Latest / Crossroad Conversations with the Lewis Brothers / Ep. 71 - Leadership Lessons From a Year in Review | What Worked, What Didn’t

Transcript

Ep. 71 - Leadership Lessons From a Year in Review | What Worked, What Didn’t · Crossroad Conversations with the Lewis Brothers

0:00
SPEAKER_00: So if a mistake happens and when a mistake happens, because it will break it down for yourself and then have somebody else break it down for you.
0:08
SPEAKER_00: And do not just shut your mouth.
0:10
SPEAKER_00: Shut your mouth and listen.
0:12
SPEAKER_00: If you've asked them for intel, if you've asked them for their advice, do not give them the what for.
0:19
SPEAKER_00: And we have some people that are like this, and I'm like, stop talking.
0:24
SPEAKER_00: Hey everyone, welcome to Crossroad Conversations with the Lewis Brothers, where we aim to share real stories about running a successful family business while working through adversity and pouring back into our community that keeps our doors open every single day.
0:38
SPEAKER_00: We're your hosts, Shelby, Matt, and Taylor, and we'll be bringing you real relevant local business advice, maybe some automotive insights that are sure to change the way you look at running a business or buying a car.
0:50
SPEAKER_00: And maybe you can throw on a plug for you to do business with us here locally.
0:54
SPEAKER_00: Welcome back to the podcast Crossroad Conversations with Lewis Brothers.
0:58
SPEAKER_00: Shelby and Taylor coming to you live, episode 71 in the new year.
1:03
SPEAKER_00: Today we're going over our year in review, what we learned, what worked, what we do differently, and kind of unpack that in a quick version of what we think is going on.
1:14
SPEAKER_00: So we'll we'll completely unpack that leadership meeting review before repeating and all those parts and pieces there.
1:21
SPEAKER_01: Absolutely.
1:21
SPEAKER_01: Hey, and to recap last week, we're back in the studio today, but you're gonna see us throughout this year in different places, having fun.
1:29
SPEAKER_01: Last episode, episode 70, Shelby had me in my work fit, as I'll call it, on the spin bikes with Tracy Bird.
1:38
SPEAKER_01: Multi-time, was it nine Ironman she had done?
1:41
SPEAKER_01: Nine Iron Man she had done, qualifying for the ultimate one in Kona.
1:46
SPEAKER_01: Great story going over with her.
1:48
SPEAKER_01: We had a fun time doing it.
1:49
SPEAKER_01: You got to go back and check it out.
1:51
SPEAKER_01: If anything, just to laugh at me with my dress cheese.
1:53
SPEAKER_00: Right.
1:53
SPEAKER_00: It's it's out of our normal element.
1:55
SPEAKER_00: If you've watched all previous uh 68 episodes before that one, uh, because you you saw one before that in the gym.
2:03
SPEAKER_00: We're working on fitness series.
2:04
SPEAKER_00: Uh so if you're out there, sports, nutrition, weight loss, weight gain in the right direction, uh, or anything that has to do with that new year, new me, uh just sharing the love of what we learned, what we've seen, and having fun in that.
2:18
SPEAKER_00: So uh maybe see a sauna series coming up or a treadmill series or out on the trail.
2:22
SPEAKER_00: So uh if you are local to NWA uh and you've got some insight that people would like to hear or like to be a part of, reach out to us on the social, send us a DM, uh, and uh we'll get you plugged in.
2:33
SPEAKER_01: Absolutely.
2:34
SPEAKER_01: And always check us out for all of our specials going on and everything going on with the business at Lewis Superstore.com and Crossroads Conversation Podcast.com for all the relevancy of the 71 episodes that we have done.
2:46
SPEAKER_00: I love that.
2:47
SPEAKER_00: All right, what's in the garage today?
2:49
SPEAKER_00: Because this is automotive a little bit there.
2:51
SPEAKER_00: The 2026 Jeep Compass.
2:54
SPEAKER_00: Let me break it down for you.
2:56
SPEAKER_00: So it's a Jeep that you're able to get an entry level, a Jeep that you're able to get in a small space, a Jeep that you're able to get the family in, fuel efficient.
3:06
SPEAKER_00: Uh comes standard with a two-liter, 200 horsepower.
3:09
SPEAKER_00: Uh it's got the eight-speed transmission.
3:12
SPEAKER_00: This thing gets up to 32 miles per gallon.
3:15
SPEAKER_00: Gets all the technology, 10.1 inch connectivity screen.
3:18
SPEAKER_00: Oh, yeah.
3:18
SPEAKER_01: That's what I love about it.
3:19
SPEAKER_01: It copied kind of from Bronco Sports side of the Ford side over into the Jeep segment of hey, I still want to have fun, but I'm on a budget.
3:27
SPEAKER_01: I'm buying my first car.
3:29
SPEAKER_01: I need to be economical.
3:30
SPEAKER_01: It checks all the boxes.
3:32
SPEAKER_01: It's got the big screen from the Grand Cherokee and the Wagoneer, all that cool tech fun features.
3:38
SPEAKER_01: And it starts at a price point that's below that$30,000 mark.
3:42
SPEAKER_00: Yeah, so uh it gets sub if you start out with the latitude there, you can get as low as like$26,000,$27,000 if you catch one of our FCTPs.
3:52
SPEAKER_00: This thing is not just a throwaway car, though, as people would say there.
3:56
SPEAKER_00: It gets the technology, it gets fuel mod, toes up to 2,000 pounds, five passenger seating.
4:01
SPEAKER_00: IIHS top safety pick in 2025 was one of the Jeep compasses.
4:08
SPEAKER_00: Uh it was a top safety pick uh determined by the insurance agencies, which they would know, right?
4:13
SPEAKER_00: They see the cars.
4:14
SPEAKER_00: Uh has a strong NHTSA safety rating, where that's National Highway Traffic Safety Administration uh ranks a four out of five there.
4:22
SPEAKER_00: The the Jeep Compass is a solid, whether it's an entry into the Jeep or it's, hey, I've had the big tires and the Wranglers and the Rubicons and the Gladiators, and I just need this as my commuter.
4:34
SPEAKER_00: The Jeep is a solid pick there, where it ranks high in the safety, high in the fuel economy.
4:39
SPEAKER_00: You know, it's gonna be a Honda CRV competitor, a Mazda CX5, a Broncos Sport, an escape with a little off-road ability.
4:47
SPEAKER_00: Oh, yeah.
4:48
SPEAKER_00: You know, they can they get them with the red toe hooks that you can go off-road there.
