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From Sandwich Artist To CEO with Kaylee Felio · Auto Collabs

• 0:00
  You know, sometimes we start these podcasts and we don't really know what, what we're about to say. [upbeat music] This is AutoCollabs.
• 0:13
  Including Michael Cirillo having his glasses on the top of his head, rubbing his eyes, 'cause he doesn't really even know what we're doing. You know, he recently- [laughs] Like a cat.
• 0:24
  If you don't watch the video of these podcasts, you're doing yourself a disservice. You should.
• 0:28
  You should at least some point go to, I don't know, just search AutoCollabs on the old Google thing, and it'll, it'll come up, and you'll just see us making a fool of each other. Yeah. It's amazing.
• 0:38
  It is, because, you know, like, I love little things like that you have to watch, like eyeglass adjustment culture. It's a thing. Is it really a culture? And- Excuse me? Some people, like I'm a solid, like, two finger,
• 0:53
  C shape, adjust the glasses, but some people do the cat paw. You're gonna notice it now. [laughs] They, they do it. [laughs] Oh. [laughs] I didn't realize it was a cat paw. Oh, adjustments.
• 1:03
  I've never s- I've never noticed that, but the second I notice it, Michael- Oh, that's gonna be dangerous... you're, you're getting a phone call. Yeah. Two fingers.
• 1:11
  I, I, you know, you got the, you got the nerd, the nerd centers, right? That's the only other one I was thinking of. Nerd center, the d- the, or, or single finger sides. You've seen single finger side- Oh, yeah... right?
• 1:21
  Yeah, yeah, yeah. And you know- Just like that. Exactly...
• 1:23
  you know they're, they're poised to be creators because the single finger sides and the side C are people that know they can't put something in front of their face on camera. Oh my God.
• 1:32
  [laughs] It's tod- it, so today's guest, by the way- [laughs]... is Kaylee Filio, AKA The Parts Girl, with The Parts Edge Podcast. She is a creator. Does she wear g- I don't think... Wait. She doesn't wear glasses.
• 1:44
  No gl- I haven't seen her wear glasses. Okay. I was wondering, because she's a creator. I always love when we have creators on the show. Yeah. For sure. Because, like, they get to be on the other side.
• 1:52
  You know, like, whenever we get to be a guest on someone else's show, it's just nice to have someone else- It's just better... managing the conversation.
• 1:58
  And Kaylee is obviously very passionate about content, but very passionate about the parts department and the fixed ops, uh, side of the business, so much so as that she started a podcast for her company.
• 2:08
  It's gotten a lot of traction, and, uh, I think they just released a white paper, and they're doing all kinds of stuff.
• 2:12
  She's kinda leading the charge in a lot of ways for them, so it'll be great to have another creator on this show.
• 2:17
  And, uh, we'll see how she enjoys just sitting back and watching, you know, some of us make fools of ourselves while she gets to- [laughs] So we hope you enjoy this conversation with Kaylee Filio.
• 2:28
  [upbeat music] All right, Kaylee. Thanks for hanging out with us. It's so good to finally have you on the pod. Yeah. I c- I... Thanks for having me. This is awesome. I'm so excited. [laughs] Absolutely. Long time coming.
• 2:41
  Well, o- one of, one of our favorite things is hanging out with other podcasters because, like, we, we always love going on other podcasts 'cause finally you don't have to ask the questions, right?
• 2:50
  You get to answer the questions. So you- Yeah... uh, you obviously, you... Let's start with that. You have your own podcast. Why did you start that?
• 2:57
  You, you have your own thing that you do, that you like to communicate with. Where did that, where did the inspiration for that come from? Uh, well, it started with just, um...
• 3:07
  I kind of coined the brand, or I, I guess I... Everyone thinks of me as The Parts Girl, which is great because I've been with Parts Edge for 12 years, and that is the side of the business I know most.
• 3:19
  And, um, that's where it started. I started the podcast 'cause I wanted to bring more attention to the parts department. It's evolved into so much more though. My conversations are trailblazers in the industry.
• 3:30
  I, of course, highlight client success stories. Um, and then of course, just focusing on very specific parts, topics that not a lot of parts managers get. You know? Mm-hmm. Very, like, return process.
• 3:41
  What are you doing with your manufacture programs? Those types of things. So it's been really great. Um, and I don't... It's not called The Parts Girl Podcast anymore.
• 3:49
  I've evolved it into just simply The Parts Edge Podcast, um, with, you know, Kaylee Filio. But, uh, I'm still The Parts Girl. Is it, is it Kaylee Filio, The Parts Girl still? Yeah, yeah, yeah. Oh.
