One salesperson sold nineteen last month. Another sold four.They sat through the same training.
I coach the person behind the sales process — so your store gets more units out of the opportunities you've already paid for.
Thirty minutes, free. Bring me one thing that's stuck — a person, a process, a number that won't move. We work on it on the call.
Rather just talk? Call or text 505-490-6502.
"If you get off that call without one thing you can actually use, I'll tell you myself that we're not a fit and I won't follow up."
Free resources
Tools you can use before your next deal.
Practical help for the reports and decisions already on your desk.
I come to your store. I look at everything you've already got — leads, CRM, tools, process, people. I find where the deals are leaking. Then I fix the people side: your salespeople and your managers.
No new vendors. No new software. No new monthly bill.
The last vendor gave your floor three days of motivation and a binder of closes. Gone by Friday. A month later, old habits.
I do five days on your floor, four weekly reinforcement sessions after I leave, and a day-thirty review on your CRM numbers.
The last vendor ran the same speech they run at every store.
I do one week of diagnosis first. You get one page on what's actually wrong at your store. If it doesn't tell you something you didn't know, don't hire me.
The last vendor trained your salespeople and never touched your managers.
I do a manager block halfway through the week — because your managers are the ones who keep it alive after I'm gone.
The last vendor sold you another tool, another login, another monthly bill.
I work with what you already pay for. No new software. No new vendors.
I coach life change into people. I don't follow them around a car deal.
Same ups. Same leads. Same people. Nothing on that list changed.
When one salesperson sells nineteen and another sells four out of the same floor, the difference isn't the inventory, the market, or the pay plan.
Which should tell you where those units have been the whole time.
Your store doesn't need another vendor. It needs someone to look at what you already have.
I start by triaging everything — the CRM, the lead sources, the tools you're paying for, the process on paper. What's getting used. What's collecting dust. Where the deals are actually leaking.
Here's what I usually find. It's not the lead count. Your salespeople are sitting on plenty of leads — and burning through them. One flat email, one try, done. Nobody picks up the phone twice. Almost half of internet leads get mishandled before anyone works them, and forty percent of buyers purchase after most stores have already stopped following up. The deals are in your CRM. They're dying there.
Or you bring on new hires, hand them a CRM login, tell them to shadow a senior salesperson for three days, and watch them burn through fresh leads while learning the job by accident.
Another vendor can't fix a people problem. If your salespeople won't follow up and your managers won't hold the line, the new tool ends up next to the old one.
I fix the people. With what you already have.
What would twenty more deals a month do to your statement?
Five salespeople moving from six cars a month to ten adds twenty units. Start by looking at the opportunities your store already has.
Calls that never become appointments. Appointments nobody confirms. Customers leaving without a T.O. Follow-up stopping after one attempt. Which of those is costing you deals?
Run the numbers on your floor.
Front-end + back-end gross, less commissions and other direct costs of the additional deal.
Scenario using your inputs. Count additional dealership sales, not deals moved from one salesperson to another.
Want me to run this on your store? That's the free Leak Finder Session.
Want the number for your dead deals instead of your ups? Run the Lost Deal Audit.
Bring me a recent deal that fell apart. We'll look at where it broke down and what the salesperson or manager could do differently.
You fired the salesperson. You didn’t stop paying for the problem.
Now somebody has to write the ad, screen the applicants, sit through the interviews, and start the training again.
Meanwhile, the floor covers the gap. A manager gets pulled into another deal. Previous customers need a new owner. The replacement learns your inventory, your CRM, your process, and how to handle a customer without losing them before the T.O.
If the next person gets the same rushed start and the same management, you can end up paying for the same problem twice.
What one replacement cycle can cost.
Illustrative 90-day replacement cycle
| Recruiting and onboarding | $4,000 | |
|---|---|---|
| Extra training pay or unrecovered guarantee above normal selling compensation | $3,000 | |
| Additional manager time | 40 hours × $75 | $3,000 |
| Ten dealership sales lost during the transition | 10 × $2,500 retained contribution | $25,000 |
| Total economic impact | $35,000 | |
These are example inputs, not a national average. Manager time is an economic cost and may not increase payroll. Recruiting costs above exclude the manager time counted separately.
The ten lost sales are across the entire 90-day example, not ten every month. Count only deals the dealership actually loses after other staff’s recovery efforts.
Some people need to be replaced. Some need someone to finally show them what to do, work through what’s stopping them, and follow up after the conversation.
The expensive mistake is never finding out which problem you have.
How much gross walked out of your store last month?
A free 45-minute worksheet. Your own CRM, four buckets, one number. Find your leak before we ever talk.
Want me to run this on your store? That's the free Leak Finder Session.
