Gain Traction

Mike Edge
  • 4.2 (5)
  • Entrepreneurship
  • Updated Weekly

The Gain Traction Podcast features top tire and auto repair professionals, shop owners, industry executives, and thought leaders.

  1. 39m ago

    How Empathy Is Transforming the Auto Repair Experience

    Tara Conlin is a service manager and operator at Mango Automotive, an eight-location auto repair group serving Arizona, New Mexico, and Texas. She began her automotive career at age 18 and spent most of it as a service advisor before moving into leadership. At Mango Automotive, she grew one location while developing a people-centered approach to customer service in auto repair. In this episode… Vehicle repairs rarely feel like neutral transactions. Customers arrive concerned about transportation and unexpected costs. A cold reception adds to that stress before anyone inspects the vehicle. The old gruff, transactional service model no longer matches the expectations customers bring to today’s repair shops. Every employee departure also puts a familiar customer relationship at risk. Multi-location operators need consistent leadership that supports advisors, strengthens technician morale, and gives customers a reason to trust every location. A polished lobby helps set the tone, but the experience depends on the people running the shop. Conlin treats empathy as an operating practice that shapes customer conversations and gives employees room to address problems before those problems affect the team. Here’s a glimpse of what you’ll learn:  [01:09] Tara’s transition from service advisor to shop manager [03:12] Understanding the personal stress behind a customer’s vehicle repair [09:12] How service advisor turnover affects customer trust [14:27] Making repair visits less stressful through a welcoming environment [18:52] Building a team that supports each other through difficult days [22:36] How a childhood book shaped Tara’s perspective on adversity [25:16] Tara’s experience as a woman leading an automotive team Resources mentioned in this episode: Tara Conlin on LinkedInMango Automotive WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “These are people's livelihoods sometimes, right?”“A lot of customers really like that show and tell experience where they feel like they're a part of the process and not just, you know, getting the information second hand.”“One of the big contributors to what I feel like is my success is the culture and morale that we built.”“I, you know, I want them to feel like they are supported and that, you know, their work has value, they as a person have value.”Action Steps: Standardize the opening interaction. Set a location-wide expectation for customer service in auto repair that covers the greeting and the timing of the next update.Use explicit trust handoffs. When a customer’s preferred advisor is unavailable, introduce the replacement by name and state your confidence in that person.Assign a daily front-of-house reset. Check the floors, seating, refreshments, and overall comfort before opening each location.Schedule short weekly check-ins with advisors and technicians. Record one current obstacle and assign a clear next step before ending the conversation.Make visual inspections part of the customer experience. Bring customers into the shop safely or use photos to show the work instead of relying only on secondhand explanations.

    How Empathy Is Transforming the Auto Repair Experience

  2. Sep 9

    Why Busy Tire Shop Counters Shouldn’t Answer Every Call

    Jeff Deans is Vice President of St. Lucie Battery & Tire, an 18-location tire and automotive service company based in Florida. His operating experience covers tire shop customer service, centralized phone support, reputation management, customer retention, and multi-location growth. During the company’s expansion, St. Lucie Battery & Tire built a six-person call center to handle advertised phone lines, appointment scheduling, and customer follow-up. Deans also works on the shared services and technology required to support further growth. In this episode… Busy service counters divide an advisor’s attention between the customer in the store and the caller on the phone. St. Lucie Battery & Tire addresses this conflict with a six-person call center that answers tire questions, manages appointments, and follows up with customers while store advisors remain focused on face-to-face service. Deans connects this approach to a broader view of tire shop customer service. Advisors need to avoid judging customers by their vehicles, take ownership of service problems, and recommend tires based on driving habits and long-term value. The same discipline guides expansion as the company strengthens its technology and shared services before adding locations. Here’s a glimpse of what you’ll learn:  [03:12] Customer acquisition in a growing tire retail market [06:50] Centralized call handling and front counter service [13:11] AI-assisted sales coaching for tire retail teams [15:55] Tire recommendations based on driver needs and vehicle requirements [18:34] Resolving service issues and restoring customer trust [27:41] Building operational capacity for multi-store expansion Resources mentioned in this episode: Jeff Deans on LinkedInSt. Lucie Battery & Tire WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “You give what they need on the phone, they’re going to come in to see you.”“We take every opportunity with every customer real serious, and we try and capitalize and make the most of it.”“When something doesn’t go right, just put it in a headlock.”“And once they understand that they are important to you, it becomes an us against the problem type situation instead of them against us, even though we’re there to fix it.”Action Steps: Measure counter interruptions. Track call volume, abandoned calls, and interrupted customer conversations during one full shift.Assign phone ownership. Route calls to a dedicated employee or centralized team with access to scheduling, pricing, and inventory.Protect tire shop customer service. Keep advisors focused on active repair discussions instead of routine phone coverage.Review capacity before expanding. Resolve gaps in staffing, technology, and shared services before adding another location.

