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Episode 239

Geoff Fisher

GVT Tire & Auto/Auto Pros of Minnesota

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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 approach

Resources mentioned in this episode:

Quotable 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.

Transcript

00:00
The running for mayor, that kind of started, you know, our second or third shop because it means people know you, people trust you, people see you getting involved in that community, right. That people feel like your shop is a part of the town, not just located.

00:13
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.

00:57
My guest today is Jeff Fisher, the COO of GVT Tyron Auto as well as Auto Pros of Minnesota, with a Combined total of 18 locations in Minnesota and growing. Jeff, I’m glad to have you on the podcast. Welcome.

01:12
Hey, thanks for having me, Mike. Appreciate it.

01:14
Yeah, man, you guys really got a lot going on. But before we get into the business side of things, tell us a little bit about yourself and did you grow? Well, first of all, I think everybody likes to know this. A lot of dealers, operators, managers listen to this show. Did you grow up in the business or did you just find your way in this industry like I did?

01:33
Yeah, absolutely. So my first job was actually being a tire loom technician at the age of 16. Actually was a full service gas station. So it kind of started with replacing wiper blades and plug in tires and then kind of started getting the shop itself.

01:48
You know, when you say full service gas station, you’re giving a little bit about your age away there, right?

01:53
I am dating myself a little bit. Right. So. So we have the bell hoses where the cars run over and that means I go run out there and collect a couple dollars from the patrons for washing their windshields and telling them how nice they looked. Right.

02:07
Man, I think those days need to come back. I mean, there’s something about that service that makes it nice. Especially, you know, have you ever noticed today you’ll be on the phone and I don’t mean like holding it, but you’ll be on the phone and you’ll be like, you know, I can’t get out and pump gas yet because I’M on important call. And it sure would be nice if somebody came up and you could sit there and keep doing what you got to do.

02:30
No, absolutely. And you know, it kind of has that customer feel to it too, where you started building relationships and you started having conversations you probably wouldn’t otherwise when someone’s simply just trying to pump their gas. So it was a very unique opportunity at such a young age to just kind of get involved with what it is to run a service station. Right. All the inner and outer workings and, you know, the old cash register that you’d have to calculate your own change off some simple math and you write on the side of a piece of paper. So it was a humble beginnings, right?

02:58
That’s awesome. You know what, it’s funny you bring up counting the counting change. My dad always owned a retail something and I worked the counter and he taught me, when a very young age how to, you know, you count backwards. You never really have to. But you watch these people today. I mean, I do it so fast. It’s just the way I grew up, right. I mean, I worked at cash register, so I know to start low, build up to the next dollar, then five, ten, boom, you’re done. Man, these kids today, and even adults, it blows my mind. They’ll sit there and wait for the machine to tell them, and then I know they don’t know how to count it the way you and I were trained because they’ll start with the big bills first, you know what I’m saying?

03:37
It’s one of those things you just grow up with. Did you grow up in Minneapolis or Minnesota?

03:42
Yes, I did. I was in one of the suburbs called Edina, Minnesota. So I went to Edina High School. I actually graduated from the University of Minnesota with my operations management degree out of the Carlson School of Business, and then kind of got my way back into the industry after graduation.

03:57
That’s cool. So when you got back into the business, tell us how you got to where you’re at today, you know?

04:04
Yeah. So like I mentioned, you know, I kind of started off in the loom base, you know, kind of doing oil changes, plugging tires, started kind of getting into some of the flushes, alignments, a little bit of steering, suspension, more like we call a GS or a ctec. And then I ended up going to school. So that was kind of my high school and summer jobs was doing that full time in the summer. Then after school, during the school year, I went to college for four years. Like I said, the University of Minnesota Gophers. After graduation, I wanted to kind of get back in the industry. You know, cars always kind of fascinated me. Just kind of the inner workings, problem solving. You know, I kind of always had that problem solving drive of trying to determine what was going on with the vehicle.

04:46
Never really got into huge diagnostics, you know, as a loop tech or GS. But that’s, that kind of drove me to want to get back in the industry.

04:53
Yeah.

04:53
That being said, I didn’t necessarily want to wrench. I, you know, I wanted to kind of figure out the more inner workings on what it was like to be on the counter, what it was like to kind of understand the vendor relations kind of more of the business aspect of it.

05:09
You like the whole business side as a whole, didn’t you?

