Episodes
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Brad Templin is the owner of Scott’s U-Save Tires & Auto Repair, a four-store tire and auto repair business serving Indiana and Illinois. His family’s automotive roots go back more than a century, starting with a parts distributorship in Chicagoland before the next generation moved into the tire and auto repair side of the industry.
Brad returned to the business after studying aerospace engineering at Purdue and working in a corporate technical sales role. He came back through the shop floor first, working as a tire tech, learning the counter, and earning his way into leadership. His experience gives him a practical view of tire shop succession planning, especially for owners who already have future leaders inside the business.
In this episode…
Shop owners talk often about technician shortages, training, and recruiting. Brad Templin brings up a different issue that sits closer to the owner’s seat: who carries the business forward when the current owner starts thinking about stepping away.
The next owner is not always a son or daughter. The next owner is sometimes the manager who has been there for 15 years, the lead tech who already knows the crew, or the trusted employee who opens the shop when the owner is gone. Brad’s point is direct: second-generation ownership does not have to mean blood. It means culture, trust, experience, and the ability to protect what the business already means to the people inside it.
For multi-location operators, the succession question gets bigger. Growth creates opportunity for the next layer of leaders, but owners still have to decide who gets a real path forward. A sale to an outside buyer changes the financial picture. A handoff to someone inside the business changes a life, protects the shop’s identity, and keeps the business tied to the community that helped build it.
Here’s a glimpse of what you’ll learn:
[01:01] Brad Templin’s role at Scott’s U-Save Tires
[02:55] How Brad’s family history shaped his view of the industry
[04:06] Why second-generation ownership does not have to mean family
[06:10] Why blue-collar shop ownership still offers serious opportunity
[08:18] How self-awareness shapes stronger leadership decisions
[11:30] Why technician-minded owners struggle to think like visionaries
[15:39] How owner financing can create a practical succession path
[20:55] Why Brad had to earn leadership by working every shop role
[22:20] How the next generation can improve what the founder built
[24:36] Why independent shops matter beyond the services they sell
[29:13] How endurance training connects with business leadership
Resources mentioned in this episode:
Brad Templin on LinkedInScott’s U-Save Tires & Auto Repair WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“I have now fallen so in love with this industry, I see so much opportunity and runway in front of it.”“Second generation ownership doesn’t even have to be blood.”“Taking over a succession plan of an already successful shop that you’re familiar with, you have such a great runway opportunity.”“Shop ownership is very rewarding.”“We’re needed as much as a doctor, a lawyer, an attorney, an accountant.”Action Steps:
Identify one person inside the business who already operates with ownership-level trust. Look at who opens the shop, handles pressure, protects the culture, and keeps the team moving when the owner is not there.Start tire shop succession planning before the exit feels urgent. Build a path around responsibility, financial structure, leadership development, and clear expectations instead of waiting for a forced sale.Let future leaders work every major seat in the business. Counter work, tire tech work, customer conversations, and store operations create respect that no title can replace.Separate technical skill from ownership readiness. A strong technician is valuable, but ownership also requires leadership, vision, decision-making, and the ability to carry people through change.Use growth to create opportunity for the next layer of leaders. Multi-location operators need people who see a future inside the business, not just a job inside the shop. -
Brad Griffin owns Griffin Tire and Auto, with two locations in Charlotte, North Carolina. His family has done business in Charlotte since 1961, the Berkshire location has operated since 1989, and Brad is the third generation around the business. The shops have shifted toward commercial and fleet accounts while continuing to serve retail customers.
Brad has made his shops competitive on tire pricing to bring customers back for higher-profit repair and maintenance work, an approach built on customer retention through tire sales. He emphasizes a team, from the counter to the technicians, who can hold a knowledgeable conversation with any customer.
In this episode…
The oil change is no longer the hook. Intervals have stretched so far that the dependable three-month visit is gone, and the shops that built their traffic on it are watching customers drift to whoever they pass next. Brad makes a sharper play: tires and rotations now do the work the oil change used to do, bringing drivers back on a schedule you can count on.
The tension lives in the pricing. Charge what the market expects and you protect margin but lose the relationship. Sharpen the pencil on tires and you trade a little short-term profit for a customer who returns for years of repair and maintenance work. Brad lays out the math that decides which side of that line a shop lands on, plus the staffing, sourcing, and trust decisions that hold the whole model together.
Here’s a glimpse of what you’ll learn:
[03:07] Brad's background and the family path into the business
[05:25] Going to market with tires as the new loss leader
[06:46] Staffing and training technicians in a tight labor market
[08:26] Choosing tire brands and reading customer value
[15:06] How tires build the relationship that drives repair work
[17:26] Selling "happy" versus running a need-based business
[21:40] Customer-first service against the big-box model
[23:58] Tariffs, parts sourcing, and the Right to Repair Act
[30:05] Closing philosophy on people and customer education
Resources mentioned in this episode:
Brad Griffin on LinkedInGriffin Tire & Auto WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
"The best tire is the one that fills the need of the customer and provides a profit to us.""We joke that we're the dentist that you can't feel.""The tire seems to be the easiest way to show value, because, quite frankly, most people don't know enough about their cars to understand the repairs.""Focus on taking care of the customer, value their dollar, value their time.""Everybody who walks through those doors doesn't come because they have to, they come because they want to."Action Steps:
Audit your current loss leader this week and rebuild customer retention through tire sales by pricing tires and rotations to pull drivers back on a predictable schedule.Stop quoting premium brands your volume cannot support; stock a strong tier-two or tier-three line with a comparable mileage warranty and sell it on dollars-per-mile value.Run the used-versus-new math for a customer at the counter tomorrow to show why a cheaper used tire often costs more per mile than a new one.Coach every person from the counter to the bay to explain a repair in plain terms, since that conversation is what earns the next visit.Track repeat-visit rate by customer, not just ticket average, and make protecting the customer's time the metric your team manages to. -
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Tim Szabo is the owner and president of Trail Tire stores in Edmonton, Alberta, and Hoosier Tire Western Canada. He grew up working in his father’s repair shop, became a journeyman technician at 21, and has spent nearly three decades in the automotive industry.
His experience spans vehicle repair, shop operations, customer service, and business ownership. That background gives him a clear view of how long car loans and repairs are changing customer behavior, maintenance decisions, and the role independent shops play in keeping aging vehicles on the road.
In this episode…
Eight-year auto loans have changed the repair cycle. Drivers reach the five-year mark still owing years of payments just as suspension work, fluid services, leaks, tires, and other major expenses begin appearing. Trading the vehicle often means carrying negative equity into another long loan, so repairing and maintaining the current vehicle becomes the more practical path.
That shift creates a new responsibility for multi-location operators. A declined repair no longer means the customer sees no value in the work. Many customers lack a clear picture of what the vehicle is worth, what they still owe, and what continued neglect will cost. Shops that explain those numbers, document developing problems, and present financing without pressure become trusted advisers rather than another unexpected bill.
Customer education also protects future revenue. Clear recommendations, digital inspection records, and documented “next time” items give customers time to plan. They show exactly how a small leak, skipped service, or delayed repair turns into a larger failure. The shop earns trust by helping customers avoid the same financial situation again.