    Why Busy Tire Shop Counters Shouldn’t Answer Every Call

  3. Sep 2

    Auto Shop Growth Through a Neighborhood-First Strategy

    Bryan Kauffeld is a second-generation operator at Ulmer’s Auto Care Center, a family-owned automotive repair business with 11 locations across Greater Cincinnati and Northern Kentucky. His father purchased the original two-bay service station in 1981. Kauffeld joined the company after studying finance and management at Purdue University. He spent about 18 years at the counter in Anderson Township before moving into broader leadership. His experience growing an auto repair business now covers site selection, team development, and customer service across multiple locations. In this episode… Most shop operators begin a location search by looking for the busiest road. Ulmer’s starts with the number of households surrounding a property. Bryan Kauffeld looks for locations within walking or short driving distance of roughly 15,000 to 20,000 single-family homes. Proximity makes auto repair more convenient, customers avoid fighting traffic, and each Ulmer’s location gains access to the car count already living nearby. Convenience brings customers through the door, but service earns the return visit. Kauffeld focuses on memorable first and second visits because neighbors share their experiences and follow recommendations from people they trust. Growing an auto repair business also requires leaders who can protect the customer experience without the owner at the counter. Ulmer’s managers and service advisors receive the authority to solve problems, keeping service consistent as the company adds locations. Here’s a glimpse of what you’ll learn:  [01:49] How a two-bay shop became the family business [03:40] Why Bryan joined Ulmer’s and opened a second location [06:43] How stepping away from the counter unlocked growth [10:19] Why rooftops matter more than road traffic [13:57] How memorable service creates neighborhood referrals [17:46] Why employee support and autonomy reduce turnover [23:36] Making “do the right thing” an operating principle Resources mentioned in this episode: Bryan Kauffeld on LinkedInUlmer’s Auto Care Center WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “We like to be in the middle of a neighborhood.”“Neighbors tend to talk.”“We do what I think is an exceptional job of wowing customers, especially on their first and second visit.”“It doesn’t matter what that decision cost us.”“There’s plenty of room to grow here.”Action Steps: Transfer one owner-held decision. Choose a recurring front-counter decision and assign it to a manager tomorrow. Review the outcome without taking the authority back.Give advisors customer-recovery authority. Write down the default: take care of the customer. Treat later reviews as coaching conversations rather than approval checkpoints.Audit the first two visits. Review 10 recent new-customer repair orders. Identify where communication, transportation, or personal attention fell short, then correct one step this week.Create a neighborhood location scorecard. Measure each prospective site by nearby single-family homes, neighborhood access, and customer convenience. Give passing traffic a supporting role rather than making it the entire strategy.Protect front-counter continuity. Growing an auto repair business requires customers to trust more than the owner. Identify the advisor who already carries strong customer relationships and schedule a focused conversation about the support needed to keep that person.

