Gain Traction

Christian Seem is the President & CEO of Good Turn Tire & Auto, a rapidly growing tire and auto repair company with 55 locations and 16 brands across five states. With nearly 20 years of experience in the automotive industry, Christian has...

Show Notes

Christian Seem is the President & CEO of Good Turn Tire & Auto, a rapidly growing tire and auto repair company with 55 locations and 16 brands across five states. With nearly 20 years of experience in the automotive industry, Christian has worked in big box retail, commercial parts distribution, and tire retail, including leadership roles at TBC Corporation. Since joining Good Turn in 2023, he has led aggressive expansion while preserving the local brand names, cultures, and community trust that give each store its value. His leadership philosophy focuses on building strong teams, protecting brand equity, and scaling with integrity, essential qualities for any tire dealer or auto repair shop owner aiming for sustainable growth.

In this episode…

Scaling a tire brand is no easy feat especially if your goal is to protect decades of customer loyalty, brand equity, and community relationships. How do you grow without erasing what made the business successful in the first place?

In this episode of the Gain Traction Podcast, Christian Seem shares the strategies Good Turn Tire & Auto uses to expand while keeping each store’s unique name, culture, and customer connection intact.

From standardizing point-of-sale systems, vendor relationships, and key performance indicators to creating a unified marketing approach, Christian outlines the operational backbone needed to scale effectively in the tire and auto repair industry. But beyond systems, he emphasizes a truth every shop owner should remember: "People are the foundation of any successful expansion."

He also shares Good Turn’s “high speed, low drag” integration process, which ensures smooth transitions during acquisitions, supports employees, and safeguards the trust customers have in their local shop.

If you’re looking for a proven blueprint for tire dealer growth strategies that balance expansion with brand preservation, this conversation delivers valuable insights you can apply to your own business.

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

[02:05] Christian’s background and entry into the automotive industry

[04:16] From 49th to 26th in the top 100 independent tire dealers

[05:20] Good Turn’s acquisition approach for independent tire dealers

[07:55] Why preserving local brand names beats rebranding

[08:39] How scaling boosts buying power for tire and auto repair shops

[09:19] Traits of high-performing shops Good Turn seeks out

[12:31] Protecting an owner’s legacy during an acquisition

[14:08] How sellers can connect with Good Turn Tire & Auto

[15:40] Christian’s leadership mantras for growth and success

[18:49] When owners sell but remain actively involved

[20:10] The significance of Christian’s favorite movie, Braveheart

[23:44] “High speed, low drag” integration philosophy explained

[23:59] Christian’s bucket list and future aspirations

Resources mentioned in this episode: Quotable Moments:
  • “As long as we’re doing the right thing, the results will follow.”
  • “The name on the sign matters, customers recognize it, and employees are proud of it.”
  • “People are the foundation of any successful expansion.”
  • “High speed, low drag; get through integrations quickly and with minimal disruption.”
  • “We respect what came before us. Our job is to make it stronger, not erase it.”
Action Steps:
  1. Preserve local brand identity when expanding to maintain customer loyalty and community trust.
  2. Standardize operational systems (POS, vendors, KPIs) for efficiency and scalability.
  3. Evaluate team strength before acquisition to ensure a strong people foundation.
  4. Invest in staff development to retain top talent and drive long-term success.
  5. Adopt a streamlined integration process to minimize disruption and keep customer relationships intact.

What is Gain Traction?

The Gain Traction Podcast features top tire and auto repair professionals, shop owners, industry executives, and thought leaders.

I would tell you that for a lot of the players in the space, their ability to scale and normalize under one brand, if it fits that mold for them, then great.

I think for us, what we have focused on is because we like to preserve that local name.

Our feeling is that carries real trust.

You think about the time and the effort that a lot of these owners put into building what I'll refer to as their legacy.

And it's through their team, it's through the connection with the community.

It's.

Mike's dad went and had the cars serviced at this location and now Mike is.

And now Mike's kids are right.

So a lot of times it's generational.

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.

Hey folks, welcome to the Gain Traction Podcast, the official podcast retire Business.

Christian Seam, the president and CEO of Good Turn Tyron Auto, is our guest today.

