Published in Powersports Business — raw, real stories from turning around a dealership and building the model of the future.
We're still running throttle cables. Stretched and frayed. Every department, every transaction routed through disconnected software your team translates between manually. That's not an experience — it's a legacy solution at the end of its useful lifespan.
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Knowing what to change is only half the battle. The other half is how you present it without losing the room. That's where the 6Is come in.
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The experience most customers have at a dealership isn't an accident. It's the predictable output of a system designed backward.
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People don't resist change because they're stubborn. They resist it because they don't understand it, don't believe in it, or don't see themselves inside of it.
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Every dealership has that bike. The one that came in with all the right intentions. Good color. Right model. A confident forecast. Everyone was sure it would move quickly. And then it didn't.
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The software dictates the process, and the process dictates the experience. What if we started by designing the ideal customer experience, then reverse-engineered everything else?
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When I walked back into my old dealership, the mission was simple — save it. But from the beginning, I knew that simply balancing the books wouldn't be enough.
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After 17 years of family ownership, I sold our BMW, Ducati, Triumph, and Vespa dealership. Here are the three things I wish I'd done differently.
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The market was down 21%. Spirit Motorcycles didn't just survive — it got stronger. Despite a $1.8 million revenue decline, the dealership increased its net income by $20,000.
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The most frequent complaint from dealers: employee performance directly impacts dealership success. So how do you get your team to actually care?
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Customers come in, buy a major unit, then vanish after their first annual service, leading to an average customer lifetime of just 1.1 years. This creates a significant revenue gap.
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The challenge was to save this store from bleeding out and get it to break even in 90 days. Most people told me it was impossible. But we pulled it off in 60.
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Starting off August was tough. July's numbers were bad, and August is always slower. We needed momentum — fast. And somehow, we caught a little air.
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I walked into day two with one big question weighing on me: How would I cover the service desk now that my only service adviser had given notice?
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July 1 marked day one of a 90-day sprint to revive the powersports dealership I once built — and sold — more than six years ago. But the groundwork started weeks earlier.
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Years ago, my family and I built this place from the ground up. We didn't inherit a legacy; we laid every tile, created every system, hired and trained every team member. Now it's in danger — and I'm going back in.
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