Jon Kloosterman is the Chief Operating Officer of Westside Auto Group, a six-location auto repair organization based in Michigan. With more than 17 years in the business, Jon has grown alongside the company, stepping into the COO role in early 2020 during one of the most disruptive periods the industry has faced.

Having experienced growth from the ground level through executive leadership, Jon brings a practical, operator-first perspective on scaling auto repair shop teams. His experience navigating multi-location expansion, team development, and cultural alignment makes his insights especially relevant for shop owners and leaders managing growth without burning out their people.

In this episode…

What if the real challenge with scaling auto repair shop teams isn’t growth itself but how leadership shows up once growth starts moving faster? Many shop owners push harder on metrics, processes, and controls, only to find their teams more stressed and less effective.

In this conversation, Jon Kloosterman breaks down why sustainable growth depends less on dashboards and more on people. As shops expand from one location to many, the pressure to standardize everything can quietly erode trust, ownership, and collaboration. Jon explains why scaling auto repair shop teams requires leaders to simplify, step back, and let culture mature especially when the numbers look good but something still feels off.

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

[01:08] Jon Kloosterman and his role at Westside Auto Group

[01:20] Growing up and working in the same Michigan community

[03:40] Entering the auto repair industry unexpectedly

[04:59] Stepping into the COO role during the COVID shutdowns

[06:40] Expanding from three to six locations over four years

[09:29] What differentiates Westside Auto Group in competitive markets

[13:14] Recruiting through internal referrals and trusted networks

[14:20] Balancing technical ability with cultural fit

[18:17] Simplifying KPIs to align teams around shared goals

[21:31] Encouraging ownership through internal communication

[24:46] A guiding leadership principle for collaboration

[25:35] Book recommendation that shaped service and culture thinking

Resources mentioned in this episode:

• Jon Kloosterman LinkedIn
• Westside Auto Group Website
• Tread Partners
• Gain Traction Podcast on YouTube
• Gain Traction Podcast Website
• Mike Edge on LinkedIn

Quotable Moments:

• “There is no one of us that’s smarter than all of us.”
• “It all comes down to the team.”
• “Process and procedures are going to get you a certain distance.”
• “When you have teams start to gel, that’s when the cool things really start to happen.”
• “We can teach a lot, but culture fit takes time.”

Action Steps:

1. Reevaluate how you approach scaling auto repair shop teams by prioritizing cultural alignment before adding more KPIs or controls.
2. Simplify performance tracking so teams focus on shared goals instead of individual metrics.
3. Use internal peer groups or messaging channels to encourage problem-solving without constant top-down direction.
4. Hire for attitude and team fit first, then invest in training to build technical capability.
5. Give leaders real ownership by involving them directly in financial and operational reviews.

• Auto Repair Culture
• Auto Repair Leadership
• Gain Traction
• Gain Traction Podcast
• Jon Kloosterman
• Mike Edge
• Scaling Auto Repair Shop Teams
• Tread Partners

Transcript

00:00
They started talking about how, man, we just don’t have the car counts we used to have. Well, they’re up significantly in car counts, but we have the right team there now and they’re meshing, they’re working well together and they don’t feel busy because they’re not struggling through comebacks or having to help individuals that are creating problems for the rest of the team.

00:24
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 retire Business. My guest today is John Kloosterman, COO of Westside Auto Group with six auto repair shops in Michigan.

01:14
John, welcome to the Gain Traction podcast.

01:17
Yeah, thanks for having me, Mike.

01:19
Yeah, it’s a pleasure. So let’s talk about a little bit about John and you know, where you came from and so did you grow up in Michigan?

01:27
I did. I grew up in the town that I work in now.

01:30
Oh, that’s fabulous. A lot of family around you.

01:33
Yeah, yeah, I’m very fortunate. I have two other brothers and they were all in a five mile radius, so.

01:41
Oh man, that’s spectacular. Do you guys, well, I know you’re involved in, you got youth football. Did you guys grow up playing football?

01:49
I didn’t. My local high school has started football program as I was going through the high school. So I didn’t play. I played a lot of baseball growing up, but yeah, my kids are all getting involved in it now.

02:02
Nice, nice. Baseball’s awesome too, man. So I guess you’re probably a Tigers fan. Oh, yeah. All right.

02:10
Michigan fans have really gone through the wringer for a lot of years between the Lions and the Pistons. I mean, we like to set records for losing seasons.

