The Institute’s Leading Edge Podcast

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The Institute’s Leading Edge Podcast is where forward-thinking Automotive Service and Repair Shop Owners come to sharpen their skills, expand their knowledge, and gain an edge in today’s competitive market. Hosted by The Institute’s team of seasoned consultants and leaders with decades of real-world experience, you’ll get direct, actionable advice tailored to the unique challenges of running and growing an auto repair business. Each episode feels like a one-on-one coaching session. Whether it’s improving profitability, building stronger leadership skills, mastering marketing, developing your team, or planning for long-term success, you’ll find strategies you can implement right away. Have a question about your shop? Send it in, and we’ll answer it on the show.

  1. Ask Me Anything: How to Set a Labor Rate That Actually Reflects Your Value

    3D AGO

    Ask Me Anything: How to Set a Labor Rate That Actually Reflects Your Value

    191 - Ask Me Anything: How to Set a Labor Rate That Actually Reflects Your Value February 11, 2026 - 01:05:37 Show Summary: This AMA explains how to price labor fairly and profitably. Lucas and Cecil break down why book time often misses real world steps and shop friction. They argue shops should charge for full value, not fear being the highest priced option. The episode covers building confident service advisors through financial literacy and clear scripting. They outline how to defend diagnostic fees by separating testing from code scanning. They warn against routine discounts and show how underpricing destroys reserves and stability. The conversation closes with practical math for labor rates, technician pay, and productivity.   Host(s): Lucas Underwood, Shop Owner of L&N Performance Auto Repair and Changing the Industry Podcast   Guest(s): Cecil Bullard, Founder of The Institute   Show Highlights: [00:01:00] – Book time versus rate changes debate [00:02:10] – Why book time ignores real work [00:04:00] – Customers pay for all inefficiencies [00:05:30] – Stop selling transparency and time talk [00:10:40] – Advisor confidence starts with numbers [00:14:15] – Sell diagnostics as cost saving testing [00:22:00] – Labor rates lag inflation and reality [00:36:55] – Discounts can bankrupt your shop fast [00:42:30] – Slow times need calls and scheduling [00:58:10] – Pay plans must reward productivity   In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/O0tKJR3Lxv8   Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Lucas Underwood: Oh, we wanna thank you for being here, everybody. I hope y'all are doing fantastic. I am so excited to be here. My name is Lucas Underwood with Changing the Industry podcast, and Ellen, in performance here in Blowing Rock, North Carolina. I am joined by the one, the only Cecil Bullard, and we're gonna be talking about labor rates today. Lucas Underwood: Cecil, buddy, how you doing? Cecil Bullard: I'm doing great. Yeah, I'm doing great. Luke Lucas Underwood: Cecil, man, I'm telling you what, I'm so excited for this because this morning a question came up about exactly this. It was like to the t some of the stuff that Yeah, absolutely. Some of the stuff we've been talking about, some of the things we were saying, Hey, we need to cover this in today's webinar, a MA. Lucas Underwood: And so my buddy Dan asked a question, and Dan, for those of you who don't know him, he is probably one of the most solid shop owners you could ever meet. Absolute standup guy. And he threw out a question that stirred up a lot of emotion, right? And there's a lot of perspectives on this and Dan shared his perspective. Lucas Underwood: I don't think there's anything wrong with Dan's perspective, Cecil, but I wanna talk about it and I wanna break this down because I have a different perspective than Dan does. So is it okay if I read you this post real quick? Cecil Bullard: Oh please. Lucas Underwood: Alright, sounds good. Dan says, if we're using the manufacturer, labor guide is the baseline, but then automatically adding 20 to 25%. Lucas Underwood: To every job because the guide is wrong, aren't we? Basically saying we don't trust the system we claim to follow. If you need 25% more revenue, why not just raise your labor rate, 200 to two 50? Same money, way cleaner, way more transparent. The guide should set time. Your rate should set value. And I'm not saying every job is the same. Lucas Underwood: Older vehicle, rust belt stuff, diesel trucks, specialty work, those absolutely justify different labor rates or categories. Charge more for harder work all day long. That makes sense. But changing the rate is honest. Changing the time feels like we're gaming the book. If we all say we use a standard, then we should actually use the standard. Lucas Underwood: Otherwise, it undermines our credibility as an industry. Seems simpler. Just to price your hour correctly and leave the book time alone. Now Cecil, I wanna share my perspective first. As a shop owner, right? I've, I have worked with a number of manufacturers and folks from the manufacturers over the years, and I understand how book hour is calculated and from what I have gathered and I've not seen the process. Lucas Underwood: I'm not saying this is a hundred percent accurate, but from what I've seen of the process, they take a vehicle that is a new vehicle, they put it into a shop and they lay out the tools required for the job. They lay the part out in front of the technician and he changes that part three times. And after the third time it's changed. Lucas Underwood: They average that time out between each one. He gets a coffee break, gets to sit down for a few minutes rest, and then go back and do the job again. They average that time out. That doesn't count for pulling the car in. It doesn't count for test driving the car when you get done. It doesn't count for riding up the ticket and putting the documentation in. Lucas Underwood: And so I believe in my shop, if I'm gonna pay my guys based on some type of production based pay system, that depends on hours. It's only fair to add time for those things because the book doesn't account for that. And so that's what I shared with him. And I also personally believe that those labor rates, we should have variables based on the skill level associated with each one. Lucas Underwood: So I think he's right about that. See someone, when you hear that post, what do you think? Make Cecil Bullard: a couple of things. First of all, when Labor, eight times the way that you described it were decided and how they're decided even today, they don't account for all the things that the technician does. I call those things brown bananas. Cecil Bullard: Okay. I tell the banana story, people have heard it, but my grocery store's gonna buy 5,000 bananas today. Yeah. And this week. And they're gonna sell, they're not gonna sell 5,000. Some of those bananas are gonna get eaten. If you wa, if you've ever been through your grocery store and you see a banana peel up in the milk section in the back, somebody ate a banana as they were walking around. Cecil Bullard: And they basically ripped the grocery store off for a banana. And then some of the bananas are gonna go, they're gonna get brown. And people don't like brown bananas, so they don't buy 'em, and they end up getting thrown away or used in banana nut bread or whatever. But you have to pay for the brown bananas. Cecil Bullard: And it's something I don't think we understand in this industry is that it doesn't matter the inefficiencies in my business, the customer has to pay for all inefficiencies, all brown bananas, everything. So number one. It, the book was done a very specific way. And by the way, the manufacturers have always multiplied the book time by 1.5 to two. Cecil Bullard: Yeah. And we're now getting to about three, right? 1.3. And is that honest or dishonest? Let me cover that. Number one, I'm gonna do what it takes. That's legal, moral, and ethical to put 20% net in the bottom of my business. All right? And some of the things I'm gonna do, I'm not gonna be transparent. Cecil Bullard: This whole idea of transparency, are you gotta be shitting me, right? I'm sorry, I just said a word. I probably shouldn't, but, okay. Lucas Underwood: Sorry, Ken's not watching. It'll be fine. Cecil Bullard: Do you wanna be, do you want to go into a restaurant that has transparency? No, I've worked Lucas Underwood: on the other side of that. Cecil Bullard: Okay. And so let's just stop talking about transparency. Like we have to tell the customer everything and be just upfront about everything, number one, I don't want to I don't know. I think I'm a very moral, very I have a real good sense of morality and all of that. Even my company has like a three and a half page statement about all that, just to be clear that we don't make mistakes in that area. Cecil Bullard: But I'm sorry, I'm not gonna be completely a hundred percent transparent with you. Lucas, I'm sorry. I can't do that, right? Yeah, because I don't iage Lucas Underwood: want you to there know there's how many sausage is Cecil Bullard: made that occasionally there's rats in the back or cockroaches or, that I trimmed the green parts of the meat off and only kept the good parts of the meat so that you could have it right. Cecil Bullard: Whatever. I don't want you to know that. Okay. And number two, why would I ever talk to a client about the time on a job? Lucas Underwood: Yeah. I, Cecil Bullard: other than I'm gonna need the car for two, two days. Lucas Underwood: Yeah. Lucas Underwood: Now are there some states that mandate it or are there some states that require Cecil Bullard: it? No, not that I know of at this point. Cecil Bullard: It doesn't matter. In California and certainly Utah I believe New York Washington State, these are not Utah, but the others are ve