4:51
SPEAKER_00: Uh so we'll go on the trails.
4:53
SPEAKER_00: Right?
4:54
SPEAKER_00: It's a super cool pick there from a latitude, latitude, altitude limited, or a trail hawk.
4:59
SPEAKER_00: That's gonna be a solid pick for you to look at.
5:02
SPEAKER_00: So we're gonna dive into this of uh topic number one, what we did well this year, right?
5:09
SPEAKER_00: I love that.
5:10
SPEAKER_00: Let's start off positive.
5:11
SPEAKER_00: What we did well this year.
5:13
SPEAKER_00: What's something, when I say that, that's top of mind, Taylor, that's something that uh the team did well this year?
5:21
SPEAKER_01: I think we really understood of the value we brought to to the community and to our employees, but we that enabled, I think, our leadership to be able to necessarily not hold on to a lot of employees that weren't fit in our culture.
5:41
SPEAKER_01: Right.
5:42
SPEAKER_01: It it was okay to let some of the other ones go, run a little bit lean, and realize, hey, we need to build it back up, but let's build it with the right people.
5:52
SPEAKER_01: Because I think there was a huge influx whenever we moved over here.
5:55
SPEAKER_01: Hey, hire everyone we can.
5:57
SPEAKER_01: It doesn't matter, get them here, we need help.
6:00
SPEAKER_01: And we saw a little bit of the culture try to be adjusted there.
6:04
SPEAKER_01: Luckily, we're rooted in it, so it didn't get that way.
6:08
SPEAKER_01: But we needed to lean out the wrong people, and they weren't bad people, they just weren't good fits for what our current business was.
6:15
SPEAKER_00: It wasn't in our culture.
6:16
SPEAKER_00: I think that's a good thing there.
6:17
SPEAKER_00: It was uh is a right size of our current talent pool.
6:22
SPEAKER_00: You know, so of our workforce that we had, and we say that like as a mass layoff.
6:26
SPEAKER_00: It was not at all, right?
6:27
SPEAKER_00: We and a lot of them, I'm gonna be honest, a lot of them weren't that they left the company, they just moved in the company to where they could fit better, so then they had a better attitude or they enjoyed what they were doing.
6:40
SPEAKER_00: So then they kind of molded into what was going on, and we saw that from people moving from collision to Springdale and Springdale to collision, and from Fayetteville to collision, and from Farmington to Uptown Chrysler, um, and from product and delivery to parts warehouse, and from uh technician to parts, and from parts to product and delivery and sales, you know, we just constantly, it's like putting a puzzle together, right?
7:07
SPEAKER_00: You get a piece, you take a look at it, where does it fit?
7:10
SPEAKER_00: And you might get a puzzle piece that fits really close, but then you get further down the line and now you're missing that piece, but you'd use in a different spot there.
7:18
SPEAKER_00: So I think that's a really good point there.
7:21
SPEAKER_00: Uh, that something we worked well of continue to build on that strong culture.
7:26
SPEAKER_00: I'm I'm gonna say something executed really well, and you say of the community and giving back was our media team.
7:33
SPEAKER_00: Oh right?
7:33
SPEAKER_00: Our media team who's helped putting this podcast on.
7:36
SPEAKER_00: You've seen our social presence grow there.
7:39
SPEAKER_00: And it's not like we've said, okay, now let's start doing all this stuff.
7:42
SPEAKER_00: We said, hey, let's start recording and telling all the people and sharing the fun that we have and the things that we get to be a part of, and things we get to give back on.
7:51
SPEAKER_00: Uh so that was a big thing there of growing and building our media team uh to be able to get all these messages outside of our walls to everyone's living room and to their phone so they can see what's going on, how we have fun and the parts there.
8:06
SPEAKER_01: Yes, absolutely.
8:07
SPEAKER_01: Well, let's go to the next one there talking about we kind of rolled into this a little bit, but what about a decision that was kind of we were on the edge of and that we maybe moved forward with last year?
8:20
SPEAKER_01: What would you say would make what were you most proud of?
8:23
SPEAKER_00: So uh we really, really, really deep dived into micro meetings.
8:29
SPEAKER_00: And it was we talked about it and we talked about it in podcasts of working in the business versus working on the business.
8:34
SPEAKER_00: We realized we had the correct talent, uh, the proper game plan.
8:39
SPEAKER_00: But then we started these uh seasonal or weekly or every other two weeks or monthly micro meetings where we removed distractions and we're able to hyperfocus on what was important, uh, whether it was expense control or proper person and proper place or training or each individual account.
9:00
SPEAKER_00: How do we work on this and this person?
9:02
SPEAKER_00: And so we worked on people of their productivity, their efficiency, and we we peeled a lot of layers back and we discovered a whole lot, like, wait, you do what?
9:11
SPEAKER_00: How do you do that?
9:12
SPEAKER_00: Why why do you do that?
9:13
SPEAKER_00: You expense that where, right?
9:15
SPEAKER_00: And so it wasn't ever anything like, well, there it was, million-dollar idea, right?
9:19
SPEAKER_00: But it was these little things.
9:21
SPEAKER_00: And a lot of the departments, so if it was parts, we got Chrysler parts, we got Ford Parts, and we got Springdale Ford Parts, and we brought them all together.
9:29
SPEAKER_00: And so we were able to really create that ecosystem of how they work together.
9:34
SPEAKER_00: Some person did really good in something, and we moved it across all the departments and all stores.
9:40
SPEAKER_00: And then something that was like, I'm struggling with this, someone else was like, oh, here's how you fix that, right?
9:45
SPEAKER_00: And so those micro meetings was something uh that that we're super proud of that worked really well, and we'll just springboard in 2026 of more things to discover, more things to unpack and to figure out there.
9:56
SPEAKER_01: Yeah, I loved about the micro meetings, it then allowed you, because whether Matt and Shelby were leading it, um, then relate it to me or vice versa, that we were all included in it.
10:09
SPEAKER_01: It allowed that manager then to have a sense of ownership of it because what those micro meetings do, let's go into the sales side, it allows you to easily look at different uh daily activities of finance conversion applications, of unsold visits, that you're able to look at these quick indicators, your KPIs, and be able to say, Oh, I need help in that area, which you would never know if you didn't take that time to really break it down.
10:40
SPEAKER_01: And really breaking it down isn't with everyone.
10:43
SPEAKER_01: We said that it's with a select individual group because you have the right heads together, thinking the right things, get it all figured out so that whenever you go to the big group to the rest of your employees, hey, I can really help steer the ship by touching these pieces.