02:20
Yeah, but you guys have had some winning stuff. I mean, the Tigers over the years have had some. I know they’re going up and down and everything, but you guys, you had some good years in the, what was it, the early 2000s. Because you played St. Louis and my team, that’s my team in one of the World Series. I think it was 06, wasn’t it? Yeah, something like that.

02:41
When any of them. But, but we had, we had guys like Verlander and Scherzer and I mean we had some pretty good years. Yeah, it doesn’t hurt to be a Wings fan either. I mean they had a really good run.

02:52
Well, and you didn’t grow. I’m a little older than you, but I remember the Pistons. They were, they were the, I mean they were the dogs for, you know, the bad boys of the NBA for a while. And you know, I remember when they were dominant and they used to, they. Before Jordan was able to get the Bulls kind of organized, they were the. Even when Jordan was on that team, they were getting in hand it to him by the Pistons there for a little bit. Yeah, yeah, you’ve probably seen that documentary, but that one documentary, I can’t remember which one it is, but they talked about Jordan realized that they needed to beef up and they start lifting weights off season just to play the Pistons.

03:28
Yeah.

03:29
Because they felt like they’re getting manhandled.

03:31
They had some tough guys. Yeah.

03:32
Yeah, they did. They did. Well, back to your. Yourself and your youth. Did you always know you wanted to get into auto care?

03:43
No, not at all. I mean I fell into this industry my brother. So I mean basically how I started is I was going. I graduated from high school, My brother started dating a girl that. And they be. Started getting a little bit more serious. And I was looking for a summer job and were sitting playing cards one night and she said, my dad is looking for somebody. And so I went in there and we talked. He’s a big softball, fast pitch softball player. And we Talked softball for 45 minutes. Half hour, 45 minutes. And then he said, okay, I gotta get back to work. And I said, well, what about the job? And he then he looked at me and said, well, you can start tomorrow. So I started after that and then never left.

04:37
That’s awesome.

04:39
So.

04:40
Well, I mean you. So obviously you’ve done something right. How long have you been with the company?

04:44
I’ve been here for 17 years now, so.

04:47
17 years. And when were you made COO?

04:51
The January 1st of 2020. So.

04:54
So you’ve been COO now for five years? Almost six. Yeah, yeah.

04:59
So that was a very unorthodox transition. When you think about January 1, 2020, end of January, the country gets shut Down. And there was no figuring out what a true COO did in that situation. It was, we, we had a lot of fires to put out, just trying to figure out how to make things work that year. It was a, it was a fun ride. Looking back, wasn’t.

05:27
Yeah, no, but looking back, you know, I mean, I think experiences like that, we never want to go through them. Right. I mean, but when we go through those experiences, we can always say, man, I’m better for it now, but that doesn’t mean I want to do it again.

05:40
Right, right. But, right.

05:42
But I do think it helps us as, as humanly possible. It does remove the sting of fear to some degree, you know, because you know that you can handle the rough stuff, I guess, the tough batches. And like I said, it’s not saying that I want to do, go through those bubbles again, but I, I could look at my life and go, you know, it’s kind of like some of my friends will say when they grew up, they said, you know, my dad used to say, well, they can’t eat you know, and it’s just, it’s kind of like that attitude like nothing’s going to happen, you’re going to be fine. You know, just keep, keep working basically. And that’s cool that you had that experience.

06:23
I mean, it’s a challenge because you just got thrown into that row and man, you had a lot on your shoulders as a young man too. Just, you know, a lot of people looking up to you to get, take care of them and whatnot. But, well, here you are today. And how long have you guys had? Six stores?

06:40
So the last one we opened in the, in January of 2024. So in six months prior to that, we had added our fifth store. So in the last, so in 2020 when I moved into the role, we had three locations. So in the last four, well, in a four year span, we added three stores. And then last year we kind of looked at it and said, okay, now it’s time to regroup, settle in, add some maturity to the stores in terms of time under our brand. Just trying to make sure that we have our eyes dotted and T’s crossed. So yeah, and we did a lot of that going back in 2020 when we had co.

07:22
When during the COVID lockdowns, we, looking back now, like to your point, I had an opportunity to sit down and look at process procedures and really Build out a lot more structure in the business, which at the time seems tedious, but it really set us up for that growth that happened over the next few years after that.

