Strategic Advisory
We work on the store, not just the buyer.
Pay plans, buy boxes, appraisal process, when to add a second buyer. A monthly cadence with your leadership, run by Marco Lopez, Senior Strategic Advisor. Leadership walks out with the plan in writing.
$200,000+
Gross in the first 90 days. Stu has never bought a car himself: he moved a salesperson into the buyer seat and let the system run.
Stu Snyder
GSM, Hoblit CDJR
What advisory finds
Every store has a bottleneck
The advisor's job is finding the constraint, naming it in front of leadership, and putting the fix in writing. Advisory is the leadership layer of the system.
Galleria Chevrolet
Offers were dying while appraisals sat overnight. Advisory rebuilt the appraisal flow and gave the buyer authority up to a cap, then recruited a buyer out of the recon world to run it.
15+ cars a month
from the street, and climbing
"You make $0 on zero cars."
Fox Chevrolet's buyer kept getting outbid by the market. After advisory sessions, the GM and owner wrote the store a new buying philosophy. It hangs in the office.
A new playbook
written by the store, for the store
Serpentini Auto Group
After the first two rooftops took off, the owner didn't need convincing. He needed sequencing: which stores, which buyers, what order. Advisory built the rollout.
+5 stores added
28 in a month at the flagship, against a goal of 10
How it works
A monthly operating rhythm with leadership
Not a check-in call. A working session where the store's numbers meet the store's decisions, and every fix leaves with an owner and a date.
Volume, close rate, appraisal speed, and gross, read against what the market gave you. The constraint shows up in the numbers.
Pay plan, buy box, process, or people. Leadership makes the call with the advisor in the room, not from a recap email.
Every session ends with the plan on paper: what changes, who owns it, and the number it should move.
Next month starts with last month's plan. Did the number move? Then the next constraint gets its turn.
Run by Marco Lopez, Senior Strategic Advisor, with your GM, owner, and whoever signs the pay plans.
Meet your advisor
The person in the room with your leadership
Marco Lopez
Conner Windust
Jack Tolan
What's on the table
The decisions a buyer can't make
The Private Party Playbook documents the process; advisory decides how your store runs it.
Pay plans
Comp that makes the buyer hungry for the right cars, not just any cars.
Buy boxes
What your lot actually needs, so filters decide what the buyer sees before gut feel can.
Appraisal process
Same-day turnarounds and clear authority, because slow appraisals kill more deals than low offers.
When to scale
The second buyer, the next market, the next rooftop, sequenced instead of guessed.
The in-person workshop
Sometimes the fix needs to happen at your store
One to two days on site, delivered by the Strategic Advisor, six of them this year so far. The whole operation gets rebuilt in the room: buyer, managers, and leadership on the same process before we leave the building.
2x
Dealers who complete an on-site workshop average two times more purchases per month than dealers who don't.
If you were thinking it, someone else asked it
FAQ's
Coaching works on the buyer: deals, calls, and the number this week. Advisory works on the store: pay plans, process, and scaling decisions only leadership can make. Most stores that cap out don't have a buyer problem. They have a store problem.
Your GM, your used car manager, and whoever makes the final call, with the Strategic Advisor. It works because the people who can change the pay plan are the people in the session.
The plan in writing. What changes, who owns it, and the number it should move by next session. No recap decks, no "great call" emails.
When the buyer is doing the work and the number still won't move. Stalled at the same volume for months, appraisals dragging, or a group trying to decide which rooftop goes next: that's advisory territory.