Pub. 1 Issue 3

9 at it. I think people make their own luck. Second, become a good steward of the business. Understand how the operation really works. Every department in a dealership is intertwined and it is all a ected by the accounting side. I think everyone who aspires to grow in a dealership should work in accounting for a time. It puts things into perspective. And nally, choose a mentor carefully, and then learn. Become an avid student of the business. If you could describe the best day in this business, what would it look like? at would be the day I bought my partners out. Describe your all-time favorite vehicle (it can be one you’ve owned, or something on your wish list). What are you driving today? I don’t drool over cars; for me they are a commodity. I don’t really think I have a favorite … a car is a car is a car. Well, maybe an old Mustang. I am impressed with the new Toyota Supra. It’s been gone for 20 years; it has a race car legacy. I drive a new Toyota Avalon. Tell us about your family . My wife Kathy and I have three sons, Shaun, Ryan and Matt. What is your favorite way to spend your free time? Any unusual hobbies? Nothing unusual. I spend time with my family. What is the most rewarding part of your career? Developing employees. What do you think will be some of the dominant trends within the auto industry in the next 5-10 years? Well, we all see what’s coming: electric vehicles and autonomous vehicles, which is what everyone is talking about. More and more models are becoming increasingly autonomous, and for dense metro areas, I can see the positive. For those people who commute, the thought of reading a little, drinking co ee, and answering emails while being driven to work is a great use of time. I think a lot of the trends will be very positive and exciting – but these changes aren’t going to happen overnight. Even ve years out is a bit ambitious. We talk a lot about ride-sharing as well. Again, I think that the way cars will be used in the future will change, but I don’t think we’ll see fewer miles driven overall. Cars will still need to be owned by someone and they will still wear out and need maintenance and, eventually, to be replaced. e car industry is a people business. As dealers, we want the best possible products from the OEMs so we can sell them to our customers. As auto dealers, we’re part of our communities, and for many of us, we have been for generations. We have earned the trust of our customers by selling quality vehicles in a way that makes sense and creates a mutually bene cial relationship. I don’t believe that will go away. Yes, there will be changes to products, but I believe in the dealership business model. What is the biggest importance of being a VADA member; what makes it bene cial? We have assistance with our OEM relation- ships. ere’s a comradery within the mem- bership that is supportive to the industry. We can learn from each other. VADA also provides many opportunities to participate politically, which I think is vital to running a business in today’s world. We need a voice, we need someone who looks a er our best interests, and VADA does that. What inspired you to serve as a leader within the association? e long and short of it? Don conned me. I thought it was one-year commitment, so I thought that’s workable, but, it’s more than one year. With the executive committee, it’s seven. Having said that, we’re all busy. But you make room for what’s important, and VADA is important. Are you involved in any civic or charitable organizations? We contribute to the SPCA and the Su- san G. Komen Foundation. We’re also very active in local athletics. Over the years, we’ve donated a quarter of a million dollars to six district high schools in order to replace all the varsity football helmets with safer-grade Vir- ginia Tech rated helmets. ere are a lot of concussions, and while no helmet is concussion-proof, a better helmet goes a long way on reducing concussion risk. What is your de nition of success? Have you gotten there? By my own de nition, I haven’t gotten there yet. I am going to get there, but I am not there quite yet. My goal for my dealer- ships is to be a legacy business, which can take care of generations of my kids and grandkids and beyond. I want to make sure it’s protected and run in such a way that it can grow year over year. ere’s some legacy anxiety, if you will. But planning ahead and working the plan is important. If you look back at your career and life, what would be three things that you have learned, that you would pass onto a younger member within the auto industry? Well rst, I believe that you can accomplish anything if you work hard