Here’s a glimpse of what you’ll learn:
[01:02] Tim Szabo’s automotive background and career path
[05:03] Long car loans reshape vehicle repair decisions
[08:20] Trail Tire’s approach to customer financing
[14:34] Deferred maintenance reduces vehicle value
[18:36] Customer education prevents repeat repair problems
[22:47] Education as the foundation of a successful shop
[25:05] Digital records strengthen transparency and trust
[27:09] Tire preferences and budget tire demand
[29:46] Business lessons from Ford v Ferrari
[35:01] Tim’s guiding philosophy and closing advice
Resources mentioned in this episode:
Tim Szabo on LinkedInTrail Tire Tamarack WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“Mileage doesn’t kill cars, neglect does.”“People’s vehicle is their freedom.”“The customer needs to know everything we’re doing, so that we don’t hide anything from them.”“Educating your customer is a key foundation in owning a successful shop.”“You never get in life what you deserve, you only get what you negotiate.”Action Steps:
Review how service advisers explain negative equity.Create a standard process for presenting repair financing.Document every developing problem.Build a maintenance plan around long car loans and repairs.Track declined work and revisit it at every visit. -
Jim Noblitt is the District Manager at Auto Care USA in Houston, Texas, with more than four decades of automotive experience. He entered the industry in 1979 as a mechanic’s helper, advanced into technician and dealership roles, and later helped launch Cornerstone Automotive; a business that contributed to the early operating model behind Christian Brothers Automotive.
Noblitt went on to build and operate Mission Car Care in Katy, Texas, for 20 years before selling the business in 2022. His experience as a technician, owner, consultant, and multi-location operator gives him a practical view of recovering lost profit in an auto repair shop through disciplined processes, stronger financial controls, and better use of shop data.
In this episode…
Revenue does not disappear only through weak sales or low car count. It also disappears through unreturned cores, defective parts, missing credits, incorrect shipments, and paperwork that never gets reconciled. Noblitt estimates that these overlooked details can represent four to five percent of annual sales losses, money the shop has already earned but failed to collect.
Multi-location operations carry even greater exposure because the same process failure repeats across every store. A return shelf filled with aging parts represents trapped cash, and an unverified credit slip represents money that has not reached the bottom line.
Shop metrics expose another layer of lost opportunity. An extremely high close ratio often signals that advisors are presenting only the customer’s original concern. A very low close ratio signals that customers are receiving large estimates without clear priorities. Digital vehicle inspections, average written repair orders, and close ratios reveal whether advisors are identifying needed work, communicating value, and separating urgent repairs from services that belong in a future visit.
Recovering lost profit in an auto repair shop requires owners to study what the numbers are saying, assign accountability for routine financial controls, and correct small operational gaps before they spread across multiple locations.
Here’s a glimpse of what you’ll learn:
[01:17] Jim Noblitt’s four-decade automotive industry career
[03:25] Advancing from technician to dealership operations
[04:12] Helping shape Christian Brothers Automotive’s early model
[08:46] Building and selling Mission Car Care after 20 years
[12:20] Applying decades of experience through shop consulting
[14:24] Recovering profit through stronger parts return controls
[18:55] Using shop metrics to diagnose operational weaknesses
[22:54] Why experienced shop owners still need business coaching
[24:34] Leadership built on fairness, trust, and quality work
Resources mentioned in this episode:
Tread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“The numbers will usually tell you where your holes are.”“Knowing your numbers is so important.”“You’re presenting all the facts now.”“Nobody cares like the owner, you know.”“Do a good job and treat people the way you want to be treated.”Action Steps:
Audit every return shelf tomorrow morning.Assign one person to own parts returns and credits.Create a weekly return-credit report for every location.Review close ratios beside average written repair orders and DVI results.Build recovering lost profit in an auto repair shop into the management scorecard. -
John Kairys is the Executive Director of the Automotive Aftermarket Charitable Foundation (AACF), a position he has held for the past two and a half years. Before stepping into the role, he served on the AACF board, giving him deep organizational context from both a governance and operational standpoint.
Kairys brings more than 40 years of experience in the automotive aftermarket to the foundation. He is a consistent presence at industry conventions, trade shows, and annual meetings; including Auto Care Connect and the APSG, working to raise awareness of the AACF across every segment of the aftermarket.
In this episode…
Most shop owners know their employees by name. They know who just had a baby, who's been with the shop for fifteen years, who's holding things together and who's quietly struggling. What they don't always know is what happens to that person when a car accident totals their vehicle, a house fire displaces their family, or routine back surgery leaves them unable to walk.
The automotive aftermarket has a safety net built specifically for those moments. It isn't workers' comp. It isn't a GoFundMe. It's a 501(c)3 nonprofit with a 29-person volunteer board, a mid-90s approval rate, and a five-day window from application to ACH deposit. The people it helps aren't just technicians and counter staff; they're marketing managers, warehouse drivers, and executives. Anyone employed in the aftermarket qualifies, whether the hardship is work-related or not.
John Kairys runs that organization. He's spent two and a half years as Executive Director making sure shop owners and their employees know it exists because awareness is still the AACF's biggest obstacle.
Here’s a glimpse of what you’ll learn:
[01:01] Meet John Kairys, Executive Director of the AACF
[02:15] Who qualifies and what hardships the AACF covers
[06:01] The annual Classic Car Sweepstakes: How to donate and enter
[07:54] Stories of hope: A routine surgery that changed everything
[12:42] Stories of hope: A totaled vehicle, then a house fire two weeks later
[15:39] Corporate giving, sponsorships, and the annual SEMA fundraiser
[19:28] Two paid staff, a 29-member board, and how to connect
[22:14] The Aftermarket Hearts Giving Circle: Recurring giving for industry insiders
Resources mentioned in this episode:
Automotive Aftermarket Charitable Foundation WebsiteJohn Kairys on LinkedInTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
"We like to say we take care of our own.""Our biggest challenge is awareness, and that is getting people to know who we are and what we do.""The AACF is the on-ramp to the freeway of recovery.""After losing so much so quickly, the AACF gave me hope and a way to start over." — AACF recipient, shared by John Kairys"God forbid, if ever you need that help, the AACF will be there for you."Action Steps:
Share the AACF with your team this week. Send an internal message or post a one-pager in your break room with the link to aftermarketcharity.org. Make a corporate donation or explore sponsorship. The automotive aftermarket charitable foundation is a 501(c)3, meaning contributions are tax-deductible. Sign up for the Aftermarket Hearts Giving Circle. Recurring donations start at $5 a month.Add AACF to your employee onboarding materials. The application is at aftermarketcharity.org, reviewed within 24 hours, and results in a direct ACH deposit within five days.Attend the SEMA events if you're in Las Vegas. Reach out to John Kairys directly through the leadership page at aftermarketcharity.org to get involved. -
Komal Choong is the co-founder of Tire Pig, an AI-powered tire shopping platform, and Zohr, a mobile tire installation service operating in Kansas City and Dallas-Fort Worth. Born in India and raised in Kansas City, Komal and his brother cut their teeth in the restaurant business before turning a shared obsession with cars into a venture; flipping parts, then full vehicles, then launching Zohr in 2015 to fix the tire-buying experience they kept finding broken.
A decade in, Komal has built a customer base of premium-vehicle owners who pay for convenience, and he's now putting that audience in front of an AI engine that ranks tires by performance data rather than brand relationships. Tire Pig's public beta is live, with a membership model that pairs tires with roadside, flat repair, and road hazard coverage built around the same service-first thesis.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
The tire-buying decision is moving out of the shop and onto the customer's phone. Komal's platform pulls thousands of data points on every tire available in a buyer's market, weights them against where the customer lives and what they drive, and surfaces three options out of 150, with zero brand favoritism. Brand-loyalty pitches at the counter are losing power because the customer walks in already knowing which three tires fit their car best.
The install side is shifting just as fast. Mobile installers run on the customer's schedule, not the bay's. Online buyers expect a concierge handoff that puts tires in their driveway or routes them to a partner shop without a phone call. Shop owners who treat themselves as the destination keep losing margin to brokers who treat themselves as the network. Komal lays out the model, DoorDash for tires, plus a membership wrapper, that's pulling high-value customers off the dealership and chain-shop conveyor belt.