Need new people? Or need more from the people you already have?
01 — New People
Build the next class right.
I can help you write the ad, screen applicants, interview, and select the people you want in the store. Then I come in and get them floor-ready in five days — your process, your dealership, your managers.
Greeting. Discovery. Reading the buyer. Walkaround. Demo. Write-up. Asking for the business. Manager involvement. Follow-up. Then I stay with them after the week so real customers don’t undo the training.
02 — The People You Have
Show me the bottom of the board.
Give me the four-, six-, or eight-car salesperson already on payroll. They already know your CRM, your inventory, your managers, and your store. I want to find where they’re leaking the opportunities you’re already paying for.
Maybe it’s appointments. Maybe discovery. Maybe they won’t ask for the business. Maybe follow-up dies after one attempt. Maybe pressure makes them second-guess what they already know. We find the leak and coach one thing at a time.
If the salesperson isn’t the real problem, I’ll tell you. Sometimes the leak is the manager or the process around them.
Twenty years in the car business. Almost every chair in the building.
I've sold cars, desked deals, and worked with teams across multiple stores. I know how easy it is to skip a step when the showroom gets busy.
That experience helps me ask better questions about what happened in the deal, including the parts a report won't explain.
Your manager was your best salesperson. That's why they got the desk.
Nobody taught them to run people — so they run deals instead.
They jump in because it's faster than teaching. They skip the hard conversation because they never had to have one. Then the same problems show up every month and everyone wonders why the training didn't stick.
I work with them on the part nobody trained: leading the people, not just desking the deals. They still hold the standard. They just stop being the bottleneck.
Your customer may buy nothing like you do.
If you like details, you can bury a decisive customer in specs. If you move fast, you can rush someone who needs time to trust the decision.
In sales training, I use the Four Buyers framework to help people adapt to the customer. It's a practical tool for the sales conversation.
These are working impressions, not permanent labels. We check them against what the customer says and adjust.
The salesperson learns to ask: Am I responding to this customer, or am I selling the way I like to buy?
First, I look at what's happening in your store.
I review your DMS and CRM reports, call recordings, lead log, and sales process. Then I spend fifteen minutes with each person.
At the end of week one, you get a one-page summary of what I found and where each person needs work.
If that page doesn't tell you something you didn't know, don't hire me.
Every person on that page falls into one of six areas. Most stores assume it's the last one. Usually it isn't.
- 01SkillSomething they were never actually taught.
- 02ClarityNobody told them what good looks like at this store.
- 03ProcessThe step exists on paper and not on the floor.
- 04ManagementYour best salesperson got promoted. Nobody taught them to lead.
- 05Follow-upThe leads are already there. They're getting burned.
- 06BehaviorThey know what to do, and something stops them.
The first five, we fix the thing: training, a straight expectation, a process change, a conversation with the manager, better follow-up.
The sixth is coaching. We work on what's actually stopping them — then we come back to how it shows up on the floor. Agreeing with me in a session isn't a change in the store.
Six programs. Pick the seat you're sitting in.
New hires, your existing team, your managers, your F&I office, or you. Every program starts with a free thirty-minute call. For the floor programs, that's a Leak Finder Session. For coaching, it's a working session. Scope and price come out of that conversation, not off a website.
Thirty minutes. Free. Bring me one thing that's stuck.
A salesperson who should be selling more, a manager learning to lead, a handoff that keeps breaking, a number that won't move.
We meet one-on-one by video. If it's a person, I talk to them before I hear your assessment — I don't walk in with the verdict already written.
I'm sorting it into one of six areas:
- 01Skill
- 02Clarity
- 03Process
- 04Management
- 05Follow-up
- 06Behavior
Afterward I'll tell you which of the six areas it falls in and what I'd do next. If it isn't coaching, I'll say that too. And I won't chase you.
It's a real session, not a discovery call with a pitch at the end. You'll leave with something you can use whether we ever speak again or not.
Where I'm not the right call.
Some of what's slowing your people down isn't in your people. If that part's off the table I'd be taking your money to work around it.
I'm not the second opinion that makes it easier to sign.
Thirty days per change, per person. If you need a different month, run a spiff.
Past ten in a room I'm doing drive-bys, not coaching. We scope it or I pass.
Pick the seat you're sitting in.
Tell me what's happening at your store and we'll decide where to start.
The things you're actually wondering.
I take one store a month. That's it. That's all I do.
Bring me one thing that's stuck.
Thirty minutes, free. A person, a process, or a number that won't move. We work on it on the call and you'll know by the end whether more of this would help your store.
Text me one deal that fell apart today, one flat salesperson, or one CRM number that doesn't make sense.