• 4:00
  It's still Kaylee Filio, The Parts Girl. I just felt like the, just calling it The Parts Girl Podcast was very, um, it was siloing me, and I wanted the audience to feel more
• 4:10
  open and just, you know, really seeing the conversations more than just parts, I guess. Well- Well, I think that it, it is...
• 4:17
  It, well, one, it's interesting because you've, uh, since you've been in auto, you've only been on the parts side of the business, right? Mm-hmm. Yes. Tell us the story. How'd you get into auto? Yeah.
• 4:27
  [laughs] Um, well, I feel like I've told this story so many times, so I like, I feel like it can get more exciting and better.
• 4:35
  [laughs] But- Well, you gotta add some drama It's like, "And then I jumped over a house into a pool, and..." Yeah, it's like, it just gets sideways from there. I was, I was a sandwich artist.
• 4:46
  [laughs] No, no, literally though. I was managing a Subway restaurant. Subway. [laughs] Yeah, Subway is how I got into it.
• 4:51
  And it's kind of interesting the parallels between managing a Subway restaurant and the car dealership, or the fixed ops or parts department side of things.
• 5:00
  So it's very interesting how that kind of lined up, 'cause I was, at Subway I was managing an inventory. I mean, it, it was perishable, so there's- Mm... you know, that.
• 5:10
  But anyway, not dealing with- There's that, there's that little thing. [laughs] Yeah. There's that thing.
• 5:14
  Um, uh, obviously just it's a little bit simpler, I would say, but, um, there's very, there's a lot of parallels with it. But anyways, I was managing it.
• 5:23
  I, um, I was very fortunate actually to, I helped build that location.
• 5:28
  So I was working, um, in high school at this o- other location, and, um, the owner was opening a new location, so I was, I was part of that, and it was from the ground up.
• 5:38
  So she wasn't, she didn't bought a physical location. She built it. Wow. And it was in a business park.
• 5:43
  And, um, just, I got to understand a lot of the business side, the marketing, um, dealing with the franchise, all of that. Um- Yeah, very s- And- A lot of parallels there. So many parallels. So many parallels.
• 5:54
  That's wild. Yeah. Oh, yeah. And I re- I would go to the meetings with the Subway, you know, that-...
• 6:00
  telling us how we have to change the process, and I'd be like, I'm probably that, that fixed ops director who's like, "You're gonna tell me how to do this?" Like, that- What do you know about making a sandwich?
• 6:09
  What do you know about this? [laughs] You know how to collect franchise fees and royalties. You have no idea. Yeah. That's why we put the cheese there and the meat there. Yeah. No idea, right. [laughs] No idea.
• 6:20
  And two, the other thing to think about is that what worked at that other location didn't necessarily work at this new location 'cause it was very heavy in, um, I mean, Subway you think lunch, but it was a business park.
• 6:33
  It, our rush was very much in the, um- Also very similar to automotive. Yeah, very similar. [laughs] So it's, it's, uh, it's crazy. And so you're there, you're sandwich artist-ing. You put this build- Yeah...
• 6:45
  you help get this r- location set up from the ground up. Mm-hmm. And then you said, "Wait a minute, I could be doing the same thing with oil filters." [laughs] Right? [laughs] No, I didn't actually think like that.
• 6:57
  [laughs] But, so my, the regulars, or the founders of Parts Edge were regulars. Chuck, being a parts guy, very methodical, very routine. Like, I could probably recite his three sandwiches that he always got.
• 7:10
  He was like- [laughs] That's so wild. Yeah. Um, but anyway, I, yeah, I'm thinking about it and I'm like, man, I could remember it. Okay. But anyway, thank- Yeah, I can make it right now with my eyes closed.
• 7:22
  I mean, I could still make a Whopper with my eyes closed 'cause I worked at Burger King. Yeah. You just put me there, put me on Whopper board, I'll, I'll knock that sucker right out.
• 7:29
  Isn't it, isn't it so frustrating too? Like, I mean, I don't know. When it's wrong? [laughs] Yeah.
• 7:34
  Well, that, and it's, well, especially with Subway, so you could, you can see them and their process, and I would go and I'm like, "Oh my gosh, their process is so bad." [laughs] You can't even go to a Subway anymore.
• 7:42
  [laughs] You're like, "I can't. I can't watch." [laughs] I just wanna show them how to do it. [laughs] I- Like, listen, that is not three ounces of lettuce, okay? [laughs] No.
