Latest / What's Working in Auto / His First 24 Days as GM | Tim McGaha Fred Anderson Acura
Transcript
- Jake Hughes: Welcome back to the pod. On today's episode, we have Tim McGaha. He's the general manager at Fred Anderson actor in Greenville, South Carolina, part of the broader Fred Anderson group. I really enjoy talking to Tim. He's a great guy. And what's unique about this conversation is that he's only been in the gener general manager job for 24 days. He's fresh to the role, has come up through the ranks, been in the industry for over 20 years, and We get into his stories, his experience, and how he is learning and working through this transition to take on that new role. I originally asked him on the show looking at luxury rooftops around the Greenville, South Carolina area. Fred Anderson Acura generates thirty six percent of all reviews in that market. And they've got very high ratings across the board. So wanted to dig into what he's doing, what they're doing. To drive all that positive feedback and what you as the automotive audience can learn from what they're doing. Three things you're going to take from today's episode: how he's approaching his first month as GM and how he's learning the business. He comes from the sales side, he's trying to expand his knowledge of fixed ops. Two, how he thinks about accountability and what culture means to him and what it doesn't mean in some scenarios. And then three, We get into his athletic career. He's an ex football player, college wrestler. We learn from his experiences in athletics and how that's translated into his job in automotive. Welcome to the show. Let's get into it. How's it going everybody? I'm with Tim McGaha, the general manager at Fred Anderson Acura in Greenfield, South Carolina. Tim, for those who aren't familiar with you, give take us through your backstory, your history, kind of your experience within the industry thus far. Tim McGaha: Yeah, absolutely. so I've been in the car business a little over twenty years now. went to college for my degrees biological science and pre med. took a summer Jake Hughes: really? Tim McGaha: job selling cars and twenty one years later still going strong. it's Jake Hughes: Mm-hmm. Tim McGaha: been awesome. Worked with a dump a month of mo multiple brands. I've worked with Toyota, worked with Nissan, Chrysler Dodge Jeep. last two and a half years here at Acura. So been a ton of ton of fun getting to grow into the business, really touched everything on the f variable operation side. I've done started out as a car salesman, internet manager, sales manager, used cars, new cars, general sales manager for the probably last ten, twelve years and Jake Hughes: Mm-hmm. Tim McGaha: for the last twenty four days general manager. So been a lot of fun. Jake Hughes: So let's start with that. this is your first GM job, correct? Tim McGaha: It is, yeah. Jake Hughes: So how's the first month been and kinda what have you learned? What's different than you expected? Tim McGaha: Yeah, absolutely. the first twenty four days have been really eye opening from a sense of my kind of game plan was to really dig into service because I am a bearable ops guy. beautiful part with Fred Anderson is they have done a really good job of preparing me with information. we send on Monday calls every week and I look at the fixed op side, the numbers and understand what the KPIs, that thirty thousand foot view and over the Jake Hughes: Mm-hmm. Tim McGaha: last two years have done service director one and two through NCM, parts director one and two through NCM. so really was able to bring it down to probably a five thousand foot view and my goal for the first really two weeks, which has now turned into three weeks, was kind of having boots on the ground in the service department and parts and truly understanding what that process looks like and how things go in there. And yeah it's been it's been fun. It's Kinda neat to see the differences, but the similarities between service and sales and parts and sales. to really get to see how intertwined they really are. when you're on the sales side, most cultures tell you parts and service are against you and vice versa. the beautiful part with Fred Anderson is we understand we're a triangle that feeds each other. So keep that circle of life going. So that culture is really entwined here. Jake Hughes: So what have you learned so far? Anything that surprised you? Let's say something good that good that surprised you. Tim McGaha: I I won't say anything something good that surprised me is the Jake Hughes: Yeah. Tim McGaha: team piece of it. like I said in our store, the culture of everybody truly understanding man, the used car department's my best service customer, you know. parts is a direct reflection of what service is producing out on the lane and just understanding the