Couldn't be more excited.

These guys are on a massive growth mode.

I think they're at 16 brands now with 55 current locations and more to come.

Christian, welcome to the Gain Traction Podcast.

Mike, thank you for having me.

Really appreciate it.

Yeah, well, listen, it doesn't always happen, but you and I got to meet before a podcast and couldn't have more fun.

And the fact that you met me at one of my favorite little barbecue places in Nashville, that was fun.

That was good.

That was good.

Definitely a good place.

And we'll have to try the other one next time, the Shotgun Willies, the one I mentioned earlier.

But let's talk about where you've been because you've had a really impressive career.

And even before we get to that, let's talk about real quick, just to give people a background who you are and where you came from.

So tell us where you grew up.

A little bit.

Yeah, so kind of all over.

I'm a mutt really.

All over the east coast really.

You know, spent some time in New York, spent some time in South Florida, spent some time in D.C. and been in the automotive business, Mike, for, you know, going on nearly 20 years.

I, I started out my career many years ago in big box retail and did that for a while and then was led into the parts side of the business and had an opportunity to relocate to Nashville as that company was expanding and had done a ton of work as were kind of getting more focused around the commercial side of our business and less around that DIY and through that had started to foster some great relationships with a lot of the folks that were servicing and that led me to an opportunity at tbc.

Yeah.

And had done that for several.

So that kind of got you to the tire side.

Right?

That did, that got me right there and, and certainly had a blast on the company store owned division side.

So that's awesome.

So fast forward a little bit.

Then you ended up, I don't know, you, you met these guys at Good Turn.

You saw what they had going on.

I could tell with your enthusiasm that you just, I mean because first of all, you just give the audience a little background.

I've had Seth on here.

Seth Sands.

Yes.

And he's a co founder and he was on here.

I'm gonna say, man, it might have been two years ago on the podcast, but recently they've, you guys have made some pretty good growth.

I mean like you went from 49th last year to 26 this year.

And the top 100 independent tire dealers.

Yeah, appreciate that.

And yes, had an opportunity to meet both of our founders.

Seth Sands, you spoke with.

I think were at roughly 35 locations then.

And then David Manning, both co founders and they had, you know, founded good turn in 2021.

I had an opportunity to meet with them probably towards the backside of 2023.

Was very impressed with their thought process, their approach and we kind of committed, you know, to a partnership and certainly it's been fantastic again to the conversations I think that you've already had with Seth and the growth that we had.

You know, we're pushing up today on 55 locations across, you know, five states.

And was I accurate in saying roughly 16 brands?

Yes, yes.

Yep, yep.

And, and I know we can probably talk a little bit more about kind of the lens we live through as far as the brands are concerned.

So one of my largest listening audiences is independent tire dealers, owners, operators, just the folks in the shops that just you know, might tune in to different podcasts or whatnot, but you know, you get these owners and they may not have a succession plan.

They may have a succession plan, whatever.

But, you know, everybody's always being approached today about, hey, interested in selling your stores?

Tell us a little bit about good turns approach because, I mean, it's pretty impressive.

You got 16 brands.

Obviously you're not interested in changing much.

I mean, you know, if you're, you're trying to keep the brands as they are and just continue to make them successful is the way I understood it.

Yeah.

And, and I would tell you that for a lot of the players in the space, their ability to scale and normalize under one brand, you know, if it fits that, you know, that mold for them, then great.

I think for us, what we have focused on is, you know, that within our space, scale, a lot of times, I think with a lot of folks, they think it's sameness.

Right.

It's a new logo, it's new uniforms, it's this like cookie cutter layout.

And that's not us.

One of the reasons why we don't typically rebrand Mike is because we like to preserve that local name.

I think that, you know, our feeling is that carries real trust.

You think about the time and the effort that a lot of these owners put into building what I'll refer to as their legacy.

And it's through their team, it's through the connection with the community.

It's, it's.

Mike's dad went and had the cars serviced at this location and now Mike is, and now Mike's kids are.

Right.

So a lot of times it's generational.

Yes.

And for us, a lot of times the brands that we acquire have been operating for 20 plus years within their communities.