• 7:52
  But the most frustrating thing was we were so efficient because we had to be. With having a li- the line out the door, we had to push and pull. Like, we couldn't be hopping around all the place. It...
• 8:04
  And I, whenever I go to a Subway now, I'm like, "They're hopping all over the place.
• 8:08
  They could be so much more efficient if they just pushed the sandwiches down the line," and everyone had their role, and they did it, and you just- Mm-hmm... I don't know. I'm going on a tangent.
• 8:17
  This, yeah, this is why it's a perfect fit. No, no, but so you're doing this, and the owners- Yeah... of Parts Edge are coming in, buying the same sandwiches, and you know them, you have them memorized. Yeah.
• 8:26
  And they were like, "Kaylee, there is a future for you in the auto industry." Pretty much. Is that how that kinda worked? Yeah. They presented the opportunity.
• 8:33
  They actually asked me if I knew anyone looking, which I guess that's the old school way. Now, that's the classic. That's the best way to... That's classic. Classic. Yeah. Classic. That's classic.
• 8:40
  It went right over my head. I was like, "Now I know anyone?" [laughs] Huh. You're like, "Anyone whose name rhymes with Bailey?" Who [laughs] Yeah. May or may not work at a Subway we visit all the time.
• 8:52
  [laughs] Yeah, Bailey, not for you. Yeah. So I thought about it, and I was, and I think I even asked them, like, "Well, I, I would be interested in that." So that's kind of how it started.
• 9:00
  Um, and I actually worked for them for, I think it was a good six, seven months, and I went back to the Subway, 'cause it was really hard for me to leave what I had built there, and, and also going there for lunch and seeing them struggle.
• 9:14
  [laughs] It was like- Yeah, yeah. [laughs]... it was like my baby. I left it.
• 9:17
  So, um, I ended up going back to Subway after seven months, and then I left them again, Subway again, and went back to Parts Edge because I realized the bigger opportunity. Oh, man.
• 9:27
  Yeah, I was just like, I don't, I w- of course it would be, it would be great to buy a Subway restaurant, but at that time I wasn't there, and I just wanted to do... I didn't... That's all I ever knew.
• 9:38
  I wanted to do more. I wanted to learn. And so I went back to them, and here we are 12- 12 years later... years later. [laughs] Wow. That's incredible. 12 years, podcast later, multiple children later, right? Yeah.
• 9:48
  Like, your life is different now. Um, I wanna shift- Right... the conversation for a second, because you obviously have a very keen understanding of process and efficiency. You have access to all types of data.
• 10:00
  Um, you know, you interview all types of people. What do you see as, like, the innovative practices or technologies that people are deploying very successfully in the parts department and in fixed ops right now?
• 10:12
  Like, what's at the front of the pack? Yeah. Oh, man, there's so much with...
• 10:16
  If you look at fixed ops as a whole, I would say the ones that are adopting technology for automation and just that mundane things that you just don't have to do anymore. There's, there's solutions for that. And, um,
• 10:31
  I just, you know, I just look at, I mean, you guys have a process, right? Everyone has a process for doing, executing certain things that they w- wanna do, and I think, um, it, it shifts, it changes.
• 10:41
  You evolve, and business grows, or things happen and, and your team grows. So you have to constantly be looking at your process and, and think about how, how you can be most efficient with it.
• 10:53
  And I think parts departments or naturally parts managers are just way, um, more in tune with efficiency, I think. Um- Mm-hmm... they're just naturally those type of people.
• 11:04
  Do you feel like they're also most likely to be set in their ways? Yeah. [laughs] Yes. Right? Isn't that, isn't that the dichotomy? Right? Yes. It's like, "No, this is the process.
• 11:13
  You don't change it because this is what works," right? So very process- Uh-huh... oriented, but set in their ways, right? Yes, absolutely. Oh my gosh.
• 11:21
  That's the most frustrating thing I've experienced with selling Parts Edge through the last however many years it's been.
• 11:27
  Um, [laughs] Yeah, there is a joke that m- you know, like 98% of parts managers in the industry came with the building. Yes, there is. [laughs] Yes. They were like, "I've been doing this for 30 years." Yeah. Yeah.
• 11:39
  Or 50 years. And so, and so it's frustrating. How do you communicate to them? Because obviously technology is being deployed at a faster velocity than ever, right? Mm-hmm.
• 11:47
  And so someone who is committed to efficiency and who really gets excited when they, I think legitimately gets super excited when they make something more efficient. Mm-hmm.
