Prior Automotive Operating Experience
FROM $70K TO $187K PER MONTH IN ROUGHLY TWO MONTHS.
Richfield, Minnesota — Transmission & General Repair Facility
When Tim Tyler stepped into this Richfield, Minnesota transmission and general repair operation, the shop had opportunity but was not capturing it.
The owner was frequently saying no to work before giving the customer the opportunity to decide, pricing was too conservative, inspections were not being consistently performed, and the shop lacked clear systems for tracking goals and performance.
The business did not need one small adjustment. It needed a change in mindset, pricing, process, technology, and accountability.
Before
WHERE THE SHOP STOOD.
Team structure:
The First Change
SAY YES.
"Yes — bring it in."
One of the biggest shifts was simple: instead of deciding for the customer what they could afford or whether the shop should take the work, the team focused on creating the opportunity first and allowing the customer to make the decision.
This mindset became part of the scheduling and sales process.
What Changed
WHAT CHANGED.
PRICING
- Implemented a parts pricing matrix
- Raised the labor rate
- Added shop supplies
- Improved pricing discipline
INSPECTIONS
TECHNOLOGY & TRACKING
- Repair orders
- Estimates
- Digital inspections
- Invoicing
- Reporting
- Goal tracking
GOALS & ACCOUNTABILITY
Building a Winning Culture
WE ARE WINNERS.
WE ARE THE BEST TEAM OUT THERE.
The shop moved away from a cautious, reactive environment and toward a team that believed in the business, understood the goals, and was excited to come to work.
The goal was to create a culture where people knew what winning looked like and wanted to achieve it together.
After
THE RESULTS.
Initial turnaround results were achieved during approximately two months of direct operating involvement.
Continued Growth
THE GROWTH CONTINUED.
After the initial turnaround, the shop continued building on the systems, pricing, culture, and operating structure.
The business later added two additional technicians and is now reportedly producing approximately $250K per month.
Later reported operating level
$250K
Per Month
This later reported operating level reflects continued team growth after the initial two-month turnaround period and should not be attributed to the initial two-month turnaround period alone.
Core Lesson
THE CUSTOMER GETS TO DECIDE.
Shops lose opportunity when owners or advisors decide what a customer will say before the work is properly inspected, presented, and explained.
Richfield changed when the team started saying: "YES. COME IN."
Then pricing, inspections, technology, tracking, goals, and accountability gave the team the systems needed to execute.
Take the Next Step
WHAT COULD YOUR SHOP LOOK LIKE 90 DAYS FROM NOW?
If you know your shop is capable of more but you're not sure where to start, let's look at the business together.