So our feeling is that the name that's on that sign, it matters.

And, and customers recognize, and more importantly, the employees that are in that building and part of that team, they're proud of it.

And so our job is to really protect the equity that is in that, not necessarily erase it.

I love that.

And I think it is important.

I mean, technically, if you think about it, that's what you're buying, right?

I mean, I know you're buying a store and you're buying an operation and you're buying hopefully to retain the employees that are there, but the name is the brand.

It's, it's what people know in the community.

You change that and there's A lot of risk.

There is and we have Mike, we've been very intentional about that.

There's always that customer that is going to gravitate towards kind of that local player in the town that they live and there's going to be people that want to gravitate towards big box experiences as well.

I think for us, we respect what came before us and you know, for us it's about making it stronger and not just making it ours, not just making a good chance, you know what I mean?

And so you don't necessarily need every store to wear the same jersey to run the same place.

I think for us it's about making sure that you've got the same structure on the back side of things, but let the brand and the culture really stick out front.

Well, it also gives you guys, as you grow, I'm assuming you gain, and you gain in buying power too for each brand.

Very much so.

And so when you think about a lot of the consistency for us on day one, it's, it is that same point of sale, it's the same process, it's the same marketing engines, it's the same first call vendors that we use.

It's, it's the same dashboards, performance, KPIs and that's really what helps make that business scalable.

But you know, on the surface it still looks and feels like your local shop.

Is there anything that stands out to you guys?

And I know you're relatively still new with the organization, but that stands out when you guys buy a new store that it always seems like, hey, the best stores do this or this is something that we have to do.

You know, is there a common denominator that you find that like when you buying locations, this is, we find that the most successful people are already doing certain things.

That makes it attractive to us.

Does that stand, makes any sense or is it just sometimes just locked in the people, you know, baked in the cake with the people that you, you find there, you get there and you realize they got great people, they got great talent.

These guys are, you know, all the way across the board.

That's what's attractive about, you know, maybe acquiring this operation.

Yeah, Mike, for us it always comes down to people, right?

And at the end of the day, I know that we say this a lot, but this, it all comes down just to this is a human business, right?

And big time for us, when you think about each of the customer interfaces, right, and you think about, you know, are we doing the right thing by then?

Right?

Are we making promises that we can keep?

Are we fixing it right the first time?

Are we making sure that the teams that are touching the, those customers, whether they be part of the front shop or the back shop team, that they're consistent in what our customers expect.

When you see a, a well run business, whether it's a one location or it's more than one, it typically comes back to the people.

And you started to say something a couple minutes ago just around when you think about succession plans and, and you know, where I thought you might go is you think about some of the owners that are looking to retire and then move on.

But still, you know, it's important that their legacy is maintained and those that have done a really good job by having a solid team that has been there for the right period of time that's consistent around how the business functions, has those connections within the community.

Those are, those are ones that we always look for.

It's not just.

Are you on the corner of Maine and Maine, right?

Yeah, it's, yeah, we want good, you know, performance out of locations and there's certainly certain metrics that we look for, certain revenue levels.

You know, when you think about the mix itself, we're not, we're more heavy into the mechanical side.

You know, when you think about the tire versus mechanical service mitts, all these things.

But at the end of the day it really just comes down to the people itself.

And our philosophy around that is, you know, listen, we try and make ourselves very accessible.

Doesn't matter if you just started today and you know, you want to, you know, reach out, pick up the phone and call myself, call the founders, call any of our leadership team.

Right?

Philosophy is simple, right?

As long as we're doing the right thing, you know, then the results will follow and we believe that.

You know, it's amazing to me and I'm sure there is some of this in other industries, but it feels like in this industry the owners really care about that legacy aspect.

They really care about my people.

What I'm leaving.

I don't want you to kill my baby.

You know, I've taken care of this.

I've grown my child in a sense, you know, this is my business and it's fed my family and even though I'm not going to be eating off of it anymore, I, I still care about it.

It really seems like that's prevalent in this industry, isn't it?

It is.

And you know, again, I think for us, we don't do that a lot of time.

We'll take the time to learn the shop, you know, get the team on board, roll in the systems that support.