05:12
Yes, it was very intriguing to me. Yeah, you know, parts purchasing, some of the back end, vendor rebates, some of those negotiations behind the scenes was always kind of fascinating to me. Where you’d always see the vendors come in, but they would just drop you off an invoice in the park, but you really never knew what it came from or what happened after you collected that invoice. So it’s kind of a curiosity, kill the cat kind of situation.

05:32
Yeah.

05:33
Did some service writing for two years, you know, just I, I wanted to make sure I understood kind of what that start to finish was on a vehicle, how it came in, how it got out and everything in between. And then I kind of started growing into the liking of how do we improve process? And so that’s kind of where my Sigma 6 kind of came in. And process improvement was okay. We started finding some flaws within a shop that were operating. What is our job? To capitalize on some of these opportunities. And I felt like sometimes were playing too much firefighter and not really understanding what started the fire. So that kind of got me in my foot into a management opportunity. And from there it was just again, what I love to do is building the culture in the shop.

06:14
And that’s what I found was kind of my calling was what keeps people happy, how do you keep people motivated and how do you get those results from those two?

06:22
I’m curious to know this. I’ve heard this from several different people, guests on the show about process. And one of them I actually witnessed to a guy that had trained her and she said, she’s an owner, shout out to Mickey. But she said, there’s Tony had come into her store and he Basically changed a few processes. And she goes, and they weren’t big. Like, it didn’t. Wasn’t a heavy lift for me and my staff. But by the end of the year, it meant a lot of money. And I think. I don’t know, I’d kind of like you to expand on that a little bit. Did you have any of those aha. Moments where you recognize that where just little bitty processes signified a, you know, significant difference by the end of the year?

07:06
Yeah, absolutely. So what we do is we call. It’s called eos. It’s entrepreneurial Operating System or eos. And at its core, it’s kind of the framework built around clarity. Right. Accountability, communication, consistency, alignment throughout the organization, in the whole. Right. Or in your shop. And one of those things which I can answer your question here, was instead of just saying we need to improve, it kind of started with athlete tracking the numbers and the behaviors that drive that performance. Right. So the weekly scorecards are quarterly rock clear goals, defined responsibilities. I think when we stop managing strictly off of motion and started managing more off measurable data like car count, the aro, the hours per build, you know, a lot of the KPIs that I’m sure all of us can relate to, all those numbers kind of tell a story, right?

07:50
Yeah.

07:51
And math usually points directly towards the problem, if you’re willing to look at it honestly.

07:55
And it’s a great. But you know what it does? I think it takes a lot of the friction out of the business. We use the OS at our company. You know, we’re owned by a marketing company called Tread trade Partners and EOs. I mean, granted, you got to tweak it to your industry. Right. I mean, it’s not perfect the way we continue to tweak it. It allowed for communication on projects that used to go, well, I sent you the email, or I had it in Slack or I had it here. No, no. We’ve got one platform. Everything goes into. And like you said, there’s issues. There are rocks. You’ve got ways to communicate, and everybody sees their assigned task and it makes man. You know, for those that have never looked into us, I’m with you, Jeff. I highly recommend it.

08:39
I had never worked with EOS before, and I, I see the benefits, and I’m not really on the operations side, but I see the. I see the. The streamliness of communication. And it creates less friction, less problems, there’s less headaches because everybody can task it up and you can see it. Does that make sense? To you guys? I mean, is that what you’re getting at?

09:01
A hundred percent. And then to add to that, you know, a little bit of firefighter background. Anyone can kind of react to a problem after they happen. Right. But the real operational growth here is happens when you actually start identifying the root causes. And I think that’s what EOS really kind of helps drive, is preventing those same problems repeating over and over again. And that mindset has completely changed how we operate. It helped us align with the leadership. As you mentioned, Right. When you started scaling in different stores and managers and naturally started to operate a little bit differently. Right. You started having different expectations, different communications, different accountability. And that EOS really helped kind of create one language in one direction across the company.

09:40
Yeah, it’s kind of like one of those situations too. Have you ever noticed, like, I mean, I guess in some ways it’s easy to notice a good employee, but sometimes I think good employees can get overlooked because that guy’s just a steady Eddie. He never causes problems. He’s always on time for work. Matter of fact, we’ve never, he’s never had, he’s never screwed anything up. It’s almost like you don’t notice somebody’s great qualities. It’s kind of a war of attrition. You don’t notice it until you get down the tracks long enough. You go, hey, man, Jeff’s a great worker. You know, we never have a problem out of him or we never have issues or we. He’s always getting it done on time or beforehand or whatever. I, I think EOS helps you identify that a little bit.