    1h 6m

  2. 5D AGO

    192 - Standing at the Crossroads featuring Brian Bates, EAS Tire and Auto

    192 - Standing at the Crossroads featuring Brian Bates, EAS Tire and Auto February 9, 2025 - 01:42:25   Show Summary: Service, leadership, and purpose sit at the center of Brian Bates’ journey. A military veteran and president of EAS Tire and Auto in Denver, Brian shares how his path from technician to multi-location owner was shaped by mentorship, values-based leadership, and a deep belief that business exists to serve people first. This episode of Leading Edge: Standing at the Crossroads explores what it takes to scale without losing your soul. Brian reflects on building culture before growth, hiring for character, creating opportunity for others, and why fixing cars was never the end goal, only the entry point. From nearly running out of cash to leading a rapidly growing organization, he breaks down the leadership shifts required to move from survival, to success, to significance. At its core, this conversation is about legacy. Not store count, revenue, or titles, but the lasting impact a leader leaves on people, families, teams, and communities through principled decisions and servant leadership. Thinking about the legacy you are building as a shop owner or leader? Meet with Michael Smith to start a leadership and legacy strategy conversation: https://theinstitute.zohobookings.com/#/Executive-Owner-Strategy-Session   Host(s): Kent Bullard, COO of The Institute Michael Smith, Chief Strategy Officer at The Institute   Guest(s): Brian Bates, owenr of EAS Tire and Auto   Show Highlights: [00:02:54] - Brian Bates shares how the auto industry started as a practical move to provide for his family, then became something bigger. [00:05:38] - A strong mentor helped turn leadership theory into real-world skill through daily application. [00:11:34] - Brian Bates says fixing cars was “a ticket to the dance,” but the real work is serving people. [00:12:21] - The shift from “building my lifestyle” to “removing obstacles for others” became Brian Bates’ definition of leadership. [00:16:10] - The turning point came when the question changed from “how much more can I take?” to “how far can I take this?” [00:23:00] - Culture stopped being chaos once purpose and values were defined clearly enough to attract the right people. [00:29:18] - Big growth goals felt outrageous at first, then got outpaced by momentum and opportunity. [00:49:15] - Values-based accountability replaces rules with ownership, and misfits often choose to exit on their own. [01:23:37] - Brian Bates breaks down success as survival, success, and significance, then explains what it looks like to leave without the business collapsing.   In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/_n_jyKDI-Rc   Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Kent Bullard: Hello everybody and welcome to the Institute's Leading Edge Crossroads podcast where we examine the decisions that professionals make that define careers that shape industries that inspire thought leadership and ultimately build lasting legacies. I'm Kent Bullard and I'm joined here with my esteemed colleague, Michael Hertzberg Smith. Kent Bullard: And today we're privileged to be speaking with Brian Bates of EAS Tire and Auto. You're the president there out of Denver. Today's guest, Brian Bates is a proud fourth generation Colorado native and an accomplished entrepreneur with a rich history of service and dedication. After graduating from Golden High School in 1991, Brian followed his family's tradition of military service joining the army and serving honorably until 1996. Kent Bullard: During this time in Germany, he and his wife Rondi welcome their son, the first of two children who would become your greatest pride. Right. Right. Brian transitioned into the automotive industry balancing work as a technician at Planet Honda and earning a degree in business management from Metro State University of Denver in 2000. Kent Bullard: With an A SCL one Master Technician Certification and an a M designation, he quickly rose to prominence in the field. In 2004, he took the leap to entrepreneurship opening his first shop in Columbine Hills. Today he is the owner of 12 Thriving Shops and a founding partner of Straightaway Tire and Auto. Kent Bullard: Formed in 2023 with Michael Smith's help, and alongside four of your closest friends. Recognize for your excellence. Brian's shops were awarded the number one Napa auto Care Center in the nation in 2018. Beyond his professional success, he treasures his roles as a family man recently celebrating the birth of his first grandchild, Tatum Duke, in October, 2024. Kent Bullard: When not working, Brian enjoys snow skiing, boating, wake boarding, and four-wheeling, inviting the adventurous spirit of his Colorado roots. We're thrilled to have Brian Bates share his remarkable journey and insights with us today on the Institute's leading Edge Crossroads podcast. Welcome, Brian. Brian Bates: All right. Brian Bates: Thank you. Thanks for having me on, Ken. Good seeing you again, Michael. You too, my friend. Kent Bullard: I love it. Listeners as we go through the topics today, the shared experience from Brian, if you have any questions or comments about this content, please go down in the comments and ask your questions. That's the whole point of this podcast. Kent Bullard: We also ask if you do enjoy what you hear, please like and share so that others can benefit from this conversation as well. And of course, you can find more information about the institute at We are the institute.com. So Brian, I wanna start off, you know, what originally drew you into the industry and what inspired you to commit to it? Brian Bates: Well, you know, the first thing that drew me to the industry was the ability, the opportunity to provide for my family after getting outta the military and while I was going to pursue my degree at Metro State. The, the idea that I could make decent money and work during the day was very inviting at the time. Brian Bates: I, you know, most of my options were in the restaurant industry or some, you know, retail industry that, you know, would be odd hours, odd days, that sort of thing. So that was the original draw. And then after being in it for a few years, I was just really drawn by the people, you know, the customers the ownership of the dealership, the store manager, my colleagues that I was working with on a day-to-day basis. Brian Bates: And just really had a good time working and in the trenches and just doing all the rolling up the sleeves, getting dirty and filling. At the end of the day, like I'd really accomplished something and watching my pay increase as my knowledge increased, being able to invest in myself with technical expertise, with experience, the challenge of. Brian Bates: Figuring out what's going on with a car or beating flat rate time and making, you know, more money as a result. So, and again, working with other people and as I grew in the dealership, I became a mentor and had several apprentices working for me throughout the years. And that was also rewarding and exciting to see them grow and to be able to share my knowledge with them and help them experience the same sort of success that I was able to, and the same opportunities that I was able to, I got into the industry. Brian Bates: So that, that was my initial draw to the industry and then it just kind of took off from there. Michael Smith: Well, you had a positive mentor relationship at the dealership, if I remember the original stories. Could you tell us a little bit about that positive mentor in your life and how it kind of got you started and kind of a thought process about how to be in this industry? Brian Bates: Yeah. So it, it really was an unintentional situation, but I just can't think of a better luck of the draw or a better situation just by, you know, happenstance for me or anybody in any industry really. I I was going to, to school, getting my degree going to night school mostly. I had some day classes, but most of them were night. Brian Bates: And so as I moved up in the ranks, I was able to really utilize a lot of that knowledge that I was learning at the dealer or at school. At the dealership as I was working on it, especially since I was getting a degree in management, which is mainly people once I realized that my a degree in management wasn't all about accounting and spreadsheets and you know, crunching numbers and whatnot and I realized that it was all about leadership and organizational behavior, you know, motivating people and all those fun things that we kinda talk about on a daily basis. Brian Bates: That's what really. Gave me a passion for getting a degree in management. And so I was fortunate to have the dealership, the service manager at the dealership who ended up being the fixed operation manager, as the dealership grew. He was very passionate about leadership and just about the ind

    1h 42m

  3. FEB 4

    190 - Ask Me Anything: What Your P&L Is Really Telling You: Reading Your P&L Without the BS

