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Crestmont Volkswagen 730 ROUTE 23 NORTH
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“Volkswagen“
DOBI Rubberstamps Insurers
REJECTS COLLISION DATA
What should have been a pretty standard total loss claim turned into a yearlong debate about data credibility…a debate that made it crystal clear where the New Jersey Department of Banking and Insurance’s (DOBI) loyalties lie!
It all began on December 17, 2024 when a customer towed her 2014 Jeep Cherokee to DJ’s Restoration (Trenton). Three days later, Allstate’s adjuster inspected their policyholder’s vehicle, writing an estimate for just under $3,500; however, when the shop disassembled the vehicle and discovered additional damage, their blueprint predicted it would cost $11,608.51 for repairs, putting the vehicle over the threshold and causing it to be deemed a total loss.
Although Allstate refused to communicate with the shop directly, they informed the customer of their refusal to pay for storage past January 10. Through that date, the shop’s invoice for total loss charges came to just over $5,000. With no negotiation attempts from Allstate, DJ’s Restoration reached out to the appraiser on January 14 to discuss the total loss charges, even offering to waive a portion of the storage charges in order to settle the claim, but receiving no response to this message or subsequent escalation attempts to the claim supervisor – in which he provided documentation via National AutoBody Research’s (NABR) BillableGenie, which proved Allstate had previously paid those same charges – shop owner Danny Brandt felt he had no choice but to file a complaint
with DOBI as the month ended.
In March, he received a response from DOBI Supervisor of Investigations Robert Palentchar indicating that Allstate maintained “its position that it has made good faith offers to reimburse [the] shop for reasonable fees and storage charges based on a review of publicly available information.” The information in question? Discounted towing and storage rates for the New Jersey State Police provided by the Garden State Towing Association (via gsta.org/state-police-rates). “Those companies are under contract and agreed to accept those rates, but we didn’t sign any such contract and shouldn’t have to accept rates someone else agreed to,” Brandt points out.
Allstate also cited information obtained from eCode 360 (though they did not provide the specific code they were referencing), and according to Palentchar’s email, “Data from multiple New Jersey boroughs reveals the maximum amount that can be charged for storage averages approximately $36.14 per day for storage.” Although he requested documentation to refute Allstate’s claim that they had negotiated from $75 daily storage to $100, Palentchar warned, “Keep in mind there are no insurance regulations governing such fees.”
Brandt pushed back, insisting that Allstate’s negotiation attempts were minimal and that the “last person we spoke with did not offer to pay our posted rate of $100 per day storage, the tow to retrieve this vehicle, the pre-scan, the vehicle damage analysis and the blueprinting fee.” Brandt expressed concern that the policyholder still had not received her settlement three months after her vehicle was deemed a total loss: “It seems Allstate is attempting to abandon this vehicle without reimbursing its policyholder.”
He also contested the “evidence” Allstate shared, noting that DJ’s Restoration is “not a storage facility; we are an auto body repair facility, therefore, I am certain there is no ‘state limit’ [...] Everything we have billed for is not only an industry standard, usual and customary, but has been proven to Allstate with documentation that it has all been paid for [on previous claims].” He evidenced this assertion by providing proof from NABR that his shop had been paid these charges by Allstate and other insurance companies in the recent past.
That evidence got him no where as Palentchar responded over a week later – after seeking feedback from the insurer – that “Allstate’s position remains unchanged as it continues to maintain it offered to pay a fair and reasonable amount to settle the claim with its final compromised offer of $3,500” (around $1,000 above their original offer but barely half of the $7,000 owed to the shop after three months of storage)!
“Our posted rate was $100 and has been that for at least a decade, but Allstate wanted to pay $75,” Brandt recalls, calling the insurer’s negotiation attempts “nominal. By March, we had accrued around $7,000 in total loss fees, and even when we offered to negotiate our
invoice down to $5,000 with their total loss department, they refused to budge past $3,500.”
