Dealer Tech Tuesdays
S01E08 - Update Promise - The Future of Service - Data Driven Fixed Ops
Dealer Tech Tuesday is a podcast and Clubhouse room on the Automotive Innovations Club. It airs at 2pm EST every Tuesday. It is a discussion and QA for anyone in the automotive space. VTech Dealer IT hosts the show, bringing in experts in their respective fields.
This week's episode is the unauthorized download on Update Promise. Join us with our co-hosts John Acosta, Paul Jensen, and Geno Walsh where we discuss new product deployments, implementations, and successes with Curtis Nixon, Brandon Nixon, and Drew Benson.
Visit us at: https://www.vtechdealerit.com/247-it-support
Dealer Tech Tuesday is a podcast and Clubhouse room on the Automotive Innovations Club. It airs at 2pm EST every Tuesday. It is a discussion and QA for anyone in the automotive space. VTech Dealer IT hosts the show, bringing in experts in their respective fields.
This week's episode is the unauthorized download on Update Promise. Join us with our co-hosts John Acosta, Paul Jensen, and Geno Walsh where we discuss new product deployments, implementations, and successes with Curtis Nixon, Brandon Nixon, and Drew Benson.
Visit us at: https://www.vtechdealerit.com/247-it-support
Welcome to Dealer Tech Tuesdays. This is the unauthorized download version of Dealer Tech Tuesdays with my special guest, the executive team from the Cavaliato Group Gina Walsh, Paul Jensen, Drew Benson. We have Curtis and Brandon Nixon. Welcome, guys, I very much appreciate you guys coming on to have a conversation today with us on the unauthorized version of this Dealer Tech Tuesdays podcast with the Cavalli Auto Group and, from what I hear, I only hear good things from Update Promise and Update Promise's side. So welcome, guys, and we're really looking forward to talking to you guys today.
Speaker 2:Thanks for having us, John. Yeah, thanks for having us. Appreciate you bringing us together.
Speaker 1:So, niceties aside, let's just jump into it. On the Cavalli side, I'd like to kind of understand where the need for update promise came from. What is that? Where did that come from?
Speaker 3:Yeah, so that would be.
Speaker 4:I can jump in here. Yeah, go for it, drew. It was the middle of the pandemic. We also realized we were in another crisis to get a service scheduler because our service scheduler was sunsetting at the end when Flash Player was going away. So we had to make some quick moves and figure out what was the best option for us.
Speaker 1:So Flash was going away. Obviously, that was going away in the end of 2020. And you guys were stuck in the between a rock and a hard place and said we don't have a service schedule, so what are we going to do now? Is that correct?
Speaker 4:Yeah, that's exactly right. We figured we better test the waters and see what's out there. And you know, I heard of a little program called Update Promise that I was recommended to check out, and so I'm glad I did. I got Gino on a conference call and he kind of tagged along for a little bit, yeah, so why don't you talk?
Speaker 3:about that real quick, drew. So how many different software companies did you look at first for a scheduler and then how did we? Because I'm trying to remember it was kind of a blur. There was a lot of stuff going on back then. But how did we land on update promise first and foremost and I know that Paul Jensen's on the call as well why don't you and Paul just kind of discuss what you guys saw first and why you wanted me to sit through one of those just another, you know another virtual meeting and why it was so important for me to sit through it?
Speaker 2:So, thank you, let's talk about that. So we went out to the market and we looked at several different platforms. We looked at e-leads, we looked at X time, we looked at several other different things and some that we'd had some experience with, some that we didn't. Most of them were expensive. My experience in this is that nobody did everything so you could get a scheduler or you could get a mpi program or you could get a texting program or you could get a video program or you could get pay online some. Nobody really did the whole thing and I'm a total skeptic in this. I've been looking at no way.
Speaker 3:You're not a skeptic. That's impossible, you're the least skeptic guy, I know.
Speaker 2:But I was kind of like oh, here's another one we've got to look at. I got an invite from Gino and Drew to take a look at this program and at the end of the call, after they went through everything that they did and it was really the first time that we'd seen a company that kind of did it all or did most everything and at the end of the call, when we asked them how much it costs, we about fell out of our chair because it was relatively inexpensive compared to the other things we were seeing. And there's no contract. It's a month-to-month deal, so it's ideal for what you want to do.
Speaker 5:I think the disbelief continued from there too. I remember call after call. Are you sure this is all that's in there?
Speaker 3:Real quick for the audience listening. Paul, how long have you been in the car business and how many different pieces of software have you seen in that length of time?
Speaker 2:I mean, I've literally been in the car business 40 years and I've been through most of the back end, from back in the day when you were just writing paper repair orders, through automation of having a computer write the repair order and then filling the computer.
Speaker 2:And I've been through a ton of different programs of AutoPoint and different guys that have come in and they sell you a bill of goods. You don't get the support that you think you're going to get, you don't get the buy-in from the people at the dealership and it becomes what I call closet room, where if it's not being used, it gets put aside and nobody realizes what is there in order to be used and you just keep paying for it, or you're under a contract and you can't make a move, or you can't do those things to get out.
Speaker 3:So let's, let's just stop there for a second. So back when you're using Sanskrit to do repair orders how?
Speaker 2:much more we had. I had a chisel and a hammer.
Speaker 3:How much different is it now, when you think about it from your 40 years worth of experience? What would you say is the major difference between what you were doing back then to now?
Speaker 2:Well, one, mostly back then. We didn't even have a schedule. It was bring it right down, get in line, and if the line gets too big we're going to close the doors and we're done for the day. So I literally worked for a cadillac dealer in the northeast and that's exactly what they did. We'd write 75 cars a day and if you weren't there at seven o'clock in the morning, you there was a good chance your car wasn't going to get the service um, so you didn't make the boat, you were not getting on the boat.
Speaker 2:I did, we. You know you were writing on a paper repair order, so tracking, you were doing daily time and job pickings, and so a lot of what we have today in terms of the DMS and the integration with the DMS is you have a full cycle from the time the customer calls and you make an appointment. You do a little bit of selling on the phone to did you need this service? Would you like to have this? Would you like to have that? The pulling into the lane to a fully automated system on a tablet. Write the repair order. Automated system on a tablet. Write the repair order. Do a video. Walk around not so that you can see all the damage that's on the car, the missing hubcaps or whatever to getting the car into selling a menu, getting the car into the shop, getting a full NPI, not a handwritten one.
