
The Same Store, the Same Year, $591 More Per Car
A luxury franchise dealer switched F&I providers and back-end gross per vehicle rose from $1,686 to $2,277. Here is what actually moved, and what did not.
notes from the drive
Practical thinking on Dealership Leadership, F&I Performance, and running the Overdrive Operating System.
Topics

A luxury franchise dealer switched F&I providers and back-end gross per vehicle rose from $1,686 to $2,277. Here is what actually moved, and what did not.

A BMW rooftop rebuilt its finance desk from three managers down to two and posted the biggest F&I gain in its group. $818,912 more back-end gross, driven by price rather than line count.

Hitting the number is not the same as being done. The leaders who last stay grateful for the win and hungry for the next one.

Role confusion stalls dealership teams. Here's how Scorers and Playmakers work, and what leaders should do so both roles win.

Resumes can lie. Interviews can be performed. Here's how to actually test-drive a new hire before you commit — before a bad hire costs you thousands.

A Mercedes-Benz rooftop lost 77 units and rebuilt its desk from three managers to five, and still raised F&I PVR. The lever was finance penetration, not product.

A hunter finds business that doesn't exist yet. An order-taker waits. Know the difference — and which one you actually have on your team.

When every request is the top priority, nothing is. Rank the work, pick a few real ones, and stop treating the whole list like a fire.

A BMW rooftop sold 58 fewer cars and still added $372,045 in F&I gross. Three finance managers, three different personalities, and all three finished above $3,000 per copy.

Most performance problems are a skill gap or a will problem. One needs coaching. The other needs a decision. Here's how to tell them apart.

The most underrated onboarding framework in existence came from medicine. Watch one, do one, teach one — and almost nobody uses it outside the OR.

Eighty-five percent of what actually matters comes from a handful of numbers. Everything else is noise. Here is how to find your five.

Most companies document too much or nothing at all. Both cost you the same thing.

Somewhere along the way, leaders got so worried about being called a micromanager that they quit managing at all.

Growth stalls where the owner won't let go.