『Run Your Auto Shop Like You're Running for Mayor』のカバーアート

Run Your Auto Shop Like You're Running for Mayor

Run Your Auto Shop Like You're Running for Mayor

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Geoff Fisher is the COO of GVT Tire & Auto and Auto Pros of Minnesota, an automotive service network with 18 locations. His perspective on auto repair shop growth comes from experience across the shop floor, service counter, process development, and multi-location operations.Fisher began working as a tire and lube technician at age 16 before earning an operations management degree from the University of Minnesota’s Carlson School of Management. He later spent two years as a service writer and moved into leadership, where he now helps guide an expansion plan targeting 26 locations.In this episode…Growth exposes every loose process inside a shop. One location often survives inconsistent communication because the owner sees problems firsthand. Eighteen locations operate differently. Managers develop separate expectations, accountability becomes uneven, and recurring problems turn leadership into constant firefighting.Fisher uses the Entrepreneurial Operating System to create a shared operating language across locations. Weekly scorecards replace emotional decisions with measurable information. Car count, average repair order, and labor hours reveal where a process has broken down and give managers a clear place to begin correcting it.That operational discipline addresses only part of auto repair shop growth. Expansion also creates tension between consistency and local identity. Fisher’s team wants every location to feel connected to its town rather than viewed as another chain. Community involvement, local partnerships, and visible service build relationships that a new sign cannot create by itself.The economics reinforce that approach. Fisher places the average cost of acquiring a new customer at about $130. A free oil change or community initiative costs less while creating a direct opportunity to demonstrate the shop’s service. Opening one location every five weeks raises the stakes because each new team must carry the same processes without losing its connection to the community.Here’s a glimpse of what you’ll learn: [01:14] Fisher begins his automotive career at age sixteen[04:06] Shop-floor experience leads Fisher into operations management[06:22] EOS replaces emotional management with measurable performance data[10:55] Repeatable processes support expansion across multiple locations[13:12] The company averages one shop opening every five weeks[15:46] Community involvement strengthens retention and local trust[20:30] Clear measurements expose operational breakdowns[22:19] Coaching shapes Fisher’s team leadership approachResources mentioned in this episode:Geoff Fisher on LinkedInGVT Tire & Auto WebsiteAuto Pros of Minnesota WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:“That people feel like your shop is a part of the town, not just located in it.”“We are currently averaging one shop every five weeks.”“I call it running for mayor, right?”“And I felt like sometimes we were playing too much firefighter and not really understanding what started the fire.”“Help me, help you, help us.”Action Steps:Turn auto repair shop growth into a weekly scorecard. Track car count and average repair order, then add one labor-efficiency measure that managers review at the same time each week.Select one recurring operational problem and document its root cause. Assign ownership of the correction, set a deadline, and review whether the same problem returns.Build a store-opening playbook from the processes already working. Document training responsibilities, workflow expectations, and the first-week operating routine before the next location opens.Give every location one concrete community commitment. Choose a school partnership, local business relationship, or service initiative that places the team in direct contact with residents.Calculate customer acquisition cost and compare it with the actual cost of a goodwill offer. Track whether recipients return for a second visit rather than measuring success by redemption alone.
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