And I'm going to say this, Mike, that support, but not overwhelm, because that's important also.

Yeah.

And, and you know, I think we've learned a lot through the earlier growth that, you know, early on you, if you try to go too fast in some places, you know, you might be held back too much in others.

We've got a solid rhythm.

When we acquire a location, there is a very clear path.

Project management is immediately in place.

And it starts out T minus, you know, 10 weeks out, you know, all the way to, you know, 10 weeks post.

And I think that along with the team and the infrastructure we built out it.

What we found is you take that structure and the patience.

When we're working with a lot of these sellers, that's meaningful to them because they're feeling like they're a part of it.

That's awesome.

What do I'm doing?

Before I forget, if somebody was interested in contacting you guys, what's the easiest way and which path should they take?

So Seth Sands, whom you spoke with, he is leading our M and A effort.

And that would be seth@goodturnauto.com you can get a hold of myself, christian@goodturnau.com we're.

We also have a website.

I'll give you one guess what that is.

It's goodturnauto.com and there's a reach out there.

And I would certainly, Mike, encourage any listener that might have been questioning this.

And, and there's oftentimes, Mike, even just conversations.

Hey, you know, listen, not sure if I'm ready, but I'd like to talk through some things or.

I've just got some questions around this.

And you made the comment earlier that there's.

There's hardly a shop out there that hasn't been contacted by somebody.

And, and I.

That's.

That's very true.

There's.

They're, you know, the last time I think any of us heard, oh, wow, you're.

You're calling me.

Wow, I'm flattered.

No one's ever, ever tried to get a hold of me.

It doesn't.

Very, very rare.

So, so there is, there's not, there's not as much of that.

So now it really just comes down to, you know, when you think about your decision and what makes sense for you, the team.

And again, that legacy, that more than happy, you know, Seth, myself, to.

To have any of those conversations with, with any of the folks that.

Are out there listening today, that's outstanding.

I appreciate it.

Well, hey, to give the audience a little bit better knowledge about who you are, what's like a quote or mantra that you kind of live by.

It doesn't have to be the end all, be all, but something that kind of, you know, well, is a path of action for you, I guess you'd say.

I give you two.

I got one.

When it comes to growth around human capital and in a day and age where, you know, I think talent is everything for our organization, I think if I spoke to a lot of my peers that, you know, everybody would have our hands at the top of the bat.

We're universally aligned, Mike.

For us, you know, you get to a point where you can only climb ladder success so far until it's incumbent upon us to reach down and help pull individuals the rest of the way up.

And there's a lot of programs that we at good turn have implemented around that career path.

So if you want opportunities to move up, you want to do some different things within a shop or even outside of that.

Right.

Maybe it has to do with integration efforts, you know, M and A, et cetera.

There are paths for that.

And the other side of that, Mike, are the people that don't necessarily want to do it, but they do want, as I like to say, they want to sharpen the saw.

They just want to make sure that they can stay up to date on some of the newest information and.

Whether that certifications, things like that.

That's right.

Yep.

Absolutely.

ASC, state certs, etc.

And they're happy campers where they are.

They don't want to move, they're good in their job, and they just want to get better at what they do.

That's exactly right.

And we want to make sure that we are.

Every day they come in, they feel good about the day before and the day ahead.

I mean, look, even ice cream taste testers have bad days, Mike.

But, you know, there's.

But.

But I will say this.

If you can, if you can try and set up some systems and structures on purpose and be purposeful about that, that is where, you know, nine times out of 10, you'll make a big Difference.

And you know, for us, you know, it's also about making sure that compensation and pay and benefits align with those, you know, with what the expectations are.

A lot of times we walk in and we talk to some of the smaller businesses and you know, they want to do a lot of these things, whether it be the training or full stack benefits, 401k etc, but look, every decision comes with a cost and every cost has, you know, is an expense.

Yeah.

So for us, you know, you mentioned earlier that, you know, what comes with us is scale and we have all those things set up and right out of the gate, day one can offer a lot.

And, and whether again, you just want a path to be the best insert whatever right.

I can be would be in the front shop, the back shop or any of the other ancillary jobs.

