Andy Fiffick is the President & CEO of Rad Air Complete Car Care and Tire Centers, overseeing a network of multi-location auto repair shops in the Cleveland, Ohio area. With more than 50 years in the automotive industry, Andy began working on cars at a young age alongside his father, a diesel mechanic who instilled a “do it right the first time” mindset that still guides his leadership today.

After formal automotive training and a decade at Ford Motor Company while earning his business degree, Andy left corporate life to build his own repair business from the ground up. His experience as both an operator and franchisor gives him a grounded, real-world perspective on what actually drives sustainable growth and long-term employee retention in today’s auto repair shop culture.

In this episode…

If you’re feeling the strain of hiring, retention, and morale right now, this conversation hits close to home. The episode centers on auto repair shop culture and why it’s become one of the biggest differentiators between shops that constantly churn staff and those that keep people for decades. This isn’t theory, it’s about what happens in the bays, the break room, and the everyday decisions owners make.

The tension is simple but uncomfortable: most shop owners say culture matters, but far fewer are willing to change how they personally show up. From training and accountability to work-life balance and leadership presence, this discussion explores why auto repair shop culture is under pressure today and why getting it right matters more now than ever for owners, managers, and multi-location operators trying to grow without burning out their teams.

Here’s a glimpse of what you’ll learn: 

[01:05] Who Andy Fiffick is and his role in the auto repair industry

[02:08] Early automotive upbringing and finding a lifelong career path

[05:29] How technology reshaped training and technician expectations

[09:39] Using mistakes as coaching opportunities instead of discipline

[11:54] Employee recognition and everyday engagement practices

[13:27] Protecting work-life balance without hurting shop performance

[16:40] Reducing turnover through consistent owner involvement

[19:47] Monthly leadership meetings and cross-store collaboration

[21:44] Why quarterly check-ins outperform annual reviews

[24:06] Franchising as a growth and accountability strategy

Resources mentioned in this episode:

• Andy Fiffick LinkedIn
• Rad Air Complete Car Care & Tire Centers Website
• Tread Partners
• Gain Traction Podcast on YouTube
• Gain Traction Podcast Website
• Mike Edge on LinkedIn

Quotable Moments:

• “I never ask our people to do anything I’m not willing to do myself.”
• “If you’re trying to teach responsibility and accountability, why aren’t you going to the training with your guys?”
• “You never degrade someone for doing something wrong, you use it as a coaching and learning experience.”
• “Our guys want to live their lives, and that excuse of always working is no longer acceptable.”
• “You can’t expect your team to do a great job if you don’t give them the tools they need.”

Action Steps:

1. Audit your auto repair shop culture by identifying where your actions don’t match the standards you expect from your team.
2. Attend the same training sessions as your technicians to reinforce accountability and shared learning.
3. Replace annual performance reviews with quarterly one-on-one check-ins focused on support and growth.
4. Create systems that protect work-life balance, such as adjusted hours or operational alternatives that don’t rely on burnout.
5. Build regular cross-store or team meetings to encourage collaboration and shared problem-solving across locations.

• Andy Fiffick
• Auto Repair Culture
• Auto Repair Shop Culture
• Gain Traction Podcast
• Leadership in Business
• Mike Edge
• Rad Air Complete Car Care
• Tread Partners

Transcript

00:00
I’ve seen way too many shop owners and managers and that they’ll schedule training for their staff, but they don’t go to the training. You know, to me, if you’re trying to teach responsibility and accountability and the value of training, why aren’t you going to the training with your guys?

00:21
Welcome to the Gain Traction podcast, the official podcast for tire business. I am Mike Edge, your host and I have the privilege of interviewing the tire dealers, shop owners, counter sales reps, technicians, industry executives and other thought leaders of our industry. This episode is brought to you by Tread Partners. Tread Partners is the leading digital marketing agency that specializes in digital marketing for multi location tire and auto repair shops. Tread Partners works with clients that have hundreds of locations, down to five locations. Get a professional, unbiased opinion and let Tread Partners review what you’re doing. It starts with a simple conversation. To contact tread partners, visit treadpartners.com so let’s get started. Welcome to the Gain Traction Podcast, the official podcast for tire business.

01:05
My guest today is Andy Fifick, founder and CEO of Radair Complete Care Care and tire centers with 11 stores in the Cleveland, Ohio area. Andy is no stranger to the podcast. Andy, welcome back to the Gain Traction podcast.

01:20
Yeah, thank you, Mike. Well, glad to be back.