07:44
You know, it’s interesting to me. I’ve talked to folks in your position before, and they all say that. They all give me that same vibe. Yes, it’s a tedious spot to be in. I don’t like sitting down and thinking about process or, you know, but you. When you get through it and, you know, you put something in place. Now when you adjust your process, it’s not as dramatic. It’s. It’s like you. It’s more like turning a dowel or pulling a lever, but you don’t have to revamp everything. And I think that has got to be a liberating thought to know from a management standpoint, hey, I thought about process. We’ve gotten ourselves to this point.

08:20
We know what we want to do now that we’ve got six doors and the personnel that we got and how to handle everything from an HR standpoint to customer complaint or whatever. But you get those things in place, man, it allows you. Like you said, you had a nice weekend over the weekend because you didn’t have a lot of phone calls, and you knew it was a long weekend. Well, you don’t get that luxury if you don’t put in process, right? Yeah. That’s awesome.

08:47
Yeah, it takes time, and it takes a lot of discipline and being able to sit down. And our pendulum swung all the way one direction, and we’ve kind of settled in the middle in terms of. In 2020, we had very little in terms of the process as a procedure set down. And then we. We started going into the KPIs and the processes and. And we started focusing in very strong detail into some of that stuff. And we’ve scaled back to a point where we’re probably. We found our happy medium as a company in terms of what we’re watching, what we’re. What. What kind of discretion we leave to our teams in the stores. And we’ve. It seems to be working really well, so a lot of it comes on to the people you have on your teams.

09:28
Amen.

09:29
Well, what do you. What do you.

09:30
What do you think really sets you guys apart, you know, among your. Your competitors in your markets? What’s. What’s. What makes you Westside unique? Is it. Is it the what. What you present to the consumer? Is it. Is it what you do for your employees? A combination. What do you think sets you guys apart?

09:47
Yeah, I mean, I, I would say it’s a combination of the two. I think that it all turns in, it starts with your internal client, which your team members and having great people on your teams and culture has been the absolute centerpiece of what we’ve discussed, what we’ve implemented as we’ve continued to grow. And we wanted to make sure that as we grew, that was at the forefront of all of our conversations. Because I fully believe that if you, if that is strong and you have great people on your teams, that providing exceptional service becomes a lot easier.

10:27
Yeah.

10:27
And so we’ve stressed that a lot to our teams. The culture, not even just in each individual store, but across stores. We try to set the bar for strong relationships between locations. Even though they don’t see each other on a daily basis, we want them, we want our team members to continue to communicate. We do a lot of cross training, weekly cross training with our foremen, directors, advisors so that they see each other consistently. Because I think that tight knit platform, it makes it a lot easier to get people to buy into moving forward and grow up.

11:09
So, so training and then training together obviously helps that culture.

11:15
What, what do you got, what else.

11:17
Do you guys do specifically for your employees in general that would create, you know, that better culture vibe.

11:24
And so I mean, weekly we do advisor meetings where we’re stepping in and we’re getting all the advisors in and out of Zoom Call and we’re going over different topics, kind of trying to create our own internal peer groups. And then we do that with Shop Foreman and the directors as well. But then we also put quarterly meetings together for in person meetings with those same groups. And then we have a lot of fun at our company Christmas party. And then we have a summer event where we get together with all six stores. And that’s where you, that’s the fun part for me is you could sit in the, in one room with everyone that you’ve worked with and got the opportunity to know over the year and you see how those relationships start to kick in from cross doors.

12:11
You, you, yeah, you go to a table and there’s people from four different locations sitting together, just chatting away and enjoying themselves. That, that to me is when you start seeing that culture that you focus so hard on. Yeah, absolutely, is there and it’s a ton of fun to be a part of now.

12:34
I could totally see that. I think it’s interesting when you see people, you know, let’s say they were strangers before they met at Westside and now they’re figuring out ways to work together. And, and you know when you’re doing those meetings online that’s another great step. But then when you see them kind of jail when they come together that’s got to be very rewarding. And then you, it builds your confidence up. But I think it’s huge because I like the phrase of know like and trust. You know they talk about that in sales but they also talk about in other aspects of business and management. But when you know like and trust each other, man, life’s a lot easier, isn’t it?