Furthermore, Palentchar’s email demonstrated a concerning trend that won’t come as a surprise for many Garden State collision repair facilities. While the DOBI supervisor blindly accepted irrelevant and vague data from Allstate as “evidence” of reasonable rates, he completely disregarded Brandt’s provided proof, blindly accepting the insurer’s assertion that “the data provided from ‘BillableGenie’ is not accurate nor consistent with its records as to actual amounts paid.”
Neither Allstate nor DOBI offered any evidence to justify this claim, but this seems to be standard practice, according to Brandt. “DOBI just rubberstamps wherever the insurer says,” he laments. “Allstate claims they were willing to negotiate and we weren’t, and although we take the opposite stance, DOBI takes their word over ours. Then we provided proof that Allstate has paid our shop these rates for these items, and since they say the data isn’t accurate, DOBI just passes that message along and closes the complaint.”
With the vehicle still sitting in his lot when October rolled around, Brandt reached out to DOBI again, sharing more documentation from BillableGenie, “a reputable auto body tool, showing that the disputed charges are usual and customary. Allstate has not only paid these charges on 28 other claims in New Jersey but also directly to our shop, DJ’s Restoration, on October 3, 2024 and most recently on September 3, 2025.
“NABR verifies all data and payments made, and its accuracy has been upheld in court as reflecting the true cost of repairs unlike closed-door contracts that fail to represent the prevailing competitive price,” Brandt defended his data, explaining that BillableGenie’s total loss data cannot be manipulated since it’s based on final invoices and requires proof of payment to be entered into the system.
BillableGenie is part of the Collision PowerPak provided by NABR, a suite of online software tools designed to arm shops with valuable data to help ensure they’re being fairly compensated for work performed. NABR President Sam Valenzuela graciously gave New Jersey Automotive a demo of BillableGenie, explaining that for total loss documentation, shops are required to submit a detailed final invoice that breaks down all charges, such as administrative, disassembly and gate fees, along with evidence of payment to prove they received the full amount of their invoice.
Valenzuela navigated BillableGenie to review the data that Brandt had provided, revealing multiple instances where Allstate had paid similar fees to what had been denied to DJ’s Restoration and sharing evidence that payment was remitted for those charges. “Although Allstate says these numbers aren’t accurate based on their records, multiple shops were paid for the same
total loss charges in New Jersey,” Valenzuela points out, observing DOBI’s hypocrisy in accepting Allstate’s unsubstantiated “public data” which “leaves more questions than answers.”
That’s not to say that Valenzuela believes his software provides all the answers; he acknowledges that it was developed as a tool to aid shops, not to solve all their problems. “A lot of shops have been able to leverage information from BillableGenie to help negotiate for needed items that insurers don’t want to pay for,” Valenzuela shares. “It’s obviously not an easy button – nothing in this industry is! Insurers are making it incredibly difficult for shops to collect on a lot of stuff; even when a shop shows the insurer its own data that proves they’ve paid for those items before, the carriers still fight it.”
Clearly, the real problem in question has nothing to do with NABR’s substantiated figures. “This is yet one more case (out of thousands and thousands nationwide) of insurers refusing to pay for usual and customary charges by shops, and they have a whole series of word tracks that are just another way to say ‘NO,” Valenzuela suggests.
He remains unruffled by DOBI’s decision to take Allstate’s “absurd assertions” at face value. “The burden of proving they didn’t pay for those items should fall on Allstate, but we all know that inventing new ways to say ‘no’ is simply how insurers operate. I don’t know how deeply DOBI investigated Allstate’s statements, but I know they didn’t call us to help them uncover the truth. And based on what I’ve heard from shops all over the country, it seems like DOBI did what a lot of DOIs do –they went through the motions and pushed some paper instead of conducting a real investigation, and then they passed along whatever the insurer said.”
Through these actions, DOBI and other states’ insurance departments “don’t seem to provide much help to shops or consumers,” Valenzuela observes. “They appear to merely accept the statements of insurers – without really digging deeply into the matter beyond making some surface level inquiries – parrot back the response to the shop, then close the case on the grounds that there’s nothing they can really do about it. This serves as a good example of why regulators are not the solution to this industry’s massive problem of shops not getting paid for all their work at adequate rates.”