Speaker 2:And as recent as when I started with this company in 2010, we were doing totally handwritten MPIs on three-part carbon forms. Here's a copy, mr Customer, for your we're going to check your car out. These are the things we're going to check, and then you'd call them, and then you'd sell them, and then you'd do the work, and then the customer would come in and you'd have to pay. That's all automated now so that you're getting a much more detailed MPI. You're getting a video of underneath the car, of everything, so that you can see exactly what's going on underneath the car or around the car. Here's what you need and it's stored permanently for the customer and when the car they approve the work online. The text communication goes back and forth. Everything is documented and that's a really important thing to note that you know by law you're supposed to have written authorization to do work on the car, not just the initial one, but your upsell.
Speaker 3:Yeah.
Speaker 2:And we're actually in a situation right now at one of our stores that we no longer have. Where work was done, it's noted on the repair order. It's date and time. It's got the initials of everybody that was involved. There's no and time. It's got the initials of everybody that was involved. There's no written communication and the customer is now saying we never authorized the work and we're in the middle of a suit-up and we don't have a leg to stand on, from what I can see.
Speaker 3:So with this tool, Paul, if you could just real quick. So this tool is basically taking all of those physical parts, those analog parts, and you kind of put it into what we would call like an ecosystem. Is that correct?
Speaker 2:It is an ecosystem.
Speaker 3:It's a total ecosystem. So now my question next, and it's for Brandon and for Curtis. How do some guys from Chino Hills, california, think I want to fix this problem for Paul, who is writing Sanskrit, who's using a chisel and a hammer on a big piece of stone to write ROs? How did they think about putting this together and what was the motivation to build this ecosystem? It sounds like it's. From Paul's conversation, it sounds like it fulfills quite a bit of it. So how did you guys figure that out, brandon and Curtis?
Speaker 2:So, Brandon, why don't I take that?
Speaker 2:I'll let you take it, Kurt, then I'll come in and I'll challenge you because we'll have different perspectives on how we came in on this, sure, sure. So I owned a collision center most of my life. I was a third generation collision center, very tech savvy. We were ERO back in 1999. And we were very process driven. You know we implemented a lean process initiative measuring every cycle in the production of the repair of the vehicle. We were involved with many insurance carriers, many OEs, many dealer groups. In our area we had five dealers that sent us repairs. We were their approved collision center and one of the areas no matter how big I grew, how sophisticated, how quickly we repaired cars, communication was a big challenge for bridging the consumer experience with what's actually happening in the vehicle.
Speaker 2:So I created the software out of the need for our own business with one of my peers who owned a shop and had many of the similar challenges. We came together and brought that to the collision industry. That was back in 2009, 2010. Of the collision industry, that was back in 2009, 2010. And we got about 700 of our peers to grab onto it. That got the attention of some OE manufacturers, toyota, some insurance carriers, farmers, nationwide, usaa, and then it got the attention of the main database provider, ccc, and we did a license agreement Immediately. They wanted to buy the software and what we were doing and executing in communication and surveys and in reputation management, and they came to us and wanted to buy us. I decided not to sell but to license it and we became the number one communication consumer experience platform in the nation, grew it to 14,000 collision centers 14,000 collision centers.
Speaker 3:That sounds like a lot of shoemaking Jeez.
Speaker 5:It was.
Speaker 2:But what we learned there and it was it was a lot of work, but we had a very small team right. We were still a body shop running a software that we created out of our own need. It just took off. But what we learned was integration. Integration and focus on the consumer and focus on the behaviors that the writers were doing. Don't ask them to do something additional or new. Focus on what are their core processes. Additional or new? Focus on what are their core processes.
Speaker 2:But when we got to about 10,000, a bunch of our collision centers were owned by dealers like the Cavalli Group and they kept coming to us saying we need this in service, we need this in service. So, reluctantly, I kicked it around and it was out of my wheelhouse my partner in my software, who I brought on as a partner. He owned a dealership that we did work for. He was hounding us to get into service and about five years ago we entered the service drive. But we quickly realized it's so much bigger of an opportunity.
Speaker 2:Communication our text automated AI. It applied. Communication our text automated AI. It applied the follow-up for serving the results of the experience applied and the review applied. But there were so many other tools that we quickly realized that were so disconnected. A dealership was paying anywhere from on the low end, $4,000 to on the high end, up to $7,000 for six to eight different tools. And I said, boy, I think there's a big opportunity here to disrupt the marketplace, and I was naive enough to think that I could do it. I didn't understand the integrations, but the big deal.
Speaker 3:Well, Curtis, you know sometimes the most successful people. The reason why they're successful is they don't know that they can't do it Right, Right, and then they just kind of I think that's a big reason why we're here.
Speaker 5:I kept telling Kurt. I said, look, you don't understand what we're getting into. There's a lot we got to do here.
Speaker 3:But hey, we set out to go do it and that's what we did so, brandon, what's your, what's your perspective on how you got into this?
Speaker 5:well, so I've been. As you know, we're family-based company, so I've been a part of it. You know and seen the journey from when I was a kid. And that's getting into it, and it's now leading the dealer team around the nation. And when we came into the dealership space, it's key to note that we were nowhere near what we are today. So we started as just communication and texting and it was great, going, awesome. And then it turned into guys, look we quickly.
Speaker 3:I think we lost him real quick.
Speaker 1:Yeah, I think we lost him for a second. Are you there? Can you get?
Speaker 2:me yeah, we can hear you.
Speaker 5:Yeah, we quickly realized these DMSs aren't doing what they're they're promising to these dealers. And then there's so many different vendors and I remember coming to kirk, going, hey, let's do what we can do, let's expand this. And he's like, well, we can do this, we can do that. And I'm like, okay, yeah, you're, you're crazy, we can't do all that. And he's like like why not? There's no reason, why not?
Speaker 3:All right. So here's the two questions then right. So one, how many dealers are you doing this for right now? And then, two, what are the exact fleet of services that you offer currently with this? It started from an AI texting tool. What is it now? So, how many dealers and what is it now?
Speaker 2:Yeah, so currently we have about 700, just approaching 700 dealers. But the key of what we looked at was integration, integration, integration. So we focused on integrating with all the DMSs. I had already had experience of doing a licensing agreement with the.
Speaker 2:DMS in the collision space, of doing a licensing agreement with the DMS in the collision space. So then I focused on doing license agreements, which we are the licensed consumer experience for Dominion, for Dealer, belt, for Autosoft and, most recently, quorum. And then we focused on that third-party relationship and we said, okay, once we get all the integrations, we've got the tools, now we need to focus on the OEs and the OEs. We quickly identified the tools that were so important, so we have a scheduler. Okay, scheduler An online widget for scheduler.