• 11:56
  Um, how do you get them to open their mind a little bit to, like, consider a new technology?Yeah, that's a, that's a good question.
• 12:04
  I've, I feel like over the years I've evolved in my process of, um, creating relationships. You can't just go to a parts manager and say, throw it in their face.
• 12:15
  Like, it's cr- it's creating the content and the information that helps them so that they see us as trusted advisors in, in their, um, in their process, and I think that's really helped.
• 12:28
  When I started in, in the sales and marketing role, there was no marketing for PartsEdge. There was no content. So I went to our clients and really, you know, honed in on what it is that we're doing for them.
• 12:39
  Also, um, talking about all the things that we talk about in inventory control, and capturing that in a digestible way to learn, so giving the resources to help them- Well, and it's not like- Yeah...
• 12:50
  it, I mean, how m- how many places can you go... You know, I think about, like, where does a parts manager go to, like, learn or, or find the new process? Like, there's not...
• 13:02
  Actually, parts and fixed ops are the only ones that actually ever get to go to 20 groups because they typically have, like, one thing a year, and that's it. But there's not, like, much at...
• 13:11
  NADA is sales and marketing, right? Most conferences are sales and marketing. I think there's, like, one fixed ops conference- Mm-hmm... um, put on by Mopar or something like that- Yeah... a year, right? Mm-hmm.
• 13:21
  And, and so there's not this, like, treasure trove of people talking about how they're challenging and changing specifically the parts department, right? Mm-hmm.
• 13:32
  Because it's, uh, uh, normally when I hear fixed ops, it's even much more about the advisor, much more about- Yeah... check-in and the walk-around process and all that type.
• 13:40
  It's not about, like, the parts efficiencies, obsolescence, how to manage inventory, inventory controls, data retention po- all of those type of things. And so- Mm-hmm...
• 13:49
  that's a, that's a key point is you're saying there had to be... You almost had to, like, create the education matrix in order to drive the behavior change. Mm. Absolutely. Yeah. That's what I've done.
• 14:01
  So I think that's, that's the best strategy. And I think the other two, the other, um, area or s- I don't know how to phrase this. Sorry, I'm, like, jumbling my words.
• 14:10
  But one, [laughs] one thing, um, I've noticed too is actually just calling it out as it is, is, like, we're not for everyone. I don't... It's, like, hard to say that and, and not sound like an asshole.
• 14:23
  Can I say asshole on here? [laughs] Yeah. Sure. Yeah, sure. You're so right. [laughs] But, but yeah, it's like you have to be innovative. You have to think outside of the box.
• 14:31
  If you wanna stay where you are, PartsEdge is not a solution for you. Mm. So that's the other thing I had to realize too is, like, I can't force this. Like, and I- That's the takeaway, though. It's so strong.
• 14:43
  It's like, "No, I don't think you're ready for this, actually." [laughs] But if you say that- It's so good... to people, sometimes they open up, like, "Well, maybe I am ready for this." [laughs] Right.
• 14:51
  You're g- well, you're gonna... There's some people are on the bubble, right? Like, they're right on the edge, and it takes- Mm-hmm... a little extra something to get them to try. But they are...
• 15:00
  They have been, like, loiter- loitering with the intent to try something. Yeah. And then there's those who just need to be right, and when you say things like that,
• 15:10
  you, you very clearly draw a line where if that other person has to be the smartest person in the room and their way is the right way, then you're literally wasting both of your time. Mm-hmm. Right? By...
• 15:18
  And saying that and drawing a line, you maybe encourage some of the people who have been considering to be willing to try it, but you also get the people who are all in to make a deeper connection with you immediately, saying like, "Oh, these are my people," right?
• 15:32
  "Now I have an even more open mind to see." And then, like, getting to no as fast as possible is l- legitimate, and I think one of the, the least appreciated sales tax- tactics. You're absolutely right. Right? Mm-hmm.
• 15:44
  Like, how do I get to a no? Because if I can get to a no fast, that's so much better. Like, maybe is the worst. Oh. Maybe is the worst place to land. Yes is great. No is just as great. Maybe is the worst. Yeah.
• 15:56
  Maybe is the worst. You don't really know what they're thinking. It's just... Yeah, I hate, I hate the maybes 'cause it puts it o- it drags it out, and then we're wasting everyone's time by doing that, so- Yeah... yeah.
• 16:06
  If you're, you're, if you're explaining, you're losing. That's how I think. So I'd love to dig in just a little bit because, uh, obviously you're process driven.