10:58
SPEAKER_00: Yeah, and you know what I love about that so much.
11:00
SPEAKER_00: You say micro, I said micro, you said it's select individual, it's small.
11:04
SPEAKER_00: Well, and the next question is where where did you grow the most of this leaders?
11:06
SPEAKER_00: I'm gonna say one of those things is in those micro meetings.
11:10
SPEAKER_00: I don't say very much in those meetings.
11:14
SPEAKER_00: I'm there uh to hear the onion being unpilled and then say, hey, that's probably opportunity, that's probably opportunity, or hey, here's how you fix this.
11:24
SPEAKER_00: But I'm one of the last to speak in that because that's that's a meeting between the office, those department heads, uh, and and then when we have conversation, right?
11:32
SPEAKER_00: If there's like if we're an in pass, or then it's like, hey, what about this and this?
11:36
SPEAKER_00: It gives them the power.
11:38
SPEAKER_00: And so that that's a thing that was really good that allowed us to, we don't have to, now you need to organize that meeting, you need to hold them accountable to be at that meeting, um, and then make sure the proper game plan and agenda is there, but then let them go and then they grow as a leader so then when they go out to their team, they it's their words, right?
11:59
SPEAKER_00: They're not just regurgitating our words and not really believing it or understanding it there.
12:03
SPEAKER_00: So what uh what system or habits do you think we implemented that worked better this year than expected?
12:11
SPEAKER_01: You know, I've got to get it, it's the newest thing we've added to it, and we we fought this forever of putting in there and we laugh about we've grown to such a big level, but we put in a key management system that is just, you know, we thought hadn't changed and was like the old, but we really went through and spent probably eight months that I think I would get it figured out.
12:32
SPEAKER_01: I'd come to Shelby and say, hey, what do you think about this?
12:34
SPEAKER_01: And then we'd figure out a good enough gameplay, and then we'd say, All right, Matt, we think we've got it dialed down, and he'd say, No, y'all are missing this part.
12:41
SPEAKER_01: So we'd go back and get to work.
12:42
SPEAKER_01: Well, we finally did it all at all the campuses over.
12:45
SPEAKER_01: Well, now since we've added over there, about 2,500 keys had went into management, and it is it's crazy in a system that you'll utilize, how how much it'll help you.
12:58
SPEAKER_01: And efficiency, we've even had customers that have done business with us in the past.
13:02
SPEAKER_01: They're like, oh God, this is so efficient and making sense where you thought that wouldn't be a case whenever we were going into it.
13:08
SPEAKER_01: So implementing that system.
13:10
SPEAKER_00: So let me tell you why there was a large hesitation on the key machine.
13:15
SPEAKER_00: One of our other stores has had a key track machine for years and years and years, and it it got used as a filing cabinet, very expensive filing cabinet.
13:23
SPEAKER_00: So my hesitation on any software, on any new program, is employee usage process and implementation.
13:32
SPEAKER_00: Like even if you create the process and implement, one, if you don't hold them to the standard, and two, if there's a workaround that they don't have to do it, now you've just wasted time training.
13:42
SPEAKER_00: Now you've created more processes.
13:44
SPEAKER_00: And the biggest thing, you've wasted a lot of money and haven't gained anything.
13:48
SPEAKER_00: So had big fear there of, you know, and had to make sure this is the right system, that it would have future updates, you know, all the things to make sure it was money well spent there.
13:57
SPEAKER_00: Um and and it's proven itself pretty quickly because it was super expensive and there's a huge learning curve.
14:04
SPEAKER_00: When what when do I take the key off the tag?
14:07
SPEAKER_00: And you know, and so it's a constant learning ecosystem because it's like, all right, this one's sold, take it off the tag.
14:13
SPEAKER_00: Well, then we were back to old school, they were in desk and in drawers and in pockets, and the customer came to get it, and we were back to who has the keys.
14:20
SPEAKER_00: It's like, uh-uh, you leave it in there until it le goes to the customer.
14:24
SPEAKER_00: So learning that, but it definitely has gone much better than expected.
14:27
SPEAKER_01: So that would be a big big thing that I've seen.
14:30
SPEAKER_01: But then um your habits, I would I would just say stemming off of those.
14:37
SPEAKER_01: Expectancy, I think, has come from those micro meetings.
14:40
SPEAKER_01: It's like, hey, I need to have my stuff together if I'm a manager because I'm gonna be questioned about this that I wasn't before.
14:48
SPEAKER_01: And then the team underneath that manager is gonna see results so that micro meeting continues to stem down.
14:54
SPEAKER_00: Yeah, that's all there.
14:56
SPEAKER_00: So uh what should we keep doing this next year?
15:01
SPEAKER_00: It's uh we're definitely on a uh huge growth pattern.
15:04
SPEAKER_00: Yeah.
15:04
SPEAKER_00: Right.
15:04
SPEAKER_00: Um we talk about units in operation, and that's new vehicles sold.
15:08
SPEAKER_00: Um, and just making sure that that we're taking care of our market.
15:12
SPEAKER_00: Yeah.
15:13
SPEAKER_00: Right.
15:13
SPEAKER_00: And that's our market.
15:14
SPEAKER_00: And if someone is raising their hand and saying, I I'm interested in a new car, not specifically in a new Ford or new CDJR, but just in a new car, it's like we need to be in front of them and offer our options, right?
15:26
SPEAKER_00: Um, and if there's a deal to be had and it's a person in our backyard, we need to take care of them, right?
15:32
SPEAKER_00: Uh and then also in service, like a lot of people don't understand this, uh, and you don't know until you really have experimented them all that our oil changes are generally right at the same price, if not super less than what the Jiffy Lube, and then those are great services, right?
15:48
SPEAKER_00: Um, but we have highly master certified technicians.
15:52
SPEAKER_00: Uh it comes with a complimentary car wash and and it comes with a lot of things, and it's generally pretty dang quick.
15:58
SPEAKER_00: And so people think, no, I need to go to the place on the corner or this place, or you know, the shade trigger mechanic, you know, no shade on them, but uh we continue to build on our units and operation there.
16:08
SPEAKER_00: And that's even gone as far as that we offer an uh a pre-buy of maintenance.
16:15
SPEAKER_00: And so everyone who buys a vehicle or people in service, so if you're listening to this, I'm gonna give you inside trader tip and there's no sales pitch on this and there's no profit in this.