    Auto Shop Growth Through a Neighborhood-First Strategy

  4. Aug 26

    From 1 to 5 Tire Shops on Handshake Deals

    Tannin Cash is the owner of Delta Tire, a five-location tire business in New Mexico with more than 50 employees. He entered the industry at 23 after purchasing his first shop with his brother while enrolled in an engineering program. His experience scaling a tire shop business includes owner-financed acquisitions, multi-store operations, and the development of tire-focused management software. In this episode… Delta Tire’s first two location deals came directly from owners who carried the financing. The first purchase followed an informal conversation with the shop owner. The second took eleven months of steady follow-up before Cash secured a lease with an option to buy. Relationships opened the door, while persistence and a strong service reputation moved each deal forward. The harder problem surfaced as the company expanded. Cash and his brother launched ventures outside the shops, creating distractions that competed with the core operation. Adding more stores demanded tighter priorities and repeatable systems across every location. That operating discipline matters as tire retail adopts new software and shop technology at a faster pace. Cash’s work with a tire-focused management platform turned new-location setup into a repeatable process and gave Delta Tire a consistent structure for continued growth. Here’s a glimpse of what you’ll learn:  [01:15] How Tannin Cash bought his first tire shop [04:50] How Delta Tire grew from one location to five [09:56] Why outside ventures distracted from tire shop growth [12:05] How tire-focused software supports multi-location operations [17:33] How SEMA connects technology, networking, and industry advocacy [24:18] What tire shop owners learn from industry peers [27:36] Why entrepreneurship can compete with a college education [31:37] Why developing employees makes tire retail rewarding Resources mentioned in this episode: Tannin Cash on LinkedInDelta Tire WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “You need to do your best, so always do your best.”“We can’t win at everything all at once.”“This industry is usually slow to move, but I feel like in the last five years, the tire industry is moving so quickly.”“The customers of tire shops are the best customers.”“We’ve got more than 50 people that work for us, and I love getting to work with the people, seeing them develop, seeing them grow.”Action Steps: Create a 12-month acquisition follow-up list tomorrow. Record each owner’s contact details, property status, and next outreach date.Ask sellers about owner-carried financing before assuming a bank-funded deal. Put the proposed down payment and repayment structure in writing.Run a distraction audit with the leadership team. Pause one venture that takes attention from the shops without improving store performance.Make scaling a tire shop business repeatable. Document the steps for launching a location inside the management system and assign one person to own the process.

    From 1 to 5 Tire Shops on Handshake Deals

  5. Aug 19

    Turn Your Business Into a System You Can Franchise

    Ron Ramy is the COO of Integrity 1st Car Pros, a bootstrapped automotive repair company operating 14 locations at the time of this conversation. He joined the company in 2020 when it had four locations, bringing experience in software, automation, data, and organizational growth from his earlier work at a real estate technology startup. Ramy has worked across departments to understand how the business operates and where stronger systems are needed. His work on franchising an auto repair shop has centered on documenting processes, developing leaders, and creating an operating model that someone outside the automotive industry can learn within 90 days. In this episode… An auto repair business does not become scalable simply by opening more locations. Growth exposes undocumented decisions, inconsistent hiring practices, compensation plans that break at higher revenue levels, and daily operations that still depend on the owner. The work of franchising an auto repair shop forces those hidden dependencies onto paper. Integrity 1st faced that pressure while converting its corporate-store experience into a franchise model. Recruiting shifted from judgment-based hiring to panel interviews, defined questions, checklists, and compensation ranges. Incentive plans also required redesign because structures built for stores producing $1 million to $1.5 million became unsustainable as revenue moved beyond $2 million. The franchise process also changed how leadership received feedback. Franchisees brought questions that revealed missing procedures, while employees closest to customers provided context that dashboards could not show. Ramy connects that openness to internal development, practical problem-solving, and a hiring philosophy built around character, charisma, and competency. Tires represent another operational opportunity for the company. They currently account for a smaller share of store revenue, but Ramy views the category as a durable service line with room for growth, especially as vehicle technology continues to change. Here’s a glimpse of what you’ll learn:  [01:23] How Ron Ramy entered the auto repair industry [06:32] Why franchising requires documented, repeatable business systems [14:53] Creating a business that can operate without its owner [18:02] Why tires represent an untapped growth opportunity [19:23] Why solving problems matters more than identifying them [21:58] How employee curiosity creates new leadership opportunities [29:11] Why character matters more than competency when hiring Resources mentioned in this episode: Tread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “Do I even have a system, or is my business mostly relying on discernment?”“Anytime the emotions are seven to 11, just don't make a decision.”“It's always going to reward the best solution.”“And at the end of the day, we are going to always be rewarded in direct proportion to the size or complexity of the problems we solve.”“So their feedback is extremely valuable, and obviously, you have to parse through the signal and noise of what they're saying.”Action Steps: Record every decision that requires owner approval for one week. Turn recurring decisions into written procedures with a clear trigger, responsible role, and expected result.Replace informal recruiting with a panel interview, a standard set of questions, a candidate scorecard, and defined compensation ranges for technicians and service advisors.Test incentive plans against stores producing $1 million, $2 million, and $3 million in annual revenue. Adjust payouts that become unbalanced as sales increase.Assess the operation for franchising an auto repair shop by giving documented procedures to a manager from another location. Track every point that still requires explanation or owner involvement.Hold a monthly frontline feedback review with general managers, advisors, and technicians. Record operational gaps, assign responsibility, and test proposed solutions inside a corporate location.