Here’s a glimpse of what you’ll learn:
[01:30] Komal's path from restaurants to flipping cars to founding Zohr in 2015
[05:27] How Tire Pig's AI ranks tires against where you live, what you drive, and your priorities
[08:51] The two install paths: ship-to-door DIY or concierge handoff to a partner shop
[12:12] Inside Zohr's mobile tire shop model running in Kansas City and Dallas-Fort Worth
[15:26] The Tire Pig membership: flat repair, roadside, road hazard, and monthly coffee
[17:34] Why "nerd mode" gives enthusiasts the full data stack behind every recommendation
[19:05] Cutting brand bias by narrowing 150 tires to three based on performance data
[22:13] Leading with empathy and putting the customer's perspective ahead of the sale
Resources mentioned in this episode:
Komal Choong on LinkedInTire Pig WebsiteZohr WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
"We want to give the power back to the consumer.""We're simply trying to provide the best unbiased recommendation based on data that's available online.""It's as easy as buying something on Amazon, maybe even easier, because the decision process has been simplified significantly.""The whole entire idea is trying to make tires a little bit less confusing, so people can make a better decision for themselves.""We've always kind of put ourselves in the consumer shoes before we even put ourselves in our own shoes sometimes."Action Steps:
Audit last month's tire tickets to see how often the same three SKUs show up, then align your counter pitch with the data-backed shortlist customers now expect from AI-powered tire shopping platforms.Apply to become a Tire Pig install partner in your market before a competitor down the road claims the default spot on the network map.Stand up a mobile install option, even a single van, and route it to fleet accounts and high-end residential customers willing to pay a premium to skip the lobby.Bundle every tire install into a 12-month membership at checkout that covers rotations, alignments, a flat repair credit, and road hazard coverage.Train your service writers to confirm or beat an AI-vetted top three with local intelligence on regional wet-traction performance, fitment quirks, and current rebate stacking. -
Jesse Jackson is the co-founder and operator of Mango Automotive, a multi-location auto repair group running eight shops across Texas, New Mexico, and Arizona. After a career in software, Jesse pivoted into the trades alongside her partner Brian, building Mango into a regional operator focused on acquiring auto repair shops from retiring owners whose businesses are already profitable but under-marketed.
Jesse is the creator of a free acquisition-evaluation tool at autorepairqueen.com/shop It's the same model Mango Automotive uses internally to underwrite its own deals. Her perspective sits at the intersection of operator, acquirer, and brand-builder, which is why shop owners modeling their first or fifth acquisition keep coming back to her playbook.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
The Boomer generation built most of the independent auto repair shops in this country, and a huge share of them are heading toward retirement with thirty years of word-of-mouth equity and zero modern demand generation on top. That's the deal flow most multi-location operators are sleeping on. Acquiring auto repair shops at this stage means buying already-profitable businesses and unlocking the growth the previous owner stopped chasing a decade ago.
The 50%+ year-one number comes from three layers: Google Maps SEO, Local Service Ads, and AI search visibility on the marketing side; a transition protocol that retains every technician on the people side; and the right district manager, finance, and HR hires at the three-shop and five-shop inflection points. Jesse Jackson of Mango Automotive has run this playbook across eight locations and three states, and this conversation breaks down exactly how it gets executed.
Here’s a glimpse of what you’ll learn:
[01:14] Guest introduction: Jesse Jackson, Operator of Mango Automotive
[01:41] The career pivot from software into the automotive trades
[04:49] Building Mango Automotive into a multi-state operator through acquisition
[06:41] Navigating the three-store and five-store inflection points in multi-location growth
[12:00] The transition protocol for retaining staff through a change in ownership
[14:14] Customer acquisition strategy and cost-per-acquisition in secondary markets
[18:29] Local brand-building and the role of community partnerships in market penetration
[24:16] Operator mindset and the discipline of career reinvention
[25:31] Leadership lessons from It's Not About the Mangoes
[31:57] The free acquisition-evaluation tool Mango uses to underwrite deals
Resources mentioned in this episode:
Jesse Jackson on LinkedInMango Automotive WebsiteFree Acquisition Evaluation Tool (Mango Automotive)Tread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
"The shops we buy are already successful, the previous owner just stopped pushing for growth.""We wait in the parking lot while the owner tells the team, then walk in so nobody has time to get paranoid.""Customer acquisition in our secondary markets runs about $150, and that's with the referral base already working for us.""I'm rebuilding our website because I don't like what ChatGPT or Gemini says when I ask for the best repair shop in town.""The three-shop and five-shop inflection points are where most operators break; district managers, finance, and HR are what get you through.""We've never lost an employee through a transition, and that's not luck, it's benefits and how you walk in the door."Action Steps:
Underwrite every deal on year-one marketing upside, not trailing revenue. Assume a 50%+ lift when acquiring auto repair shops from retiring owners who never invested in modern demand generation.Run the parking-lot transition play on day one. Let the seller announce the sale to the team alone, then walk in within minutes with the full benefits package in writing.Audit AI search visibility this week; ask ChatGPT, Gemini, and Claude for the best repair shops in each market and treat every gap as a website rebuild priority.Hire the district manager, finance lead, and HR seat before hitting five locations: those three roles carry multi-location auto repair operators through the inflection point.Pull Jesse's free acquisition-evaluation tool and run it on the next deal in the pipeline, it's the same model Mango uses to pressure-test year-one assumptions before signing an LOI. -
Jim Sennett is the manager of repair programs at AAA (American Automobile Association), where he oversees the Approved Auto Repair network of roughly 6,000 shops across the country, about 5,000 independents and 1,000 dealerships, along with the club's emerging technologies work on EVs and hybrids. He came up through Goodyear, starting as a tire changer and working through alignment tech, service advisor, service manager, and store manager across two stints with the company. Between his Goodyear years and his current role he spent nearly a decade in law enforcement before returning to the industry.
Jim has been with AAA for 12 years and serves as Vice Chair of the ASE Education Foundation, which puts him at the center of how the industry is responding to the technician shortage in auto repair; both through the certification side and through the apprenticeship program AAA built with NAPA to bring new people into the trade.
In this episode…
The technician shortage in auto repair stopped being an abstract talking point around 2022-2023, when AAA's approved shops started telling Jim Sennett the same thing in different words: the tows keep coming, the waiting rooms keep filling up, and there's nobody behind the bay door to do the work. AAA's response was to stop waiting for the trade-school pipeline to fix itself and build a parallel one, partnering with NAPA on an apprenticeship program designed to take someone out of a grocery store, a fast-food job, or a closed-down factory and turn them into a working technician in 18 to 24 months.
Jim walks through the actual mechanics: $300 a year per person, free for shops already running NAPA, but built parts-supplier agnostic so O'Reilly, Advance, and AutoZone shops are not locked out. The program is self-paced and mentor-based inside the shop, and the apprentice finishes with four ASE certifications; brakes, steering and suspension, A/C, and electrical. He also gets into why the recruiting pitch itself is part of the problem. The trade is still being sold as the "Cooter from Dukes of Hazzard" job; greasy coveralls, wrench in hand, when the actual work is a laptop in one hand and a diagnostic tool in the other. The shortage closes faster when the marketing catches up to what the job has become.
The other thread worth following is Jim's story about a Buffalo shop owner who was a few months from closing. Jim sat down with him, looked at the numbers, and made him do two things first: raise labor rates and raise parts margins. The shop is now operating out of its second, bigger location.