16:24
SPEAKER_00: It actually is a 50% loss ratio for us, but you can pre-buy your maintenance uh for 50%, 50 cents on the dollar for an oil change.
16:32
SPEAKER_00: And so then when you show up, it's already paid for.
16:35
SPEAKER_00: Yep.
16:36
SPEAKER_00: Uh, and that's just a retention tool to keep you coming back.
16:39
SPEAKER_00: So then you know it's the same place, same person that worked on my car.
16:42
SPEAKER_00: I can count on these people, they have the history, they know, you know, if there's more than something wrong, then they can diagnose that.
16:47
SPEAKER_00: So we'll continue to keep doing that next year as continue building uh units in operation through sales, through service, through parts.
16:56
SPEAKER_00: Uh, and and that'll continue to help grow to cover our our huge growth plan here was to be able to build this and then we can continue to take care of those people.
17:04
SPEAKER_01: Yeah, and you know what I love about let's park in the service side there, because I talk to people all the time about that.
17:09
SPEAKER_01: They're like, uh go to the the Jiffy Lube, the um any of the take fives, anything on the corner, Walmart, whatever it would be.
17:18
SPEAKER_01: What I love about us, and whenever I talk through, because whether it's in sales service or we're helping sponsor an event, whatever it would be, mistakes will happen.
17:28
SPEAKER_01: And that's how in business, if you ever go in and say, I'll never make mistakes, you're setting yourself up for failure because we've had several people, even in the QuickLube, that if you're at a Jiffy Lube or somewhere else and you leave and something's wrong, they're not gonna help you.
17:46
SPEAKER_01: We've messed up multiple times, and I've had a customer come and tell us they said, That's why we came here.
17:52
SPEAKER_01: We understand accidents happen.
17:54
SPEAKER_01: Y'all went over the top and made it right.
17:56
SPEAKER_01: That's why we're gonna continue to come back.
17:58
SPEAKER_01: So even in a setback that we we made a mistake, well, guess what?
18:03
SPEAKER_01: We owned up to it, we're in business, and we made it made it right and better, and then they continue to do business with us.
18:11
SPEAKER_01: So know that with that.
18:12
SPEAKER_01: I've loved that in service that we've really started to say, hey, no wait for wheel changes, come on Saturdays, come whatever day.
18:18
SPEAKER_01: You don't have to necessarily make an appointment, you just show up.
18:21
SPEAKER_01: And with the stores being right beside each other, we've got eight quick bays open.
18:27
SPEAKER_01: And my favorite thing to do is go into service whenever we're one store's busier than the other, and I'm like, hey, go right over next door to the other, and we'll get you taken care of.
18:34
SPEAKER_00: Yeah.
18:35
SPEAKER_00: So that that means, you know, generally 16 cars an hour should be going through generally 30 minutes per car there.
18:41
SPEAKER_00: So that's super good and something we work on.
18:44
SPEAKER_00: Um understanding we we're constantly working on reinforcing what works, right?
18:49
SPEAKER_00: We want to look for the the cutting edge next best thing, but also we're looking at what are we currently doing, what's working, and how do we double down on that?
18:57
SPEAKER_00: Like and spread that.
18:58
SPEAKER_00: If you've got one person who's doing really good at this in sales and in service, let's dissect without distracting them, what's working, what's their process, and then let's spread that across the whole team.
19:09
SPEAKER_00: So we're not just on individual pods, we're all working together to grow there and recognizing those wins without just getting complacent of like, yeah, it was a good year, yeah, it's a good year.
19:19
SPEAKER_00: Like, no, what was that?
19:20
SPEAKER_00: How did it happen?
19:21
SPEAKER_00: And let's do that again.
19:23
SPEAKER_00: Yes.
19:24
SPEAKER_00: Right?
19:24
SPEAKER_00: All right, so fun fact quiz, quick set.
19:27
SPEAKER_00: Most companies never formally review the rear, the not the rear, most companies never formally review the year.
19:33
SPEAKER_00: Yeah.
19:34
SPEAKER_00: They just react to it.
19:35
SPEAKER_00: So think about that.
19:36
SPEAKER_00: Like, they're not breaking down how and why.
19:39
SPEAKER_00: They're just like, hey, 25 was X.
19:43
SPEAKER_00: And then they're like, okay, let's do better, or let's not do that.
19:46
SPEAKER_00: They never formally break down or review the year, and that's in those micro meetings.
19:50
SPEAKER_00: We look at that, and and that's something we've already started in sales, and we've looked at in finance.
19:55
SPEAKER_00: Okay, let's fully break that down.
19:56
SPEAKER_00: What was our areas we did grow in?
19:58
SPEAKER_00: What was our growth areas?
20:00
SPEAKER_00: But most people just react to that.
20:03
SPEAKER_00: You know, so that's something totally to look at there.
20:06
SPEAKER_01: Yeah, absolutely.
20:07
SPEAKER_01: They need to be able to dive into it, not just let it happen and and be able to really dissect it.
20:13
SPEAKER_01: So that's good there.
20:14
SPEAKER_01: So going into second, what didn't really go as planned?
20:18
SPEAKER_01: So the what didn't work the way we expected to?
20:22
SPEAKER_01: Something that sticks out.
20:24
SPEAKER_00: Um okay.
20:25
SPEAKER_00: I've got two, right?
20:26
SPEAKER_00: Okay.
20:27
SPEAKER_00: Um first one, what didn't go as expected?
20:31
SPEAKER_00: So uh we have a total of seven buildings, or supposed to have seven buildings on this location.
20:37
SPEAKER_00: Um four of them are done, uh, and we're working on the others.
20:42
SPEAKER_00: Um what didn't go as planned is we had repurposed an old building that was certified, everything was good to go of two buildings that came off of this property.
20:52
SPEAKER_00: Uh of just the red iron, right?
20:54
SPEAKER_00: And the engineers and the architect had fully designed for our collision center to build that.
20:59
SPEAKER_00: Uh they reconstructed the the red iron, put it together, and somewhere in there between uh engineering and architectural and initial inspections, it was not right.
21:12
SPEAKER_00: Uh and it was a very costly mistake.
21:16
SPEAKER_00: Uh and it was costly, one, because of money, uh, because in the end, we took it completely back down and had a brand new building and brought it in.
21:25
SPEAKER_00: Uh, but the biggest thing was time.
21:27
SPEAKER_00: I don't know the exact because I'm not going to dwell on the things that didn't go as well, but it was easily six months.
21:34
SPEAKER_00: Yeah.
21:34
SPEAKER_00: Um, so that that was something that didn't go planned.