From a support perspective, then we absolutely want to make sure that you see a path to be able to do that.

We'll pay for it.

We will reward you for that and we will continue along the way to pay you well and make it worth your while.

I was curious.

You made me think of another question about the owner.

Do you ever get an owner that says, okay, you know, I'm kind of ready to take my chips off the table.

I just don't want the pressure of this hanging out because I don't have the succession plan, but I kind of still want to stick around.

Did they ever.

Is there.

Is there that in this picture?

It does happen.

Not, not very often because I think a lot of these individuals, Mike, as you had said earlier, they are, you know, looking to make a move.

They're looking to retire, but also, again, retain that legacy.

I will say that we do have some individuals.

You know, one of the folks that we've got that we picked up the Detroit garage with, Annie Mazool has done a great job with us on the M and A side and has, you know, been a tremendous resource for good turn and helping to have some real quality conversations with folks I mentioned earlier that are interested.

So yes, we definitely.

When the, when those owners have expressed that and it makes sense and it fits in.

Yeah, we're more than happy to take those individuals and see where they can fit within the organization.

No, that's cool.

Give the audience a little bit more about you.

Do you have a favorite movie?

I do.

I'm gonna probably age myself or date myself, whatever they say.

You know, it's Braveheart probably 23 times.

Mike.

And it's a long movie, but it's a great.

Well, it's.

And you still get pissed when Bruce betrays him, you know, even every time.

It's like he did it again.

No, it's.

And you love.

And you gotta love the Irish guy, right?

My.

My.

My island.

Yes, it's my island.

Yeah.

I can't do the accent.

No, it's.

That's a great movie.

I'm.

I'm impressed.

You know, there's so many.

You know, what's cool about that movie, in my opinion?

You know, you get a lot of movies in Hollywood and whatnot, and it's just they kind of.

I mean, you get done with them and they don't necessarily take you anywhere or leave you with anything.

But that's like a.

It's about the virtue of this guy that gives it all for his country.

And man, does he give it all.

And then.

And you realize he really lived for something beyond himself, you know, and then at the end, before he dies, if it's true, I don't know if it's legend or whatever, you know, just the famous yell for freedom when he's being just butchered.

Yes.

And he's got that one last win in him, you know, and it's like, gosh dang, if that doesn't fire you up, it.

It does.

And you know, there.

Listen, I'm a big fan of history, any history, because I think when you have a better sense of context around things that have happened before you, it helps to steer and guide, you know, probably more fulsome decision making, right.

As you look out over the hood, right.

And you're moving forward.

And, and anybody that is, you know, in the space where they have grown a business, you know, from 1 to 6 to 8 to 10, knows that none of it is easy.

And anybody says that it's easy is, you know, there's.

You either got incredibly lucky or you know, you're, you clearly are doing something that you're a genius.

I think most people, they sit around a table that have been in a position will tell you that it is a lot of work.

It is very exciting.

It is great to see any organization, you know, continue to move forward, take shape, provide greater opportunities in service of.

Of the employees, you know, that are behind all those brands and the customer.

And so, you know, oftentimes, you know, whether it's a Braveheart or, you know, just looking backwards, even over the last several years around, hey, what are some Things that we've seen.

How do you see this play itself out again?

And, and how can we make sure that we're in front of making the right decisions?

You know, another saying that I've got certainly as it comes to integrations when we're coming in is, you know, high speed, low drag.

Just like anything we want to do, we want to get through these quickly.

We want to make sure that they are as there's as little disruption as possible for a lot of the teams that come in.

Yeah, because it is, it's very disruptive and I've been on both sides of the fence and so I respect and appreciate that.

And we try and get through that as efficiently, quickly and thoroughly as possible where it does not upset the apple cart for the folks that have done, you know, a lot of the heavy lifting in each of the shops that we're acquiring and integrating.

So say that again.

Low drag.

Oh, high speed, low drag.

Low drag.

Right, let's.

I like it right way without a lot of angst and get, and get to the place that we want to, in service of the team and the customer.

Is there a place you'd like to visit?

Anything you'd like to do?