13:14
Oh, so much more. And then, and then you get the art of it where recruiting becomes a lot easier. People all know each other. They start, they want friends to work with each other. So I mean we have a director, a foreman and director and two foremen. One was, we hired the director, he, Rebecca recommended a foreman and then that foreman had a son that ended up becoming one of our other foremen. Like it’s just you start getting people pulling in good people.

13:43
Yeah.

13:44
And good people know good people.

13:46
It’s almost what my mom used to say. Look, cream rises to the top, you know, and that’s where you got to be. Stay at the top and the cream will show up. And, and she’s, and she was always right about that. But it’s, it works the same way. Whatever organization, whether it’s family or whatever business, pleasure, social organizations, the best attract the best and the best people do. And I’m not talking about like.

14:11
You.

14:11
Know, you gotta buy. It’s, you know, it’s all one type of personality. But I’m talking about good hearted goodwilled people seem to know each other if that makes sense.

14:20
Yeah. And capabilities aren’t always at the top of your list when you’re recruiting.

14:23
Right.

14:24
Those things, the team members. Because I mean we can teach a lot and we have access to so much in terms of training but when it comes down to when this person walks through the door and in two weeks are they still going to get along with the people that are around them? I mean every one of our stores has its own personality based on the individuals that are in the building. So trying to find team members and teams to put together that fit well to that’s, that’s where it just takes lot of time. And I, I kind of look at it as we open a new store. It’s going to take us two to Three years to put the right team in place because you’re going to inherit some people that really probably aren’t your team members. They’re not, they’re not.

15:06
They don’t fit who you’re looking for. And then you got to figure that out. And then you start getting new people in and then you look at the dynamic of how they work together.

15:16
But I think that’s a good rule of thumb. I think that’s a good rule of thumb that you’re aware of that like you know, in your mind, okay, realistically. And it may work out faster, but not all the time. But let’s say the average is two years, maybe up to three, that I can get this dialed in. But you’re cognitive of the fact that you’re looking for that culture the whole time and trying to dial that in. And I think our listeners would appreciate knowing. Okay, it’s not just me feeling like this is getting drawn out, that it does take time. It does take time to get that team networked or, you know, stitched together.

15:53
Yeah. And, and I mean, so in the first year of owning a new store, I mean, you’re going to see, you’re going to, if you have a good set of processes and structure in your business, you’re going to see growth. And then year two, you’re going to see it as well. But when you see that team start to mesh together, like for example, we have one of the store that we bought in, it was two years ago, and they’re the fifth location, they saw significant growth, year one, year two. And then this fall they started talking about how, man, we just don’t have the car counts we used to have.

16:33
Well, they’re up significantly in car counts, but we have the right team there now and they’re meshing, they’re working well together and they don’t feel busy because they’re not struggling through comebacks or having to help individuals that are creating problems for the rest of the team. And they feel like they’re not busy, but they’re significantly ahead of where they were. And it all comes down to the team is they have the right team in place. The process and procedures are going to get you a certain length or a certain distance. But when a team starts to jowl, that’s when the cool things really start to happen.

17:11
That’s so refreshing to hear because that’s so cool that they their way up and didn’t even know it, you know, and it’s kind of like, and I’ve talked to multiple guests on here that are sports oriented. But you know Nick Saban, he’s good. He’s the goat of college football. He’s won seven national titles. But I love to catch him on YouTube reels and videos where he’s given talks about different things. But processes was huge for him. And then you get guys like Lane Kiffin that’ll talk about him. And Lane was I think a little bit arrogant when he got with him, but he woke up when he coached with Nick because Nick never let your head get big. But the one thing that he loved, and I love what you’re saying here, he never wanted his teams to ever look at the scoreboard.

17:56
He said, don’t worry about the scoreboard. It’s all about the next play in the process. Just do your job. And the fact that your team’s gelling like that and they can’t even tell that they’re winning because it’s going so smooth, I think. Or they don’t even know how much they’re winning by in a sense to compare it. Like, you know, they, that’s, you know, you’ve done something right then.

18:16
Yeah. And it takes time. I mean you have a group of people that haven’t known each other that long and they’re trying to figure all themselves out. And then you have pride and egos that get involved in an industry where flat rate commission pay, stuff like that is very common. And so you got to find the right pay plans that fit in with every, all these different personalities and who fits on what and who can handle different types of commission pay plans. So it just, it takes time. And, and that goes back to what we talked about. What I talked about earlier is we swung the pendulum way far to the right in terms of process, procedure and KPIs. We had all these KPIs that we’re watching very closely and we monitor car counts and stuff like that.