Speaker 3:Okay.
Speaker 2:A tablet check-in.
Speaker 3:A what A tablet check-in? A what A tablet check-in.
Speaker 2:We have an integrated MPI for the technician, for the desktop of the writer with visuals of photo and video. And then we have a service price guide, an online checkout, which we call our glove box, where all the documentation and approvals done and payments are done. We have e-finance, we have a follow-up, we have a lost soul component trade appraisal.
Speaker 3:So we really tried to Do you get anything else in there? Come on, keep going.
Speaker 2:And there's more.
Speaker 3:But wait, there's more.
Speaker 1:Three easy payments of $39.99 a month.
Speaker 3:So how long did it take you to get from $0 to $700?
Speaker 2:It took us roughly about four and a half years.
Speaker 3:Four and a half years. So for the people listening out there, four and a half years you go from $0 to $700. And what do you think it's going to be in the next four and a half years?
Speaker 2:We're adding about 30 to 35 stores a month right now. Between our license agreements, our oe agreements, we just got uh endorsement by honda and acura for a integrated tire program. So we partnered up with uh tire rack and tpi to integrate their services into the full suite. So it's all one, so one consumer experience and that program just is being announced as we speak for Honda and Acura, being endorsed by them and approved by them. We have five more OEs that are in the process that will be their full scheduler. Like full scheduler, our scheduler is Toyota Lexus approved and so we're focused on that growth. So between our OEs and our DMS integrations, we anticipate over the next 36 to 60 months we'll grow to roughly about 2,500 to 3,500 locations.
Speaker 1:And Curtis John here just a question, or just to you know kind of package this At its core, update Promise is a service progress communicator, right, and to put it in layman's terms, or for the IT guy of the group, it's basically the dominoes pizza tracker for the service process, correct?
Speaker 2:Pretty much yeah, but you know I think you're way underselling it. Yeah, I was just about to say Well, from the consumer's perspective, that's all they care about, right?
Speaker 1:Yeah, that's exactly what I was going to say.
Speaker 3:Well, you have two consumers right, you have the consumer that's the customer for the dealership, and then you have the customer which is the dealership. So what is it for the dealership?
Speaker 2:So the focus on the consumer is make it stupid simple. We want to be the Amazon of the consumer experience for the automotive industry. At their fingertips. They should be able to engage with that service side of the business, soon to be the parts side of the business, soon to eventually lead into new car sales of the business, but at their fingertips. From the dealership's perspective, the fix-up's perspective. We need to build efficiencies, optimize their workflow.
Speaker 2:You know a service drive technician is hard to get. How do we make them as efficient as possible? How should they be able to communicate with the house and the consumer without leaving their stall? Every time they leave their stall, that's money lost. Every time they've got to pull a car off because they're waiting to hear from a consumer or waiting to hear from parts or the writer, that's money lost. Efficiency has to stay inside that drive. That has to stay in the technician's stall. So we want to connect all of the stakeholders as well as building efficiencies for a controller. Controllers shouldn't have to spend all day long reconciling their book of business. It should be at a fingertip one click, two click, go.
Speaker 3:Well, I mean, it sounds like you have definitely have the vision. Now, Brandon, tell me what it's like to take that vision and try to sell it to somebody on the other side, especially when they're like me or like Paul, who've been who everyone's been trying to sell us forever. How does that pitch go? What's that conversation? How do we get from zero to 700 and then from 700 to 7,000 in the next four years?
Speaker 5:We do a lot of ego management, as I like to call it. No, all jokes aside, it's been a difficult process over the years, but I think ultimately, the whole reason that we've had to grow based on the vision is because of us listening to our dealers. I think that's really set us apart in the industry is we aren't just technology people going out there creating software, saying, hey, go use it in these dealers and we know how it's supposed to work. We don't try to act like we know how everything should process and the only reason our product is what it is today is because of what our dealers have told us and the feedback that they've given us. So most of our business growth is is number one, word of mouth, so dealers referring us. And number two, I have a an awesome team around the nation of just just real people. You know they're they. Two I have an awesome team around the nation of just real people. They're incentivized to just go out there and really care for our dealers, not just try and hit a quota or a goal. We want them to actually execute for our stores.
Speaker 5:And then I'd say ultimately and Kurt, you'd probably agree with me too one of our biggest reasons we've been able to get to where we're at is our development team. We have 20 full-time developers in our building. We don't outsource overseas, so when we got problems, issues concerns, it's right there, it's in front of our developers and they're working on it right now. I don't have to wait to coordinate a call overseas, and that helps us to be a lot more nimble, especially in an industry that is so needy and constantly changing. So we have to deliver on that, and I think that's really what led us to where we're at today.
Speaker 1:And Brendan, did you guys follow any type of methodology to create that process, to get feedback, deploy that feedback and create that hypothesis? Is that something that you're following a structure, or is that something that naturally came about of how you guys are running the business?
Speaker 5:So it didn't start as a structure. I'll tell you that it started with cancellations. It started with upset. You know it needs to do this, it needs to do that, and that's scrambling and just making changes on the fly to get to where we need Now. Today we have a structured process, right. We have constant focus groups with dealers getting their feedback. We set up Slack channels we use Slack pretty often with a lot of our dealer groups so that we're getting their feedback in real time and then we have an internal process where those tickets come in. We have a stakeholder team that prioritizes them based on the needs of the dealers and the opportunities in the industry, right. So we have an OE like Honda or Acura, who's endorsing us and we've got this concern that's addressing that and we're able to prioritize those, dispatch those to our team and then we break those out into sprints, which we're constantly addressing every two to three weeks. So our product I'm sure Drew can tell you in the last month and a half.
Speaker 3:That's where we're going to go right now. We're going to go. The reason why we call this the unauthorized downloaded because we want to be. We want the real skinny.
Speaker 1:We want the true nitty gritty. So.
Speaker 3:Drew Drew. Is this true? Is everything that's coming out of his mouth actually true? Cause you know they say car guys you know how to tell when they're lying, their lips are moving. I know we can't see their lips right now on clubhouse, but is it true? Drew? Tell us what your experience is with implementation and with uh customer support from update promise yeah, no, it's second to none, honestly.
Speaker 4:I mean most of the time with with other vendors, I have to submit an email or a chat and I wait. I get a thank you for submitting, we're looking into it, and then I don't hear from anybody. But this is completely different. This is a new age where, especially like Brandon was saying, there's things that happen so fast and there's real issues when it comes to the software. You might have a customer in front of your face and we need answers. So he set me up with Slack and I can communicate with them over Slack. I have Update Promise all these dealer account managers that I can call at any moment to just say, hey, we got an SOS right now, we got to fix whatever's going on, and they jump right on it. It's been really nice From the first time I met them. They send a team out, they train everybody and I think, geez, they've probably been out eight to ten times through the last eight months.