Here’s a glimpse of what you’ll learn:
[01:14] Introducing Jim Sennett and his role at AAA
[02:45] Early career path from college into a general service technician role at Goodyear
[04:26] Overseeing AAA's Approved Auto Repair program
[08:49] The three-decade partnership between AAA and NAPA
[09:40] Reframing the technician's image in the modern trade
[10:36] Formative lessons from Goodyear's management training
[13:28] Addressing the technician shortage through the AAA/NAPA apprenticeship
[17:30] Rescuing a Buffalo shop through disciplined pricing and margin strategy
[21:06] Leading with a firm, fair, and consistent standard
[24:35] The under-promise, over-deliver principle and the Five Guys case study
[26:48] Closing reflections and hometown conversation
Resources mentioned in this episode:
Jim Sennett on LinkedInAmerican Automobile AssociationASE Education FoundationTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“These men and women are professional people out there, you got a laptop in your hand now, you're doing more work on a computer than you are turning wrenches.""You find the right person, the right personality for you, and we'll give you a program, and we'll make them into a technician in 18 months to two years.""Always be firm, fair and consistent every day.""I'm always a fan of under-promising and over-delivering.""If you can't be your word, or you can't have someone that believes in you, it kind of sets a bad foundation and we know what happens with bad foundations, the building tends to crumble."Action Steps:
Audit your labor rates and parts margins this week, raise both if the math says so.Enroll one career-changer in the AAA/NAPA apprenticeship at $300 a year and assign a senior tech as mentor.Rewrite your tech job postings to lead with diagnostics, scan tools, and EV work, not wrench-turning.Pick one customer promise: timeline, price, or scope, and engineer the over delivery.Join AAA's Approved Auto Repair program to access the apprenticeship pricing and the nationwide warranty. -
Joe Happel, Desiree Elliott, Steve Towers, Charlie Alexander, Tim & Terri Hollander, and Gary Skidmore represent a cross-section of some of the most experienced operators and leaders within Big O Tires. From Hall of Fame-level leadership and second-generation ownership to multi-state expansion and corporate strategy, each brings decades of real-world experience in building, scaling, and sustaining automotive service businesses. Their combined perspective reflects what actually works inside high-performing tire shop networks; not theory, but execution.
Across their roles as franchisees, operators, and executives, they reveal how tire shop owners grow through standards, accountability, and long-term relationship building. Their insights are grounded in running multiple locations, navigating growth cycles, developing teams, and aligning franchise systems to support both independence and scale.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
The industry doesn’t have a growth problem, it has a standards problem. Shops chase tactics, marketing angles, and quick wins, but the operators scaling from one location to ten and beyond are playing a different game entirely. Growth is being driven by discipline, culture, and consistency, not creativity.
Inside Big O Tires, the pattern becomes clear. The operators winning long-term don’t reinvent systems, they refine them. They build pressure into their culture, hold teams accountable, and treat customer relationships as assets that compound over time. The gap between average and top-performing shops isn’t access to better tools. It’s the refusal to let standards slip.
This is where most operators fall behind. Weak retention, inconsistent service, and constant hiring challenges aren’t random, they’re the result of operating without a defined standard. Meanwhile, the shops that understand how tire shop owners grow are building businesses that scale predictably, retain customers for years, and create internal leadership pipelines that sustain expansion.
Here’s a glimpse of what you’ll learn:
[01:11] Joe Happel on maintaining high standards and prioritizing work over recognition
[09:09] Desiree Elliott on generational leadership and scaling a multi-store operation
[14:05] Steve Towers on expanding across multiple states and building brand consistency
[22:23] Charlie Alexander on acquisition-driven growth and co-op structure advantages
[27:04] Terri & Tim Hollander on customer retention through long-term relationships
[35:01] Gary Skidmore on franchise growth strategy and system-wide collaboration
Resources mentioned in this episode:
Big O TiresBig O Tires Franchise OpportunitiesJoe Happel on LinkedInDesiree Elliott on LinkedInSteve Towers on LinkedInCharlie Alexander on LinkedInGary Skidmore on LinkedInTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“You just have to listen… and you learn a lot.”“Pressure creates diamonds.”“You can’t teach somebody to care.”“Delight the customer, not just satisfy them.”“It is cheaper to keep an employee than to find and train a new one.”Action Steps:
Establish one non-negotiable service standard across every location and enforce it daily without exception.Build structured mentorship inside your shop by pairing experienced operators with newer team members to accelerate learning.Audit your customer experience and shift from satisfaction to retention-driven service that builds long-term trust.Identify where inconsistency exists in your operations and eliminate it through repeatable systems and accountability.Study how tire shop owners grow by focusing on culture, employee retention, and execution rather than chasing new strategies. -
Peter Greenberg — owner of City Tire Co., a business operating since 1927 with a long-standing presence in retail, commercial, and retread segments. With decades of industry experience, he brings a strong perspective on vendor relationships, buying group strategy, and the operational decisions shaping how independent tire dealers compete today.
David Zeller — owner of Zeller Tire & Auto Center, a multi-location operation established in 1952. His experience centers on integrating tire sales with automotive service, refining internal systems, and driving profitability for independent tire dealers in an increasingly competitive market.
Bob Amenta — President of Modern Tire, where he oversees a service-focused operation that complements tire sales with long-term maintenance and repair. His approach emphasizes operational structure, customer retention, and sustainable growth within the independent tire dealers segment.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.comIn this episode…
Independent tire dealers are losing margin in plain sight, and the root cause sits inside their own operations. Pricing no longer defines competitiveness. Buying power, service integration, and internal alignment now determine who grows and who gets left behind.
Peter Greenberg, David Zeller, and Bob Amenta expose a shift that many operators still overlook. Running a shop in isolation limits leverage with vendors, restricts access to best practices, and slows down operational evolution. Their collaboration through Tire Team Partners reveals a model where shared intelligence and complementary strengths unlock both cost advantages and revenue growth.
The pressure from consolidation and rising customer expectations continues to intensify. Shops that fail to modernize purchasing strategies and service mix face shrinking margins and weaker retention. Growth now depends on executing both sides of the business; tires and service, with precision, while building systems that scale beyond a single location mindset.
Here’s a glimpse of what you’ll learn:
[01:10] Overview of panel guests and their operations
[01:54] Formation of Tire Team Partners and collaboration model
[05:39] Strategic importance of balancing tire sales and service revenue
[07:23] Role of advisor recommendations in tire purchasing decisions
[08:08] Impact of internet-informed customers on the sales process
[10:13] Guest backgrounds and industry experience
[11:01] Leadership perspectives and operational philosophies
[15:09] Business outlook and collaboration strategy for 2026
[17:16] Leveraging buying power to improve pricing and margins
[19:44] Future direction and potential expansion of Tire Team Partners
Resources mentioned in this episode:
Peter Greenberg on LinkedInCity Tire Co. WebsiteDavid Zeller on LinkedInZeller Tire & Auto CenterModern TireTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“70% are going on the recommendation of the advisor.”“The real diamond in the rough is doing both—tires and service—and doing both well.”“The price largely is determined by the market, not by my cost.”“We have to control our own destiny.”“Small tweaks can turn out to be incredibly profitable over the course of 12 or 24 months.”Action Steps:
Audit purchasing strategy and consolidate vendor relationships to increase leverage and reduce cost per unit.Rebalance operations to ensure tire sales consistently drive service opportunities and long-term customer retention.Build peer-level partnerships or join collaborative groups to access shared best practices and scale advantages.Standardize internal processes across locations to eliminate inefficiencies and improve profitability at scale.Implement a dual-focus growth plan that strengthens both service operations and tire volume to position independent tire dealers for sustained expansion. -
Jeff Webster is the owner of Take Ten Tire Service, with nearly three decades in the tire industry. He has expanded his operations beyond Oklahoma through recent acquisitions and is an active member of the Independent Tire Dealers Group, where he values long-term relationships and peer collaboration.