value that each individual department brings to the other department. To be able to see that firsthand, it's definitely something that's been preached for 20 years in my career, but to actually not be one-sided toward that conversation, to be able to look at it from a fixed op side, not just a variable ops side. And I think that's been really cool and eye-opening for me in the first 30 days or 24 days. Jake Hughes: So I invited you on today in part because of your strong reviews, Wide Well Being, your review technology platform. We have a a wide look at kind of what the market dynamics are. And I looked at every luxury rooftop in a fifty mile radius of you and your dealership gener generates thirty six percent of all review volume in that market. So in your experience, how has review activity impacted the business and what are you looking at on a regular basis to to learn from from review content and engage your customers and then drive more traffic? Tim McGaha: It's a big question there. So the first spot of that question, what do we look for from it? Jake Hughes: Mm-hmm. Tim McGaha: we're not treating a customer like a review first and foremost, right? I've been other places to where you could almost identify who was gonna get a survey from their particular brand. and I feel like if you're taking the foot off the pedal and changing how you do service based on who you think's gonna get a survey, that customer experience is out of whack really, really quick. I I went to Clemson, so I'm a big believer the best is standard. so we wanna roll out that red carpet every single time we touch a customer, whether it's walking by them in the showroom, whether it's somebody that accidentally pulls up here to the front of the dealership trying to figure out where sell or service is. Jake Hughes: Mm-hmm. Tim McGaha: it's not a armpit point, you know, it's not directions by Hey, it's over there, it's over there, take a left here. It's ri really grabbing a hold of the bull by the horns and taking them through the experience. a big thing from a us from a culture standpoint, we believe in delivering the best experience every time. it doesn't just relate to customers, but in this question, and we can definitely talk about it that and we want every customer that walks in here to f feel wanted and feel appreciated. so that's a big piece. from a culture standpoint inside the dealership. we preach reviews and we preach their ability to drive traffic to our store. Google Analytics, I mean obviously it matters there big time what your rating is and stuff. And i i I train salespeople from a standpoint of you put your name out there, when I'm shopping for a washing machine, I'm looking at the reviews, you know, so somebody's looking to buy their second largest investment of their lifetime, you know, second to a house really only, and when they're looking at that, for them to see your name with real life customer experiences and people that walk through it, man, we preach that's just a phenomenal way to get build your book of business in that sense. and it kind of goes in hand with service, right? Like you can get an oil change anywhere, but what's different of coming here and why would you come to a brand name store dealerships across the world are being told that hey it's cheaper to go to the guy down the street when that's not necessarily the case. You don't get the experience that you get here and what we can do with the manufacturers going forward. So just a culture standpoint. Jake Hughes: So your strategy is to frame it with your team that it's a having them publicly spoken about in a positive way within customer content will lead to ultimately more sales, financial impact, more Tim McGaha: Yeah. Jake Hughes: success for them as an individual and the business. Tim McGaha: Absolutely. And i I mean we preach to these guys. I mean they're all independent contractors, right? I mean we provide a desk, we provide the product, we provide a phone. They're truly the ones providing the service. So man when they give a five-star service, they deserve the review aspect of it, you know, and we ask the customers for it and we utilize companies like Widewell to make sure we're getting what we're getting from that. Jake Hughes: Has that part of your training and coaching always been the case? And if not, when did that start? y you've been at this for for a while, kinda what's walk me through the progression of it? Tim McGaha: So I mean when I got here two and a half years ago that was part of the culture to an extent. Jake Hughes: Uh-huh. Tim McGaha: but without accountability the word culture just sounds good, you know. And w Jake Hughes: Sure. Tim McGaha: when I first got here, the previous general manager was phenomenal about talking about Google reviews and creating that th the understanding of what they matter