    190 -Ask Me Anything: What Your P&L Is Really Telling You: Reading Your P&L Without the BS February 04, 2026 - 01:02:24   Show Summary: Cecil Bullard and Eric Joern break down why most shop P&Ls are confusing unreliable and overloaded with noise. They explain how inconsistent accounting practices distort margins and decision making, and why clean consistent structure matters more than perfect numbers. The discussion covers matching income to costs using accrual principles reducing unnecessary detail and using trends to spot real problems. This episode gives shop owners a clearer way to read their financials with confidence and control.   Host(s): Cecil Bullard, Founder of The Institute   Guest: Eric Joern, CPA, CM&AA, AAM, KAIZEN CPAs + Advisors Show Highlights: [00:00:02] – Why profit and loss statements matter for shop owners [00:01:02] – Accurate P&Ls are rare and usually misunderstood [00:02:22] – Accounting opinions create confusion and inconsistent reporting [00:05:33] – Frankenstein P&Ls make performance comparisons impossible [00:06:49] – Structure income and costs to clearly see gross profit [00:10:33] – Long P&Ls cause decision fatigue and hide key issues [00:14:15] – Misclassified wages distort margins and financial reality [00:19:30] – Inventory purchases should not destroy monthly profitability [00:26:19] – Every part and car needs accountability to prevent losses [00:45:54] – Clean current financials matter more than fixing the past   In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/J-qbi8HoMLE Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript:   00:00:02:02 - 00:00:13:11 Cecil Bullard Welcome to ask Me Anything. Today I have, with me, Eric Joern. If I, if I mispronounced it. Eric, just correct me. 00:00:13:14 - 00:00:14:12 Eric Joern You got it. 00:00:14:14 - 00:00:42:25 Cecil Bullard From Kaizen, CPA. They do. Accounting. And, you have an awful lot of our clients. Yep. Which many of those we have recommended because accounting is so bad out there. So. So you guys do a good job. Yeah. So today we're going to we're going to start out kind of by talking about profit loss, profit loss statements and why they might be important. 00:00:42:25 - 00:01:02:05 Cecil Bullard And, of course, if you're out there, and you would like to ask a question or if you have any kind of a question at all, you want to do that, please put it in the comments. Rawley will be taking care of that for us. And, making sure we get those questions so we can get him answer. 00:01:02:07 - 00:01:26:20 Cecil Bullard Let me let me start out here, Eric. I always make this kind of comment I have seen, I don't know, 10,000 pals in my life. And, and, I can count on one hand the number of pals that I've seen that are actually accurate. Well done. And give us the information we need, at least in the beginning. 00:01:26:22 - 00:01:39:26 Cecil Bullard Yeah. What? Why? Why is it so? I don't know, why is it so bad out there where there's so much inaccuracy and so much confusion around the profit and loss statement? 00:01:39:28 - 00:02:01:10 Eric Joern Yeah. You know, sometimes sometimes we have that we have that same question. But when we think about it right, there's a lot of moving pieces to generate a good financial statement. So first you have to have the right systems and processes set up. Then you have to have a you have the owner side or whoever's getting the data, collecting the data, doing the things right. 00:02:01:10 - 00:02:21:29 Eric Joern So is my shop management system accurate? How am I paying my bills? How am I running payroll? Am I using the right payroll software? Are those things happening correctly? When I'm collecting things right, do I or how often do I go to the bank and deposit cash and checks and do things like that? There's all these input factors that go into an accounting hub. 00:02:22:01 - 00:02:48:18 Eric Joern And then across that there are all sorts of different theories on accounting, right. Accounting really isn't black and white, right. Our job is to show economic reality for that business. So we need to show what actually is happening. Well that's opinionated right. And that's why, you know, the institute has a specific way that they like to look at a PNL versus maybe, you know, Joe Schmo, CPA on the street. 00:02:48:19 - 00:02:55:08 Eric Joern Right. And and probably their goal is what's the easiest way for me to file tax return? And, you know. 00:02:55:08 - 00:03:19:01 Cecil Bullard You know that. Oh go ahead. I think that that. So first of all, you're making it seem like it's very complicated, very hard. I don't I don't see it that way myself. So that that might be somewhere where I disagree with you. My my accountant. You know, we have a CFO in the company. And, you know, if we had an outside of B, you guys. 00:03:19:03 - 00:03:55:26 Cecil Bullard But, they are tied into our bank accounts. So they see payments coming and going. They're tied into our credit cards, so they see payments coming and going. So all deposits are kind of recorded through the bank account. All, all outgoing moneys go through one account or another. And as well as credit. And then once we, once we determine what the PNL needs to be set up like, and we create, what we chart of accounts for that. 00:03:55:28 - 00:04:17:08 Cecil Bullard Exactly. Then it it seems to be like it's not overly complicated at that point. Right? And I would agree with you that I don't think I would disagree in the, in the fact that the numbers are going to say what the numbers say. I don't I don't think that we can like say, okay, well, that that number is not what I want. 00:04:17:08 - 00:04:46:12 Cecil Bullard So I'm going to go see if I can find another number. But, but certainly the institute likes to look at the finances differently than maybe, some of it's running, I don't know, a shoe store would look at their finances. And so that is probably challenging for you guys in the fact that you have, you know, different types of companies you work with that, you know, might look a little different than they might be for automotive. 00:04:46:15 - 00:05:05:29 Eric Joern Yeah. And there's a lot of noise, right? So, so if you go out, you know, you go out into the Facebook groups and say, how should I have my pal there going to somebody's going to give them one direction and then they're going to go to their accountant, they're going to get a different direction, and then they're going to go to the institute or their coaching company, and they're going to get a different direction. 00:05:06:01 - 00:05:16:26 Eric Joern And all that noise makes it really hard for them to, you know, what do I exactly do? Right. I, I need services or cost of goods. 00:05:16:28 - 00:05:18:00 Cecil Bullard At the. 00:05:18:02 - 00:05:19:19 Eric Joern Road. My wage. 00:05:19:21 - 00:05:20:22 Cecil Bullard Is. 00:05:20:24 - 00:05:26:20 Eric Joern Right. So I need to set up like this or that. We see. 00:05:26:20 - 00:05:33:00 Cecil Bullard A lot of that noise that is causing issues. And so we actually see sometimes, when their financial statements. 00:05:33:04 - 00:05:56:01 Eric Joern Almost Frankenstein, I'd say, meaning they brought in areas from different, different avenues and they put it all together. They said, oh, I like this idea. I'm going to implement this. I like this idea. I'm going to implement it this way. And then half of it's right here and half of it's here. And one of the things that we always say is, I'd rather have a financial statement that's consistently wrong than sometimes right. 00:05:56:03 - 00:06:14:16 Eric Joern And I know that's a weird comment to make, but think about it. We're always measuring performance based on relativity, right? Did I improve from this from this prior measurement point? Well, if I'm constantly changing how I measure, I'm never going to have a relative measurement. 00:06:14:19 - 00:06:49:04 Cecil Bullard But that's also probably one of the more difficult things for you guys is that, you know, whenever we we've changed accounting a couple of times in our business, you know, in the unknown, 15 years or so we've been in business, we've gone through, I think we're on our third different accounting. And every time it's like, well, we want to use QuickBooks and I want to use sage, and, and so we, we want to reset up and, and so if I'm not set up correctly in the first place, then I come in and I go, okay, I want to get set up this way. 00:06:49:06 - 00:07:23:29 Cecil Bullard I might be getting different numbers are looking at different numbers than I had previously. Which got a good challenge, right? Absolutely. At the Institute for automotive, the way that I learned it was I want to have, as my income, any income source that I have that's over, say, 2% of what I do in business. So if I'm if I'm selling, if 10% of my business is tires, I want to have a tire income separa