Josh Porter is the owner of Lex Brodie’s Tire Company on the Big Island of Hawaii, where he operates multiple retail locations alongside commercial tire centers, car washes, and service businesses. With over 20 years in the industry, he focuses on staying relevant in a geographically isolated market through diversification and industry connections.
Ryan Anderson is the president and owner of Montana Tire Distributors Inc., a business that combines wholesale distribution with retail operations. Having grown up in the industry, he emphasizes the financial and competitive advantages of group buying power and has helped lead the company through continued expansion.
Katie Youngblood is a third-generation owner of Youngblood Auto & Tire based in Texas, overseeing both retail locations and a large-scale mobile commercial service operation. Her business primarily serves commercial clients, with a strong focus on roadside service and fleet support across a wide regional footprint.
Jay Baxter is the president of Delaware Tire Centers, where he operates a smaller independent dealership. With decades of experience, he highlights the challenges faced by independent operators and the importance of joining networks like ITDG to remain competitive.
Peter Greenberg is the owner of City Tire Company and serves as chairman of the Independent Tire Dealers Group. Coming from a multi-generational business, he focuses on helping independent dealers compete against large chains through private brands, collective buying power, and shared strategies.
Rick Benton II is the president of Black’s Tire Service, a long-standing family-owned company known for its strong community involvement and internal culture. He advocates for collaboration among independent dealers and emphasizes adapting to industry changes while maintaining core values.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
Independent tire shop owners are losing margin in places they don’t even see, buried in pricing, sourcing, and deals that were never built for them to win. The big chains aren’t just bigger; they’re buying better, negotiating harder, and moving faster. That advantage shows up every single time a customer says yes to a quote.
The operators in this conversation aren’t guessing what’s wrong. They’re seeing it firsthand: the cost of staying independent without leverage is rising, and it’s showing up in tighter profits, tougher competition, and slower growth. Meanwhile, shops that have aligned themselves with groups like ITDG are playing a different game: better pricing, stronger supplier relationships, and a seat at the table they didn’t have before.
This is the shift most shop owners feel but haven’t fully defined yet. The shops that recognize it are already adjusting how they buy, how they price, and how they scale. The rest are still trying to outwork a system that was never built in their favor.
Here’s a glimpse of what you’ll learn:
[01:11] Jeff Webster on ITDG value and industry relationships
[06:23] Josh Porter on ITDG benefits and business expansion
[12:43] Ryan Anderson on buying power and profit impact
[17:36] Katie Youngblood on commercial operations and scale
[25:10] Jay Baxter on challenges facing independent dealers
[28:59] Peter Greenberg on competition and private label strategy
[37:21] Rick Benton II on culture and industry evolution
Resources mentioned in this episode:
ITDG (Independent Tire Dealers Group LLC)Jeff Webster LinkedInTake Ten Tire & ServiceLex Brodie’s Tire CompanyMontana Tire Distributors Inc.Youngblood Auto & TireJay Baxter LinkedInDelaware Tire CentersCity Tire CompanyRick Benton II LinkedInBlack’s Tire ServiceTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“You just never know where you’re gonna run across the same people, it’s a great family of people.”“It’s the difference between competing and succeeding and thriving.”“When we come together, we’re a really big fish; it’s hard to beat us.”“As an independent, you’re faced with private equity getting bigger, how do you compete?”“It’s not just about making a living, it’s about making a difference.”Action Steps:
Join or evaluate a dealer network to immediately increase buying power and reduce cost per tire, independent tire shop owners who stay isolated are overpaying.Audit your current supplier pricing and compare it against group purchasing benchmarks to identify margin leakage.Diversify revenue streams by adding commercial services, mobile support, or complementary automotive offerings to stabilize cash flow.Build relationships with other operators in your market or network to share strategies, vendors, and operational efficiencies.Develop a private label or alternative tire strategy to regain pricing control and protect margins from manufacturer restrictions. -
Phil Carpenter is the Director of Operations at Urban Autocare and Avalon Motorsports, overseeing seven locations in the Denver, Colorado area. He began his career as a technician and became the first employee in what was once a two-person shop, eventually helping grow the business into a 55-person operation.
His experience spans every stage of scaling an auto repair shop; from turning wrenches to leading teams, building systems, and managing multi-location complexity. That progression gives him a grounded perspective on what actually breaks, evolves, and demands attention as shops grow beyond a single location.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
Growth doesn’t fail loudly at first. It slips in through divided attention, stretched leadership, and roles that multiply faster than the team can support.
Scaling an auto repair shop introduces a different kind of pressure, one that doesn’t show up in car count or revenue reports. It shows up in managers juggling three roles, in culture that starts to drift, and in decisions that carry more weight than they did at one location. The systems that once worked stop holding, and the habits that built the business begin to limit it.
This conversation centers on what actually changes as a shop grows. The shift from technician to leader, the cost of trying to do everything at once, and the reality that profitability is what allows a business to stand behind its work when things go wrong. Scaling an auto repair shop demands sharper focus, stronger systems, and a clear understanding of where leadership attention belongs.
Here’s a glimpse of what you’ll learn:
[01:15] Background and introduction of Phil Carpenter
[02:39] Early career path and entry into the automotive industry
[04:15] Building culture through care and accountability
[07:16] Early challenges and stagnant growth in the first location
[10:57] Transition from technician to advisor and manager
[14:40] Operational strain from wearing multiple roles
[20:33] Profitability as a foundation for stability and customer care
[22:50] Leadership framework: execution, preparation, and review
[26:48] Personal background and life outside the shop
Resources mentioned in this episode:
Phil Carpenter on LinkedInUrban Autocare WebsiteAvalon Motorsports WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“I can be a very good technician and I can be a very good service advisor, but I cannot do them at the exact same time.”“We know how to take care of people, and we’re going to do that really, really well.”“We can love and care about you, but that doesn’t mean that we don’t expect you to do a really good job.”“If we’re not running our businesses soundly and with profit, we start squeezing pennies and stop standing behind what we do.”“Feedback is a gift.”Action Steps:
Audit current roles across your team and eliminate overlap where one person is carrying multiple critical functions. Divided attention is one of the fastest ways scaling an auto repair shop breaks down operationally.Define clear accountability standards for each role and enforce them consistently. Culture weakens when expectations stay informal.Review profitability at a granular level. Margin is what allows the business to take care of customers without hesitation when mistakes happen.Identify one process that worked at a single location and stress-test it across multiple locations. Systems must evolve as complexity increases.Build a leadership habit of preparation and review. Go into key conversations with intent, then evaluate performance immediately after to improve the next decision. -
Adam Dixon is the Director of Operations at Urbs Garage, a multi-location auto repair business serving the Cincinnati and Northern Kentucky markets. He built his career from the ground up as a technician before moving into leadership, where he developed and implemented scalable systems that drive consistent performance across locations. His hands-on experience across dealerships, independent shops, and multi-store operations gives him a practical, execution-first perspective on what actually works in the bay.
Today, Adam is known for turning underperforming locations into high-revenue operations by focusing on process, speed, and accountability. His approach to strategies to grow an auto repair shop centers on operational discipline rather than marketing spend, proving that growth is built through execution, not theory.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
Most shops don’t stall because they lack ideas. They stall because execution breaks under pressure.
Revenue leaks out in the space between inspection, communication, and approval. Cars sit too long before being checked. Customers wait too long to hear back. Decisions get pushed later into the day, and with that delay comes hesitation, lost trust, and missed sales. The industry continues to push marketing and expansion as the solution, yet the real constraint lives inside the shop’s daily workflow.