how they mattered to us, reviews in general, not just Google, but We started making it just a normal process. it you could go up to any salesperson at any point in time, any service person at any point in time. You could drive in our drive and you're gonna see the request for reviews. So it it almost became like hey, what are you having for lunch today? You know, it's just a normal Jake Hughes: Mm-hmm. Tim McGaha: process in our dealership. It's not a hey, don't forget about this. There's rarely of ever process erosion on it because it's just we do it, you know, it's I don't know, it's kind of hard to explain. Like you want me to teach you something that I can't teach you because it's just something I do naturally. and I think that takes time, right? I mean you have to repeat and reuse it all the time and just create that sense of, hey, this is what we do, this is why we do it, and this is what we do. Jake Hughes: Do you have any specific accountability techniques or mechanisms that you guys lean on to to drive that consistency? Tim McGaha: honestly no. the it's talked about. I mean we train every single day at eleven o'clock on the sales side. They have ASM meetings. the ideal scenario is four times a week. realistically, probably two times a week is where they pull everybody together. The shop has a meeting every Wednesday. And we talk about it from top down too. It's not hey, just these three guys are gonna grab reviews or the the technicians understand the value of what they do and how that bleeds into the customer experience and it sounds like we always we're kind of prepping for reviews, but we're really prepping for the customer experience and the outcome is the review, you know, it's kind of our scoreboard that we get to look up to at the end of the month and go, man, we did our job right, you know, you get the manufacturer surveys and it kinda goes back to that the best to standard, you got one person that sucks, that messes up the rest of it, you know. So you're just trying to make sure there's not a drop off depending on who they touch that day. Jake Hughes: I'm gonna go back into your past a little bit. You're a former athlete, collegiate athlete. and and we find at our business that former athletes have a certain work ethic and ability to Tim McGaha: Yeah. Jake Hughes: kind of do the incremental steps day in, day out. Do you take that mentality to your team and do you notice that within your team and then how do you coach to that? Tim McGaha: Yeah, no, absolutely. I I guess being that athlete, there's that sense of pride to win, right? I think you first and foremost have to clearly identify what you're doing and what is a win, you know. it's funny that's another one of our gears, like our core mentalities is we celebrate wins here. And just making sure the salespeople understand or not just sales but now service as well too, making sure all of them understand Hey, what are we trying to accomplish? What's our goal? Where are we really trying to run to? I think from a coaching standpoint, it it's just consistency is ultimately what it amount amounts to. you can put in a process, you can talk about it hardcore for three days, and naturally it's gonna go away within a week if you have that much time with it. I think consistency over time and how you deliver the message too, you know. Going back to the athlete aspect of it, man, I had the kicker, screamer, yeller coaches, but I also had the ones that I truly knew cared about me. And I truly knew that hey, I'm trying to maximize the most out of you. and I think when you start looking at it that way, hey, man, what's your purpose? What are you trying to accomplish? Not everybody we've talked to, this is a career path. I mean, there are people that I've worked with that have been absolutely phenomenal for twelve months and I knew I was getting twelve months out of And as a car salesman, man, I want twenty years, I want somebody to progress through the process like I have and have that ambition, but not everybody's that way. So you meet where they're at by knowing who they are, first and foremost, having tough conversations at the beginning to learn who they are and grow who they are. and then you coach along that, you know, I mean, I got twenty car guys and I got eight car guys. You don't coach the guys the same way in that scenario. Just like in sports, you wouldn't coach a offensive lineman the same way you coach a quarterback. There's just different levels of that scenario. So Jake Hughes: And yet you're the head coach and you have to coach everyone and adjust your technique. So are you a Tim McGaha: Yes. And that's it's funny you say that too, 'cause that has been a big adjustment from the culture Jake Hughes: Okay. Tim McGaha: shock of what service looks like versus what sales looks like and i I mean the sales are