01:22
Well, you know, you were, we’re going back probably three years at least, probably four actually, because we’ve been doing this four and a half. You were one of our first ever guest on the podcast and we didn’t, we did not do video at that time. So this is a new experience.

01:40
Wow. Time flies. Doesn’t seem like that long, Mike. Well, congratulations on 200 Plus.

01:46
Yeah, thank you. It’s, it’s been a great ride. It’s been a lot of fun and you know, we just keep meeting great folks like yourself and have fun doing it. But today I know we got, we’re going to talk about culture and I’m excited to let our audience know some of the things that you do and why culture is so important to you. But for those that don’t know you, let’s talk about Andy a little bit and talk about where you grew up and how you got in automotive care.

02:13
Oh my God. Well, it’s been 50 years. It’s actually been more than 50 years. I started my dad, my dad was always mechanically inclined, so I was oldest of six kids and dad always needed to make ends meet. So he was a diesel truck mechanic when he got out of the army. Actually was a Sergeant of the motor pool in the army and he used to fix tanks and jeeps in the army. When he got out, he worked at as a diesel truck mechanic. Nice make ends meet. He fixed cars on the weekends at the house and evenings, so I would hang out with him in the garage. And at the age of six, one of my favorite pictures is, I got a picture of me helping him fix a Studebaker in his garage.

02:56
That is cool.

02:58
My career started at 6 years old. By the time I was 12, we had a full blown business. On the weekends in his garage in the backyard, dad built a 24 by 28 foot garage which was pretty big for its day. And we had a valve grind machine in there and we did valves and tune ups and brakes and clutches and just about everything. So I very lucky guy. But by the time I was 12 years old, I knew my calling.

03:26
And you know, that is so, that’s so cool. But the cool thing about it is, I mean, you know, as Americans, apprenticeships used to be the big thing. Right. I mean you grew up underneath somebody, whether it was a dad or an uncle or somebody that basically took you under the wing and they showed you their expertise and then by the time you were you could still be a relatively young man. You knew your career path and you were already good at it, per se.

03:48
Oh yeah. 12 years old. I mean, think about 12 years old as grinding vals. Yeah. Lapping valves, you know, put clutches and doing points and condensers.

03:57
I mean, you couldn’t even drive yet technically. You know what I’m saying?

04:00
I was.

04:01
I know, I get it. I get it.

04:03
Yeah. Actually, one of my.

04:05
Favorite stories is my granddad, he was old school. He used to have a farm about 20 miles south of us. And he would let my brother and I take the tractor on the highway to go around to his brother’s farm where he would do some work. And were 10 and 9. Well, there’s nothing better than being on a country road and having 10 cars backed up with adults waiting to get around you and you getting to pull over and tell them when they can pass, you know, and our. Exactly. You know, at the age of 10, it just felt like you’re king of the road, you know. But now at 12, it’s fascinating that you could already fix cars.

04:46
Yeah. Now it’s. Well, we used to go camping because that’s only vacation mom and dad could afford. And I used to drive the cars around the campgrounds. All the time, you know, so, like this dad wouldn’t let me out on the road, but around the campground. Yeah, I could drive. I was always a big kid, so I could touch the pedals. So. Yeah, but no, I was very lucky and I say that all the time because, you know, a lot of people don’t know what their calling is, you know, and by 12 I knew, you know, that was it. So I was very fortunate. I, I learned those lessons very young. And let’s face it was very easy in those days to kind of know everything about cars. I mean, we had drum brakes, we had points and condensers, we had carburetors or chokes.

05:28
I mean, there was, I mean, just.

05:30
There was no computer, right?

05:31
Yeah. And all the cars were the same. If you knew drum brakes, you knew all brakes.

05:36
Yeah.

05:37
I mean, if you knew points and condensers and Alice said a choke, you could tune up every car, you know, and then, you know, when, of course, when we hit the 80s and emissions controls and, well, I should say the 70s and emission controls, everything got complicated. You know, remember the Hondas, when, you know, emission controls on the Honda was a nightmare. They had a thousand black hoses that went vacuum controlled everything. And not one of them was identified. You know, everything was a vacuum controlled emission control and not one of the hoses were identified to go to anything. We’d have to mark every single hose where it went to, you know, so we’ve lived through a whole bunch of changes now. I think it kind of came full circle where now we have so much computing power and so much help assisting us.