    Turn Your Business Into a System You Can Franchise

  6. Aug 12

    Why I Never Change the Name, Pay, or Hours

    Parham Parastaran is the founder of Left Lane Auto, an automotive service company operating 40 brands across 90 locations in 20 states. His career began in his family’s Car-X shop while he attended the University of Illinois. He later expanded the business into a 17-location portfolio that included independent tire stores. After selling the company he had built over 24 years, Parastaran watched nearly every employee leave within a year. That experience shaped his approach to employee retention after acquisition: preserve the local identity, protect established working arrangements, and earn the team’s support before introducing change. In this episode… Multi-location operators buy shops for their revenue, reputation, and experienced teams. The first push toward standardization often puts those assets at risk. Pay changes alter household income. Schedule changes disrupt family routines. A fast rebrand removes a familiar name that employees and customers already trust. Each additional location increases the pressure to impose a single operating model. That is the central challenge behind employee retention after acquisition. Left Lane Auto protects continuity while its leaders learn how each shop works. Operational changes begin after the local team understands the reason and supports the direction. Parastaran also explains how this philosophy shapes conversations with sellers. Owners receive flexibility in how they exit, remain involved, or retain a financial interest. The business follows strong shops and structures the transition around what keeps each operation stable. Here’s a glimpse of what you’ll learn:  [01:03] Parham Parastaran and Left Lane Auto [01:37] Building an automotive career from one family shop [07:40] Preserving local businesses after an acquisition [13:16] Lessons from losing a long-standing team [21:19] Balancing tire sales with mechanical service [23:27] Evaluating shops and speaking with sellers [26:10] Structuring flexible transitions for former owners [27:38] Expanding deal options through Bertram Capital Resources mentioned in this episode: Parham Parastaran on LinkedInLeft Lane Auto LLC WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “It’s the blessing of having nothing, so you have no choice.”“You know, you’re going to go backwards when you lose people.”“The things that I learned from the failures was that I don’t ever want to put ourselves in a cash position where we’re going back.”“We’ll follow good stores.”“We’ll find a way to say yes.”Action Steps: Build an employee retention checklist after an acquisition that records each person’s pay plan, regular schedule, tenure, and responsibilities before the handoff.Pause proposed compensation and scheduling changes until their effects on employees’ lives and store performance are documented.Meet with the store manager and longest-tenured employees to identify the routines, relationships, and local practices customers depend on.Keep the acquired shop’s local name while reviewing its customer recognition and community value with the existing team.Write the former owner’s post-sale role, decision authority, and exit timeline into the transition plan before announcing the acquisition.

    Why I Never Change the Name, Pay, or Hours

  7. Aug 5

    One Word: The Tire Shop Marketing That Built a Brand

    Ricky Ivey is the second-generation owner of Pueblo Tires & Service, a South Texas tire and automotive service company with 13 stores and a dedicated lube shop. His experience with tire shop marketing strategies spans decades of local advertising, brand development, store expansion, and operational growth. Ivey also brings long-standing industry involvement to the conversation. He has served on the Texas Tire Dealers Association board since the 1980s and encourages dealers to build relationships through associations, buying groups, and operators in other markets. In this episode… Independent tire dealers sell products that customers can find in many places. Recognition comes from giving people a clear reason to remember the business. Pueblo Tires & Service approached the problem by creating “Shampoozie,” a made-up word tied to the company’s promise of superior service. Building recognition required more than a memorable word. Pueblo placed the message across its advertising and kept funding marketing as media shifted from radio and television toward Google and social platforms. The expense remained visible every month, while the results took longer to measure. Multi-location growth added another layer. Procedures helped Pueblo create consistency across stores, property ownership gave the company more control over its locations, and a separate lube shop created room for oil-change demand without disrupting tire sales. Marketing still depended on the experience customers received at the counter because advertising carried little value without honesty and a protected reputation. Here’s a glimpse of what you’ll learn:  [01:21] Ricky Ivey and Pueblo Tires & Service [02:19] Development of the “Shampoozie” brand [07:29] Long-term investment in marketing [11:30] Pueblo Tires family business history [18:13] Operational systems supporting company growth [20:02] Business expansion and a $1 million loss [23:30] Development of a dedicated lube operation [26:31] Customer transparency and brand reputation [28:11] Industry associations and professional relationships Resources mentioned in this episode: Pueblo Tires & Service WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “You have to be really creative to sell tires because they’re kind of everywhere, especially nowadays.”“You have to pay attention to marketing, and it’s always changing.”“You can never, ever, ever recover your reputation.”“I lost $1 million in one year, and that was in 1992.”“You need to have some leverage over your properties.”“Get involved with your association, your buying groups, and get to know people in different markets.”Action Steps: Choose one service promise customers can remember and write a one-sentence definition for it. Review every location’s website, signage, social profiles, and printed materials for consistent use.Build tire shop marketing strategies into a 12-month calendar. Set the monthly budget as a fixed percentage of sales and assign the campaign, channel, owner, and review date before spending begins.Review recent customer complaints, declined work, and callbacks before increasing advertising. Correct unclear estimates, inconsistent inspections, and counter communication that puts the shop’s reputation at risk.Document one customer-facing process across all locations by tomorrow. Start with vehicle intake, inspection findings, estimate approval, or final delivery, then give each manager the same standard.Contact an industry association or buying group and schedule conversations with two dealers outside your market. Compare one operating process, one marketing expense, and one growth decision.