21:37
SPEAKER_00: So that was the cost savings things that we'd ran through the channels.
21:40
SPEAKER_00: It wasn't just like, hey, we found this on Craigslist, let's make it work.
21:43
SPEAKER_00: We had engineering, we had architect, we had people sign off on it, everything was good.
21:47
SPEAKER_00: And then somewhere along the way, like, this isn't gonna work.
21:51
SPEAKER_00: And so we looked at quick fix one, quick fix two, quick fix three, and it's like, no, no, no.
21:56
SPEAKER_00: It's like, okay, what do we do?
21:57
SPEAKER_00: It's like, well, we could spend X amount of money, which was 70% of the new building, to uh retrofit that old building.
22:04
SPEAKER_00: And it wasn't still gonna work, and it was still an older building, and it was still gonna take the time.
22:08
SPEAKER_00: Or so we said, you know what, we've messed up, let's completely punt, let's tell everybody to go home, you know, thinking of like a game.
22:15
SPEAKER_00: We'll reconvene once we're ready.
22:17
SPEAKER_00: And so that was the first thing.
22:20
SPEAKER_00: The second thing is our commercial truck shops.
22:23
SPEAKER_00: Super excited about that.
22:25
SPEAKER_00: Uh, it allows us to work on medium duty trucks, RVs, class A, uh, B and C RVs, all your medium duty trucks that clog up the normal service drives.
22:35
SPEAKER_00: There's 18 different uh bays in there uh to be able to work on medium duty stuff.
22:40
SPEAKER_00: We kind of have every style different lift back there because they're all different sizes.
22:45
SPEAKER_00: Um we have not been able on a huge scale and a hyper focus level to be able to staff that for as quickly as the demand has rose for that.
22:56
SPEAKER_00: Uh and so that that's a huge struggle of ours constantly.
23:00
SPEAKER_00: Um, so shout out anybody out there listening, if you're a technician uh and would love to have that.
23:05
SPEAKER_00: So most of these people are dual certified, can work on RAM uh or Ford uh because that that shop kind of shares that.
23:13
SPEAKER_00: Um also mainline technicians for our internal shop uh go through there.
23:18
SPEAKER_00: And so that's an area that we've struggled.
23:20
SPEAKER_00: It hasn't moved as quick as we hoped it would.
23:23
SPEAKER_00: Um, because we rushed to get it ready and get all the latest and greatest stuff.
23:26
SPEAKER_00: So that's a struggle, if I'm just being honest, of something we're working on.
23:30
SPEAKER_00: Of the demand has risen quicker than we've been able to fulfill that spot there.
23:34
SPEAKER_00: So that that's something we're working on now.
23:36
SPEAKER_01: And being able to put, I I love that to be able to, and that's shelter sharing that with you of something we've we've dealt with, but realizing too that we couldn't just throw whoever we wanted to in there because we wanted to continue to have our quality retain our quality and our culture and everything else.
23:54
SPEAKER_01: So building that and that sometimes you've got to step back and pull back on the reins and say, whoa, I've got to slow down a little bit to just keep that same type of business going on that you can do.
24:08
SPEAKER_00: And that's a big uh good thing.
24:09
SPEAKER_00: I'm glad you pointed out there, that we're not just continuing to say yes to all the business because we don't have the people to be able to keep up the demand with that quickly.
24:18
SPEAKER_00: The last thing we want to do is say, yes, we can fix it.
24:21
SPEAKER_00: Yes, we can get it done in two weeks, when we know that we don't have the manpower to be able to either one, fix it properly, because we just threw threw a person in there and said, hey, just figure it out.
24:31
SPEAKER_00: Yeah.
24:32
SPEAKER_00: Uh, or two, that we couldn't get it done in the right manner.
24:35
SPEAKER_00: So that's our culture is being able to be super transparent and honest there.
24:38
SPEAKER_00: And so that's what I'm doing is saying, hey, we're working on that to continue to grow and build that.
24:43
SPEAKER_00: And we know that'll take time.
24:44
SPEAKER_00: We just thought we could hyper focus it, put it on nitrous, and send it away.
24:49
SPEAKER_00: And uh it's taking longer than we thought there.
24:51
SPEAKER_01: So going in, so how about a lesson that we kind of went through?
24:57
SPEAKER_01: Um something that was frustrating or that we'd maybe failed from, and I wouldn't say those were complete failures because we've obviously adjusted Audible and we're keeping we're moving forward, but something that didn't work at all.
25:11
SPEAKER_01: Can you think of anything coming to mind that just we had to completely scrap and and jump back from?
25:17
SPEAKER_00: In our current in 2025, and I'm sure there was plenty of them, right?
25:21
SPEAKER_00: I can't think of anything that was just a complete throwaway, right?
25:25
SPEAKER_00: Unless I'm missing something that of a total process or a total building or a total of, hey, this.
25:32
SPEAKER_00: Uh we've we've continued to work on, um, you know, we offer going on units and operation and things we do above and beyond is continue to work on our pickup and delivery.
25:42
SPEAKER_00: That's a constant thing that we work on in our mobile service.
25:45
SPEAKER_00: Both of those things are free of charge that we offer to the consumer.
25:49
SPEAKER_00: So we'll come to your work as long as you're within our radius.
25:52
SPEAKER_00: Uh, and we'll either pick up your vehicle, bring it back, work on it, and take it back to you, which is a huge convenience.
25:57
SPEAKER_00: You know, everyone loves a DoorDash or a uh Uber Eats.
26:00
SPEAKER_00: We do that same thing, but we don't charge you anything.
26:02
SPEAKER_00: How long will that last?
26:04
SPEAKER_00: We don't know, right?
26:05
SPEAKER_00: Um, and so that's something we've worked on that it is a good thing.
26:09
SPEAKER_00: Uh, but we we've been trying to ramp that up of how many people do we need to be able to do that?
26:14
SPEAKER_00: Yes, the vehicles that we need to be able to do that.
26:17
SPEAKER_00: Do we leave them a car?
26:19
SPEAKER_00: Do we not leave them a car?
26:20
SPEAKER_00: You know, we've had unfortunately, we've had consumers take full advantage and becomes a disadvantage to us that we take their car, we bring it in, we work on it, we leave them a car, and we get it back, and it's just pure ransacked.
26:35
SPEAKER_00: Like they drove 2,000 miles that weekend, they smoked in it, they drove it down a dirt road, they just destroyed it, and then they run it for everyone else.