chasing that work whereas the service is the work's coming to them, you know, and it's obviously you're trying to maximize from and from a morality standpoint it's man, what's right, what's wrong, what's indifferent, you know, and It it that has been a difference for me for sure. seeing that differentiation between chasing it and trying to drum up the business and dig in as deep as you can dig and then the service side of it drinking through a fire hose 'cause you've got thirty eight appointments on a day and two people called out, you know. So that's been kinda c crazy to see. Jake Hughes: So if you were talking to a GSM who aspires to move into the GM role, what advice would you have for them? I know you have, you know, twenty four days sample size here, but Tim McGaha: Yeah, no. Jake Hughes: as what have you learned in the early days that stick out? Tim McGaha: So i I I'm gonna speak from my previous general manager, Tim Pilopovich. he got promoted to a bigger store in our group. man, one thing he did really, really well that I would learn from and be able to translate is trust your team, right? as a GSM, when I first got here two and a half years ago, I've always been a doer. It was it was easy for me to just do it and get it done as opposed to Hey, the new car manager needs to know this, the used car manager needs to know this. It w and for the first year and a half, it was a lot of work on myself, but it was that athlete mentality of like, I'm gonna win, I'm gonna accomplish it, it is what it is. But over the last year, year and a half, he's really pushed me to develop my people, right? hey, develop your used car manager, develop your F and I people, develop your sales managers, your sales people, to where If you're not here, what does that look like? So that would be my scenario to the GSM is don't paint yourself in a corner to where they can't survive without you. Because if they can't survive without you, you don't grow. Because when you go into a different role as a general manager, my time is a different breed of animal now. there's meetings with service, there's meetings with parts, there's I I'm not on the desk to be able to work everything. So just to make sure they truly understand what your process looks like, what are what works to get you to the next spot. but yeah, it would really be bleed into your people, trust your people and grow your people to where there's a bench set up for you. Jake Hughes: Mm-hmm. I I personally am going through a similar type of transition point in Tim McGaha: Yeah. Jake Hughes: my career and I've noticed I am now more of the vector for consistent and relentless communication between multiple teams and like that's where you wanna go really hard to make sure that everyone is not missing any details. Tim McGaha: Right. One thing with that to add Jake Hughes: And early and often too. Tim McGaha: to add to that, I'm a process guy Jake Hughes: huh. Tim McGaha: and I believe putting stuff on paper and clearly defining what your process, what your expectation, it's a lot easier to inspect that expectation when everybody's Jake Hughes: Mm-hmm. Tim McGaha: on board. it was funny, I was just having this conversation with my parts manager this morning. It's like if you're playing football on a fi a hundred yard field and You're at the five yard line, you run at ninety-five yards for a touchdown, but you get there and you realize hey it was on a ten yard field. Man, how defeating that is. so understanding Yeah, yeah, running the wrong way, like who who knows Jake Hughes: Or you're running into the wrong end the wrong end zone. Tim McGaha: what it looks like, you know? And it it's just one of those things that I think if if you don't clearly define expectation, accountability is another one of those cool words that we all love to use. And it's man, if I'm moving the goal line on you, if I'm moving raising the bar, lowering the bar, depending on who I'm talking to. that that's a tough piece in that dynamic of it. Jake Hughes: It takes real skill to set the right targets and stick to them. Cause you can't be flaky. You can't be moving Tim McGaha: Mm-hmm. Yeah. Right, right. Jake Hughes: the goalpost around all the time or people get discouraged, they don't believe you, they're not gonna drive to something that they know is gonna move. So it requires that focus. Okay, so you've you've told me that you're a one minute manager guy. Walk Tim McGaha: Mm-hmm. Jake Hughes: me through that strategy and and what it's provided for your business. That's a book, I believe. Tim McGaha: Yeah, yeah, One Minute Manager's a book. I read it at the beginning of the year and it it was really, really neat because it it basically tells you to enable your people, right? it Jake Hughes: Mm-hmm. Tim McGaha: takes that door mentality away. and instead of coming with a