    One Word: The Tire Shop Marketing That Built a Brand

  8. Jul 29

    How One Tire Program Caps a Fleet's Costs Every Year

    Keith Redford is the Director of Fleet Operations at JAM Best-One Tire, a commercial tire and fleet service organization with locations across Michigan and Ohio. He began his commercial tire career at Belle Tire, moved into tire wholesale, and joined JAM in 2005. Redford brings more than two decades of experience to fleet tire management. His work focuses on controlling operating costs, strengthening preventive maintenance, and building service relationships that support fleets over the long term. In this episode… Commercial fleet customers need more than a shop that responds when a tire fails. They need a service partner who understands their operations, monitors spending, and recommends products that make sense for their equipment. Redford’s approach is built around predictability. A structured program gives fleet operators a clearer view of annual tire expenses and the maintenance decisions driving those costs. Regular account reviews compare spending with prior years and connect the numbers to changes inside the customer’s business. That creates a real tension for tire dealers. Good fleet tire management often means helping customers purchase fewer tires. Redford treats lower customer spending as the foundation of a longer relationship rather than a threat to immediate sales. Trust creates room for fleet growth, referrals, and deeper service partnerships. Consistent execution also depends on culture. Technicians, salespeople, and managers bring different skills to the operation, but no role succeeds on its own. The work ultimately supports drivers carrying goods and returning home safely. Here’s a glimpse of what you’ll learn:  [01:26] Career progression in commercial tire sales and fleet operations [03:43] JAM Best-One’s commercial tire business formation and growth [07:38] Extending national-account service standards to smaller fleets [12:01] Employee retention through a people-centered service culture [18:04] Commercial truck utilization as an economic indicator [20:26] Reducing fleet operating costs through long-term service partnerships [23:53] Applying a seek-to-understand leadership approach Resources mentioned in this episode: Keith Redford on LinkedInJAM Best-One Tire WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments: “We cannot be successful apart from one another because we all have different skill sets.”“At the end of the day, I want my people to know that they’re valued.”“Our job is much more important than that. It’s about people keeping people safe on the road.”“We’re looking for those 20-year relationships.”“The more we understand their business, the better we can help them.”Action Steps: Create a fleet tire management baseline by pulling the previous 12 months of tire and mechanical-service invoices for each fleet account. Separate recurring maintenance from unplanned replacements and identify the accounts with the largest spending changes.Schedule account reviews with key fleet customers. Compare current spending with the previous year, document operational changes, and agree on the next maintenance priority.Standardize a small-fleet service program across every location. Define inspection intervals, reporting expectations, product recommendations, and the person responsible for customer communication.Review handoffs between sales, technicians, and location managers. Assign ownership at each stage so recommendations reach the customer and approved work reaches the bay without delay.Measure the relationship beyond monthly tire sales. Track annual customer spending, maintenance consistency, account retention, and referrals to show the long-term value of the program.

    How One Tire Program Caps a Fleet's Costs Every Year
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About

The Gain Traction Podcast features top tire and auto repair professionals, shop owners, industry executives, and thought leaders.

Information

  • Creator
    Mike Edge
  • Years Active
    2021 - 2026
  • Episodes
    245
  • Rating
    Clean
  • Copyright
    © 2025, All Rights Reserved. Gain Traction Podcast.
  • Show Website
    Gain Traction

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