10:25
And yeah, I think you hit the nail on the head perfectly right there. And so again, for those that don’t know about EOs, you know, that’s something that we recently incorporated only two years ago. And it’s something that’s always evolving. It’s always a check and a balance. But once you kind of get aligned as a, in a store or multi unit, obviously in this particular instance, and again, it assigns that ownership. And I think when you have ownership and you start having accountability, that’s when the teamwork makes the dream work. Instead of, you know, without the structure, without those expectations, how you expect communication or accountability.

10:55
So you’ve been there for this growth and you guys have gotten to 18 stores and you started EOS two years ago. How has EOS helped the expansion process? How much easier has it made it?

11:09
So it’s definitely helped us when you’re scared quickly, like I mentioned, with how you have all these different managers, you start operating differently. And I think the biggest thing is when you start identifying what process broke down, where is the communication failure? Where is the training, the workflow, the leadership, the expectations, the accountability, the capacity, the scheduling, the inspection quality? All of a sudden you start taking all these deliverables and allows you to kind of open that book and start making a playbook. You know, it’s kind of coming down to, okay, yeah, I like to use analogies here. In sports, it’s third down and seven. Do you have a play call for that?

11:44
Yeah.

11:44
Is that a different play call than second and one? And how does that translate into your shop? We go, when you’re talking about marketing, you’re talking about car counts, you’re talking about a ticket size or ticket size would be the aro. But what that kind of does is allows you to develop that playbook. And when you have that playbook, now it’s third and long. Now it’s, you know, you’re doing a punt or there’s a fourth of one, you’re going for it. It allows you to actually have that play called instead of trying to figure out play on the fly.

12:09
I think that’s a great way of describing it. I was just another, like a visual that came to mind is like having you’re almost creating levers that you already know that you’re going to need sometime, but you never know when you’re going to need to pull it, but it needs to be ready to be pulled. In other words, I’ve got it here when we need it, but I don’t necessarily have to pull it yet. Or maybe it’s a button, whatever you want to call it. But I’ve already designed, I’ve designed my system for the potential problems that we may have. But this is what we’re going to do on this one. This is what happens. And it just, it really does prep you. Well, I’m glad you brought up EOS today. I think, I think it’s a very good topic for our industry.

12:45
Again, I’m not here to talk all about EOs, but again, like you said, the levers. I have a whole tool shed full of tools. But if I don’t know where they’re located or what each tool does, that shed is only effective as the roof that’s over it. And like you mentioned, with those levers, once you start expanding that toolbox or understanding what your toolbox has into it, the rest of that kind of starts to follow up saying, okay, I’ve had this problem before. I’ve seen this happen before. What is my proactive response instead of I always try to be on my heels and be reactive.

13:12
I love it. I love it. So how, what’s your all’s game plan? You guys are at 18 stores. Is the idea to keep going?

13:21
Yes. So currently we currently have a goal of 26. By 26, we are currently averaging one shop every five weeks.

13:28
Fantastic.

13:30
So you know, it’s one of those things where we have a store opening team which is kind of fun because it’s made of our managers and service advisors alike where it allows kind of teach the same processes that we have been teaching. Yeah. Is it’s one of those things like the acronym for team together everyone achieves more. That’s kind of the identity of our culture here, is that we are here for each other. You know, one of my favorite quotes here is help me help you help us. You know, we can’t solve problems. We don’t know about them. But at the same time come with the solutions or come with some ideas because that’s when you start having conversation. That’s when you really start making, you know, mountains move. Because now people feel included in these decisions.

14:05
It’s not just going to the store trying to put a new name on the side of the building. We’re here to build on the legacy. And as you continue to do that and other shop owners started catching wind of this, that you’re starting to build something that means more than just the shop that they’re a part of, all of a sudden it kind of starts coming together and people are starting to advocate for you of what you’re trying to do because again, you are simply just, you are the next chapter of that store. You’re not trying to reinvent the wheel. No pun intended.

14:30
No. I get it though. Do you. So do you guys do a lot of. Are you buying a lot of existing shops or do you do any greenfields?

14:37
Yeah, so all 18 up to this point have been existing shops. We’re actually looking at couple new builds here this summer in the local area as well. So we’re actually. Yeah, so we’re actually excited about having our first ground up come here in August.

14:50
Are these like locations you guys have just identified and thought, man, something we, there’s opportunity. Is it like expansion area neighborhoods or suburbs or.