06:23
You have to be much brighter today to fix the vehicles. But we have a lot of assistance along the way now, you know, that do. But to help us get there. But you have to be very bright to be able to figure out what we do today and know how to use the computers and the scanners and everything that goes along with fixing things today. But, you know, it’s been a 50 year trek, you know, and everybody asked me when I want to retire and my simple answer is, from what? I mean, this is my life. I mean, I get up every day and I love what I do and I love interacting with our teams and you know, we got 11 locations and each one of them is a little family to me. Yeah.

07:03
And, and I just love going and hanging out at the shops and helping them and sticking my head under the hood and what’s going on with this. And I learned just as much every day Going into the shops, as I did in the past, and keeping up with it and keeping up with the technologies and the training, you know, which kind of goes back to, you know, we’re. We’re going to talk about culture today was, you know, theme, you know, and I. And I think probably the number one thing with culture is leading by example. You know, I. I never ask our people to do anything I’m not willing to do myself. You know, when I walk into a shop, when I’m walking through, I park not in the parking lot, typically at any of our shops.

07:47
We’re almost out of parking spots in our shops all the time. So I park on the street, typically all the time, or down the street or across the street, because I want to leave room for our clients to be able to get in the shops. And many of our stores, our technicians have to park not in our parking lot because we don’t have room. So I’m no better than anybody else. If they got to park off site, I got to park off site. I’m picking up trash in the parking lot on the way in.

08:11
Nice.

08:12
I expect my staff to do that. I’m going to do the same. So to me, leading by example is that. And I’ve seen way too many shop owners and managers in that they’ll schedule training for their staff, but they don’t go to the training. You know, to me, if you’re trying to teach responsibility and accountability and the value of training, why aren’t you going to the training with your guys? I’m probably the last guy that’s going to fix a car in our whole organization.

08:46
But I want to be able to discuss it with my team, and I want to be learning with my team, and I want to be able to understand it so that if I’m doing a TV show or radio show or I’m going to one of the high schools to talk to the young people that we want to join our industry, I’m going to be able to talk, to, talk to. Amen. So I think it’s just as valuable, but it’s even more valuable as part of our culture that I believe those things, and I want you to believe those things. It’s important to me, so it should be important to you.

09:13
Well, and I like your example about learning, because I think great leaders always say, you never quit learning. Right? I mean, and we don’t quit learning till the day we die. I mean, it’s just. It’s got to be ingrained in your culture, your whole being. I Think and like it’s like reading books. I mean I’m not a fast reader, but I always try to have something going, you know, and just picking up knowledge on whatever I’m interested in the day.

09:39
Yeah, that unfortunately I think people that’s like that I’ll spend way too many times. You get hooked on catching up on things. Next thing you know, it’s midnight. You know, you just keep going and going and there’s so much more to learn all the time, you know. And then, you know, the culture too goes so much more beyond the basics, you know, the simple thank yous and congratulating on the job well done. And the reverse of that is I think even more important. Realizing when somebody’s having a tough problem on a job and then helping them understand what they’re doing wrong and taking that as an opportunity to coach them through the learning process. What didn’t they understand, why they didn’t understand it and help them through it and making it a learning experience, you know, you never degrade them for doing something wrong.

10:32
Use that as a coaching and learning experience. Go. Hey, here’s why that nut busted on you. You went in there too aggressive on that exhaust bolt. You know, there’s ways to get exhaust bolts off without breaking them. If you go in there like the 800 pound gorilla, you’re going to break them every single time. You know, especially up north where we’re at, I mean we got rust and road salt get us all the time. You know, I remember we hired a guy from down in Tampa. He spent his whole career in tampa. His wife was from northern Ohio. Here her family, her parents got sick. She wanted to return home to be near her parents.

11:08
So we hired him, come up here, he was breaking every nut and bolt on just about anything he touched up here because he never learned the finesse and how to get off rusted bolts. Yeah, it took me six months to teach him how to work through rusted nuts and bolts because there is an art to it, you know, you gotta learn how to tighten them a little, heat them a little, sometimes back them off a little, tighten again, you know, there’s an old art to working with rusty bolts, but he never had that experience down south. When you’re in, you know, mid Florida, you don’t have the salt from the salt air getting them to them. So they don’t rush down there, you just whip them off, you know, so being part of culture is training along the way also without demeaning.

11:54
But I like your. I also like the pat on the back thing you mentioned, because my dad used to be a coach, volunteer coach, not like full time or anything. But one of the things he always said is sometimes you’ll feed, you’ll meet these kids if you just pat them on the back. He said, they’ll go through a wall for you. And, and that’s all they need. They didn’t need. They don’t need to berated. They know they made a mistake. What they need is, hey, I got a guy supporting me and he’d pat him on the back and he said, it’s fascinating to watch some kids, their level of enthusiasm, sense of belonging, whatever you want to call it. Then they, he goes, hell, that could get them to go through a wall for me after that.