    1h 2m

  4. JAN 27

    189 - Standing at the Crossroads featuring Jason Brennan, Fine Tune Auto

    189 - Standing at the Crossroads featuring Jason Brennan, Fine Tune Auto January 27, 2025 - 01:19:04   Show Summary: Curiosity turned into craftsmanship, and craftsmanship turned into leadership. Jason Brennan, owner of Fine Tune Automotive with three locations across Illinois and Northwest Indiana, shares how a lifelong habit of taking things apart evolved into building a scalable, people-centered auto repair business. This episode of Leading Edge: Standing at the Crossroads dives into the realities of growing from one shop to multiple locations, including the financial discipline, people challenges, leadership mistakes, and mindset shifts required to scale without losing trust or culture. Jason opens up about learning business management the hard way, letting go of day-to-day control, and making pivotal leadership decisions that reshaped his team and company. From earning trust with technicians, navigating acquisitions, and redefining success beyond store count, this conversation offers honest insight into what it takes to build a business that develops people and leaves a lasting legacy in the automotive repair industry. Thinking about growth, leadership, or the legacy you are building as a shop owner? Meet with Michael Smith for a leadership and legacy strategy conversation: https://theinstitute.zohobookings.com/#/Executive-Owner-Strategy-Session   Host(s): Kent Bullard, COO of The Institute Michael Smith, Chief Strategy Officer at The Institute   Guest(s): Jason Brennan, owner of Fine Tune Auto   Show Highlights: [00:01:49] - Jason Brennan says his lifelong habit of taking things apart shaped everything that followed. [00:03:37] - Jason realized the real reward wasn’t fixing cars, but watching his employees succeed. [00:05:30] - Jason admits his biggest mistake was assuming technical skill meant business readiness. [00:06:07] - Jason explains the non-technical skills that changed the trajectory of his company. [00:08:18] - After 18 years in one shop, Jason shares what finally made expansion feel possible. [00:13:54] - Jason planned for worst-case scenarios before opening the second location. [00:19:28] - Jason recounts the day a key manager never showed up, forcing him to step in. [00:25:46] - A tense shop meeting became the turning point that rebuilt trust and culture. [00:39:10] - Jason compares acquiring a running shop to changing an airplane engine mid-flight. [01:15:21] - Jason defines success by the people who grow alongside him.   In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/xJ4MYecafck   Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Kent Bullard: Welcome to the Institute's Leading Edge Crossroads podcast, where we examine the decisions, the crucial decisions that professionals make as they shape industries, drive careers, inspire thought leadership, and ultimately build lasting legacies. I'm Kent Bullard and I'm joined with my esteemed colleague Michael Smith. Kent Bullard: And today we have a wonderful guest, Jason Brennan. Michael Smith: Hi Jason. Jason Brennan: Good morning. Kent Bullard: Jason, would you please introduce yourself? Jason Brennan: I'm Jason Brennan, owner of Fine Tune Auto. We've got three locations in Northwest Indiana, in Chicago, and I'm happy to be here with you guys. Kent Bullard: We're very happy to have you. We've got an, I know, a phenomenal discussion ahead of us. Kent Bullard: Those of you who are listening to this, either on the podcast or if you're looking at our website, if you have questions, I mean, it's very important to us that this is an open dialogue, that we're able to communicate what we talk about in this podcast with a greater audience. So if you have questions, if you have comments, we'd love to see those in the comment section down below. Kent Bullard: If you do enjoy the content that we cover today, please like and share. 'cause it helps the algorithm and it also helps spread these valuable lessons to a greater audience. Again, we're all about helping the industry and raising the bar for everyone and we thank you for doing that. So let's jump right into the questions then. Kent Bullard: Let's start with number one. What originally brought you to this industry and what inspired you to commit to this industry? Jason Brennan: That's a really good question. The things that brought me to the industry were, you know, I came from a background a technician background, and I cannot. Right. I thought about this on the way in this morning because I knew you were gonna ask me a question like that. Jason Brennan: So I thought, okay what really? Why did I do this? And Michael Smith: what the heck was I thinking? Right? Jason Brennan: I cannot remember a time when I wasn't taking something apart, repairing it, or trying to figure out how it worked in my whole entire life. So from a technical perspective or, you know, from a technical background, I think that's where it came from. Jason Brennan: Just the curiosity about how things worked. I had to know how they worked. I took my toys apart when I was a kid. I think that's a similar story. You probably hear from a lot of a lot of people who started in the industry as technicians. So that was fun to me. It was more fun to take things apart and figure out how they worked than it was to play with them to me. Jason Brennan: So, so, so that led to. Led me into a career where I could get paid to do that. Only I had to. I was responsible for making sure they worked when I was done at that point. So, you know, and so that's what inspired me to get into the industry was just I wanted a good career and doing something I loved and I knew that I could do that. Jason Brennan: Fixing cars. And the other part of your question, I think was what caused me to want to stay. What's causing me to stay committed? Why am I committed? You know? I just ended up really loving it. You know, I ended up becoming a shop owner. I ended up starting to shop and you know, it, it, at first it was technical stuff, you know, I was really interested in the cars, doing a lot of diagnostics, building transmissions, whatever, you know, all the technical stuff. Jason Brennan: And then I evolved into a, I. Into a service advisor and learned how to, you know, learn sales and learn how to communicate well with customers. And I'm still learning how to communicate with people the best that I can. 'Cause that's a, that's almost an art form, I think. But and then I became an owner and I and that's when I really, when one of my commitment really locked in, at first I was just like, man, what did I get myself into here? Jason Brennan: But then the more I learned, the more I liked it. And what keeps me committed is is being able to be part of and facilitating the success of my employees. That's really the, it's the thing I like the most about it. There's other things that keep me committed, like the, you know, good service we provide to customers. Jason Brennan: And the fact that I enjoy the actual the. What am I trying to say? The business that we're in I like all the, I like all the aspects of it, you know, the technical aspect and the customer service aspect. It's all fun to me. But the biggest thing is, the biggest thing that keeps me committed is that I can go to work and witness employees succeeding and becoming their best, the best they can be. Kent Bullard: I, I'm curious 'cause I want to dive a little deeper, you know, to this I took things apart to see how they worked and I had to put 'em back together. You took that approach with toys and then vehicles. Did you bring that same mentality when it came to your business? Jason Brennan: Oh, that's a real good question. Not at first because I didn't realize I needed to, and that was part of the reason why I struggled for years. Jason Brennan: I didn't realize I underestimated the maybe even dismissed the, the fact that I needed to have business management knowledge in order successfully run an auto repair shop. I thought I had already learned enough as a technician that I could, well, I could fix cars so I can, I could just run a business automatically. Jason Brennan: And that wasn't true. So Michael Smith: what Jason Brennan: were your, Michael Smith: what were your biggest surprises? What were your biggest discoveries? Ooh, I don't know enough about that. What were the, what were a handful of topics you discovered? Jason Brennan: The biggest one I'm still learning the most about, I think is what makes people tick. What do they want and how can I give it to 'em? Jason Brennan: And how can we communicate that to each other so that we can make that happen? And that, that's something that, that I'm always working. I don't think I'll ever be done working on that, but you know, financial management. Forecasting, budgeting, how to read a p and l and a balance sheet. How to set key performance indicators and monitor them how to and how to affect th

    1h 19m
  5. 188 - How Your Auto Repair Shop Can Use AI to Turbo Charge Your Business