Brandt agrees and expresses his concern that “DOBI’s deference to unsupported statements sets a troubling precedent. It seems as though any assertion an insurance company makes – no matter how implausible –would apparently be accepted by DOBI without scrutiny. In this case, Allstate has merely stated that BillableGenie is ‘not accurate,’ yet has offered no supporting documentation or proof. That is not due process nor is it fair to New Jersey consumers. We’re not sure what it’s going to take to get DOBI to actually assist the consumer rather than protect the insurance companies.”
Brandt is not the only Garden State shop owner who feels DOBI’s priorities should be reevaluated.
“If Allstate told DOBI it was raining, snowing and 100 degrees with thunderstorms inside their office all at the same time, DOBI would accept it without question,” AASP/NJ Collision Chairman and Immediate Past President Jerry McNee weighs in, expressing “no surprise that Allstate would lie about the vetted accuracy of NABR’s data. DOBI’s decision to uphold Allstate’s statement shows exactly where their loyalty lies – with the insurance companies, not New Jersey consumers.”
In fact, McNee has sounded this alarm many times in the past, yet “despite citing DOBI’s own regulations in multiple complaints, not a single violation has ever been found, and not one insurer has been held accountable. Insurers routinely provide nothing more than self-serving statements – without evidence – while documented, factual proof from consumers and repair shops is disregarded. This completely undermines transparency and consumer protection, so who’s the repair expert?
“Behind the scenes, insurers have long pushed the narrative that they’re losing money and need rate increases. They use fear tactics and invoke the ‘Cost Reduction Act’ to pressure DOBI – claiming that holding them accountable would harm consumers through higher premiums. This is nothing more than half truths and fear,” McNee adds. “DOBI is supposed to protect New Jersey consumers, yet it continues to turn a blind eye – accepting insurers’ statements at face value while disregarding factual data from those directly affected. The result is a hidden burden on consumers, who face unexpected out-of-pocket expenses and unpleasant surprises.
“Is this the insurance promise that policyholders were sold?” he asks. “This isn’t consumer protection – it’s corporate protection.”
The situation at DJ’s Restoration seems to justify this belief as the shop is left holding the bag with an invoice that has increased to over $30,000 due to nearly a year’s worth of storage charges on the abandoned vehicle. New Jersey Automotive’s interview request went unanswered by DOBI’s Robert Palentchar.
“The fact that an insurer can simply make statements to the Department of Banking and Insurance (DOBI) without providing factual proof undermines transparency and consumer protection,” Brandt points out. “By rubber-stamping Allstate’s response without requiring evidence, DOBI has failed to protect the public interest. At a minimum, clarification should be required when one party presents verified data and the other offers nothing but unsupported denial. Otherwise, this process does not serve consumers but instead shields insurers from accountability while passing the cost on to consumers who ultimately pay the price.”
How AI Is Transforming Collision and Mechanical Repair Shops
The automotive repair industry runs on precision. Yet, inefficiencies – from inconsistent estimates and workflow bottlenecks to technician shortages and rising parts costs – continue to strain profitability and customer satisfaction. Artificial intelligence (AI) is beginning to change that narrative.
Repair shops using AI aren’t just becoming more efficient; they’re redefining what operational excellence looks like. AI’s ability to process massive amounts of data and deliver instant insights gives shop owners a competitive advantage – improving turnaround times, profitability and customer trust.
This article explores how collision and mechanical repair shops are using AI to enhance operations, improve diagnostics, manage costs, ensure safety and build smarter, more sustainable businesses.
AI-Powered Workflow and Resource Optimization
Machine learning models now analyze job mix, technician skill levels and scheduling constraints to assign work more efficiently. AI-driven shop management systems can predict job durations and match tasks to available technicians, minimizing idle time and boosting productivity.
Parts and materials management is becoming more accurate, too. AI can monitor inventory, predict part shortages and automatically reorder based on realtime demand – reducing delays and preventing costly overstocking. Integration with estimating systems ensures that labor hours and parts usage remain tightly aligned with each repair order.
