This is not an effort problem. It is an execution gap inside a business with real strength. New Vehicles, Service, Parts, and F&I are carrying the load, but too much of that performance is getting offset by Used and Body Shop results.
We also have clear market opportunity on the Ford side that we are not capturing consistently. The demand is there. Our job over the next 90 days is to tighten structure, clarify standards, and execute the same way every day so more of the available gross stays here.
My approach is simple: train the team on clear process, define what good execution looks like, and inspect it daily with the right tools. When expectations are clear and routines are consistent, results stabilize. We will focus on a few critical operating disciplines, coach to them every day, and hold the line until the gains show up in the numbers.
YTD Selling Gross
$1.288M
Strong earning base to build from.
YTD Fixed Expense
$1.791M
Sets the bar we have to cover consistently.
March Selling Gross (Used)
-$45.5K
Most immediate performance recovery target.
We need to protect what is already working. New vehicle gross quality is up (+$291K YTD selling gross). Trucks and Lincoln SUVs remain margin engines. Service is productive, and F&I performance is steady.
These lines are strong profit producers. We need to validate where F-150 margin position is helping us and where it may be costing us local share.
Balanced mix supporting 5,400+ main-shop ROs and $1.58M in core sales.
Customer Pay recorded 782 repair orders and $234,742 in sales in March. Year to date, Customer Pay recorded 2,176 repair orders and $665,700 in sales. Gross profit was $159,058 in March and $457,570 year to date, with gross profit percentages of 67.8% in March and 68.7% year to date.
March CP ROs
782
Sales: $234,742
YTD CP ROs
2,176
Sales: $665,700
March CP Gross %
67.8%
Gross: $159,058
YTD CP Gross %
68.7%
Gross: $457,570
Customer Pay: 782 ROs / $234,742 • Warranty: 612 ROs / $173,280 • Internal: 508 ROs / $117,826
Customer Pay: 2,176 ROs / $665,700 • Warranty: 1,577 ROs / $546,641 • Internal: 1,654 ROs / $376,333
Customer Pay: 2,176 ROs / $665,700 • Warranty: 1,577 ROs / $546,641 • Internal: 1,654 ROs / $376,333
Labor per repair order for Customer Pay was $300 in March and $306 year to date. Using the Customer Pay labor rate of $225, estimated labor hours per repair order were 1.33 in March and 1.36 year to date.
For March, Customer Pay recorded 782 repair orders and $234,742 in sales, compared with Warranty at 612 repair orders and $173,280 in sales, and Internal at 508 repair orders and $117,826 in sales.
Year to date, Customer Pay recorded 2,176 repair orders and $665,700 in sales, compared with Warranty at 1,577 repair orders and $546,641 in sales, and Internal at 1,654 repair orders and $376,333 in sales.
Customer Pay recorded 782 repair orders and $234,742 in sales in March. Year to date, Customer Pay recorded 2,176 repair orders and $665,700 in sales. Gross profit was $159,058 in March and $457,570 year to date, with gross profit percentages of 67.8% in March and 68.7% year to date.
Labor per repair order for Customer Pay was $300 in March and $306 year to date. Using the Customer Pay labor rate of $225, estimated labor hours per repair order were 1.33 in March and 1.36 year to date.
For March, Customer Pay recorded 782 repair orders and $234,742 in sales, compared with Warranty at 612 repair orders and $173,280 in sales, and Internal at 508 repair orders and $117,826 in sales.
Year to date, Customer Pay recorded 2,176 repair orders and $665,700 in sales, compared with Warranty at 1,577 repair orders and $546,641 in sales, and Internal at 1,654 repair orders and $376,333 in sales.
Labor per repair order for Customer Pay was $300 in March and $306 year to date. Using the Customer Pay labor rate of $225, estimated labor hours per repair order were 1.33 in March and 1.36 year to date.
For March, Customer Pay recorded 782 repair orders and $234,742 in sales, compared with Warranty at 612 repair orders and $173,280 in sales, and Internal at 508 repair orders and $117,826 in sales.
Year to date, Customer Pay recorded 2,176 repair orders and $665,700 in sales, compared with Warranty at 1,577 repair orders and $546,641 in sales, and Internal at 1,654 repair orders and $376,333 in sales.
| Pay Type | March Estimated Hours/RO | YTD Estimated Hours/RO |
|---|---|---|
| Customer Pay | 1.33 | 1.36 |
| Warranty | 1.39 | 1.71 |
| Internal | 1.07 | 1.05 |
These are the fastest paths to improved performance. If we stabilize Used front-end economics and tighten showroom execution, we will capture gross that is already available in our market.
Volume is steady (162 YTD), but gross % dropped to 4.34%. PUVR recovery is the direct path to reversing the -$45.5K MTD used gross loss.
We captured 36.9% of our market. Reclaiming even part of the 246 units won by local competitors will move the store quickly.
Explorer (50.0%) and Ranger (53.1%) are clear execution opportunities for immediate volume lift.
Selling gross dipped to $11K YTD.
233
YTD Body Shop ROs
We need to rebuild body-shop volume to support current overhead and restore fixed-ops contribution.
These are the operating risks that can erode margin if we do not manage them with discipline.
CPO is currently at 0%. Restarting CPO and reducing wholesale dependence is key to rebuilding front-end gross quality.
We need to confirm whether traffic decline is external (lost DRP/referral) or internal (cycle time/process delays), then correct fast.
New gross quality improved, but advertising ($160K) and floorplan ($257K) must be tightened so more profit reaches the bottom line.
Warranty is running heavier hours per RO. Dispatch discipline has to protect Customer Pay access and advisor throughput.
Immediate actions, owners, and required data for the next management review.
Target: Used Mgr / GM
📁 Data Req for Next Review:
Aging buckets (0-30/31-60/61+), Avg recon cost/cycle time, Source mix (trade/auction/street).
Target: Body Mgr / Fixed Ops
📁 Data Req for Next Review:
DRP status, insurance referral breakdown, Keys-to-keys cycle time, Estimate-to-close conversion.
Target: New Dir / GSM / GM
📁 Data Req for Next Review:
CRM response time, Appt set/show rate, Trade-in close ratio, Lost-sale reason by competitor.
Target: Fixed Ops Dir / GM
📁 Data Req for Next Review:
ELR by pay type, Dispatch mix by stall/tech, Capacity utilization by day, Advisor close ratio.
| Area | Current State | 90-Day Target Direction |
|---|---|---|
| Used PUVR | $641 | ↑ $900+ |
| Used Selling Gross | -$45,546 MTD | ↑ Break-even or positive |
| CPO Mix | 0% | ↑ 8% – 10% |
| Ford Locality Containment | 36.9% | ↑ 40%+ |
| Body Shop Selling Gross | $11K YTD | ↑ Positive monthly recovery |
| Service Absorption | 71.9% | ↑ 75%+ near term |
| Service CP Mix | 40.2% YTD | 🛡 Protect / improve |
| Core Sales Effectiveness | Expl 50%, Rngr 53.1%, Brnc 73.5%, F350 74.5% | ↑ Improve monthly |
Bottom line: the opportunity is already in this business. If we run clear process, coach the standards daily, and hold teams accountable to execution, we will stabilize performance and convert more of our current opportunity into consistent monthly results.