    JAN 22

    188 - How Your Auto Repair Shop Can Use AI to Turbo Charge Your Business

    188 - How Your Auto Repair Shop Can Use AI to Turbo Charge Your Business January 21, 2026 - 00:59:31 Show Summary: Brand strategist Ernie Harker shows auto repair shop owners how AI can quickly produce professional marketing content without expensive designers or long turnaround times. He explains how large language models and image generation work, then demonstrates building a custom GPT trained to match a shop’s brand voice and customer tone. The session also covers AI video avatars that turn photos or short recordings into usable on camera style videos for social posts, FAQs, and internal updates. He stresses responsible use with human review, transparency, and avoiding fabricated testimonials. The main message is that consistent content creation is now faster and easier, giving early adopters a competitive edge.   Host(s): Jimmy Lea, VP of Business Development   Guest(s): Ernie Harker, Branding & Keynote Speaker Show Highlights: [00:02:00] – Audience self rates AI experience from beginner to advanced [00:03:00] – AI speeds up marketing collateral without relying on designers [00:05:00] – Creative professionals feel threatened but shops can benefit immediately [00:08:00] – AI makes high quality visuals possible without creative skill [00:10:00] – Clear explanation of how GPT uses context and probability to write [00:12:00] – Quick demo turning a sketch into a usable logo concept [00:14:00] – Photo to video avatars create spokesperson content in minutes [00:18:00] – The hamburger method prompt AI then review and polish [00:24:00] – Live walkthrough building a custom GPT for a shop brand voice [00:40:00] – Avatar workflow in HeyGen upload photo choose voice paste script generate video In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/-9vqJmoF7lU Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Jimmy Lea: Good morning, good evening, good afternoon, or goodnight depending on when and where you are joining us from today. It is a gorgeous day. Thank you for being here, my friend. I am so excited for this conversation that we are gonna have. My guest today is Ernie Harker. Ernie is er Burn. He is the voice and the power behind the brands that you know and love the brand that we know and love as Maverick. Jimmy Lea: Maverick is my favorite convenience store. Ernie, thank you for all you've done to make the adventure starts here. Ernie is also a member of the north not the Northwest NSA National Speakers Association. We are members together in the Utah chapter called the Mountain West Chapter. And from the first day of meeting Ernie, man, we've been tight, good friends. Jimmy Lea: So excited to have you here with us, Ernie, as we're talking about artificial intelligence, and not only artificial intelligence, but what can a shop owner do in their shop that utilizes artificial intelligence? We're gonna talk about the good, the bad, and the ugly. Jimmy Lea: This is, these are things that you can do. Jimmy Lea: These are things that you should do, and this is probably something you might wanna hire somebody to help you to do. Jimmy Lea: And so with that also, those of you who are listening, Ernie has written a book. The book is. Your brand sucks straight and to the point. Ernie, thank you for doing Ernie Harker: this. It's not accusation, it's a probability. Jimmy Lea: Chances are your brand sucks. The beauty of this book is it goes into all the things that you can do to change your brand so that your brand becomes that recognizable source of truth that everybody wants to participate with. Oh. One more shout out right before we get started. My good friend, my good brother, my good friend Sean Tipton, St. Jimmy Lea: Augustine, Florida. Sean, it is good to see you, brother. I'm gonna call you when the webinar's done. It's been a long time. We need to talk. All right. With that, Ernie, I'm gonna turn it over to you. Let's talk about those things that shop owners can use Jimmy Lea: AI in their business. What can we do? Ernie Harker: Absolutely. Let me first start, I wanna get a sense of like, how many of you have some experience with AI chat, GBT, grok, whatever it is. So in the chat, I want you to rate your current familiarity, how you'd rate yourself in in AI kind of savvy. Zero is, I totally suck. 10 is I totally rock. Ernie Harker: Don't even know why I'm listening to this guy. And five, as I've used it, gimme like a range from zero to 10. I just wanna get a sense from like where you are. Let's see. Jimmy Lea: Jimmy's at a seven. Tyler's a 7.5. Evan is at a five. Heather's a five. Mike is a zero curb is a six, a five, a 7.5. Sean thinks he's better than me. Ernie Harker: We've got some familiarity and we've got a handful of people who are like, gosh, you know what, I'm starting from scratch. Let me kinda show you some real quick things that I think are pretty interesting. So last time I'm going, okay, how quickly can I create some marketing materials for the industry that, that look pretty professional? Ernie Harker: 'cause one of the challenges we face as small business owners is. We depend on creative people. I'm gonna say creative people, marketing people to produce the marketing content that we need. Oftentimes that is either expensive or it's time consuming or it's frustrating. I've dealt with creative people my whole life and I know that creative people can tend to be a little bit fickle. Ernie Harker: They want to be, they wanna do things that are cute and pretty and not necessarily driving the bottom line. So what I wanna do is show you I wanna explain to you first, y you can actually create agents level, industry leading marketing collateral just in a flash with ai. And here's some things one of the things I did real quickly is I created like for a Valentine's Day thing, some of us love our cars. Let's talk about like how much we love our cars. Let's give our cars a gift for Valentine's Day. So I quickly created this item. I wanted to convert that to a Instagram post. I wanted to create a billboard. Look at that, skip the flowers, skip the chocolates, give me something that lasts and I created my own company. Ernie Harker: Earnings Automotive. I also wanna could I create a TD commercial? Let's see if I can take, create a TD commercial. Here's the image I created. And I actually made it come alive, Jimmy Lea: Ernie. That is an amazing commercial where we can see her mouth moving. We don't hear anything coming through at the moment. Ernie Harker: Oh, man, it's too bad because man, she's toxin such a sultry voice. I want to buy her shocks that I know that's what she needs and wants Jimmy Lea: right. Ernie Harker: Let's see if I can, I wanna make sure I can like my audio. Ernie Harker: Can you guys hear my audio okay? My Jimmy Lea: voice right? Yeah. Yeah. Your audio's coming through nine by nine. Okay. I think it's just this video. You might need to optimize it for the video setting or something like that. Ernie Harker: Okay. Okay. Lemme give you a little bit of background. Why would you even listen to me? Ernie Harker: When I was 11 years old, my parents got rid of the tv. They carried out their threat. We're gonna get rid of that stupid idiot box my mom called it. So I spent my free time drawing. I got. Pretty good. Now. I still suck when I was a teenager, that Sweet Dragon and Ninja, but I got better and better. Ernie Harker: This was a painting I did for a wedding gift that is not hanging anywhere. It's atrocious. Just to show you, I did suck bad, but my teachers told me to focus on drawing heads and hands and bodies because if I could draw those really well, then I could pretty much draw anything. So I spent a tremendous amount of time instead of watching tv. Ernie Harker: Drawing faces and hands and heads from magazines. My first job out of college was working for an ad agency where I was doing storyboards like this. I would do hundreds of these frames outta my head to represent a scenario in a TV commercial or doing mockups like this that would represent a photograph that the photographer would then use as a reference to make a real photo. Ernie Harker: So this is the kind of stuff I did, and this is for fun. I'm like, I'm gonna do pinups. This is using Adobe Illustrator. I learned how to use Photoshop, Conti, cran watercolors, acrylic paints. Gosh, every freaking medium. I had to learn anatomy. I had to learn composition and textures and all the vocabulary that comes with art. Ernie Harker: So I spent a tremendous amount of time getting really good. These are three of I did portraits of my daughters when they were younger and what's really sad is I spent 30 years drawing and learning to draw and getting really good at drawing. These were some of the I was in, I was at a podcast one time and the host asked me, like my background. Ernie Harker: I told him I was an illustrator. Then he asked if I was any good, so I sketched a picture of him aft