Speaker 3:Yeah, well that sounds all beautiful and great, but tell me about the like there had to have been like a train wreck, like a smash, and like how did working with Update Promise get fixed after that? Like what did you guys do? Did you you know what that like? But what, what did you guys do? Did you you know what was the problem? How did you guys address it and how did it get better?
Speaker 4:well, I think the the biggest thing is like we can, we can turn update promise on no problem. It's the integration with our, with our dms, and we have cdk. So that's when the real magic started happening. It's like we turned on the fortelus ID and we can now print repair orders. But I can tell you right now that took a while to get there, just because there's all these little tweaks and it's trial and error, and we wouldn't be where we're at today unless we had that constant support from them.
Speaker 4:So it really it's been a couple instances where A the repair orders aren't printing or, you know, it's duplicating lines. There's some, there's some real issues and then we got to get their high-end developers to get on there and fix it. So we'd have to pull out that Fortelis ID and stop printing the repair order and then we'd have to put it back in and try it again. And it's just constantly trial and error. But I don't I've never had another software company that spent day-to-day, daily support on these issues trying to get it right for us. You know, because, like Brandon said, we're coming to them with these real issues and they're like picking it up and running with it right so they know how to drill it down. It got ugly there for a little while, but at the same time I mean look at where we're at now. I can't even see it in the rear view because it's gotten so much better.
Speaker 1:And the rear view because it's gotten so much better.
Speaker 2:And Drew, just for I have a situation that I can talk about.
Speaker 1:Yeah, and Paul, can you explain a little bit before that just what Fortelis is, Because I think it's interesting to understand.
Speaker 3:Is that like a pizza? Yeah, exactly.
Speaker 2:A.
Speaker 1:Fortelis.
Speaker 2:It's like the greatest pizza Pepperoni mushroom and.
Speaker 3:Fortelis.
Speaker 2:So CDK is its own little animal and they really don't want anybody being able to write a repair order outside of their system. For the longest time, if you wanted to write a repair order on a tablet in the lane, you had to be using their software. So they had a new manager come in and one of the complaints was you guys are too restrictive. So they put this company, fortelis, to go in between vendors and their system to allow two-way full integration. The only other way that you could do that was what they called a third-party access, where you could very specifically get data down to the vendor and they charge out the wazoo for that. And I'm sure that they charge out the wazoo for Telus, but we don't see that charge. That's included in our monthly.
Speaker 3:However, one of the primary.
Speaker 2:One of the first issues we had when we started doing this was a misconcept with Fortelus of how a car, how you identify a car, where a car can only have one owner but one owner can have multiple cars. So when you'd go to write the repair order, the system wasn't communicating. It was just a concept that they didn't have and that took a while for us to get resolved, but it is resolved and it required everybody working together to put that together. And I want to say everybody working together to put that together. And I want to say Update Promise was right on it Once we identified what the issue was.
Speaker 1:I'm getting that resolved.
Speaker 2:Yeah, and it seems like the you know Paul.
Speaker 1:Oh, go ahead, Curtis.
Speaker 2:I need to say, though you know, as you guys are speaking about, the integrations with the DMSs, some are, you know, a lot easier to work with than others, but, as a whole right, there's a little bit of a rub. They have competitive software that does part of what we do, so they want to keep us out of that realm to a degree. But the real differentiator is, do we have a common vision of what our software does and what the client's vision is? So, as Paul's speaking about what we had to go through, if Drew and Gino and Paul, you know, we didn't have a team that had a clear vision of where they wanted to go and knew that we were aligned with their vision.
Speaker 2:imperfect on many levels, but could we work to get where we both want to go right? When I think about the Cavalli team, their vision was very, very clear, so it allowed us to align our vision and their vision to focus on what needed to execute.
Speaker 2:There were many obstacles. There were obstacles with employees resisting a process change. There were many obstacles. There were obstacles with employees resisting a process change. There were technology obstacles, there were limitations to the integration. But when we all aligned and said, okay, we're just going to keep going and then we're measuring for success, I think one of the key areas with the organization on both teams was measure for success and hold accountable to those key performance indicators of measuring for success. Are we advancing and moving forward with the common vision and goal? And if we were measuring that and sharing that information and shared that vision, we were constantly improving. And that doesn't stop. Today, as you heard Paul say right, or looking in the rearview mirror, we're way far ahead. As Drew had put it, we have a long ways to go right. The customer is expecting that Grubhub experience to be just as seamless and Grubhub is advancing. So their expectation is advancing and we continue this improvement and analyzing what we're doing is so important and having that vision to analyze is vitally important.
Speaker 1:Yeah, and Curtis, I think that from my perspective so I'm the IT guy right, so I look at it from kind of a third neutral Switzerland view it seems that having a partner or a customer that is as bought into the integration is paramount to the success of the deployment of the product. Like this could have gone sideways if gino wasn't on board, if drew wasn't on board, if paul wasn't on board and throwing you know, um, you know throwing sticks in the, in the spokes of of the, the update promise, bicycle, and this could have been gone sideways and said a lot of these times, you know, I see a lot of groups and auto groups implement new technology and turn, like paul was saying earlier, it turns into closet wear. And these guys know how to implement products Like that's the reality and hold people accountable and hold the vendors accountable and hold their team internally accountable and create that process and create that momentum.
Speaker 2:I think that, that's you know one of the most important things about integrating new products is really owning that process of implementation, right yeah, and also understanding what has to be done from an infrastructure standpoint. We put tablets in the hands of all the writers. We put iPod touches in the hands of all the technicians for doing video. We had to upgrade our Wi-Fi pretty much around all the stores and it was our job as managers to remove the obstacles to the people, and that's a huge thing that you really have to do.
Speaker 5:Yeah, I would agree. And, John, you bring up great points. Paul, you bring up amazing points as well. We can't go out and say that we've had the success that we've had with Cavalli at every group that we go into. It's not true. Right, there's got to be process management behind that, and I think that's really what.