26:44
SPEAKER_00: They run it for everyone else, and somehow we're the bad guys when we say, Hey, there's gonna need to be a cleaning fee.
26:49
SPEAKER_01: Yeah.
26:50
SPEAKER_00: And the windshield's cracked, uh-huh, and uh you're way over on your mileage.
26:54
SPEAKER_00: So then now, unfortunately, they're like they go in full defensive mode, they're uh reporting you to the attorney general, they're calling the BBB, they're you know, they're giving you a bad Google review.
27:06
SPEAKER_00: When you did that for free, gave them a car uh at no cost, and then it's like you kind of go recluse and you're like, no one gets a car, you know, and so that's one of those things that we've constantly tried to stay on our toes of being forward in that, but it's just so hard and not make decision on the the minuscule, the the small amount of people that run it for everyone, but you have to be careful because people don't care, you know, they don't treat things like it's theirs, you know, because they wouldn't do that to their car, or maybe they would, I don't know, but uh we've had some that were just super rough, you know.
27:41
SPEAKER_00: There's like, what the heck?
27:43
SPEAKER_01: What would we kind of approach differently?
27:48
SPEAKER_00: Man, there's so much of um, you know, our technician thing.
27:53
SPEAKER_00: Um, I don't know the the proper angle, but we would look at other angles.
27:58
SPEAKER_00: We have an amazing apprentice program where we bring people in, we put them under a uh, we bring them in uh in an apprentice lube technician position, then they grow to a lube technician, then they can go to the main line as an apprentice, and they come out.
28:11
SPEAKER_00: Um that is so expensive for us.
28:15
SPEAKER_00: Because by the end of that, we're putting them with a main tech that um is a high dollar technician because they're really good.
28:22
SPEAKER_00: Uh, and we're paying them to teach and coach because it's hard to just go out and say, hey, here's this dual certified person and pay them what they're worth.
28:32
SPEAKER_00: Well, if they leave one place, chances are they're gonna leave another place.
28:36
SPEAKER_00: Just they'll just start hopping around.
28:38
SPEAKER_00: So that that's something that we're constantly trying to figure out.
28:42
SPEAKER_00: The cost of it, like the cost to train a technician to where they're master certified is over a hundred thousand dollars that we'll spend per technician.
28:51
SPEAKER_00: And we have so many technicians, and then how do you keep them loyal to you?
28:55
SPEAKER_00: And we take care of everybody the best that we can, right?
28:58
SPEAKER_00: Without people just starting to ask for ridiculous things, which they do.
29:01
SPEAKER_00: Sure.
29:02
SPEAKER_00: Um, so that's something that we're constantly working on of how do we build, teach, and coach that team to grow those people so they feel valued, uh, so they feel like they have a home here, that we're gonna continue to keep work in front of them, uh, that their voice matters.
29:18
SPEAKER_00: But that that's something that we're always looking at critiquing, uh, so that's beneficial on both sides, because it can't just be this huge money pit of training this person and they're up and gone, and uh how you pay that and how you keep them here without them feeling like they have handcuffs on.
29:35
SPEAKER_01: Sure.
29:36
SPEAKER_01: And I'll I'll spend even off of that to go into the sales side or uh you're talking about front office side or anything else if you're living in b or listening, you're in business and not in the automotive business.
29:47
SPEAKER_01: Spend time with that person that you bring in, make them feel valued, whether it's checking on them however you need to, daily, weekly, whatever suits that job.
29:57
SPEAKER_01: And it needs to be, hey, how are you progressing with this?
30:00
SPEAKER_01: We've seen so many people, even in the sales side, that will look up, will give them their to-do task of onboarding and say, you've got two weeks to get this done.
30:10
SPEAKER_01: And we're not drill sergeant, but say, hey, get this done.
30:13
SPEAKER_01: We look up at the end of the two weeks and they're gone.
30:15
SPEAKER_01: They spent all the time getting certified.
30:17
SPEAKER_01: They went through everything.
30:18
SPEAKER_01: We were excited about it, thought everything was great, and they were gone.
30:21
SPEAKER_00: Yeah, and that's that's something that I noticed from the outside was like, hey, we brought in all these salespeople, because if you're gonna train one, you might as well try to train two or three or four so you can spend some time diligently uh, you know, teaching and coaching and helping them through.
30:37
SPEAKER_00: But what you have to realize is it's not an incubator.
30:40
SPEAKER_00: You cannot just put it under the light, sit it and forget it.
30:44
SPEAKER_00: Yep.
30:44
SPEAKER_00: Right.
30:45
SPEAKER_00: And then when the the egg cracks, then ah, you've got a chicken, you've got a sales professional, you've got your front office person.
30:52
SPEAKER_00: So what we learned there was like they were sitting there and they were seeing it's kind of like that out-of-body experience of like you can see and hear everything going on, and you're just here existing.
31:03
SPEAKER_00: That's what was happening, and this is just in full transparency and just breaking it down of what we go through, and we know there's other companies that deal with this.
31:12
SPEAKER_00: We have an amazing culture and we offer the greatest and latest things that we can, but still, when you plug that person in and hit them with a complete training manual, and like we try to be as cutting edge as possible.
31:24
SPEAKER_00: We know we're not the best, but we're really close uh of making sure that we offer all those things.
31:29
SPEAKER_00: But still, if we didn't very diligently make sure that we checked in, hey, how's this going?
31:34
SPEAKER_00: Hey, what's your thoughts here?
31:35
SPEAKER_00: That it wasn't an incubator style thing, that we'd be like, where's this guy at?
31:40
SPEAKER_00: Where did that guy?
31:41
SPEAKER_00: Like, I don't know, I hadn't seen him.
31:42
SPEAKER_00: It's like, dang it.
31:44
SPEAKER_00: You know, like, hey, did did you check in with him?
31:46
SPEAKER_00: Did you take him a coffee?
31:47
SPEAKER_00: How's she doing?
31:48
SPEAKER_00: You know?
31:48
SPEAKER_00: It's like, man, I don't know, I got busy.
31:50
SPEAKER_00: So you got to be careful there and be super intentional to have that process of because you know, they say, like, whether it's walking into a church or going to a new business or going to work somewhere, you've got a very short time to either make them feel very comfortable, yep, or they're already looking at their exit strategy.
32:12
SPEAKER_00: Yes.
32:12
SPEAKER_00: And you're like, dang it, like we we offer the the greatest and the best, and it's fun, and and our pay is super good.
32:18
SPEAKER_00: Like it didn't matter somewhere in there.