    1 hr

  6. JAN 17

    187 - Standing at the Crossroads featuring Eric Henley, H-Tek Auto

    187 - Standing at the Crossroads featuring Eric Henley, H-Tek Auto January 17, 2025 - 01:40:22   Show Summary: Built on relationships, accountability, and a deep respect for people, Eric Henley, owner of H Tech Auto Care in Tennessee, shares how his lifelong passion for the automotive industry evolved into a purpose-driven business and culture. From dealership master technician to shop owner, Eric reflects on the decisions that shaped his leadership, his team, and his approach to growth. This episode of Leading Edge: Standing at the Crossroads dives into people-first leadership, building trust through communication, developing technicians and service advisors, and why culture and performance are inseparable. Eric explains how mentorship, integrity, and active listening have helped him create a workplace where people grow and customers feel genuinely cared for. If you are thinking about the legacy you are building as a shop owner or leader, this conversation offers practical insight and honest reflection. Want guidance on building a people-centered culture and long-term leadership legacy? Meet with Michael Smith for a leadership and legacy strategy conversation: https://theinstitute.zohobookings.com/#/Executive-Owner-Strategy-Session   Host(s): Kent Bullard, COO of The Institute Michael Smith, Chief Strategy Officer at The Institute   Guest(s): Eric Henley, owner of H-Tek Auto   Show Highlights: [00:01:53] - Eric traces his start in the trade back to fixing things with his grandfather and dad. [00:04:15] - He says better communication makes you more impactful than just being “good at cars.” [00:05:30] - A dealership owner’s personal leadership style became Eric’s blueprint. [00:07:34] - After 18 years, Eric still maintains relationships with nearly every former employee. [00:09:22] - High Performance Group helped him tighten accountability without losing kindness. [00:15:51] - Eric uses a “three strikes” process to give people a real path to redemption. [00:18:10] - Weekly Friday lunches create a safe forum to surface issues and improve fast. [00:21:22] - He sees attitude, not skill, as the biggest separator in technician performance. [00:35:24] - His delegation test is simple: fewer “Ask Eric” moments means real traction. [01:29:16] - Eric wants to redeem the industry’s reputation by building trust-driven people.   In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/ggxEcghxTz0   Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Kent Bullard: Hi everybody. Welcome to the Institute's leading Edge, the Crossroads Podcast, where we examine the crucial decisions professionals make that define careers that shape industries that inspire thought leadership and that build lasting legacies. I'm Kent Bullard and I'm joined by my esteemed colleague Michael Smith. Kent Bullard: And today we have the privilege of speaking with Eric Henley the owner of H Tech Auto Outta Tennessee. Our guest today is a lifelong automotive enthusiast whose journey began with an early fascination for cars, inspired by his father's project vehicles, after earning an associate's degree in automotive service technology from Northeast State. Kent Bullard: He honed his skills working in dealerships from 1988 to 2005. In July, 2006, he took a leap of faith, starting his own business with a HELOC and a prayer. Over the past 18 years, he's navigated the challenge of entrepreneurship with determination and passion. A pivotal moment came in 2016 when he joined the Institute's twenties group, a decision he calls the best move he ever made for his business and personal growth. Kent Bullard: Eric is also an active participant in the Institute's High performance group, and this year he was named Alumni of the Year by Northeast State, a testament to his impact on the industry and his community. We're excited to have him share his incredible journey and insights with us today. Welcome to the Institute's Leading Edge, the Crossroads Podcast. Kent Bullard: Those of you who are listening I'd like to just let you know that you can ask questions in the comments below. If you enjoy the content that we're gonna cover today, please like and share and you can find more information about us at We are the institute.com. Eric, thank you for joining us today. Eric Henley: Oh, thank you. Appreciate the invitation.  Kent Bullard: So I'd love to start. And kind of go back, I know I gave you an introduction, but I'd love to start with what originally drew you into the industry and what inspired you to commit to it?  Eric Henley: I, well, it, like I said, the background you heard the background, mechanical, I mean, it started off with bicycles and lawnmowers with my grandfather, and then it turned into cars with my dad. Eric Henley: And then from there, it's just it just fit. I honestly tried one year of college thinking about something else and decided that wasn't it. And so we, so I went into this field just with, you know, an honest, know-how and how things could come apart, go together. And so, enjoyed cars. It was a good time with my dad. Eric Henley: And so from there I thought, well, I can make a living doing this. And so that's what I chose to do. And so, and I'll have to say I always wanted to know more. I always wanted to learn more about. How I could be a better technician. So I was always looking to improve. If they gave me an opportunity to go train, I would spent 15 years with Honda and they would send me to the training center in Alpharetta. Eric Henley: And anytime they asked me, I was, yes. Anytime they asked me if there was something else I could take, I was, yes. So, yeah, I just wanna be the best technician I could be. And the end result with that was a lot more build hours, a lot more income. And I was a master tech at my trade for most of that time. Michael Smith: Eric, you know, we love stories and we talk about stories a lot. What maybe is one thing that you could think of as a legacy that your dad left with you, that you've carried into where you are today?  Eric Henley: Well, one of the things is just his even though he was a plant worker, he had a knack for a person just being personal with people he could find something in common with anyone and value conversations with people. Eric Henley: So I think that's really helped me to always think about other people and to find things in common, to build relationships. So, yeah, that, that was probably one of the things that I would say that stands out to me. Mm-hmm.  Michael Smith: That's a great takeaway. Thank you.  Kent Bullard: What do you think what do you think drove you to seek more knowledge, to gain more skills to develop yourself? Kent Bullard: What, where does that come from?  Eric Henley: Well, I've always, like I mentioned earlier, I've always had that built in. Personally I took classes outside of outside of the trade and read books like all of us have to improve myself. But I think the better you are at communicating with people, the more impactful you can be in their lives. Eric Henley: And so you could, I mean, you could touch lives, I guess is what I'm trying to say. And it's not always about just making money. It's about people and also learning to listen, actively listen to people, not just being the one, dominating the conversation and make sure they're heard that they know you're hurt, that they were heard, that you're not talking over them. Eric Henley: So, it it's pushed me. To develop my communication skills more intently.  Kent Bullard: Why do you think it's important that you invest in these people the way that you're talking about, to build that bridge of communication to understand them? Why do you, why is that so important?  Eric Henley: Well, it's a, I mean, for me and I learned this in the dealership life as well. Eric Henley: The owner there was very active in our lives, and he would come and talk. I mean, he wasn't some guy that was disconnected from them, from us. He smoked. This was back when smoking was popular. So he would come back into the bays, talked to us about our families, talked to us about whatever job we were working on. Eric Henley: He would give us congrats. He actually hand signed every paycheck with a, some sort of encouragement on it. If he had a really great week. So I, you know, he kinda mentored me in that. So when I started my own business, that was the same, that was what I took with me. It was like, okay, this guy, you know, I thought very highly of him and his encouragement helped push me along. Eric Henley: So I'm gonna do the same thing in the way I treat the people who work for me. And to be sure that, you know, I'm not just all about the hours or the sales. I care about what's going on in your family, what your hobby is, what, you know, how was fishing last week? So I've always tried to make that stroll through the shop. Eric Henley: Even when I was in the sh

    1h 40m

  7. JAN 16

    186 - What Intentional Growth Looks Like in a Real Shop: The Story of LaFlamme’s Auto & Truck Services