Speaker 5:What set the Cavalli group apart from everybody else is that you guys were able to go all right. Here's what we're looking to accomplish. You guys are going to be the partner with us to accomplish that. You know, are you along for the ride? And we were, and you guys were. And shoot, we've created an amazing process along this way. But it doesn't come without saying hey, if we're going to do this, then let's dive in and let's do it. Because there's plenty of groups out there that think, yeah, yeah, I'm going to bring in a vendor and it's just going to be a magic wand, everything is going to go great and it's just going to be smooth. More times than none that has not happened that way and it ends up going sideways. So you guys working side by side and really taking that by the reins has really driven the success there.
Speaker 2:Yeah, one of my favorite questions is it also comes from the reporting factor that you guys have. Your reporting is very detailed and if you're not managing by data, then you can't hold your people accountable.
Speaker 3:And that goes back to what we do here at Kabaly Auto Group, which is the URP. You know we want a unique experience for the consumer, we need robust reporting and we need to put pay plans around it to make sure that the process actually takes root. And you know, for me me, when I looked at it, you know, and brandon and curtis I don't know if you guys thought the same thing that I saw but as soon as I saw it I said, wow, this is going to completely demystify the service department for all of these general managers who aren't you know what they used to be General manager back in the day was parts. You know labor, understood. You know building concepts and how to build buildings. Yeah, they knew how to manage HR.
Speaker 3:And now we have a lot of GMs that are just, you know, gsms that the GM got fired or the GM left and went to another position. And you know they have zero experience with parts and service. They have zero experience with, you know, figuring out what's supposed to be what. And when you see this, it has a direct correlation to the CRM and sales. So when I looked at it the first time, I was like, wow, look, there's activities. I can monitor those activities with this reporting. Now, not only can I monitor these activities with this reporting, but then I can also classify the highest financial outcomes that are coming out of these activities and then we can champion those activities over and over again with a new pay plan. And I think that was kind of one of the things that I saw like instantaneously, where I was like, whatever has to happen, let's make it happen. And and and you know, paul and Drew, you know, those guys are really the people who stitched the dream together. You know, um, I'm just the kind of the crazy person says let's go and get it done. Like that's. I mean, when you look at it, you're like, okay, so, like it demystifies it for me. But if it demystifies it for me, then it also demystifies it for our customers. Yeah, and our customers then are like that wall between the service department and the waiting room is down. They can see their car, they can see that it actually does need tires or it actually does need brakes. They can see, you know, what the recommendations are. They can also look into their glove box to find out whether or not they did it last time. Is this service advisor telling me the truth or is he just trying to sell me right and then they can make payments? The friction has been removed for communicating and also for paying, so it?
Speaker 3:It was one of those things where I was like this, this really has a chance to become a game changer. Yeah, uh, and and the two things I need is I need people like Paul, I need people like Drew to kind of stitch the dream on the ground level, operationally. Then I've got to use a guy like John Acosta and VTech to kind of get all the components together and then hopefully hopefully, crossing my fingers I can have a guy like Brandon and Curtis that are willing to let us run a test tube at our dealership to make sure that it works. And and that's really what I thought was kind of the coolest part about it and we've had this success with a couple other vendors before and they're really not vendors, they're strategic partners, we're symbiotic relationship and we're kind of.
Speaker 3:You know, we're painting the picture as we go. Yeah, because this picture wasn't painted, I don't think, three or four years ago. Yeah, in fact I know it wasn't. I think a lot of the stuff that we're currently doing and Paul and Curtis and Drew, you guys can kind of comment on this. The stuff that we're doing now is this stuff that was being done before, but in a different manner, or is this like brand new revolutionary stuff? Start with you, paul.
Speaker 2:I'd say a little of both.
Speaker 2:Start with you, paul. I'd say a little of both. What we're doing now we're doing to a much greater extent than we've ever done before. We're getting you know from just getting the MPIs and looking at the reports and then figuring out what to do. We're texting our clients. We're communicating better than we ever have. We're getting you know we've seen our hours per hour, our effective labor rates go up because we can manage those things. And the follow-up, the email after the fact, telling us is the customer happy or not, the would you like an appraisal on your car? The follow-up after the fact, telling us is the customer happy or not, the would you like an appraisal on your car? The follow-up after the fact, and just taking it all full circle. We've never had a package that did everything or close it and so so update promise fulfills that.
Speaker 3:Curtis, what are you hearing from your dealer partners? And I'll come back to drew and brandon at the and we'll get the millennial experience on it. We'll figure out sorry, the megalennial experience on it. But, curtis, what are you hearing from your dealer partners?
Speaker 4:Okay, boomer, I'm an Xer. Let's stop, I'm an.
Speaker 3:Xer Not yet.
Speaker 2:So what we're hearing is the adoption is finally coming around, the industry is ready, coming out of covid. It was horrible. Cover was a horrible experience for so many businesses, individuals and, uh, you know, wish we never had to go through it. But from the industry perspective, from our business perspective.
Speaker 2:It has launched the perspective to advance forward. That adoption is a lot easier for the employees because a lot of those employees and their spouses were at home making orders through Amazon. You know they were at work going hey, I can't go to the grocery store, but I did have to go to the service drive, but I want to eat tonight, let me click, and the food's going to be there, right? So adoption of the technology being at their fingertips from the employee's perspective, from the leader's perspective, is okay. If Grubhub can do it and work with Albertsons and work with a local restaurant that's a mom-and-pop restaurant, then why can't we be that business? So adopting that mindset is definitely shifted Now. With that said, everybody's focused on the profitability of the store. So I think the next level to Paul's point is reporting. Right, it's right there. But the next level is do we have that at the manager, the service director, the service writer? Do we have that reporting of the trend analysis at their fingertips, on their phone? Can they have a quick visibility? Because they don't have much time right now? Right? So the GM is disconnected from service, not intentional, but until that month-end meeting comes along, he doesn't really know what's trending. He doesn't want to log into a web portal.
Speaker 2:So the next area is can we empower them with the trend analysis to say how are we doing today, how did we do yesterday, how did we do last week and are we trending in the right direction? Are we trending in the wrong direction? So we're building analytics around that and tools to deliver on that, which is different, right, they didn't care about that a year ago. Two years ago, they just were like I can't get adoption out of my people. My customers don't want to text, they want to pick up the phone. Now it's shifted to. We expect that and give me tools of analytics at my fingertips so I can know which employee's doing their job and which one's not using the tool and optimizing the numbers to put the bottom line down and improve it. Would you agree, guys?
Speaker 3:No, I definitely agree. Before we get to Drew and the implementation stuff and how the technology works and how the millennial mind likes this technology or, I'm sorry, the megalennial mind likes the technology let's talk about Brandon, talk about some of the results that you got back from the case study that you did with Drew and Paul.