32:22
SPEAKER_00: And so that that's something that um that we haven't been the best of the best at, but that that's something that's on our radar.
32:29
SPEAKER_01: Absolutely.
32:30
SPEAKER_01: Dave, diving into Mythbuster time, and we kind of talked about this, but good leaders don't make mistakes.
32:38
SPEAKER_00: Yeah.
32:39
SPEAKER_00: No, they do, right?
32:41
SPEAKER_00: Uh the difference is they review them honestly.
32:45
SPEAKER_00: They do not, this is the biggest leadership thing I could ever tell you is do not be defensive.
32:52
SPEAKER_00: Do not be defensive.
32:54
SPEAKER_00: So if a mistake happens and when a mistake happens, because it will, break it down for yourself and then have somebody else break it down for you.
33:02
SPEAKER_00: And do not just shut your mouth.
33:05
SPEAKER_00: Shut your mouth and listen.
33:07
SPEAKER_00: If you've asked them for intel, if you've asked them for their advice, do not give them the what for.
33:13
SPEAKER_00: And we have some people that are like this, and I'm like, stop talking.
33:18
SPEAKER_00: You clearly couldn't handle it, or you clearly couldn't figure it out because that's why we're having this conversation.
33:22
SPEAKER_00: And it's okay, I'm not mad, I'm not hollering, I'm not cussing, I'm not firing you.
33:27
SPEAKER_00: But there's an issue, and we need to work on that, but they review them honestly.
33:31
SPEAKER_00: Okay, this happened because how could we have prevented this, you know, and breaking that down.
33:37
SPEAKER_00: So yeah, myth busted.
33:38
SPEAKER_00: Good leaders do make mistakes, but they learn from them honestly.
33:42
SPEAKER_01: Yes, absolutely.
33:43
SPEAKER_01: Busting the myth there.
33:44
SPEAKER_00: All right, so uh last segment here.
33:46
SPEAKER_00: What are we improving next year?
33:48
SPEAKER_00: So think about we're talking 2026.
33:50
SPEAKER_00: What's one thing you think is on your radar that you want to work on a project of get better next year?
33:58
SPEAKER_01: Um our just specifically on the new side, I I love seeing this when we just talked about this going through, meaning, but the last two years we busted previous year, we'd busted over a thousand new Ford sold, which is huge.
34:12
SPEAKER_01: We'd never done that, and then finished this year well into the 1200s, and so we were forecasting, looking at, so we just set out some new goals that are a whole lot of fun to think about.
34:24
SPEAKER_01: So um we'd set set some big goals for new, so that's kind of top of mind awareness, and then you know, use is going to come.
34:32
SPEAKER_01: So on the sales side of setting these goals that feels like they're actually really attainable this year.
34:39
SPEAKER_01: The first year we moved in here in 24, we were trying to figure out what in the heck was going on, and we ran through 25 and had it had all of its hiccups and everything that came along with it that we've talked about.
34:51
SPEAKER_01: But it's like, okay, we're in 26, we've had about a year, year and a half to get it dialed in.
34:57
SPEAKER_01: It's time to go to work.
34:59
SPEAKER_01: And we've been doing that, but I feel like we have the best setup to be able to achieve those goals this year.
35:04
SPEAKER_00: Yeah, and I think that's good to point out of super intentional goals.
35:08
SPEAKER_00: And it's not like, hey, 25 was good, there was growth, let's do it again.
35:13
SPEAKER_00: Think about this for if you're a football fan, if you're not, you'll still get this because everyone paid attention to them, but the Chiefs.
35:20
SPEAKER_01: Yep.
35:21
SPEAKER_00: Just because they did amazing, went to the Super Bowl three or four uh three times within four years, won it three times, three times, three times a year or something.
35:34
SPEAKER_00: Over the last five years, won lost it one time.
35:36
SPEAKER_00: This year, not so good, right?
35:38
SPEAKER_00: Yep.
35:39
SPEAKER_00: And majority of the same people still on the team.
35:42
SPEAKER_00: Most of the movers and shakers still on the same team.
35:44
SPEAKER_00: That just points out that each single day you still have to reprove yourself.
35:48
SPEAKER_00: And they had a lot to prove, right?
35:49
SPEAKER_00: Everyone was against them because no one likes somebody that continues to win.
35:52
SPEAKER_00: So we know that in our business that, hey, we're not just gonna say, hey, let's do as good as we did last year.
35:58
SPEAKER_00: We're gonna have to continue to still do great, but then let's do a little bit more.
36:02
SPEAKER_00: All right.
36:03
SPEAKER_00: Our sales of our group wide almost busted 5,000 total units.
36:08
SPEAKER_00: New and used units there through all the stores.
36:11
SPEAKER_00: So that'll be another thing that we'll chase to bust 5,000 units there.
36:15
SPEAKER_00: Uh service grew exponentially of um cars that shop almost over 40,000 cars through these two main shops.
36:25
SPEAKER_00: Uh so that'll be another thing to bust that 40,000 cars through the shop of just like there's 600,000 plus plus people in WBA, majority of them drive cars.
36:37
SPEAKER_00: Why shouldn't they be able to come here and experience just the greatest thing?
36:41
SPEAKER_00: Uh, of man, I didn't know that could be easy, or no, I didn't know that could be so simple, or man, I didn't know you offered that.
36:46
SPEAKER_00: Like, that's our goal is to continue to grow that there.
36:49
SPEAKER_00: Yep.
36:50
SPEAKER_00: What do you think is one leadership lesson that uh that we'll try to carry forward for 26?
36:57
SPEAKER_01: We've really adapted and understood that in us as brothers, Matt and Clude, if you're sitting here, you would agree to this, but our culture is so important to us, but we've understood that we have and we laugh and call it a uh corporate family dealership now, but that we're growing and it's okay that we let others take on areas that we've controlled.
37:26
SPEAKER_01: But the main thing that we're really leadership lesson that we're saying in there is hey, realize that these other 10 people can do 50% each of what I would be able to do, but those people are gonna help multiply and help us grow our business.
37:41
SPEAKER_01: So it's learning to let go a little bit, and we weren't completely over the top micromanaging everything, but it was to the point of where we were capped at, and then we moved over here and we realized very quickly hey, if we want to grow, we need to let others come in, bring more managers on, and help manage those managers so they can push down our culture and continue to have that.
38:03
SPEAKER_00: Yeah, absolutely.
38:03
SPEAKER_00: So one of the last questions was gonna be one of the biggest lessons this year that taught us as a leader.
38:09
SPEAKER_00: Yep.