12:30
Yeah. You know, and it’s, you know, it’s recognizing birthdays, work anniversaries, that’s the easy thing. You know, we go much farther than that. You know, each one of our teams, we try to do one big event every year for some kind of employee appreciation day.

12:47
And this is for each shop. Right.

12:49
Each shop is a little bit different. Some shops want to do different things, but we’ve also done for all locations. Like we’ve done a big clam bake before, you know, and that, that circling for next year. Right now that I think we’re gonna do a clam bake for all 11 shops and that. And think about 11 shop is going to be about 150 people, you know, so doing a clam bake for 150 people is a big undertaking. The hardest part of that is picking a date. You know, just trying to pull everybody to get one date is hard. You’ll never get the right day for everybody. But we try.

13:23
So what are your hours typically through the week for each?

13:26
Our hours are eight to six, five days a week is our typical out stores.

13:30
Okay.

13:31
You know, that’s another part of culture. You know, in the early years, were a six day, you know, full day, six full days a week operation. And as our group aged, we got so many guys that’s been with us 25, 30 years that it’s just like, hey, boss, you know, my family’s growing up, I need to have more time off. So it’s either you try to hire more people and slide Saturdays off here and there. And as you know, that’s pretty hard to do these days. So we started giving Saturdays off here about 10 years ago. And it evolved in that we just not work Saturdays anymore. But we have our free loaner car fleet at each one of our stores. So our clients aren’t indisposed anymore.

14:16
So if they need a vehicle repaired over the weekend, we just came a free loaner car for the weekend and we fix their car through the week and the clients love it. That’s really boils down to the clients now call up and say, hey, what day do you have a loaner car for? Me, I want to bring my car in. So they’ll schedule their appointment by when they get a loaner car, not necessarily when they want to come in.

14:38
That’s nice. Yeah, well, you know, there’s opposition to that thought process out there. There’s some guys saying, oh, you got to be open seven days a week if you want to be successful or whatever. But you’re proven that cult, your culture is more important to you in that regard. And then I guess from your management side, it’s easy because you know what, two days everybody gets off.

14:58
Yeah. And you know, our guys love that. You know, as your, our group matured and they need their weekends off to be going camping with boy scouts or cub scouts or girl Scouts. They got, you know, travel, sports teams. You know, these guys, they want to live their lives. You know, when we grew up in the industry that, you know, the fathers, you know, I gotta work that’s just the way it was. And, and that excuse was acceptable. Yeah. In society today, that excuse is no longer acceptable. And, and I could see that, you know, because my father missed pretty much my young life. They just worked.

15:35
Yeah.

15:35
And today that is not acceptable anymore. And I, and I could understand that. And it really, I’ll tell you the secret was when we first started to look at, we said, okay, we’ll stay open Monday and Thursday night late in lieu of staying open Saturday. And then it just turned out that everybody’s. Well, you know, what if we keep our numbers up, boss, we don’t have to work late Thursday night, we’ll just stay late Monday night. And then evolve while the numbers kept getting better all the time. Well then we don’t even have to stay Monday night. So it totally evolved on it. The numbers kept climbing and the gross kept going up and they just kept getting better at their jobs.

16:10
Like, well, you know, we’re already working 60 hours a week, you know, working, you know, 10 hour days or 50 hours a week, working 10 hour days from 8 to 6, you know, let’s just drop the extra hours so it evolved into just eight to six, five days a week. And that’s where we’re at. And everybody loves it. And we actually hire people away from other shops because they don’t have to work weekends and nights and holidays. Yeah. So it’s there.

16:40
Well, you were talking about, you know, one of the things you had mentioned before we did this call is something that you do every year and you talk. You jokingly said, you know, I gain a lot of weight in that week.

16:49
But you.

16:50
You take out for lunch, you go to each. Not the. Not just the events that you do once a year, but you. You go and have a Christmas meal with each store. Is that right?

17:00
Yeah, that’s. That starts. Let’s see, that starts on the 10th, Monday, the 10th. Every, every day, we’ll be visiting with a Christmas dinner for each one of the shops for 11 days in a row. So Bill and I will be taking a really nice dinner to each shop for 11 days in a row and doing a nice Christmas dinner and handing out Christmas gifts and bonuses to each of the teams for 11 days in a row. So, yes, I will be gaining a few pounds. But that also goes along that all summer long I have a portable tailgate grill that goes in the back of my pickup truck. And every Tuesday I pick a different shop and we just rotate. All summer long, we go grill out brats and burgers and hang out at one of the shops.