14:59
Yeah, you know Mike, there’s a lot that goes behind that. Of course. You know, we’re looking at demographics, we’re looking at population sizes, obviously you know, as we look at Minneapolis and St. Paul as a, you know, metropolitan area, looking at some of those suburbs that are starting to grow, you know, some of these outskirts of towns that used to be 5,000 are now 20,000, all of a sudden things like Costco are popping out of nowhere. And so it’s one of those, you know, what is your niche? What is your why? What are you trying to do with. Are you trying to be an elite Auto service center? Are you trying to be the cheapest Auto service center? You kind of have to figure out what it is that you want to do.

15:32
We pride ourselves on our warranties, our loaner vehicles, our state of the art lobbies, our technicians, our equipment. But in the same time, does that match what you are trying to move into? Or are people just looking for that backyard mechanic out in the farm?

15:45
I got a question for you. That thing, how do you market yourself in the way that you guys, you know, you’re, you want to be elite in those categories, like, you know, having the showroom, having the, the equipment, having the right personnel. How do you, how do you market yourself that way if you don’t want to be the least expensive or cheapest is some people.

16:05
So yeah, I mean, we do pride ourselves on being the trusted experts. We have a five year, 60,000 mile apart and labor warranty that associated with that. All of our stores do have loaner vehicles. We call it the red carpet rollout. I mean, we are looking for the relationships inside the community. Community is a very big thing for us because as we move into these new communities, no one knows what GVT tire in Auto is or no one knows what Auto pros in Minnesota is getting involved in your churches, getting involved in the schools, getting involved in, you know, local businesses. It has been a huge asset for us as far as trying to know who we are, what we are and why we’re here.

16:40
Now when you say getting involved, are you saying that you’re buying ads at the sports local high school or the, the church bulletin or something like that? Or are you actually encouraging your employees to say, hey, we want you guys to be, you know, community service is.

16:55
A combination of both. Yeah, the answer is yes to all of that. You know, obviously getting your name on the side of a baseball jersey or you know, showing up in the church bulletin, but it kind of takes a step more than that, you know, doing those acts of service, you know, loving your neighbor as yourself, because at the end of the day it’s the long lasting relationships are going to build your business people coming back retention, right? We can give all the free oil changes and all the free services away to come. Have you come in? But what makes you want to come back and locally loan locally operated? You know, the one thing that we hear sometimes is oh, you’re just another chain, you know.

17:29
And that word kind of makes me cringe a little bit because at the end of the day we are locally owned, we’re locally operated and we want that sense of partnership inside the community. I call it running for mayor. Right? You find your manager, you find your team and at that point you guys are one unit of how am I going to make Albertville the best city I can make it? Is that picking up the trash, is that going to. Going to the football games? You know, I just got a whole bunch of new jerseys and helmets dropped off by the local high school. Here we made $1,000, a simple thousand dollars donation to high school’s forest boosters. And here they are giving us all this, you know, memorabilia that now we’re going to showcase in our lobby.

18:09
And that’s that feel that we want to feel in our communities of we are a part of them. We have that jersey hanging up in our lobby. We have that element sitting up on the table that you’re working on while you wait for your oil change.

18:21
I really like the way you do that tie in. But I also love that mentality, the running for mayor mentality. I mean, because really, I mean, you know, when you think about it and we’ve all experienced it and I live in a small town, anybody knows that, you know, small town mayor, I mean, and it works the same way in a big one. But the small town mayor, he knows a lot of people, I mean, you know, on every corner and he is more, I guess you’d say, service oriented, actively involved in so many activities because that’s where. Yeah, I think about our mayor, for instance. He had a built in voter base. He’s the longest serving tenured mayor we’ve had. And he’s in his, he’s probably in his low 70s, but before he ran for years.

19:05
So I’m talking about 35 years of coaching youth sports. Do you know how many voters he had out there? It’s crazy.

19:13
The running for mayor that kind of started our second or third shot because it means people know you, people trust you. People see you getting involved in that community, right. That people feel like you’re shop is a part of the town, not just located in it, and I think that’s the big difference of that whole running for mayor mentality is I believe that the best shop operators, excuse me, don’t wait for customers that need repairs. They become visible, valuable and connected to the people that ever, you know, that need those services. And you know, or you’re good people, you care, right? You smart. The community, they always take care of me. You know, we look at it saying, hey, all right, average acquisition cost of a customer or average, you know, new customer is $130 a customer.