problem, you come with a solution. Instead of standing around the water cooler and complaining about everything, it challenges your people to go, hey XYZ is a problem. How do you fix the problem? Don't come to me with the problem. Now, if you get stuck or whatever the case is, yeah, let's have a conversation. But ninety-five percent of the stuff that murders time is stuff that can be fixed without even having a conversation, you know. the Jake Hughes: Mm-hmm. Tim McGaha: other piece of one minute manager is man publicly praised all the time. And that's a hard thing for me, that athletic aspect of it, being a millennial, the other side of millennial. Participation trophies don't exist in my world. I was an athlete that a second place medal sucked. Like I didn't want it. Like throw it in the trash. That's I was the first loser, Jake Hughes: Mm-hmm. Tim McGaha: you know. Jake Hughes: Yeah. Tim McGaha: so it it that ha that has been a piece, the but that's a culture thing for our company. I mean, we believe in celebrating wins and like I Jake Hughes: Mm-hmm. Tim McGaha: have to mentally tell myself, man, you're gonna have tough conversations, you're gonna have coaching moments that no matter what you do and how you do it, when somebody walks out filling down, it just is what it is, right? But that's where growth happens. And you gotta remember to build them up more than you I hate saying tear down because that makes you sound like a jerk, but sometimes you gotta Jake Hughes: Mm-hmm. Tim McGaha: tear it down to make it better and stronger. So that's the big thing with one minute manager is man celebrate the wins like there's no tomorrow and and give your people the numbers, right? Like KPIs they're not held for upper management. make sure your salespeople know what you expect closing ratios to look like. Make sure your BDC Jake Hughes: Mm-hmm. Tim McGaha: understands what a appointment show rate is from a service standpoint. Make sure they know where they're at, hours per hour and what their customer pay count looks like, you know? And I've been in the business twenty years and there were different spots along the way to where I I had an absolutely phenomenal owner. very young in my business that taught me how to read the financial statement. But I've also been other Jake Hughes: Mm-hmm. Tim McGaha: places to where the GM made sure you didn't look at the financial statement, you know, and I think that it's hard to not enable people around you but then expect them to chase what you want them to chase without a why. Jake Hughes: Mm-hmm. Mm-hmm. Yeah, the the Wide Will founder, my my mentor, Matt Murray, was always very transparent about financial information as well. And I think that did make a a big impact. You know, when I started at Widewheel, I was twenty eight. I hid did know how to read a financial statement. I think it it helps you grow and progress and and and build your people up if they know what numbers you're looking at and grading their performance on. It makes a big difference. Tim McGaha: Yeah, absolutely. Jake Hughes: So I know you you're part of the Fred Anderson group. Fred Anderson has its own academy, leadership academy. Tim McGaha: Mm-hmm. Jake Hughes: I've I've seen this concept around at at a few a few groups as well. So I I think it's an interesting concept that is becoming more popular. And I'm curious to learn about your experience, the the program that you went through and the impact that it had on you as a growing in leadership. Tim McGaha: Yeah. It was really cool and it's really neat with the transition into the seat I'm in now because of the contact people that you come in contact with. Jake Hughes: Mm-hmm. Tim McGaha: the awesome part with ours and and I don't know other ones. This is the first company I've ever worked for that didn't send you to manufacture training for leadership. th this was Jake Hughes: Okay. Okay. Tim McGaha: an internal process that they put in play for once a month, three times a once a month for three days we would be in one of our other towns. A couple of times we were out of our towns, the stores where we're at. but they would bring in different speakers. The curriculum was written by a massive university that they would come in and it was truly a inner perspective of who you were, right? And really helped you dive into Man, what's made me the person I am? What experiences in life have I touched that have defined me as a leadership or define my method of leadership? But then the other big piece of it was man, it opened a perspective that at the end of it, you there's fifteen minutes that you have to get up and define your leadership perspective. And man, it's obviously very scripted. We practice like teetotal crazy and got it down as verbatim. Jake Hughes: So they make you get up in front of the whole class and present and think