17:45
Every Tuesday, all summer long, and we grill up brats and burgers at the shops.

17:49
Oh, my God. So you’re. You’re. You’re constantly engaged with each shop then?

17:54
Yeah, every week we’re at one of the shops grilling, and then when we’re not grilling, we’re just visiting two or three shops a day just to stay in touch.

18:03
That’s fantastic.

18:04
One shop per week gets to grill throughout the summer months, and then one. Then the other shops just get a simple visit. So, yes, we stay engaged all the time.

18:13
I would say your turnover is low.

18:16
Next to none. Yeah, yeah. Next to none. You’ll get that occasional turnover and it’s usually a young person still finding their way. Yeah, yeah. You know, we. We lost a young one this year. He was with us about three months, and he decided literally to relocate out of the. Out of the state, you know. Yeah, he was doing okay, but he. He had a cousin that lived up in Michigan that had some kind of good gig going and he decided to leave the state. But that was the only one we lost this year. We’ve lost a couple Guys that followed their wives out of town, you know, for the same reason that the parents, you know. Yeah, parents aged out a little bit. It’s like, I gotta follow my wife, you know, they don’t take care of her parents.

19:01
We’ve lost three over the last 10 years to those kind of events. But.

19:05
Yeah, but I mean, you’re talking about, you know, you’re talking about roughly 150 people, and you’re only giving up one to three, five people a year. You’re. You’re doing all right.

19:14
Yeah, no, yeah, it is. It still hurts. And we still keep in touch with those people. Yeah, they’re still part of the family, but, you know, but that.

19:23
That just screams positive culture. If you’re not turning over people and they got. They. They like it. But you’re. I love the fact that you’re so engaged, but I mean, like, cooking every Tuesday at one store, visiting some every day. But then the Christmas stuff and then the annual events that you have for each store, and they get to pick what they want to do. What else you got going on? Because these are all great ones.

19:47
Well, we do a monthly meeting every single. The third Wednesday every month. We get all the managers, assistant manager, shop forming together. We just literally go over the good and bad and ugly of everything that happened through the previous month. We review all the numbers, we talk about all the specials. We are coming up, everything going on with advertising. We usually pick one or good one or two topics to discuss. We always go around the room, go, what problem is their shop having? And how do you want us to help you handle it? You know, so it could be a disciplinary problem, it could be a sales problem, it could be anything the guys want to talk about. We get together as a group. Typically there’s 25 to 30 people in the room, and we just talk. And it really keeps the camaraderie going.

20:31
You know what’s nice about that, too? We have our own radar app also that we all belong to. So as somebody will be saying, hey, you know, we got a 1980 app, Miata, whatever, and anybody have a timing tool for this or whatever, and we just share the advice between each other. So when you got 25, 30 managers and assistant managers in on that app talking about it, there’s no problem the group can’t solve together. So we act as one big unit and one big family. So the culture not is only in each shop. The culture is between all 11 stores. Also. We act as one big family together. And it. It just really works well, and it’s something like this, you know, when you get that oddball, you know. Anybody got the wiring diagram for a Canadian Magnum?

21:22
You know, I remember when coming out, we got a Dodge Magnum from Canada, and the wiring diagram was totally different than. Than what anybody had in our. In our systems. You know, Mitchell didn’t have it all. Data didn’t have in that. And it ended up. I had to reach out personally to the Dodge dealer to get that wiring diagram because it wasn’t in any of our databases, you know, so that. And another thing I’d like to do is I like to sit down at least every quarter with the. The stores that I own, you know, because I own two of the stores that are still franchises of mine. I like to sit down with each employee every quarter just going, hey, how’s it going? Yeah, well, just. Just to talk to them, you know, because everybody is on annual performance review type thing.

22:07
Yeah, that’s kind of the old standard. I don’t think that’s enough. You need to, I think, be engaged with that person at least every quarter. How’s it going? Anything more we could do for you? What’s your. What you’re.

22:19
A lot, a lot can happen in a year. I mean, a lot.