Speaker 5:Yeah, so you know, I do have the millennial mind there too as well. I always like to say I'm a millennial, but not a millennial at the same time.
Speaker 5:But uh, yeah, we did an awesome case study, you know, and we took what was it? Five of your guys's stores that the last four months of last year and put it implemented a different plan. So you guys actually implemented a new pay plan driving around adoption. So 50 of it was off of the, you know, gross parts and labor sales and 50 of their pay plan was based off of utilization, csi. And watching the difference from those last four months of before we we implement the plan to four months after that was was astronomical.
Speaker 3:Those changes of you know, yeah, what's the numbers?
Speaker 5:yeah, so we, we had what was it? Just over half a million dollars increase in in operational growth between the five stores so operational growth.
Speaker 3:We're not talking revenue, we're talking gross dollar bills in the bank.
Speaker 5:And what do we do? We decrease expenses along that right, Especially when you implement new processes. You don't expect to decrease expenses, Decrease expenses by close to 6% throughout that process.
Speaker 3:I think that was around $235,000. So you had like a net of almost three quarters of a million dollars come back in between expenses and operational gross and, I think, the revenue.
Speaker 2:Just in software costs when. I did the analysis up front it was $10,000 a month $10,000 a month.
Speaker 1:Wow, and is that because of an increase in effectiveness of the department. No, that was just the difference between what we pay up, they promise, and everything else that went away.
Speaker 2:Of an increase in effectiveness of the department no that was just the difference between what we pay up they promised and everything else that went away.
Speaker 1:Oh, wow. Well this is the problem with implementation too.
Speaker 4:It's like all the writers Right they don't want to change what they're doing, but they all agree that they have a problem.
Speaker 4:They have their own personal cell phones, they have email, they have a text platform, they have all these different ways that a customer can communicate and it gets lost, it gets out of control at some times, and then we don't find out until the customer is unhappy and they tell us that in the survey, right? So that was the one thing with implementation. It's like, hey, we have this great new software tool, let's hold everybody accountable. But they got to, they got to use it, right, we're very data driven, but the data is not going to get in there unless the advisors all buy in and use it. So it was one of those things where, hey, we have a solution for you. Oh, I don't want to do this, I don't want to do that.
Speaker 4:Well, just try it out, out, right and then slowly you can see the magic turn because they don't have to, like curtis said, they don't have to leave their stall, they can sit right there and the phone's ringing yeah, but they're texting and email is all through update promise. And once they saw that that magic happened, that they can do everything inside of one program, then it became a lot easier. And then you don't hear from them anymore. That's how I know people are not mad, is they're not barking at me, right? Yeah, so they're never gonna be like, hey, great, good job, thank you, it's just, you just stop here. And because they've learned to use that one platform to then have their customers streamlined process all the way through so you know, to your point earlier, your question earlier you are these processes new In all reality?
Speaker 5:no, they're not. They're the same processes that we've been trying to drive our stores over, you know, 20 plus years to try and do. It's just we now made it more efficient and documented, just so that you can actually hold your team accountable to do those.
Speaker 3:So it's measurable. Finally, that's what we're saying.
Speaker 4:It isn't pixie dust.
Speaker 3:It isn't like we got this really good service advisor and he tells everybody that I know where you live and I'm going to flatten your tires and your engine is going to explode unless you pay me.
Speaker 2:No now it's like, but you know.
Speaker 3:Yeah, go ahead.
Speaker 2:The industry is not full of innovators like you guys are. So, and that is an important area, and I know I'm kind of backtracking there, but I'm going to give an example of a failure we had. We had a dealer group, five stores out of Hawaii, right, and their leaders said, oh, this is the best thing since Light Spread for what we want. But when we got on the store level and the leaders of each store, they didn't adopt the same vision of execution. So the technology was exactly the same the same DMS, the same integration, the same tools. They selected everything the same. The same dms, the same integration, uh, the same tools. They selected everything the same.
Speaker 2:But the people that were running the stores were the technicians that were used to their process their way, management wasn't brave enough to say I'm sorry, let's try this, let's really analyze it, let's attach your pay to the success of the change of the process. They weren't running process, they were running fire drills. Go to the situation that's hottest and let's put it out.
Speaker 3:That's why I said like emergency rooms.
Speaker 2:Yeah, right, exactly. By the way, I got to be on the beach by 430 today, right. Because I got to start at 430. Right, and so I use that as the extreme by 4.30 today, right, because they got a 3.4. Right, and so and I use that as the extreme, and ultimately we ended up firing them and they ended up firing us and we shook hands and said neither of us are ready for your vision in your execution, because they're not aligned.
Speaker 2:Our vision and our technology wasn't aligned with your true vision of execution. There's no way so better. We fired each other and we move on versus waste each other's time.
Speaker 3:I call that. Everybody wants to wear the cape until they actually have to wear the cape and realize how much work is involved with wearing the cape to be that superhero, to be like hey, I'm going to steal that from you'll be like, hey, I'm gonna steal that from you.
Speaker 3:Yeah like it's. It's the truth, because a lot of folks like want to be that, they want to be that life until they figure out how much that life really is. Yeah, if they realize that if they get through just the other side of that little baby hill that's giving them all that anger and aggression, that it gets a little bit easier every single step that you go. So one of those things I think for me is you know, and Drew, you can probably take this question is like what are the reports that you're pulling out of update promise right now that are making you better at doing your job, which is you're the fixed operations process manager, technology process manager? How are you able to show people that are on the ground level through the reporting? Like, give us kind of a quick idea.
Speaker 1:Can I jump in here one second? I think 90% of the success of this whole thing is in the secrets, right, and one of those secrets is that you have a technology process implementation manager.
Speaker 5:Yeah well, that's how much we 100% and I've never met a dealer group do that.
Speaker 3:But why not though? Like you know you want to be about that life. You got to actually be about that but that's.
Speaker 1:But you see what the success is in between the lines. And Drew, being a technology success implementation manager, you know update promise, resolve, solving the question of the perceived progress in service, the nuances of these things, is where the success lies and that's why update promise is very successful of what they do and that's why the Cavaliere Group is successful of what you guys do. Sorry to digress on that?
Speaker 4:No, I get it. No, it's okay. I think that the importance, what we realized, was like yeah, no, I get it in front of their face Because they could easily just go on to Update, promise and run a report themselves. Right, but how can I deliver that to each person quickly? You know in a daily fashion and do a different report every day, so you kind of get a snapshot of what's going on in your service department on a daily basis.
Speaker 3:So what are those reports?