about what your leadership style is? Tim McGaha: yeah, yeah, absolutely. And then there's corporate brass there as well too, you know, so it's not just the twenty five peers that you've gone through this class with that you've spent all this time with and got to know and got to get close with. but it's also the Michael Andersons and the Fred Andersons that you see on a d daily weekly basis, but at the same time it's still the CEO of a large company, you know. so there was definitely nerves in that sense. But you were able to get up and tell who you were and after hearing twenty four other ones or twenty six or however many were in the class that time, you realize leadership is different for everybody and perspective is massively different and you can't lead every person the same way. That kind of takes back to that dynamic before the offensive lineman and the quarterback, their goal is still the same, but you gotta coach differently, right? And understand the more you know about your people and the more you bleed in. you get to truly understand what their perspective on life, what their purpose in life is, what their ideal scenario looks like. So it was huge in that sense. And the the other really awesome part about it was every time I would go to sales manager training or leadership training from a a manufacturer, it was GSMs, sales managers, service directors, fixed ops managers. our class, one of my mechanics was in my graduating class. There were HR people, there was a sales guy, there was a GSM, there was GMs. So it was really designed to, hey, you're our leaders in your prospective area. We're a large company. I can't send 4,000 people to this leadership class because we expect everybody to be a leader no matter what role. Take this back and give it to your people. Bleed out into the organization to where if you walked into our Toyota store in Raleigh versus our Acura store in Greenville, the culture's the same, just a different brand on the building, if that makes sense. Jake Hughes: Mm-hmm. So what did you learn about yourself and your leadership style and and do you have any Tim McGaha: Well yeah. Jake Hughes: consistent themes that you like to to spread and disseminate on a regular basis? Tim McGaha: Yeah, a big thing for me so funny fact, I have five children. I had my daughter when I was seventeen in high school, Jake Hughes: Mm-hmm. Tim McGaha: and then I have a six year old and they're in between all those, you know, so it what really was cool to me was how much parenthood was like leadership, right? Like there were very defining moments that Man, at seventeen years old, most people are still searching for purpose in life at thirty, forty, fifty years old. I found mine at seventeen. I had a daughter, I wasn't gonna be a statistic, I was gonna be a dad, I was gonna be there for her, and there was full support around that. So like to be able to identify that very young and to understand that, man, that matters for everybody. So that helped me kind of push back on people to Hey, I want you here just for a job. I want to help you grow in your purpose in life, my faith matters to me, so man, what does that look like for you? How do you maximize who you are, who God made you to be? How can I help, you know? and then other pieces through that. My dad was a massive piece in my life, obviously, and I I lost him in twenty twenty three and it was funny in that I mean it was very painful to look back on experiences in my life from man, my biggest cheerleader was no longer here to cheerlead me on, you know. but that showed me that consistency of being there beside people and y man, sometimes in leadership and in management and in coaching, you kick like they're down. How do you stand beside them to pick them back up? You know, like how does that process look? so there there were definitely defining moments from a parenthood that I was I think related back to leadership for me and I I think parenthood is what turned me into who I am. Jake Hughes: Good on you for looking elsewhere for inspiration and pulling that into work. I have I have three kids myself, but I'm kind of on the other end of the spectrum. They're six, four and six months right now. So I'm just getting started. Tim McGaha: Okay. Jake Hughes: But that level of responsibility that you your dad now. You know, your dad now, you you're you're the one driving the car, you've got precious cargo in the back, you need you Tim McGaha: Right. Jake Hughes: need to provide for the family and I lost all my hair, so so how it goes. Tim McGaha: Yeah. I kept I kept good hair. Everybody tells me it's receiving you're killing me. It's like, no, no, no, it's gotta hold Jake Hughes: Yeah, good for you. Good for you. Tim McGaha: on strong. Jake Hughes: So at the end of these episodes I like to get a look at your impression of your local