This episode shifts the focus back to what actually drives growth; speed creates confidence, clarity increases approvals, and consistency compounds results. The operators who scale are not chasing tactics, they are controlling the flow of work, removing friction, and building systems that perform every single day.
Here’s a glimpse of what you’ll learn:
[01:15 ] Introduction of Adam Dixon and Urbs Garage
[01:31] Early interest in fixing things and technical curiosity
[07:15] Transition from dealership environment to independent shop
[09:52] Learning operational processes and identifying inefficiencies
[13:05] Attempted business acquisition and corporate transition
[14:28] Joining Urbs Garage and stepping into leadership
[17:54] Importance of mindset and saying yes to customers
[19:08] Marketing strategy differences across locations
[20:17] Rebuilding trust in underperforming shop locations
[21:27] Managing and optimizing digital marketing spend
[24:09] Customer attrition and need for consistent acquisition
[25:12] Speed to sale and importance of fast vehicle inspection
[27:15] Personal philosophy on accountability and follow-through
[28:37] Personal interests and hobbies outside the business
Resources mentioned in this episode:
Urbs Garage & Tire LinkedInUrbs Garage WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“Just changing processes, just how they did things.”“You have to say yes.”“Plant the seed of confidence in the customer that they’re always going to call Urbs Garage when they have a problem.” “You’ve got to get the car checked out really fast.”“You don’t want to have the customer have the doubt that they’re going to get the car back today."Action Steps:
Audit your check-in-to-diagnosis time. Set a standard that every vehicle gets inspected within the first hour to eliminate hesitation and increase approval rates.Train your team to present findings early in the day. Speed to communication directly impacts close rate and customer confidence.Standardize your workflow across all locations. Consistent processes create predictable outcomes and are foundational to effective strategies to grow an auto repair shop.Shift your focus from lead generation to conversion efficiency. Increasing approval rates on existing car count drives faster revenue growth than adding new traffic.Build a “say yes” culture at the front counter. Confidence at first contact sets the tone for the entire customer experience and drives repeat business. -
David Manley is the Managing Editor of Tire Business, where he covers the trends, policy shifts, and operational challenges shaping the tire and automotive repair industry. With more than two decades in journalism across photography, writing, and editing, he brings a well-rounded perspective on how industry changes impact shop owners on the ground.
His work consistently highlights the growing tension around right to repair in auto repair, giving operators a clearer understanding of how legislation, technology, and manufacturer control are reshaping what independent shops can and can’t do.
In this episode…
Control over the repair process is quietly shifting away from independent shops. What used to be a straightforward job now stops at the final step because access is blocked, not because capability is missing. Shops can complete the work, but can’t finish it.
The core issue sits inside right to repair in auto repair. Vehicle data, software access, and manufacturer restrictions are redefining ownership. Customers believe they own their vehicles, but access limitations tell a different story. That gap is where frustration builds and where shops start losing ground.
The pressure doesn’t stay inside the industry, it moves directly to the customer. Higher costs, longer wait times, and forced dealership visits become the new normal. Right to repair in auto repair shifts from a policy conversation to a daily operational problem that affects revenue, workflow, and customer trust.
Here’s a glimpse of what you’ll learn:
[01:15] David Manley’s role and industry perspective
[03:17] Career background and transition into Tire Business
[06:22] Key challenges currently impacting the tire industry
[08:44] Lack of awareness surrounding right to repair
[10:00] How restricted access is redefining vehicle ownership
[13:46] Cost and service delays driven by repair limitations
[14:56] Tesla’s approach to open repair information access
[16:11] The role of vehicle data, safety, and manufacturer control
[18:33] ADAS limitations and implications for third-party service
[20:23] Importance of reporting real-world repair access issues
[24:02] Urgency for industry-wide awareness and action
[24:47] Personal conversations and closing statements
Resources mentioned in this episode:
David Manley LinkedInTire Business WebsiteGain Traction Podcast Episode #176: Right to Repair: The End of DIY Car Maintenance?Tire Industry Association (TIA)Specialty Equipment Market Association (SEMA)TIA Right to Repair: Report your IssueTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“Shops can complete the repair, but just can’t turn off the check engine light.”“The consumer should be able to get their product fixed where they want.”“Access is going to be restricted, and it’s happening in small ways right now.”“It becomes a price issue and a time issue for the customer.”“You’re connected to the manufacturer long after you buy the vehicle.”Action Steps:
Audit recent repair jobs where your team couldn’t complete the work due to access restrictions and document the exact limitation.Train your advisors to clearly explain right to repair in auto repair to customers so they understand why delays or referrals happen.Start reporting specific access issues through industry channels like TIA to contribute real-world examples that influence legislation.Evaluate how often dealership referrals are increasing and track the revenue impact tied to incomplete jobs.Position your shop as an advocate for customer choice by educating your audience on right to repair in auto repair through content, conversations, and in-store messaging. -
Nick Fox is a Pro Service Coach and Facilitator with Elite Worldwide and a former multi-location auto repair shop owner. After helping grow and operate his family’s automotive service business for more than a decade, Fox sold the operation and transitioned into coaching independent shop owners across North America. His work centers around helping operators improve leadership, operations, and profitability through structured collaboration and shared learning.
Today, Fox works directly with independent operators through auto shop owner peer groups, helping them compare strategies, challenge assumptions, and solve real business problems alongside other experienced shop owners. His perspective combines firsthand shop ownership with years of facilitating leadership discussions among some of the most growth-focused operators in the automotive industry.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
Running an auto repair shop places enormous pressure on leadership. Owners make financial decisions, manage employees, solve operational problems, and plan long-term growth, often without trusted advisors who understand the realities of the automotive aftermarket.
That isolation explains the rise of auto shop owner peer groups across the industry. These groups give operators a place to share real numbers, discuss operational challenges, and learn from people running similar businesses. The conversation with Nick Fox reveals how these environments accelerate leadership development and decision-making in ways that traditional business advice rarely achieves.
Fox explains how structured collaboration between shop owners creates a powerful feedback loop. Operators bring real problems to the table, receive direct input from peers who have already navigated those challenges, and leave with solutions that impact staffing, workflow, and customer experience. For many leaders, auto shop owner peer groups function like a board of directors built specifically for independent repair businesses.
Here’s a glimpse of what you’ll learn:
[01:15] Background on Nick Fox and his role at Elite Worldwide
[01:51] Nick Fox shares his transition from shop ownership to coaching
[03:44] How peer groups shaped Nick Fox’s leadership development
[05:53] Key differences between one-on-one coaching and peer group collaboration
[09:33] Overview of Elite Worldwide’s master meeting structure
[11:56] How host shop visits create operational feedback and accountability
[18:09] Membership criteria and entry points for Elite Worldwide peer groups
[20:16] How members are grouped based on business size and goals
[21:04] Ways members connect and collaborate beyond their core group
[24:39] Closing reflections and personal recommendations
Resources mentioned in this episode:
Nick Fox on LinkedInElite Worldwide WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“Life changing.”“I personally prefer a peer group setting because I don’t get only one opinion, I get numerous opinions.”“It’s almost like having your own board of directors to bounce anything you want off of them.”“Being an entrepreneur or a business owner can be very lonely.”“Eighty minds is a lot better than one mind.”Action Steps:
Build a leadership sounding board. Strong operators surround themselves with people who challenge their thinking. Auto shop owner peer groups create structured environments where owners review decisions, financial strategies, and operational challenges with experienced peers.Compare operational systems with other shops. Workflow bottlenecks, service advisor processes, and customer experience systems improve quickly when shop owners see how other successful operators run their businesses.Bring real problems to the table. High-performing peer environments focus on real numbers, real staffing challenges, and real operational constraints. Honest conversations lead directly to practical solutions.Treat leadership development like a business investment. Shop owners invest heavily in equipment, tools, and technology. Leadership development delivers the same level of return when operators actively learn from other experienced shop owners.Expand your professional network inside the industry. The strongest operators maintain relationships with other shop leaders who openly share best practices, industry insights, and operational lessons learned. -
Matt Gibbons is the Sales Director at Ozarko Tire Centers, one of the largest commercial tire distributors in Missouri and Arkansas, operating 12 locations and multiple retread facilities. With more than a decade of experience in the commercial tire industry and previous roles working with Michelin North America, Gibbons has built his reputation helping fleets improve operational performance through smarter tire strategies and disciplined maintenance programs. His work focuses on helping operators reduce fleet tire costs by shifting the conversation away from purchase price and toward long-term performance metrics.