Speaker 4:Yeah, so I came up with Communication Monday. So, I sent out a message report and see how each advisor is doing Okay, so wait one second.
Speaker 3:Let's pause for one second. So Communication Monday you take all the dealerships and all the advisors and then you do what with it.
Speaker 4:Yeah, so I measure how many messages they've received, how many they've sent out manually, how many artificial intelligence messages are going out. What that means is like if they the promise time is set, if there hasn't been any communication to that customer, the artificial intelligence kicks in. So the more artificial intelligence messages you have, means the advisor is less engaged so we can measure the artificial intelligence and we can see what users in the service drive, the advisors, are actually communicating in the system with their customers.
Speaker 3:So how do you know what's a good job, a bad job, a great job, a blah job?
Speaker 4:Well, we set red, yellow and green right. So green is 59% or lower of artificial intelligence.
Speaker 3:So if the machine's speaking, to our customer 59% and higher, then it's a bad job. Is that what you're saying?
Speaker 4:Yeah, it's just in the yellows the warning area. It's about 60% to 69%, so we can see like, hey, they are communicating a little bit, but they really should step it up, right, there shouldn't be that many artificial intelligence messages going out and then the red 70 or higher is we really know who's not engaged? Right, they're probably still using their cell phone. They're probably still using their work email. Um, they're not just, they're engaged, but not fully engaged so I've built these reports out before.
Speaker 3:Who's your, what's your top number at for AI messages that are being sent out?
Speaker 4:This is like golf and you like golf. The top user is probably the one I had. Yesterday was 35% and that's really really good.
Speaker 3:So 65% of, it.
Speaker 4:You're going to have artificial intelligence messages. They're going to go out right.
Speaker 3:So 65% of them are coming from him or her, and the other 35% are just the gentle nudges from the AI technology and is the.
Speaker 1:AI nudging the service advisor or the customer.
Speaker 4:Sorry, drew. Yeah, so the best performing advisor was about 34%. Then we have a wide range of people in that 40% to 50% range and that's kind of the sweet spot we found is about 44% to 45%. This is going to be the green.
Speaker 3:Okay, okay Now. So what's like your top dog doing? As far as manual messages per month, what's that number look like? Is it like 300, 200? What is it?
Speaker 4:No, it's closer to 1,000. Holy crap, the more manual messages you send, the more messages you're going to have received, right? So the more you engage, the more the customer engages with you. So it's about 800 to 1,000 custom messages manually sent out by the advisor.
Speaker 1:Does that translate directly into?
Speaker 4:ROs.
Speaker 5:Sorry, I was going to say how many ROs are they engaging with an advisor on that per month? How many ROs would you say average about 800 to 900 messages.
Speaker 4:I would say probably, what is it? Three, three hundred, three hundred or so, yeah, so they're doing about three plus so text per per ro.
Speaker 3:Let's, let's say so. Let me ask you a question.
Speaker 4:That person with all the text messages are, they also have to understand too with the messages, though you can have some people that want to just keep talking and keep talking, so it will range. It will definitely range yeah.
Speaker 3:So let me ask you a question that, like the person with the most amount of text messages you know, not like that, you know 14 year old, that's, you know on snapchat all the time or whatever it is, but is that person like really good at their job or are they like okay at their job?
Speaker 2:they're killing it. Oh, they're killing it. Okay, yeah, they're killing it.
Speaker 5:Okay, yeah, they're the highest performing in all aspects.
Speaker 3:So there's no coincidence between the activities.
Speaker 1:So activity directly translates into productivity and money in their pocket, basically.
Speaker 3:Okay so what's the?
Speaker 5:What just goes to show communication is the key of it all right.
Speaker 1:Yeah.
Speaker 5:I love that communication Monday is the first thing you brought up, because, no matter what, as long as you communicate, everything else is going to be right. I'm sure he's got a bunch of customers that were upset with what's going on with their car right, but what does he do? He keeps them informed. So, as a result, he's one of your top performers.
Speaker 4:Okay, he can handle the most amount of volume because he lives inside of the system and it helps manage him contact all those people.
Speaker 3:And when you say the system that's update promise right this is correct okay, and and so that's all of this stuff is pulled out of update promise. Too right that communication monday report to pull out of update promise, or do you have to like, do it yourself?
Speaker 4:yeah, no, I run the message report and every monday, and then I'll just transfer that to my excel sheet which will calculate all the percentages and colors and put everybody in a bracket. So it's a high level. So we send it from the owner to the store managers, to the service managers, to even the shop foreman I mean everybody involved in the fixed ops operations and our management team gets these reports so that everybody's aware of what's going on at all of our stores and helps measure. Each other say hey we're doing good, hey we're doing bad, and it just highlights that. For them.
Speaker 2:it's funny, though, that you are stating communication and time in the system actually produces measurable positive results, because a lot of the resistance we get when we go into a store that doesn't have leadership vision aligned with the employee vision is the top writers go. I don't have time for that. That's okay for you low-end writers, because you need help, but the top-end writers resist the most at the beginning, wouldn't you agree, brandon?
Speaker 5:yeah, but you know, I think as well, the industry's transforming right. The customers are forcing them into this habit. I would like to say if a customer text messages you a question and you pick up the phone, you call them. You just failed they. They told you how they want to communicate right, yeah so to your point, you know.
Speaker 5:Yeah, I agree we do get a lot of pushback from advisors like, oh, I've got all their cell phone numbers, they call me, I have no problem with communication. Well, yeah, but those customers are expecting something different now. We're in a different time and different age on communication and it all was relative there. So, like I said, drew, I absolutely love that you guys have that communication Monday.
Speaker 3:I'm going to steal that because I'm going to start getting a lot more of my managers to do that. This is unauthorized downloading.
Speaker 2:If you've got a service advisor that's texting a customer from his cell phone, you could be in a TCPA violation.
Speaker 3:Oh, I knew Paul would come in. He's the old police officer.
Speaker 4:Paul, but that's one of the things that I can use when I'm trying to show these big dog top writers like hey, let me help you.
Speaker 4:All right, let's use this. Oh, I don't want to do that. And then they start seeing, hey, okay, they're actually communicating with me and I'm like, yeah, and by the way, you don't want to use your cell phone because, did you know, there's a fine you can get. It's pretty hefty every time someone opts out. Then you text them, right. So Paul has a very valid point. He is the police officer of our group, which I like, but at the same time he's very right.
Speaker 1:Yeah, but it's also embarrassing to have a Greenpeace straight out of Chick-fil-A that's nipping at their heels, almost making as much as they are in service with three months in the business.
