Independent advisory
Most dealerships are solving a different problem than the one they have.
No theory going in. I start in your numbers and follow them to the actual story.
For dealer principals and group executives who want to know what is actually happening in the dealership.
Trace a decision through the business
Illustrative connections. Select any area to trace it.
Every department can hit its number while the business misses.
The picture you decide on is built from the same scoreboards that are hiding the problem, so it inherits their blind spots.
What I actually read.
Not a workshop and not a survey of your managers. The underlying data, reconciled across systems.
- CRM
- Lead records, response times, the conversation threads themselves, and what the activity log claims next to what the customer actually wrote.
- Pay plans
- What each role is paid to produce, and what that quietly makes rational for the person doing it.
- Vendor reporting
- Checked against your own source data and your own definitions, rather than accepted at face value.
- Inventory
- Age, turn, pricing policy, appraisal history, and which units the floor is actually steered toward.
- Public record
- What your customers wrote in places where you were not the audience.
- The process
- How a handoff really happens between the BDC, the desk and the salesperson, as opposed to how it is written down.
The question decides the scope.
Four areas of work. Where a trail starts, not a menu to pick from.
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01
Is growth creating value?
Strategy and economicsThe economics behind pricing, growth, resource allocation, and group level decisions.
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02
Where does execution break down?
Operations and accountabilityHandoffs, incentives, capacity and ownership across the customer journey.
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03
Can you trust the signal?
Technology and intelligenceCRM data, marketing measurement, vendors and technology judged against the business need.
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04
What will make the change hold?
Transformation and implementationA chosen direction turned into sequenced work, clear ownership and follow through.
Nothing gets prescribed until the numbers say what is actually happening.
Three stages. The diagnostic is a fixed fee, and I do not sell the fix, so nothing in the findings is shaded by what comes next. The approach in full
- 01
Start in the data.
No theory going in, yours or mine. I pull the source exports, reconcile the systems against each other, and follow what they show rather than what the call was about.
Output What turned up, and where it points next
- 02
Make the tradeoffs explicit.
Compare the plausible courses of action against economics, operating constraints and the cost of being wrong.
Output Options, decision criteria and scope
- 03
See it through.
The findings become a plan with named owners, review points and measures that show whether it worked. A diagnosis that stops at the recommendation is not finished work.
Output Roadmap, ownership and review cadence
Perspectives.
Published on LinkedIn. Moving on site as each one is edited.
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You talk to the person doing the analysis.
A vendor sees one lane. A 20 Group sees the financials. I have worked across departments, stores and groups, so I can trace one problem through sales, service, the BDC, the desk, the vendors and the pay plans.
I take a small number of clients at a time and stay on the work myself, from the first conversation to the last review.