At Ozarko Tire Centers, Gibbons leads teams that consult with trucking fleets across the region on tire programs, cost-per-mile analysis, and preventative maintenance systems designed to reduce fleet tire costs while improving uptime and operational reliability.
EPISODE SPONSOR
This episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.com
In this episode…
Cheap tires feel like a smart business decision on the surface. The invoice is lower. The purchase looks efficient. The problem appears later on the highway.
One fleet spent $2.8 million on roadside tire failures in a single year, driven entirely by preventable tire issues. That reality exposes a hidden operational blind spot across the trucking industry: most fleets measure tire cost by purchase price instead of cost per mile.
Matt Gibbons explains why that single mistake quietly drains profit from fleets across the country. Tires that fail early create emergency road calls, driver downtime, missed deliveries, and operational disruption that rarely gets tied back to the original purchase decision.
Shop owners and tire dealers who understand this shift hold a strategic advantage. Operators looking to reduce fleet tire costs stop thinking like buyers and start thinking like fleet managers. The difference shows up in uptime, service revenue, and long-term customer relationships.
Here’s a glimpse of what you’ll learn:
[01:02] Mike Edge introduces Matt Gibbons and Ozarko Tire Centers
[02:16] Matt Gibbons’ unexpected path into the commercial tire industry
[08:17] How Ozarko Tire Centers expanded into a multi-location commercial operation
[11:20] The scale of Ozarko’s sales force, service operations, and retread facilities
[12:04] Tariffs, inflation, and pricing pressure across the commercial tire market
[13:01] The biggest operational mistakes fleet managers make with tire programs
[16:24] Why premium tires often deliver stronger ROI than cheaper alternatives
[17:10] Understanding cost-per-mile and why most fleets calculate it incorrectly
[19:09] The hidden risks of buying cheap tires without performance tracking
[20:27] How roadside service calls impact fleet profitability and uptime
[21:58] A real-world example of millions spent on preventable tire failures
[23:56] How proactive tire programs dramatically reduce roadside breakdowns
[28:28] Challenging industry habits and the danger of “the way we’ve always done it”
Resources mentioned in this episode:
Matt Gibbons LinkedInOzarko Tire Centers WebsiteOzarko Tire Centers LinkedInTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“You can’t buy cheap and get ahead in the tire business.”“Most people think cost-per-mile is what they paid for the tire, but that isn’t the real cost.”“The longer a tire stays on the truck, the more money that fleet saves.”“If we can prevent those tire failures before they leave the yard, we’ve just saved the customer hundreds of dollars per road call.”“Since when did the status quo become the standard by which we operate?”Action Steps:
Start tracking tire cost per mile immediately.Audit fleet tire failures and roadside service calls.Build preventative lot checks into your service workflow.Shift customer conversations toward long-term tire strategy.Challenge the “cheap tire” buying mindset. -
Eddie Butler is the owner of Butler Automotive, a multi-location auto repair business based in Augusta, Georgia. Raised in a family garage environment, he combined hands-on shop experience with formal business education to steadily expand operations over several decades while maintaining financial discipline and brand consistency; a real-world example of auto repair business longevity.
Under his leadership, Butler Automotive focused on controlled expansion, consistent marketing investment, internal talent development, and long-term operational stability. His approach reflects a measured growth philosophy built on sustainability rather than rapid scale.
In this episode…
Auto repair shops close every year because growth without discipline burns cash, weakens culture, and erodes brand trust. Rapid expansion grabs attention, yet staying power comes from steady decisions repeated over decades. The industry now faces higher equipment costs, evolving vehicle technology, workforce shortages, and fragmented marketing channels.
Multi-location operators recognize the pressure to grow while protecting profitability and culture. Real auto repair business longevity demands consistency in branding, careful capital decisions, and leadership that prioritizes people development alongside operational performance.
Here’s a glimpse of what you’ll learn:
[01:06] Background and introduction to Eddie Butler
[01:41] Early exposure to automotive repair environment
[03:41] Post-college business strategy and operational direction
[05:36] Expansion timeline across multiple shop locations
[06:31] Owning real estate and equipment to reduce financial risk
[07:19] Promoting younger managers and workforce observations
[11:52] Internal talent development and long employee retention
[15:02] Leadership philosophy on adaptation and long-term success
[17:40] Branding consistency and transition toward digital marketing
Resources mentioned in this episode:
Eddie Butler LinkedInButler Automotive WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“Success is not final, but failure is not fatal.”“It’s a completely different business today than what we were in 25 or 35 years ago.”“We never missed a month of advertising since 1988.”“You have to be willing to adapt.”“Family businesses are pretty dynamic.”Action Steps:
Commit to a consistent marketing cadence that reinforces brand recognition year-round.Prioritize ownership of key assets and control debt to strengthen auto repair business longevity.Promote younger managers early and train internally to build leadership continuity.Evaluate expansion timelines based on financial stability rather than market hype. -
John Kairys is the Executive Director of the Automotive Aftermarket Charitable Foundation, bringing more than 40 years of experience across retail, wholesale, franchising, and distribution in the automotive aftermarket. He now leads efforts focused on providing financial assistance and support to industry professionals facing personal hardship.
Orlando Mangual is the owner of Mangual Enterprises and a multi-location Tuffy Tire & Auto operator, growing his business to multiple stores through a people-first leadership approach. His background in training and organizational development shaped his strategy for building scalable, team-driven operations.
Kyle Suffoletto is a multi-store operator with Tuffy Auto Service Center, overseeing locations across multiple states while focusing on operational growth and franchise collaboration. With a background in management and marketing, he has helped expand his family’s automotive business into a growing regional network.
Julio Trinidad is a longtime Tuffy Auto Service Center franchise owner based in Florida, operating his location for more than a decade while maintaining a hands-on approach with customers and team members. His career reflects a commitment to community-focused service and owner-led business culture within the franchise network.
In this episode…
Growth in today’s aftermarket demands more than adding bays or signing leases. The operators who continue expanding understand structure, leadership discipline, and shared intelligence are competitive advantages. Independent shop ownership delivers freedom, but scale demands systems, collaboration, and accountability. That tension defines the future of auto repair franchise growth.
This series of conversations cut through surface-level success stories and expose the realities behind multi-location expansion. Economic downturns forced reinvention. Military service shaped leadership philosophies. Franchise systems created strength without sacrificing autonomy. The conversation centers on mindset; transparency, communication, and the willingness to pivot, because sustainable auto repair franchise growth rests on operational clarity and cultural alignment, not luck.