19:55
A free oil change for, you know, our cost versus retail. You’re talking, you know, 20, 30 bucks. Is that, is that free oil change implemented in your community? Cheaper than doing all the marketing and advertising to try to showcase who you are. Then you do that red carpet rollout. You hold the door for them. You have those clean lobbies, you have that jersey hanging up in the lobby. All of a sudden it sounds like you’re kind of at home, right? I’m not sitting here in, you know, in rubbish or tripping over parts or parts vendors are walking through your front door. You see yourself sitting there and you want to be comfortable and cozy.

20:30
I got a note here that when we talked, you said something about you can’t scale what you can’t measure. And I think you also said, make sure you know your cpa. You want to talk about that a little bit?

20:45
So you can’t scale what you don’t know, right. And you don’t know what you can’t measure. And that honestly sounds like, you know, a cleaner version of you can’t scale. You can’t measure what fits your approach. Right? The scorecards, the KPIs, the EOs, the process tracking. Right. The accountability, what that means. You took some good notes when we first met, because I’m really happy you brought that up because that’s what kind of blends the leadership in the operation. You don’t know what’s working, you don’t know what’s failing. You don’t know where your money’s leaking. Right. You can’t coach effectively. The visibility creates the understanding and understanding creates the better decisions. And that’s because measurement creates visibility.

21:29
There’s so much confusion when you’re trying to implement things like Mitchell or techmetrics or whatever your point of sale systems are of when you are finding out what’s working or what’s failing in these processes, when you’re trying to train on them. All of a sudden, now, the next door, the next operation you kind of work out those kinks internally of what worked and what didn’t and learning from those mistakes. I think that’s when you’re doing a quick expansion, the level that we’ve been doing. If you don’t adjust or make those decisions or you don’t find out the root cause of what was kind of the bottleneck, you’re going to continue to make that same mistake over and over again. And that’s where those clear process and the clear procedures as you’re scaling are super important.

22:09
Because, like you said, can’t measure what you don’t know. Right. And without that understanding, how are you ever going to make any better decisions?

22:18
Amen. No doubt about it. Well, on a personal level, Jeff, what do you do for a hobby?

22:25
I’m being in the outdoors. I’m big into golf, fishing. Parents live on a lake, so we spend some weekends up on the lake. I got a golden retriever thinking about getting another fur baby. I’ve been married for five years to a beautiful wife, Susan. I’ve been coaching basketball or coaching baseball. Excuse me, coaching hockey at the high school levels. I’ve also. Oh, man, what else do I do?

22:53
So you’re a big sports guy, then?

22:55
I love sports. I think you got some of my knowledge analogies earlier in the. In the podcast here, but yeah. Yes.

23:03
Well, I can see you being a coach. You got that. You got that good energy level to rouse the team up and compete for the title.

23:13
And again, I think the biggest thing I try to bring to the table, especially in the industry here, is if you don’t know the score of the game. Right. Or you don’t know the count in the batter’s box where you’re going up and, you know, taking your swings, how are we ever going to hit home runs and how are we ever going to win that game?

23:28
Yeah, right.

23:28
I mean, as the count three and. Oh, as the count one and two. Right. That changes my approach, and that’s kind of where we’re continually talking today is what’s your approach? What’s your why? What are you going up there and trying to do? And do you have a call or do you have a signal for what that approach might look like? And does your team and culture help you get into that end result?

23:46
Man, that’s. That’s fantastic information. Well, Jeff, I can’t say enough for you saying yes to be on the Gain Traction podcast. I really appreciate you being here today.

23:56
Thank you, Mike. Thanks for having me.

23:58
Absolutely. And to all our listeners out there, thank you for being here as always. Hey folks, Mike Edge here with the Gain Traction Podcast. Real quick, we get a lot of people ask us, they know Gain Traction, but who’s Tread Partners? Well, Tread Partners is our parent company and they’re a marketing agency dedicated strictly to tire and automotive repair shops. Anywhere from five locations all the way up to hundreds of locations in primarily one field that is always a pain for most people is paid search or PPC or Google Ads. We see enormous amount of waste in it and we see inefficient spend in it. If you want to know if you’re doing well or not, give us a call. We’ll help you. We’ll audit your account.

24:35
We’ll look under the hood and tell you if you’re doing things the right way or the wrong way and help you optimize that spend. You can reach me and I’ll direct you in the right [email protected] or feel free to go to treadpartners.com the website. 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.

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