Speaker 3:We took a receptionist that was at a different store who was literally just doing closing ROs, internal ROs. She wanted to become a service writer.
Speaker 1:Yeah.
Speaker 3:And Drew tell me if I'm wrong or I'm right. We sent her over to a different store, different brand, different everything, and within what? A month and a half, two months, she was bringing in $130,000 in gross Jeez Operational, not gross. Jeez Operational gross, not revenue gross. So she went from, you know, a hourly receptionist to a salary plus commission service advisor.
Speaker 3:That's wild, like the technology was that intuitive and that easy to use. Plus, you know, with Drew's support and with Drew's reporting, you know people can see like oh, this is the fruitful behavior, this is the fruitful activity. And then, next thing, you know, it just takes off. They don't even know that they're not supposed to be doing that.
Speaker 1:Trust the process.
Speaker 3:It's true.
Speaker 4:One more report up there a second. I want everybody to understand. I want everybody to understand what he just said. We took a receptionist who answered phone calls and then took him to a service advisor, and all that she did was learn the system and she killed it and she followed it and followed the process, and that's how you can see, how you can show these big dog advisors.
Speaker 4:You don't need these people that are going to just push back on everything. You can take a receptionist and trade them into a service advisor, and she already has the communication skills, and then we just teach her as you go, and then she's just grasped onto it.
Speaker 2:That's awesome, I love it, but don't we hear we have such a shortage in employees and qualified writers in the industry.
Speaker 1:Well, do we have a?
Speaker 2:shortage of qualified writers, or you're not approaching it with the right perspective yeah, that's exactly. We have a shortage of process and training yeah, exactly, exactly so real quick, I think we're in the industry to think deep in talent, that's right, yeah, so real quick, let's just go around the room one time.
Speaker 3:Let's give one final conversation piece, I think, on the unauthorized download here at Dealer Tech Tuesdays with VTech. Let's say the one biggest thing that you got out of this relationship with Cavalli and with Update Promise and what it means for your company. And we'll start with Paul. We'll go with beauty first.
Speaker 2:It's just an overall better way of doing business. It's the one thing. It's a better way to do business. It's a better way to communicate with your customers. It's good for CSI, it's good for gross, it's good for the employees.
Speaker 3:And then what's your favorite thing of update promise?
Speaker 2:to me probably the reporting in the back side being able to do that. And, gino, you're that, you're the champion of, of management, where we get on every couple times a week with the service department for very short periods of time looking at their performance, and here's where you need to go, and it's the reporting that we get out of Update Promise that allows us to do that.
Speaker 3:Let's go over to Curtis. Curtis, tell us about the relationship and what's your favorite part about Update Promise Tell us about the relationship and what's your favorite part about Update Promise?
Speaker 2:You know, I think the relationship has the relationship in itself. The partnership with the Cavalli Group has been the best part about it Because you know we are continually learning, to Brandon's point early on, we don't know what we don't know, and that works to our advantage because it forces us to listen to our customers, like you are, who have then transitioned to become partners, friends and, as a result, both sides are innovating and revolutionizing the consumer experience in the industry. So I think for me, it is the partnership and the friends and the innovation. I'm so excited about what we're going to create tomorrow, not individually, but partnered with companies and friends like yourself.
Speaker 3:Great Brandon, tell us what you got out the most and what's your favorite part of Update Promise.
Speaker 5:Yeah, I think the most I got out of our partnership here is you guys really helping to show me how to teach dealerships to just hold their team accountable to actually execute process. That's been a struggle for us and dealers around the nation of actually executing with any program that they put forward. And your guys' organization has really shown me and taught my team that organizations can do it and the way that you guys go about it. It's really helped me to drive to other dealers that look, if you're failing with a different program, it's not because that program is horrible or it's not doing what you need to do.
Speaker 5:It's because you're not there driving that process and driving the execution and so you, you guys have definitely helped, helped me personally understand that process with the dealership and transformed our product. The feedback you guys give us has helped us to transform the product and I will always say we will never stop listening and I appreciate the feedback you guys have given us thank you and drew.
Speaker 3:Finally, let's wrap it up. Uh, before we you know we wrap it up I just definitely want to say that the dolphins are going to beat the patriots this weekend, so go ahead and give us your favorite part about update promise.
Speaker 4:You heard of mac. Don't know if you heard of Matt Jones.
Speaker 3:He used to be an Alabama quarterback. We got one of those too.
Speaker 4:He's going to whack the floor with the Dolphins, but what I'll say to this is I understood management's vision and I understood Update Promise, their product and what they offer. The one thing that I love is that I can go into a dealership and now it's full transparency, right, and it's. Everybody has a job to do inside of the system. You just you have to have complete partnership with every single part of the service department the parts department, the technicians, the advisors. They all have to work together inside the system, just like they're doing on a day-to-day basis. So the magic happens when everybody realizes that they have a role to play and the importance of it. And then, when they see it come full circle and a big ticket gets purchased. Or, you know, we sell something easily because everybody did their job. It's just a win-win for all of us.
Speaker 4:And so the boots on the ground, the people that are in the stores, are like, wow, that was easy, I can do that, no problem, and move on to the next one. So I think the easiest part for me is just launching it in the stores. Yeah, it's not. It's not easy at first, but it comes around full circle and people start seeing that magic happen and they realize it is easy and we can. We have this program, we have these people at update promise that will listen to us, that will fix things, that will, you know, change the way that it works so that it caters to not only us but other dealer groups out there. So it's made the product better, it's made us better, and I think that I mean Curtis is right We've come so far, but we're really only scratching the surface.
Speaker 1:Yeah, I think to kind of wrap it up is that you know, weapons don't necessarily make the warrior, but if you have a very effective weapon in the hands of a capable warrior, you could have monster grosses Right. All right, guys. Thank you everybody so much. This is Dealer Tech Tuesdays. We'll be here next week and I'm so happy we had the first unauthorized download version.
Speaker 3:Unauthorized.
Speaker 4:Unauthorized download Unauthorized.
Speaker 1:Unauthorized download version the pirated version of Dealer Tech Tuesdays With my co-host, gina Walsh from the Cavalli Auto Group and Paul Jensen. Thank you, update Promise for being here. Thanks, brandon, thanks here, thanks, brandon, thanks Curtis, thanks Drew, for your first-hand perspective on these implementations, and I really appreciate it, man. Thank you everybody. We'll see you next week. Go Dolphins.
Speaker 5:Thank you, bye. Thank you, have a great day.
Speaker 1:Bye, everybody, bye, thank you.