When repair schedules shift due to parts delays or insurance approvals, AI systems automatically recalibrate workflow assignments, keeping bays full and operations running smoothly.
AI in Diagnostics and Repair Accuracy
AI-driven diagnostics tools are revolutionizing how technicians identify and resolve issues. Advanced systems compare live vehicle data to vast libraries of known repair patterns, helping pinpoint root causes faster and with higher accuracy. In collision repair, computer vision is being used to assess damage, generate estimates and even identify hidden structural issues invisible to the naked eye.
As ADAS and electric vehicles become more common, AI helps technicians stay current by recommending training modules and repair procedures based on the vehicles being serviced. This ensures shops maintain expertise without constant manual retraining.
AI for Cost Control and Financial Efficiency
AI-enabled shop management platforms are improving financial performance by tracking real-time labor costs, parts pricing and productivity. These tools alert owners to inefficiencies before they become losses – such as excessive labor variance, unbilled time or parts overages.
Predictive analytics also help forecast demand based on seasonality, accident rates and market trends. Shops can adjust staffing levels and inventory accordingly, maintaining cash flow stability and reducing waste.
AI-Enhanced Safety and Compliance
Safety in repair environments is critical. AI-powered monitoring systems can detect unsafe conditions – from improper lifting practices to unshielded welding areas –and alert supervisors before incidents occur. Wearable tech is being tested to monitor technician fatigue and ergonomics, reducing workplace injuries.
AI also simplifies compliance by tracking training certifications, equipment calibrations and EPA requirements, sending automated reminders to ensure standards are always met.
AI-Driven Customer Experience and Sustainability
AI is improving how shops interact with customers. Smart chatbots and scheduling assistants provide instant updates on repair status, appointment confirmations and parts arrivals. Predictive customer service tools identify repeat customers likely to need maintenance soon and send proactive reminders, driving retention and revenue.
Sustainability efforts are also benefiting from AI, which helps track energy use in spray booths and shop equipment, optimizing consumption and reducing costs. Parts sourcing platforms powered by AI recommend suppliers based on price, speed and environmental footprint.
The Future: Precision-Driven Repair
AI is not replacing skilled technicians – it’s empowering them. Shops that integrate AI tools into their operations gain more control over workflow, costs and quality. As vehicles become more complex and customer expectations rise, those that embrace AI will likely lead the industry in precision, efficiency and trust.
Joshua Bauchner and Jacquelinge Greenberg-Vogt are Partners with Mandelbaum Barrett PC.
Email Joshua at jbauchner@mblawfirm.com and Jacqueline at jvogt@mblawfirm.com
High Performance and Speed with RAE’s New XPress 1000 SC Riveting System
The new XPress 1000 SC pneumatic-hydraulic riveting system is an optimal choice for repairers in need of a modular, high-performance system for riveting tasks. Designed for versatility and precision, its modular technology supports the use of various adapters, dies and tools, enabling a wide range of rivet types to be processed with just one tool for performance in various applications.
With this upgraded tool, rivets can be processed with impressive speed and setting force to improve efficiency and cycle time in the shop. One of the standout features of the XPress 1000 SC is its patented function for controllable, force-free rapid advance; this “Smart Control” technology ensures precise and safe positioning of tools and maximum control, even during the most sensitive of repair operations. The entire pressing or pulling process can be controlled with millimeter accuracy.
The system can be combined with different hydraulic cylinders and C-arms for enhanced functionality, and delivers precise control with up to 1000 bar hydraulic pressure, ensuring accuracy regardless of the task at hand.
With OEM approvals from most manufacturers, this system is an excellent choice for repairers looking to perform accurate, precise riveting as recommended by the manufacturer.