I, you know, I just saw that movie F1 over the weekend with my wife and my daughter Mike.

And you know, I think in my next iteration, that's it.

I'd like to be a driver.

It's, it's pretty easy.

Only, only a handful of teams, but pretty confident, you know, give me enough practice.

I'm actually glad you're recommending that because first of all, I, I, I think Brad Pitt makes good movies.

I mean, he's usually in really solid movies, so he's a great actor.

So I was intending on seeing it, but you've given me a little bit of a, you know, at my age, and you're probably the same way I am.

I don't go to the movie theater very often because I know I just gotta wait a little bit.

And you get older, you get patient, and I can just watch it in my home on Netflix or Prime or something.

You know, it's just, it's going to be there.

Right.

Whereas when were younger, you go to theater all the time.

But I still like going to theater.

I mean, you know, it's fun, but you hate to gamble on a movie, I guess you'd say.

Whereas when you're younger, you're like, you do it, but when you get older and you go to a bad movie, you're like, I'd like that two hours of my time back, you know, and so true.

This one is funny.

You say if I get a recommendation.

It makes me feel solid, if you know what I mean.

Yes.

Yeah.

This, this one, I would tell you, I, I probably didn't have near as much interest until, you know, were to gathering in the neighborhood, bunch of people were talking about it and a bunch of people that, you know, don't, don't really care at all about cars or automotive.

So I'm like, wow, okay, this really, you know, struck a chord and you know, certainly my wife and I loved it.

For my 19 year old daughter to walk out and be like, hey, we're going to Vegas, right?

Want to see the next day?

I'm like, whoa, who are you?

Right?

This is, that is pretty cool.

And especially if you picked up on the fact that you're not with car people and they liked it themselves too.

That says a lot.

That really does.

Well, it says the movie's got more to it, you know, and it's kind of like, I don't, it's one of those deals like you go back to Braveheart.

That was one of my dad's favorite movies, by the way, and I.

It's one of those movies like if you don't like Braveheart, I gotta second guess you.

You know what I mean?

I mean, I, I don't know if.

You come, if you're, if you were.

To come out of that and say, yeah, I just didn't like that movie.

I'm gonna be like, I don't know if we can hang out anymore.

Those are fighting words.

Like, I, I don't, I can't have that.

Right?

I mean, you know, clearly you're showing.

You'Re showing a lack of character here.

Not sure if you fell asleep during, you know, all of it and.

Oh, it's funny, Zach, that is.

Well, listen, man, I can't tell you thanks enough for being on the podcast.

I'm glad we had you and I'm glad that Seth and the other people had introduced us again.

And yes, you guys reached out.

That was awesome.

Yeah, no, appreciate it.

I think again, you know, for us, as we continue to grow and scale, it's always good, Mike, you know, talking through it and certainly, you know, sharing the opportunity for any of your listeners that are out there that again, even if you just have questions you know, no harm, no foul.

There's, there's a lot of folks that, you know, we've sat down and talked with that, you know, maybe it wasn't the right time.

There's a lot of folks that had a lot of questions.

When we're done, they go, hey, you know what?

Yeah, that sounds, that sounds like I like to be a part of this.

And, and there's a lot that say, hey, I, you know, I like everything I hear.

But you know, maybe not now, but maybe next year, right, or eight months from now again for us, it's no pressure, but you know, we definitely want everybody to feel good that is, you know, considering this very large decision because it is, we appreciate and respect it.

It's a large decision and we, a good turn, take that very seriously.

So that's well said.

Well said.

Absolutely.

So to all our listeners out there, you know, we love you, we appreciate you tuning in.

If you want to find out more podcasts like this, you can visit gaintractionpodcast.com you can also go to our YouTube channel and look up Gain Traction podcast.

Oh, if you've got a guest that you want to recommend, if you're out there listening, you think, hey, Mike needs to host this guest, feel free to email me@mikereadpartners.com that's mikereadpartners.com till next time, be safe and we'll talk to you then.

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 gaintractionpodcast.com if you'd like to make a guest recommendation, please email me@mikereadpartners.com this episode has been powered by TREAD partners, the leader in digital marketing for multi location tire and auto repair shops.

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