19:04
But what we shifted to is just more or less one KPI for the, the counter staff. And then the teams in the back every day they get, we have whiteboards in the back and they update our revenue for, towards a goal that’s a common for the team. And they get a little bit of a kick if we hit the goal at the end of the month. But they’re not watching a lot of things. They know what their win number is and at the, after that I just want them to take care of people.

19:34
Yeah, well, I think that’s, listen, that’s a, I think that’s a really big step that you guys took and you took it based on experience. I mean, you got there through a mature process. But yeah, I think when people have too many KPIs, then it’s not, it’s not authentically human anymore or something. It just, it gets, it’s too dry or whatever you want to call it and people quit thinking for themselves. The critical aspect, critical thinking aspect, it’s kind of thrown out. But now when you leave them to say, hey, here’s the goal, I need you to get there and here’s the KPI for maybe halfway mark or how you get there or whatever, that’s such a big step, I think, in management.

20:14
I don’t know if you’ve ever seen the movie Patton, but it’s about General Patton, who was our basically stud general in World War II in the European theater. But George Patton was, he was a hard ass, I mean, put it blunt, but he believed in giving people a go and then let them figure out how to get there. He said, because if I’ve got to figure it out for you, then I’m not. I mean, I don’t need you know. He said, but if. Because I want your creativity, I want your ingenuity. He didn’t say this in the movie, but because of the movie affected me so much.

20:46
I’ve gone back and listened to his ways of management and you know, he just tell what people what he expected and then held them accountable to that objective and they had to figure out how to work together, whatever. He might not been the, the smoothest in regards to, but you know, you’re in war, so it’s different, I guess. But you know, he wasn’t trying to make friends, but he got to, he got his men to do extraordinary things. I mean unheard of things because they were motivated. But I love your approach and I love the fact that you’re open enough to admit that, hey, yeah, went too far one way and figured that out. But now you’ve got these teams that are running so smooth. I think that’s a great lesson to different groups that are probably listening to us today.

21:31
Yeah, yeah. And every team has certain things that are more challenging than the others. But then we created a messaging platform. We didn’t create messaging platform. We use a messaging platform to try to put them in groups where they can communicate with the other directors. To your point, to try to figure out solutions on their own. Because if we have to go in there and have give direction on some of those challenges or problems that they run into consistently, then they don’t have the opportunity to grow to their full but potential. And it creates a lot more fires to put out. At a. At a certain point all you’re doing is chasing problems. Yeah. And that’s not what we want to do. And, and high caliber individuals and high great people want to be given a little bit of a leech.

22:25
I agree. Ownership. And they like ownership.

22:28
Discretion. Yeah, for sure.

22:31
And, and it’s good for you guys to be able to say, hey, I trust you take care of the company in its best interest and all the people in here. So figure it out. Good luck, you know, and call me if it gets bigger than a certain level maybe.

22:43
Right?

22:44
Yeah.

22:45
Right. Yeah. I mean it. At the end. So at the end of the month then we sit down with the directors and we go over P Ls and then what we’ve started doing and resorting to a little bit more frequently is them just presenting the P L’s DOS at this point because again, more ownership, more opportunity for them to understand what they’re truly driving. And that helped with the ownership aspect of it. We try, we give them structure in terms of what we’re looking for in certain categories and stuff like that. But it’s really cool to see how excited they get about certain things. But then the creativity that comes from it as well. Like perfect example. And we kind of laughed about this last week. We were sitting down, were looking.

23:34
Our controller was looking at our Amazon account because we have a business account. He’s like, why are we buying pots and pans? This doesn’t like this makes zero sense. We’re an automotive repair facility. Why is this on our P. And like why is this in our purchase history? Well, we give the teams a lunch budget for every Friday so they can eat together as a team. And one of the directors figured out that he could order and make lunches, like frozen lunches and stuff like that, like lasagnas and stuff like that. And say way below his budget and he could still afford to buy the pots and pans. So he’s out there become getting way more creative with how they’re doing it.

24:13
And the teams love that they get in now that now they’re just not ordering food in and it’s just cool to see that they.

24:21
Yeah. Now that’s. That’s awesome. You know, and at first it looks like an expense, and really, it’s a savings.

24:28
Yeah. Yeah. So he’s looking at it going, I can save money if I do this.