market. So what's working Tim McGaha: Okay. Jake Hughes: for like define for me the the South Carolina luxury market, what's working, what's not, what are some interesting observations you have? so we'll start with that and then I'll I want to get into your vision for twenty seven. So what's going on in South Carolina? Tim McGaha: Absolutely. here if in the Greenville market from a market percentage, from an effectiveness aspect of it, if you're in Toyota World, Nissan World, like you always look at at market effectiveness or sales effectiveness. Jake Hughes: Mm-hmm. Tim McGaha: sales effectiveness we kill it, like for lack of better verbiage. we outsell the BMW store, the Mercedes store and the Lexus store here in our area. There's an Audi store and an Infinity store as well too, but Jake Hughes: Mm-hmm. Tim McGaha: I it ultimately comes down to the level of customer service and the longevity. I mean, it was funny when Fred Anderson came in, it was almost overnight 'cause they bought two groups, but two groups were eight to ten stores, you know, so it looked like big corporate guy was coming in buying up everything post COVID, which happened all over the place, but they did a phenomenal job of coming in and it I mean, we're a family owned company that has a corporate structure is ultimately what it amounts to. so Just making sure that we're involved in the community, making sure that we are a part of the community is ultimately what it amounts to. so I mean in Greenville, South Carolina, there's not a ton of competition when it comes to Acura. The next closest Jake Hughes: Mm. Tim McGaha: one is Asheville and there's one in Columbia. Small stores, I I I would assume they're attached to a Honda store. I really don't know. Jake Hughes: Mm-hmm. Tim McGaha: And I would assume they probably focus more on Honda than they do Acura based on the numbers and the metrics. Jake Hughes: Mm-hmm. Tim McGaha: So yeah, I mean we we do pretty well from the luxury standpoint here in this area. Jake Hughes: When you look ahead to twenty twenty seven, Tim McGaha: Yeah. Jake Hughes: what what are the challenges you see ahead and what are the opportunities that you're excited about? Tim McGaha: Yeah, so from a perspective standpoint, I I never look at challenges, right? I I always look at everything as an opportunity. that my people don't believe yeah, I don't believe in saying there's a problem or something like that. I think from a brand standpoint there's a lot of unknown. RDX getting a totally redesigned, so we're super excited about that. another opportunity is we're redesigning the showroom. our service department, the lane is gonna be moving, so we're super excited about that. So growth and change internally and how do we manage through that, you know, I mean, construction is always construction. It Jake Hughes: Are you do you're doing a full construction project next year? Tim McGaha: it's a revamp is Jake Hughes: huh. Tim McGaha: what it's gonna do. I mean, kind of redesign like the layout of the Acura Showroom and bring it up to w where we don't look like the guy that's been here thirty years, unfortunately. Yeah, yeah, no doubt. It's Jake Hughes: Modern standards. Good, good. Tim McGaha: that's like one of the differentiating factors in our market is There's a store down the road that I mean it looks like the Taj Mahal of a branded store, you know, and us down the road, it's like, man, we're the ugly stepsister, as bad as that sounds, you know. But we do what we do with service or with customer service. So a and I think opportunities is man, we've grown exponentially this year and I think building on that and making sure the retention rate stays high. the extra cars that we're selling stay in service. one of the big things with our store is at the beginning of it, we kinda joked about it is, man, we're a used car store that accidentally sells Acura's every now and then, you know, and we doubled down on acquisition and figuring out how to get cars. Yeah. it's Jake Hughes: Mm-hmm. Tim McGaha: funny to say it, but at the same time we're still an Acura store if anybody's listening. So but we Jake Hughes: huh. Tim McGaha: kind of doubled down on that acquisition piece. And that's just gonna be the play next year is make sure that opportunity keeps going. We haven't bought a car at auction since November of 25. So just keep buying cars off the street, keep killing that piece of it. And we've grown our used car department 25-30% year over year So it's obviously a lot more advantageous for us to do it that way. Jake Hughes: Wow. Tim, thanks for joining me today. That's the show. It's Tim McGaha: Okay. Jake Hughes: great to have you on What's Working in Auto. best of luck to you in twenty seven. It's good to catch up. Tim McGaha: All right, Jay. Thank you so much, man. Appreciate you having me.