Here’s a glimpse of what you’ll learn:
[01:23] John Kairys on AACF’s mission and industry responsibility
[09:29] Orlando Mangual on scaling from one store to ten
[16:15] Kyle Suffoletto on franchise structure and collaborative growth
[21:45] Julio Trinidad on owner visibility and franchise culture
Resources mentioned in this episode:
John Kairys’ LinkedInAACF WebsiteTuffy Tire & Auto Service WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“This job checks those two boxes very thoroughly; passion and purpose.”“Transparency, communication, and pivot.”“It doesn’t matter what it is in life that you want to do. You just have to put your heart to it and go after it.”“I didn’t fail, I learned.”“When you join a franchise, you own your business, but you’re not out there alone.”Action Steps:
Audit your leadership language this week. Replace vague directives with clear standards built around transparency, communication, and pivoting when performance stalls.Schedule a quarterly peer roundtable with other operators. Shared intelligence accelerates auto repair franchise growth faster than isolated decision-making.Identify one operational bottleneck limiting expansion and assign ownership to a leader with measurable outcomes tied to execution.Strengthen employee communication systems. Multi-location growth collapses without consistent messaging and cultural alignment.Create a three-year expansion roadmap that defines capital allocation, talent development, and acquisition criteria before pursuing the next location. -
Tony Gonzalez is the Chairman, Founder, and CEO of Tire Group International (TGI), a global tire distribution and manufacturing company behind Cosmo Tires. His career traces back to a multigenerational tire business rooted in the 1940s, giving him decades of hands-on experience in product development, brand positioning, distribution, and dealer partnerships across the automotive aftermarket.
Known for challenging conventional pricing battles, Gonzalez speaks directly about how value tire brands compete, focusing on product confidence, warranties, marketing consistency, and long-term dealer relationships rather than chasing the lowest price.
In this episode…
Price wars dominate the tire industry conversation, yet constant discounting erodes margins, weakens brand equity, and trains customers to expect cheaper options. Tire dealers face pressure from online competitors, national chains, and aggressive private-label programs that reshape buying behavior.
Tony Gonzalez breaks down how value positioning changes the game. Brand trust, warranty support, product innovation, and consistent messaging define how value tire brands compete today. Shops that understand this shift protect profitability, strengthen customer loyalty, and build more resilient multi-location operations.
Here’s a glimpse of what you’ll learn:
[01:00] Introduction of Tony Gonzalez and his role at Tire Group International
[02:37] Family tire business origins and early industry exposure
[06:03] Cultural background shaping business mindset and values
[10:07] Launch of Tire Group International and development of Cosmo Tires
[13:34] How dealers connect with the brand and distribution channels
[15:49] Building a value tire brand without competing solely on price
[18:03] Warranty strategy and its impact on customer loyalty
[20:13] Early warehouse work shaping leadership perspective
[24:46] Importance of storytelling, branding, and cultural influence
[33:26] Creation of the Kool Kat mascot and brand identity evolution
Resources mentioned in this episode:
Tony Gonzalez LinkedInTire Group International WebsiteGet in touch with Cosmo TiresTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“We’re a value-driven brand, but we’re not in the market of competing solely based on price.”“We give road hazard on all of the products we sell, and we stand behind them immediately.”“The goodwill you get by giving that kind of warranty and guarantee is next to none.”“Know what you’re worth and make sure you’re not wrong.”“We really take pride in our marketing and how we represent our brand.”Action Steps:
Audit tire lines carried in every location and identify where stronger warranty-backed brands improve margins and customer trust.Train service advisors to explain product value clearly; customer confidence rises when the conversation moves beyond price alone.Study how value tire brands compete and apply similar positioning to shop branding, service packages, and customer messaging.Strengthen supplier relationships that provide marketing support, training, and consistent product quality to stabilize long-term growth.Review warranty communication at the counter; transparent guarantees drive repeat business and referral momentum. -
Mitch Bruneel serves as President of Retail Operations at Gill’s Point S Tire, where he focuses on employee development, customer experience, and operational growth within a family business rooted in the tire industry for generations. His leadership reflects a commitment to collaborative learning and the shared culture that defines the Point S dealer community.
Walter Lybeck is CEO of Point S Tire USA, helping lead the cooperative’s national growth strategy, dealer branding initiatives, and member support programs. His leadership emphasizes collaboration, family-driven culture, and leveraging collective scale to strengthen independent tire dealers across the U.S.
Patrick Lavoie oversees the retail network for Point S Tire Canada, supporting more than a thousand stores through operational programs, performance initiatives, and cross-market collaboration. Known for his competitive drive and focus on sales performance, he helps shape retail standards and growth strategies across the Canadian network.
David Priddy owns David’s Discount Tire in Oklahoma and has been an active Point S member for nearly a decade. With deep roots in the tire business, he emphasizes buying power, industry collaboration, and customer trust as key drivers behind sustained business growth and community reputation.
Mickie Hall owns Point S American Tire in Gallup, New Mexico, stepping into leadership after inheriting the business unexpectedly. Through operational guidance, coaching programs, and strong team culture, she successfully expanded performance and profitability while honoring her family’s legacy in the tire industry.
Polo Rodriguez Jr. co-owns Rodriguez Point S Tire & Service in Texas and serves as Vice Chair of Point S Tire USA. He focuses on growth strategy, operational excellence, and industry leadership while advocating for customer-first values and collaborative dealer success across the network.
Ron Preston owns Tredz Central Point S in Nebraska and brings decades of tire industry experience, including leadership in cooperative business models. His operations have seen consistent annual growth, supported by strong dealer relationships, shared best practices, and cooperative buying advantages.
Nico De Rouwe is Managing Director of Point S South Africa, overseeing a large network of locations and championing collaborative business models that help independent dealers compete with major corporate chains. His leadership stresses international cooperation, long-term stability, and family-oriented business continuity.
In this episode…
Independent tire dealers face rising consolidation, aggressive national branding, and shifting customer expectations that demand consistency across locations. Standing alone limits leverage in purchasing, marketing, and operational benchmarking. Cooperative alignment continues reshaping how multi-location operators scale without sacrificing local identity.
Recognition from Consumer Reports placing the network among the top tire retail experiences in the United States reinforces the impact of collaboration, operational standards, and shared brand equity. The Point S tire dealer network illustrates how collective strategy strengthens profitability, credibility, and long-term sustainability in a rapidly evolving automotive aftermarket.
Here’s a glimpse of what you’ll learn:
[01:27] Mitch Bruneel on operations, culture, and dealer collaboration
[05:50] Walter Lybeck on cooperative growth and brand credibility
[10:50] Patrick Lavoie on network scale and performance alignment
[14:49] David Priddy on buying power and independent competitiveness
[19:08] Mickie Hall on leadership transition and profitability growth
[25:02] Polo Rodriguez Jr. on expansion goals and organizational direction
[29:33] Ron Preston on annual business growth through cooperation
[33:22] Nico De Rouwe on international dealer collaboration
Resources mentioned in this episode:
Mitch Bruneel LinkedInWalter Lybeck LinkedInPatrick Lavoie LinkedInDavid’s Discount Tires WebsitePoint S American Tire Gallup WebsiteRodriguez Point S Tire & Service WebsiteTredz Central Point S WebsiteNico De Rouwe LinkedInPoint S Tires WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:
“Even though we’re, you know, hundreds of miles apart, we all have the, you know, same goals, the same ideas.“My goal is to finish one, number one, for sure. So I will do anything to accomplish that goal.”“So to me, joining a company like Point S gave me the assurance that my sons will be all right, even if something happens to me.”“Buying power is probably the best part of being cooperative.”“Our business has grown about 30% a year.”Action Steps:
Assess cooperative affiliations such as the Point S tire dealer network to increase buying leverage, operational support, and national brand credibility.Standardize customer experience processes across all locations to strengthen trust, improve retention, and elevate brand perception.Leverage peer networks for benchmarking, shared insights, and leadership development to accelerate performance improvements.Invest in operational coaching and financial performance reviews to identify profit leakage and drive measurable growth. - Show more