    186 - What Intentional Growth Looks Like in a Real Shop: The Story of LaFlamme’s Auto & Truck Services January 14, 2026 - 01:03:10   Show Summary: JR and Sarah LaFlamme share how running a four bay shop with too few hands pushed them to seek coaching and build structure instead of burnout. They walk through the turning points that changed everything including adopting digital vehicle inspections building a real parts and pricing strategy and hiring the right roles in the right order. The conversation highlights how community driven hiring and culture shaped their team and how letting go of emotional pricing protected their value. Parker Branch adds perspective from his own shop journey and explains why coaching accelerates clarity and confidence. The episode ends with practical encouragement for owners who feel too busy or unsure to invest in help.   Host(s): Jimmy Lea, VP of Business Development Parker Branch, Industry Coach  Guest(s): Sarah & JR LaFlamme, Owners of LaFlamme's Auto & Truck Services Show Highlights: [00:08:45] – Their breaking point came when the team dropped to just the two of them [00:10:10] – A parts pricing webinar exposed a major blind spot and sparked change [00:12:30] – JR explains what it was like running four bays as the only main tech [00:16:10] – Best hiring results came from community word of mouth not job ads [00:18:40] – Hearing a tech is happier than ever confirmed their culture is working [00:21:10] – Digital vehicle inspections became the biggest game changer for trust and sales [00:23:20] – The 300 percent rule set expectations and created consistency shop wide [00:27:00] – Their ARO jumped from about 300 to over 600 after DVIs and better quoting [00:28:40] – They stopped emotional pricing and protected the value of their work [00:38:10] – JR begins shifting from bottleneck tech to owner leader and trainer   In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/onJEq3WCoTA Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Jimmy Lea: Good morning, good afternoon, good evening, or good night, depending on when and where you're watching this from. It is a beautiful day outside, no matter where you are. Go outside, breathe some air, stand in some grass. Get grounded. We, and that is what we're gonna do here today. I am so excited for this conversation we're gonna have here today with our guests. Jimmy Lea: It's going to be amazing. And this is to be an interactive webinar. So those of you who are joining us, we are live on Streamy Yard, we're live on YouTube, we're live on Facebook. Go down into that comment section and comment where it is that you're joining us from today. Love to give a shout out to your shop, to you. Jimmy Lea: Put in your shop names, city, state, wherever it is that you are joining us from. Would love to give you that shout out because you are here. You're here for the live event, which means you can see all the mistakes, all the mishaps, all of the. Live stuff that happens in a live production. We are here for the live and it, this is so much fun. Jimmy Lea: I love being here with you, my friend. Love having this conversation. Love having this opportunity to document who and what we are, what makes us awesome and amazing. What helps us to build a better business, a better life, and a better industry. Love that we're all here together. Alright, let's give some shout outs. Jimmy Lea: Uh, first off to Brad Edwards joining from Plainview, Texas. Brad, thank you for being here. What's the name of your shop? Brad Edwards. Uh, we got Jay McCall. Good morning Forest went good morning. Yes, good morning to all of you. Angie. Deep Creek Auto in ell, Idaho. Did I say that right? Angie? Deep Creek Auto. Jimmy Lea: That's awesome. ELL, Idaho. My parents have a house in, uh, Idaho Falls. Are you close? Is Buell close? Matt's Import Haven, Whidby Island, Washington. Welcome, Matt. Glad you're here. Jay, with j and v, automobile, Alabama. Jay, how the heck are you, brother? Gotta get down to get some good food from Alabama. Again. My parents also own a home in Pensacola, Florida. Jimmy Lea: So when we go to visit mom and dad, Jay, I'm gonna have to swing by and say hello. Brad Edwards. Uh, TE Texas. Texas Edwards Auto Service, Rish. Good afternoon. Good afternoon. R oh Rish, you're new with the institute. W what's your shop? Put in your shop here so we can say Hello. Rish. Glad you're here. Dante. Jimmy Lea: Merv in Walnut Creek, California. Dante. Welcome. Glad you're here, Angie. Yes, I did say it right. Oh, cool. Thank you. Uh, Clint Jones, Concord New New Hampshire met you before events. Long time Kui customer. Clint. Glad you're here, Clint. Thank you, brother. Appreciate you being here. Angie, McCabe, about three hours away. Jimmy Lea: Oh yeah, that's, that's a little far. Okay. When I go visit mom and dad, we'll have to make a special trip. Kent Bullard. Hey, Jimmy. Hey Kent. How are you? Thanks for tuning in. Kent's in our headquarters in Ogden, Utah, the international headquarters for the Institute for Automotive Business Excellence. Ogden, Utah. Jimmy Lea: Rish is with Meno. Autoworks in Mississauga, Mississauga, Ontario, Canada. Oh, Rish. I think I've been through there. Uh, I drove up there one time. I went into, uh, Toronto and drove all the way up to Blue Chip. Casino. That was awesome. That was so much fun. Uh, Clint accomplished auto also new with the institute. Jimmy Lea: Welcome, Clint. Glad you guys are here. Thank you so much. Thank you everybody that's here for this live event. And, and to that comes our guest, our guest here to with us today. Thank you. Uh oh. And Cecil Buller joining from the Institute International Headquarters in Ogden, Utah. Thank you Cecil for being here, brother. Jimmy Lea: Uh, that's awesome. To our guests joining us today, a facilitator, a coach, a one-on-one phenomenon, a member of the single club, the $1 million Net Club. Parker Branch. Parker, with Parker Auto, Parker Branch, branch Automotive, and Truck. Parker, how are you, brother? Parker Branch: Doing good. Joining you from Branch Automotive and also representing the institute. Parker Branch: Thanks for the intro, Jimmy. Jimmy Lea: Uh, you're welcome. Throw up his, uh, branch Parker Branch, branch Automotive in Highland Ranch, Colorado. I've had the distinct opportunity of spending some time with Parker and his wife at his home. There was one summer that we went up there for a National Speakers Association conference, and Parker was very kind. Jimmy Lea: Thank you Parker, for extending the, uh, invitation to come and stay with you and your, uh, your family there. That what a beautiful home you have. Thank you. Parker Branch: Thank you. It was fun having you and Rhonda down at the place. Jimmy Lea: Yeah, yeah, for sure, for sure. How's the shop doing now that we're into 2026? Parker Branch: We're, we're doing well, we're, we're starting off the year pretty good. Parker Branch: Um, excited about January. Taking some direction finally. I know we've all in the industry have noticed last year was a little flatter than a lot of people wanted, but um, still moving in the right direction. Had some positive growth and a good start to the year. Jimmy Lea: Oh, that's awesome. That's awesome. And congrats on your accomplishments with what you've done there with your shop and, and being the recipient, the one and only single recipient of the $1 million Net Club. Jimmy Lea: Congrats brother. Parker Branch: Thank you. That's awesome. Thank you. We're gonna try to do it again and again. Jimmy Lea: Yeah, absolutely. Please do. Keep doing it and, and, and spread that, spread that mindset, spread that desire to others. Uh, we, we just, just honored to have you as a coach and one of your proteges as, uh, Josh was saying the other day. Jimmy Lea: He's gonna tune in to hear about your Prodigy with Sarah and JR La Flame with the Flame Auto out of, uh. You guys are in Massachusetts? Parker Branch: Yep. They're LA Lambs. They're, they're rock stars. They've, they've been great. Jimmy Lea: Yeah, they, wow. And Parker Branch: Hi everyone. Jimmy Lea: Hey. How are you? There you are. Sarah and jr. Oh, Jr LaFlamme: thanks for having us. Sarah LaFlamme: We are in Massachusetts. We are in Westfield, Massachusetts, which is on the other side of the state from Boston. So most people just assume Boston, but we're not near there. Jimmy Lea: You're not from Boston, so we can't expect the Boston accent then at all. Sarah LaFlamme: I mean, we can fake it. We could Jr LaFlamme: try that. Jimmy Lea: We all have to fake it. Jimmy Lea: Yeah, no, forget about it. Well, that, that's cool. You guys had some pretty good weather here just recently. Sarah LaFlamme: Yes. We got into the forties. Yeah. Which is like a heat's steady, that's a heat wave in January and New England. So it's been, it's been nice. Went out with just a sweatshirt and a t-

    1h 3m

  8. JAN 8

    185 - Ask Me Anything Webinar The Lie We Tell Ourselves “I’ll Start When I’m Ready”