38:09
SPEAKER_00: And I'm glad you brought that up because that totally segues of learning to properly delegate is so important.
38:18
SPEAKER_00: And and I say that because if a customer, it's generally not they want special attention, but it it's often they want special attention, like for good.
38:27
SPEAKER_00: But definitely when something goes wrong, because we are plugged in as much as we can, because we're the face of things, everyone wants to talk to one of us.
38:35
SPEAKER_00: And they'll try to bypass every single person.
38:38
SPEAKER_00: Well, we've got we've got 260 employees that we've employed to be able to handle these things.
38:44
SPEAKER_00: And so it's a proper handoff back to that person that can handle it because they're better equipped than we are, because they're in the middle of it, they understand where the technician was at or where the source person at it or what the current incentives are.
39:00
SPEAKER_00: You know, you had something where it had gotten dumped in your lap, and then you're like, well, crap, that incentive is not for crew cabs, it's for super cabs and regular cabs.
39:08
SPEAKER_00: There's other people that are in that every single day that they know that, right?
39:14
SPEAKER_00: And so that's one of those things that if you've if you've reached out to us or been a part of that, don't think that that's any shade that, like, oh, he just passed me off to someone else.
39:21
SPEAKER_00: I'm not important.
39:22
SPEAKER_00: It's like, uh-uh.
39:23
SPEAKER_00: One, we have the people that are better handled and equipped to to help you out and a more efficient.
39:28
SPEAKER_00: Otherwise, what I might have to do is listen to you, which I don't mind doing, but there's a lot of you out there, break it down, then go to the person who actually handles it, so then is going to get with another person.
39:39
SPEAKER_00: So it's going to be lost in translation.
39:40
SPEAKER_00: So why don't I just get you straight to the horse's mouth and connect you?
39:45
SPEAKER_00: Uh and so learning that as a leader of it's it's okay to delegate and it shouldn't hurt anybody's feelings because you're actually giving them the fast pass.
39:53
SPEAKER_00: Right.
39:54
SPEAKER_00: And so then empowering that person within your store, connecting with that customer that needs help, and then backing away from the situation.
40:00
SPEAKER_00: Now you still keep your pulse on what's going on, but you're empowering them to be able to handle that and that delegation.
40:07
SPEAKER_00: So then you create that relationship.
40:08
SPEAKER_00: And I've had that of some customers I've handled for a long time, and I've handed them off to this person.
40:13
SPEAKER_00: Now I see them show up, go through the process, and everything's handled, and I just get to shake their hand and uh because that person is better equipped in a better scenario to be able to handle that customer more efficiently.
40:24
SPEAKER_00: But majority of the time they're like, I want to talk to a Lewis.
40:28
SPEAKER_00: Yes.
40:28
SPEAKER_00: Right.
40:28
SPEAKER_00: And so that's one of those things of learning how to.
40:31
SPEAKER_00: One of the biggest lessons was having other people have that power to be able to help that customer and have the customer realize that I'm not just passing them off because I don't want to deal with them.
40:41
SPEAKER_01: And I think you hit the nail on the head, and this can be used in any business.
40:45
SPEAKER_01: Whatever you are in, when a customer comes in, and until you adapt and create this culture, it it can't be done because I have managers now that are really good at doing that, of saying, hey, they've empowered me, they've enabled me to be able to do this because I've done this.
41:01
SPEAKER_01: Shelby's done this, Matt's done this.
41:03
SPEAKER_01: Whenever the person comes in and it's the first time doing it, you have to acknowledge them.
41:06
SPEAKER_01: Then you have to take them to whatever department it is.
41:10
SPEAKER_01: If it's the receptionist getting taken care of, if it's service getting done, if it's sales getting done, whoever it is, because it does two things.
41:17
SPEAKER_01: It lets that customer know, hey, he still cares about me.
41:21
SPEAKER_01: And you go ahead and admit that of saying, hey, I don't know exactly what all is going on.
41:27
SPEAKER_01: I want to help and I want to stay back here.
41:30
SPEAKER_01: But Shelby's in this every single day.
41:32
SPEAKER_01: I'm going to help Shelby, and he is going to be your main point of contact because he knows more than I do.
41:38
SPEAKER_01: That empowers the customer to know, hey, he still cares.
41:42
SPEAKER_01: But then what it really does to your employee is it just gives them all the the um positive accolades, yeah, courage and everything to be able to move forward on it.
41:52
SPEAKER_01: Like Taylor's empowering me with this.
41:55
SPEAKER_01: Okay, he believes in me and wants me to be in charge of taking care of this customer.
42:00
SPEAKER_01: So that's the proper way to do it.
42:02
SPEAKER_01: Make sure you do that every time.
42:04
SPEAKER_00: Yeah, that's super solid.
42:05
SPEAKER_00: Well, that's kind of a recap of us breaking down our year in review, what we learned, what would worked, what worked, and what didn't work, what we would do differently.
42:12
SPEAKER_00: And that's just kind of the edge of the iceberg of all the things, right?
42:16
SPEAKER_00: But we just kind of want to be completely vulnerable and tell you uh, hey, here's the things that worked really good, and here's the things we didn't do good.
42:22
SPEAKER_00: Uh, and we have so much more.
42:25
SPEAKER_00: This year we celebrate 80 years of business.
42:27
SPEAKER_00: We're super excited from 1946 to where we are in 2026.
42:31
SPEAKER_00: So we have more episodes coming on that.
42:33
SPEAKER_00: We're gonna try to drag some family in here to get some stories.
42:36
SPEAKER_00: That sometimes is a tough thing to do, but we'll see of who of who we can get in here.
42:40
SPEAKER_00: But as always, just check us out, lewis super short.com, crossroad conversation podcasts.com.
42:46
SPEAKER_00: Make sure you like and subscribe so you always get the latest and greatest.
42:49
SPEAKER_00: We drop a new episode every Thursday at 10 a.m.
42:51
SPEAKER_00: Thanks for watching, and we'll see you soon.
42:54
SPEAKER_00: Hey, if you enjoyed this episode, be sure to give it a like, share it with your friends and family.
42:59
SPEAKER_00: You can visit our website, send us the questions about what you want to know, what you want to hear, tell us about the automotive industry, family business in general.
43:06
SPEAKER_00: Who do you want to hear from?
43:07
SPEAKER_00: Send them our way and we'll do our best to answer any questions you have.
43:11
SPEAKER_00: But make sure you tune in next time or we bring in another guest and we talk more about the automotive industry and all the great things going on within our business.