To learn more about the XPress 1000 SC system or to view Reliable Automotive Equipment’s full offering of products, services and support, visit raeservice.com
ARANJ Board of Directors
David Yeager - EL & M Auto (800) 624-2266 / elandmauto@aol.com
Ed Silipena - American II Autos (609) 965-0987 / esilipena@yahoo.com
Norm Vachon - Port Murray Auto (908) 689-3152 / portmurrayauto@yahoo.com
Dillon Rinkens - East Brunswick Auto (732) 254-6501 / ebautonj@comcast.net
ARANJ Officers
President - Rodney Krawczyk Ace Auto Wreckers (732) 254-9816 / aceautonj@comcast.net
1st Vice President - Daryl Carman Lentini Auto Salvage (908) 782-4440 / darryl@las-parts.coms
2nd Vice President - Mike Ronayne Tilghmans Auto Parts (609) 723-7469 / tilghmans@snip.net
Past President - Bob Dirkes Dirkes Used Auto Parts (609) 625-1718 / dirkesauto@gmail.com
ARANJ
The Automotive Recyclers Association of New Jersey
Wharton Insurance Briefs
Owning a dismantling/recycling facility can be an environmental headache. Leaking fuel tanks, waste fluids and water runoff can migrate onto your neighbor’s property or into someone’s water supply. This could result in a clean-up or a thirdparty lawsuit. There is insurance coverage available to protect your assets. Dismantlers/recyclers and landowners can purchase pollution coverage to protect your business against liabilities that may arise from a pollution condition. The policy would cover the clean up costs of the pollutants, contaminated soil and water on the affected property. In addition, the policy can provide coverage for properties adjacent to your business, as well as properties down stream or down gradient. It also can cover the legal defense and judgment awards for a third party suing for bodily injury or property damage. These policies can be written for multiple years with various deductibles and coverage limits.
If you are interested in discussing this coverage further or have any concerns with your current insurance coverage, please contact me.
Mario DeFilippis AAI Vice President Wharton Insurance Group
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COLLISION CHAIRMAN’S MESSAGE
continued from pg. 12
So we must ask: Is this really about protecting consumers, or is it about maintaining corporate control and profits?
Make no mistake – your voice matters.
Contact your local representatives today and show your support for Senate Bill No. 4534. Together, we can make a difference.
To find contact information for the current members of the Commerce Committee, please visit bit.ly/ CommerceCommittee. Click on each Senator’s name, then click “Contact your legislator” below their portrait to fill out the contact form.
Stop sitting on the sidelines – it’s time to get in the game! As a member of AASP/NJ, you gain access to unmatched training, education and industry resources. From the nationally-recognized NORTHEAST® Automotive Services Show to exclusive member programs, advocacy and the latest industry updates, no other organization delivers the opportunities and value that AASP/NJ provides. Join today and make sure your voice is heard, your business stays ahead and your future is stronger with the support of the only association built to serve New Jersey’s automotive repair professionals.
What is Klean Frame?
Klean Frame is a machine that, when attached to a pressure washer, will spray, rinse and clean the underside of vehicles. This allows for the quick removal of corrosive salts, chlorides and debris, thereby extending the life of the vehicle.
Unlike other wash systems that focus on the top and sides of the vehicle, Klean Frame concentrates on the UNDERSIDE only. You’ll be amazed at how “klean” your frame will be!
A Klean Frame model for every use!
HR21 (designed for medium duty trucks, full size vans, pick-ups, SUVs and more)
HR30 (designed for dump trucks, tractor trailers, construction vehicles, fire trucks, etc.)
LP21 (designed for cars, small SUVs, vintage autos, boat trailers, etc.)
LP30 (designed for large equipment including buses, motorhomes and car trailers)
or allows insurer pressure to dictate the quality of its work, it erodes consumer confidence and damages the credibility of every professional who does things the right way.
The good news is that the solution lies within our own hands. We can choose to be better. We can refuse to participate in shortcuts disguised as savings born from insurer pressure. We can recommit to the principles that built this industry: integrity, craftsmanship and accountability.
Our responsibility is to those who trust us with their safety and their families’ lives. They assume we are the experts. They assume we care. Let’s live up to that assumption every day. The future of this industry will be defined not by those who cut corners, but by those who refuse to.
NJA