• 16:13
  Back to the Subway days, this is a, this is a part of who you are. You're now with a company that is doing that. You know, a lot of parts management comes from, like, OEM portals. It comes from the DMS.
• 16:25
  It's, it's, it's- Mm... kind of like legacy integrated, some level of integrations.
• 16:31
  What are the innovations that tech is enabling right now for parts managers to, like, change the way they view and manage their inventory? Um, well, it's... We've been around for about 30 years, so I, I, I...
• 16:46
  It's new- Yeah... but it's very, like, process and very, um, tested and, and accurate. So I think the biggest thing is the, the way that the DMSs are set up are not set up for parts people. That's the biggest thing.
• 16:59
  You go through a migration, or it was set up by someone that set it up 15, 20 years ago.
• 17:06
  So that's the biggest thing I think we see is the setups are outdated, and we go in and really f- ask the questions and figure out the way that they're doing business and implement a structure.
• 17:18
  Um, but then cre- we've created that technology that, that maintains that process.
• 17:23
  So when you look at all the parts that are added into a DMS every single day and where they need to go, it's almost like a lead getting added into your system, and it has to be tested.
• 17:32
  The life cycle of a part has to be tested.
• 17:35
  So that's what we're doing with the data, and it's automatically doing it for the parts manager, so then they can make m- better decisions on that data and what's getting produced by the DMS.
• 17:46
  Um, and going, you said something about manufacturers too. They're only really... That's the easy stuff. It's, they're guaranteeing what sells.
• 17:54
  There's, there's a percentage of the inventory that is selling that they're not really picking up or looking at. So we're looking at everything, if that makes sense. [laughs] Yeah, yeah.
• 18:03
  You, you all recently released your very first white paperOh, yeah, we did. Yes. Yeah. [laughs] Did you, did you forget about that one? Forget about that. Yeah, that was cool. Oh, that was fun.
• 18:14
  [laughs] That's what, what generated all that conversation. No, tell us about it. Yeah. Why did you decide to do a white paper, and, and what did you learn through releasing the first one? Oh, man.
• 18:22
  It was, it was such a process, and it was great, and we're gonna do another one, and we're gonna keep on doing them. Because I think it really brings clarity.
• 18:30
  Um, and the biggest reason why I wanted to do it was, um, just showing the ROI of what your parts department can really bring and what Parts Edge really brings to the, the dealerships.
• 18:41
  'Cause we are such a behind-the-scenes process. Um, it's almost like if you look at, like, a little thing going into your... It's like connecting the, the DMS and the human part of it.
• 18:51
  So, um, yeah, that was a good process. It's very detailed. It gives... It does give you, um, you know, tips and things that can help. You don't have to sign up for Parts Edge to, you know, solve all your problems.
• 19:04
  But [laughs] um, yeah, it was, it was much needed. I think we should've done it a long time ago. But it's a process- What is, what is the-... with the white paper. [laughs] So it is, absolutely. Yeah.
• 19:13
  And, and for this white paper, what do you think was the biggest value to someone who gets it or reads it? Like, what are they gonna learn?
• 19:21
  I think they're going to learn to look at their parts department as a true profit center, to get the tips that they real- or I guess kind of that validation that they, they need for, you know, true obsolescence, how to minimize that.
• 19:36
  Um, and also just getting feedback from other people in the industry that are killing it, you know.
• 19:41
  The biggest thing I love, loved to add to that process was interviewing our clients and talking to them and getting their perspective.
• 19:48
  And, um, one of the one that resonates the most is he was like, "You guys allow me to actually be creative." Most of us in your day-to-day, we're, we're sh- we're just surviving.
• 19:59
  We don't have time to, like, really be creative and show it. We're just keeping up. Yeah.
• 20:03
  Do you feel like, do you feel like this white paper would be something that, um, you know, maybe a parts manager who is looking to be more creative or flex a little bit would share with their dealer principal-
• 20:14
  I think so... or their general manager? Yes. Is this one of the things that kind of maybe open the eyes of the leadership to get a little more support for some new tech and parts and trying some new things? Yeah.
• 20:23
  I like how you did that, 'cause that's exactly what it is. 'Cause that's what happens. With GMs, dealers, it's like they just don't, they just- They're busy too, right? Yeah. [laughs] Yes.
• 20:32
  Well, the part, parts manager came with the building. Parts works. It works. It doesn't suffer. Yeah. It's all green money. Yeah. And, you know, and seems like inventory's always good when we run it in December, right?