24:31
Yeah. So that’s awesome. It’s cool to see what’s a mantra, a code quote, something that you. You, I don’t know, live by or kind of like to reflect once in a while as a CEO.

24:47
So something that we’ve been using this year has been. We’ve been putting it on every whiteboard all over the place in our business, but it is. There is no one of us that’s smarter than all of us.

24:59
Yeah, that’s good.

25:02
So we’ve been utilizing that and push, or not pushing, but trying to use that as a focus to drive them towards bringing problems together to the table, to. To communicate together and just work through things. That’s been really cool to see.

25:22
So that is very cool. Which leads me to my next question. You got a book or favorite book or anything that you. Stands out to you?

25:35
I have read the last year and a half, probably three different times, Unreasonable Hospitality.

25:45
Okay, tell us about it.

25:48
So it’s about a restaurant that started in New York and the lengths they go to become unreasonable in the hospitality to their clients. And I think it’s such a cool book. And not only do I love the story of it, but there’s so many awesome applications. And just, even just the mindset as you look at our own industry, I think that it’s getting to a point where, I mean, cars, we. We can fix cars, but what are we doing to serve our clients as they come through that is going to be. That’s going to stand apart or going to create a lasting memory, I guess, in terms of how we’re taking care of them. So we focused on it pretty hard. Like, like most things for a couple months, we got some cool stories out of it.

26:51
We usually end each one of our director meetings with either a win or a hospitality story from our directors. But things like we had a single mom that came in a while back, and, and she was having a hard time. She had car stuff and we. The director ran over and got flowers and put them in her car. I mean, just little things that are totally out of left field and probably don’t make any sense in regards to the car being repaired as a Whole but that can just help emotionally a situation like that. So that’s all.

27:29
Yeah, that’s beautiful. I love the title of this book. I just, I literally, I just wrote it down. It’s as when you said it. But I just sitting here reflecting on it. I love the word unreasonable hospitality. Almost like it’s absurd.

27:43
It is. And if you read the book, I mean some of the stuff they were doing was absolutely absurd but it was, it was a Michelin star restaurant, I think that they ended up winning the top restaurant in the, in the world. It’s based on a true story. So.

28:03
Okay.

28:03
It’s really good.

28:04
I, I, well and I like story written kind of books in a sense. Like it’s not just like a textbook in a sense. It’s got, there’s a story that’s revealing something to you.

28:19
So.

28:20
Yeah, that’s cool. I can’t wait to try this one out or read this one.

28:25
It’s really good.

28:26
Tell me, you got any stories for us? Any experiences that you’d share with the audience?

28:34
I have a lot of different stories based on stuff that like technicians and service team members do to each other in the shops. Just screwing around, having a good time. I mean as far as like, I mean we had guys putting mud flaps with weird designs on people’s, on each other’s cars that we get in when people are asking to take them off, stuff like that. But the one that I, that comes to mind was from when I started more or less. So my brother is, ended up was dating the owner daughter and I was working at a golf course, wasn’t getting enough hours so I started working here. And the first day I walked in and we had this.

29:21
There was a master mechanic that worked at the shop and he was like in his late 50s and he’s just kind of like irritable all the time. And he looked at me and he goes yeah, how long do you think you’ll last? And my thought process at the time was well, probably as long as the relationship does well. They got married so I’ve been here ever since. So I’ve been here longer than they’ve been married but as long as the relationship.

29:55
So that’s fabulous though. That’s funny, I like that because you really were thinking like that, you know, you knew the leverage point. So you’re like well I guess as long as I’ll bro.

30:06
Right. And people talk about like nepotism and it kind of just kind of fell that way. But so my brother’s married to the owner’s daughter. I’ve been here for 17 years. And then two years ago we hired my other brother as a director of operations. So we got this really my niece and nephew’s birthday parties are really weird dynamic because it’s my boss, my brother, my other brother. It’s just we’re kind of all over the place.

30:39
But it’s pretty cool though.

30:40
That’s really had a lot of fun. We’ve had a lot of fun with the growth and yeah, just being able to all be a part of it together. It’s been cool.

30:49
Well, John, I appreciate you coming on and telling us about your story and telling us about west side Auto Group. I think it’s fabulous and you guys have a great thing going and appreciate you sharing everything with us.

30:59
Yeah, appreciate having me on Mike 100.

31:03
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