22:23
A year is way too long to be able to be in touch with them. So, you know, you wouldn’t talk to your, you know, you would not know if there’s something seating underneath if you didn’t talk to them at least every quarter, you know. And then once a month, I like to set the whole team down and at least have a group chat. Hey, what’s going on? And you’ll find out. Oh, you know, the lift and bay number three has been acting up and nobody tells you it gets, you know, the lift’s been leaking oil. There’s an oil line leaking on lift number four for the last month. Nobody says a word. So until you set them down and grip, what’s going on? Hey, do we have any problems with this or that? Oh, yeah, the light over here has been flickering.

23:09
It’s always this, the dumb little things. But I think part of the culture, too, is give them all the tools they need and make sure all the tools work that you give them, you know, because you can’t expect your team to do a great job for you if you don’t give them the tools that they need to do a great job. So I never want to hear the excuse that, well, we didn’t have the tool to get that job done right, you know, because then that’s on me. You know, if I expect them to do a good job, I, I’m expected, I expect myself to give them everything they need to get that job done. You know, so, you know, culture is just so encompassing. You know, there’s. There’s way too more than, you know, just. It’s not a birthday card.

23:54
It’s not a simple thank you. It’s. It’s everything about the shop that’s just the beginning. Being involved with the shop.

24:03
You mentioned franchising. Are you guys still franchising?

24:06
Yes. Yeah, you know, started out, and I think we probably covered this last time, but, you know, I got the store number two, and, you know, for those of us don’t know us, I had store number one, and I didn’t want to open store number two until I had store number one 100% rock solid. Because I did not want to lose anything when I opened store number two in case something went wrong. You know, the last thing you want to do is over stretch. And, you know, I. By the time I got the store number two, I was a new father. I had two little kids. You know, I, I had a house, I had my wife. I got her situated. I didn’t want her working while we had two new babies in the house. She was helping me in the business.

24:49
I thought that was enough. So I, I, I bought the building for store number one. I said, okay, now if anything fails with store number two, I could always fall back on store number one, and we’ll be fine. So I opened store number two up, and as soon as I. One year into store number two, the guy had. Manager had come to me with his wife and said, hey, how could I have my own store? I said, geez, I don’t know. Let me, let me take a look at it. So I went to my attorney friend at the time, you didn’t need an attorney, you know, back in those days. And I said, hey, my one guy wants to have his own radar shop. And I said, how do I do this? Well, let me look into it.

25:26
And he goes, here, you got to call this guy. You got to franchise your name. That’s how you got to do it. So that’s how I became a franchisor. To do it right, I had to franchise. And I’ll tell you the dirty little secret I told Chuck at the time. Well, I’ll sell you a franchise for $5,000. Because the guy told me it’d be about $5,000 to franchise. Cost me $6,500 for the paperwork and I sold my first franchise for five grand. So I lost money on the first one. And so a long story short, it took off and things start running well and the word got out that, hey, you could have a radar franchise in Cleveland. And it’s a good dig. And. And it just starts selling franchises. In retrospect, I think it’s the best thing we did, Mike.

26:10
Because if you think about it, in today’s environment, my franchisees have to worry about their store opening every day and they have to worry about having people and worrying about their staffing. If I had 11 stores and I had to worry about having 11 managers showing up and turning the key every day, that’s a lot more stress than worrying about my franchisee being there because they’re there to open their own stores.

26:36
Yeah, it’s just that personal incentive. They’re. They own it.

26:40
They have, they have more to lose than I have to lose by being there. And I got, you know, we got nine awesome franchisees. Yeah. And I should say eight because one has two stores.

26:52
Gotcha.

26:52
And so in retrospect, I, I always wondered if I would have done better if I would have just kept opening company stores. But now at this point in time, I’m so glad we franchise because I got eight awesome franchisees with us. And they are great. And as you see, Bill Snow is part of the franchise company now. He started as a franchisee. Yeah. So it’s come full circle.

27:19
That’s fantastic. Well, Andy, I am very delighted that you came back on the Gain Traction podcast, especially now that we have video. And I really appreciate you being here and expressing what you do with culture.

27:33
Thank you, Mike. I appreciate being here. Thank you for the time.

27:37
Absolutely. So to all our listeners out there, listen, we’re all over the social media. Find us out there on YouTube, please like and subscribe to us. And if you ever have any suggestions that you’d like to give me a recommendations, please email me@mike treadpartners.com Till next time, have a great day. To all our listeners, thank you for being part of the Gain Traction podcast. We are grateful for you. If you’d like to find more podcasts like this, please visit gaintraction podcast.com if you’d like to make a guest recommendation, please email [email protected] this episode has been powered by Tread Partners, the leader in digital marketing for multi location tire and auto repair shops. To learn more about Tread partners, visit treadpartners.com.