    185 -Ask Me Anything Webinar The Lie We Tell Ourselves “I’ll Start When I’m Ready” January 07, 2026 - 00:57:29   Show Summary: Wayne Marshall and Cecil Bullard explain why waiting to feel ready keeps shop owners stuck and why coaching should be viewed as an investment with real returns. They share how coaching can quickly reduce stress, improve cash flow, and create more time and quality of life. They also cover technician pay plans that balance a steady base with incentives for quality, training, and production. The episode closes with what it takes to scale into multiple locations through strong processes, training, and teams, plus the reminder that being busy does not always mean being profitable.   Host(s): Cecil Bullard, Founder of The Institute   Wayne Marshall, CEO & Industry Coach   Show Highlights: [00:00:00] – Expenses versus investments and focusing on return [00:01:03] – Why waiting until ready delays real business growth [00:02:23] – Common excuses shop owners use to avoid coaching [00:03:23] – Coaching quickly reduces stress and improves cash flow [00:05:04] – Technician pay plans built on stability and performance [00:06:37] – Incentives tied to quality training and production [00:10:43] – Preparing systems and people for multiple shop growth [00:15:29] – Why two shops are harder than one [00:24:50] – Busy shops are not always profitable shops [00:48:30] – Training and mentoring build long term success  In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.   👉 Unlock the full experience - watch the full webinar on YouTube: https://youtu.be/7Cr4H7HOVlI Don’t miss exclusive insights, expert takeaways, and real talk you won’t hear anywhere else. Hit Subscribe, drop a comment, and share it with someone who needs to hear this!   Links & Resources:  Want to learn more? Click Here Want a complimentary business health report? Click Here See The Institute's events list: Click Here Want access to our online classes? Click Here ________________________________________ Episode Transcript Disclaimer This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.   Episode Transcript: Wayne Marshall: Welcome to our session today on Ask V Anything. I'm Wayne Marshall here along with Cecil Bullard. Today we're gonna talk a little bit about expense versus investment. As we all know, there's many things that we do that we invest in, or we have different expenses, but in anything you do, you also wanna be looking at what you're getting for that return on investment and how it works. Wayne Marshall: Expenses. They're a one time thing. You spend your money, you get it, you get the product, you get the service, and then there's other things you do that have a long-term return on that, and it's an investment that can build and continue to help your business as you move forward. So we're excited to get some of your questions. Wayne Marshall: As we stated at the beginning, it's ask me Anything. Please submit those things. We would love to have this conversation, help share the knowledge we have. Cecil, you wanna share anything off the top? Cecil Bullard: I think what we're, at least, what we're starting with here is this this comment that we get a lot of times from shop owners that want to improve their businesses that. Cecil Bullard: May maybe struggling, and I know it's difficult to look at your business and go, man, I'm, I don't have any money. Three, three types of shop owners that we in general come to coaching. We have the people that are they were in a different industry and they're used to coaching. They understand coaching, they know the value of coaching, and they come in and they say, we just need a coach. Cecil Bullard: And so what we've done is we've researched the. The automotive industry, and we believe that you guys are the top of the list. So we would like coaching. Those are the easiest people to sell. And frankly, they're also the easiest ones to probably work with in many cases. Because they're just, they're used to having someone there to help them. Cecil Bullard: Know what they don't know. We also get the largest group is probably shop owners who've been in business for some period of time who have struggled. This idea that I wake up every morning and I say to myself, oh my gosh, I hope that we have enough cars and I hope we have enough work. Cecil Bullard: Yeah. And I hope that, at the end of the year when I actually have to file my taxes, I'm in the. Black instead of the red. And that's probably the largest portion. And from that group, we get this, we often get this idea that I can't afford coaching or I can't, yeah. I, or I think I heard it in the last couple of weeks. Cecil Bullard: I heard, I think I've heard it two or three times. I wanna hire a manager first before I get into coaching. Or I want to hire a service advisor first, or I want to whatever, meet this Wayne Marshall: sure Cecil Bullard: thing. And what I tell people, to me, that's one of the most frustrating comments because those people never get coaching. Wayne Marshall: Okay. Yeah. Cecil Bullard: They just don't. Wayne Marshall: Yep. Cecil Bullard: And it's another excuse not to get serious about your business and get your business. And I also think that a lot of people out there think, oh my gosh, there's so much. It's gonna take so much time, so much energy, and so much effort. I will tell you that for most of the people that we have coached. Cecil Bullard: That within a few sessions we've got it where it's oh, the pressure's off. There's more money in the bank. Now. There are, the job seems to be getting easier for me. And so they're not putting in the kind of time, energy, and effort that they have blown this out to be Wayne Marshall: correct. Wayne Marshall: Yeah. Cecil Bullard: And then why would I do coaching? What's the point? The point is I don't know what, I don't know. Yep. So I have I was telling Wayne here earlier my, I worked for my dad. He had a shop and he would not support financially classes, coaching anything. He just thought we'll figure it out. Cecil Bullard: And when I was started early in my service advisor career and my manager career, part of this. I went and found coaches and paid for 'em myself. And those thousands of dollars that I spent at the time have literally turned into millions of dollars Wayne Marshall: In Cecil Bullard: my increased Wayne Marshall: revenue And profitability. Cecil Bullard: Yeah. Over my life. Sure. And opportunity. And I think it also has increased lifespan. Yeah, because Wayne Marshall: yes, Cecil Bullard: you know when you're worried about paying the bills or you're, I've just gotta stay late and I know my wife wants me home and I'd like to go to my son's ball game, but I gotta get this car fixed 'cause I gotta pay the bills. Cecil Bullard: That's the stress. All of that, I think leads to early, early death, or if not death at least. So much time and energy is spent on that frustration that could be spent in other places in your life. Wayne Marshall: So I see we got a question that's been submitted from Yvette. Thank you. I know we've talked about some of this. Wayne Marshall: I know you're gonna have a little more insight than I, but one of the things that I would ask that you. Expand on. I guess when it comes to guaranteed pay, it really comes down to what kind of a tech is it? A c tech we know is not gonna be as efficient as a B or an A. So when you talk about guarantee, it could depend on what level of attack and his skills. Wayne Marshall: And the abilities. So expand a little bit on that, if you would. Cecil. Cecil Bullard: Yvette, thanks for the question. Yes. There are multiple different ways that. People have been paid in the automotive industry. Right now, the two main ways are flat rate, meaning, I do an hour's worth of work. I get an hour's worth of pay, right? Cecil Bullard: And then there's Wayne Marshall: flag, Cecil Bullard: Flag. No, that's flag. That would be flag. Yeah, that's right. Wayne Marshall: Yeah. Cecil Bullard: No piece work. Peace. And then there's salary or or hourly, meaning, I'm here for an hour, I get paid x, right? Or for the week, I'm here for the week and I get paid X for the week. Cecil Bullard: I don't believe that either one are the best. Frankly. I think flat rate puts the risk Wayne Marshall: she's asking specifically an yes. Cecil Bullard: It's got an, yeah. Cecil Bullard: And an atex. I would still build the same kind of play, pay plan for Nat Tech that I would for a ctec. It would just have different numbers in it. We want to take about 60% of the pay. Cecil Bullard: What we need to understand is what can I afford to pay that tech? And if you've done coaching and classes and sat through financial stuff, you know that I can afford to pay 20% of sales. To my technicians or I can for afford to pay about 36 to 38% of my labor, effective labor rate to my tech technician. Cecil Bullard: Correct. Okay. And so we, once we know that I have an effective labor rate of. $150 an hour and I can afford to pay, let's say 40%. So that gives me $60 an hour to pay that technician. And that's gotta include the FICA and the feta and the workers' comp and all that stuff. Yeah. Fully Wayne Marshall: loaded. Yep. Cecil Bullard: And so what I would say is you go to Maslow, ma Maslow's hierarchy of needs, and you say people need to understand that. Cecil Bullard: That their base needs are met. So I can't have someone working

    57 min
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About

The Institute’s Leading Edge Podcast is where forward-thinking Automotive Service and Repair Shop Owners come to sharpen their skills, expand their knowledge, and gain an edge in today’s competitive market. Hosted by The Institute’s team of seasoned consultants and leaders with decades of real-world experience, you’ll get direct, actionable advice tailored to the unique challenges of running and growing an auto repair business. Each episode feels like a one-on-one coaching session. Whether it’s improving profitability, building stronger leadership skills, mastering marketing, developing your team, or planning for long-term success, you’ll find strategies you can implement right away. Have a question about your shop? Send it in, and we’ll answer it on the show.

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