• 20:42
  So. [laughs] Exactly, yeah. Yeah. [laughs] So why change anything? Yeah. [laughs] Right. 'Cause there's- So- So there's a, there's an upstream awareness that definitely have to, has to happen. I, I- Absolutely...
• 20:52
  I love it. That's great. What are you looking forward to in the next 12 months, or for the rest of this year? We'll, we'll go that. Rest of 2025. Yeah. What's on the docket? We got seven, six and a half months left.
• 21:01
  Oh, man. I can't believe that's only six and a half months. I know. It's disgusting. As it was coming out of my mouth, even, it was like, ugh, tastes bad. Ugh. [laughs] Yeah.
• 21:07
  [laughs] Uh, well, okay, so I'm really on the growth path. And, um, you know, I've been talking about it a little bit in my content. But I'm positioning myself to become the CEO of Parts Edge. That's my goal.
• 21:20
  The founder's goal. I love that you just put that out there. I love it. I'm gonna do that. It is, it is. Yeah, that's great. They already know. Did you tell them? Well, it's on the podcast. Yeah, I mean, they know.
• 21:29
  They don't know how it's all gonna happen, and that's what I'm really working on in the, you know, creating that plan of how to actually execute that. 'Cause you can talk about it so much.
• 21:38
  You can say, "Oh, you're gonna be the CEO one day," or, "You can do this one day." But we need to create a plan to actually make that happen. And so that's where... That's my goal.
• 21:46
  And then, I mean, I don't think I'll be the CEO in six months, but, um- Or maybe seven. Maybe seven. Maybe seven. Let's go. Let's do it. Oh, look, we have the future CEO of Parts Edge- [laughs]...
• 21:57
  Kaley Feely, on the show today. Kaley, it is, it is always a pleasure when we get to talk to you. It's so great to have you on this show for the first time.
• 22:04
  Uh, keep doing what you're doing, and leading the way and inspiring us as well. Thanks for being with us today. Thanks for having me. [upbeat music] You know, the par...
• 22:15
  I, I keep drawing this parallel, and I keep, you know... I, you make fun of me every time I tell, I, I say this, Paul, that- Who, me? Yeah, you, uh, I'm- I would do such a thing...
• 22:24
  when you, when I say this, you're gonna, you're gonna make fun of me again. I'm waiting for it...
• 22:27
  that I think that if used car departments hired bartenders and restaurant managers that were responsible for inventory management- Mm. And in that pace- First of all, hold on...
• 22:38
  right, where, where perishables are a reality, right?
• 22:42
  And if we looked at a used car more like a perishable, something that needed to be turned, we need to have the right thing for the right time, for the right person, we might, we might be better.
• 22:51
  And I think, you know, for the parts department, I think it, it probably maps a little bit more than maybe we all think it does. Clarifying statement number one: I have never once made fun of you for saying that.
• 23:01
  Clarifying statement number two: I don't know that I've ever heard you say that. [laughs] Maybe you're talking about Michael. Okay. Don't try to... [laughs] No, that, no, but it, it wasn't me.
• 23:11
  That was far too intellectual. According to Nathan. [laughs] Granted, I do forget a thing from time to time. [laughs] Okay. But there are onion layers- I knew that...
• 23:19
  to what you just said, now that I'm thinking about it. I mean, there's the hospitality layer.
• 23:23
  I mean, yes, the inventory management side and understanding how to track inventory and make sure that it's consumed before perished, uh, but then there's the hospitality side of that. Yeah. True.
• 23:32
  I will tell you what, I've never heard anyone call their shot on a show like Kaley just said, "I'm gonna be the CEO of this company." [laughs] That was so strong. Yeah. Oh. That gets me fired up.
• 23:42
  Which is all possible in the car business. I mean, that's why we do what we do, is because we want people to see the possibilities that are available to them inside the car business.
• 23:49
  Well, literally, she's telling the story from sandwich artist to CEO, right? Oh, that's a book. Dang. That's a song. That's a podcast. There you go, Kaley. That's, uh, everything. Let's go. That's right.
• 23:59
  Hey, uh, on behalf of Paul Jay Daly, Michael Cirillo, and myself, Kyle Mountsier, we really hope you enjoyed this conversation and this episode of Auto Collabs. We'll see you next time.
• 24:08
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• 24:21
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• 24:30
  [upbeat music] Welcome to Auto Collabs. [laughs] Welcome to Auto Collabs. [laughs] Why are we recording? [laughs] Are we rolling yet? Not yet.