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Shop Talk Her Way is where former shop owner and coach JeanAnn Saint Grace opens up the books on what it really takes to run a profitable, sustainable, and well-balanced auto repair business.
With decades of experience in bookkeeping, operations, and leadership, JeanAnn brings an honest, no-fluff approach to shop management — all from a woman’s perspective. From financial systems and staffing to communication and culture, she shares insights that help shop owners (and especially women in the industry) take control, build better businesses, and enjoy the ride.
Whether you’re turning wrenches, balancing the books, or scaling to your next location, you’ll find encouragement, strategy, and a healthy dose of “you’ve got this” in every episode.
Shop Talk Her Way is an AutoFix Auto Shop Coaching production — helping shops thrive, her way.
Thanks to WorldPac and the WorldPac Training Institute (WTI) for sponsoring Shop Talk Her Way. Visit worldpac.com for the latest in auto parts distribution and wtitraining.com to explore training programs that can take your career to the next level.
[00:00:00] JeanAnn SaintGrace: Will there be times when we have a little bit of a rollercoaster ride? How does that work? Well, if, if we're, if they're working on a big job and that means one week they produce 15 hours and the next week they produce 50, we're gonna reward them for the 50. It, it's the highs and lows, right? We gotta, we gotta roll with those punches.
[00:00:22] JeanAnn SaintGrace: But hopefully at that 50 hours they've made a ton of profit and the money is there to support it.
[00:00:36] JeanAnn SaintGrace: Are you willing to pay full price for three-quarters of a gallon of milk? Hi, this is JeanAnn SaintGrace with Shop Talk Her Way, and welcome to this week's episode.
[00:00:45] JeanAnn SaintGrace: The concept for this week is productivity, and productivity comes up a lot. It is one of our key performance indicators that a lot of people are chasing. And it's important to know, like, where should you be, because there's, there's multiple answers to that question. There's also, you know, what are you willing to accept?
[00:01:06] JeanAnn SaintGrace: And those are, those are two very different things. So when we talk about productivity from a high level, we're talking about how many hours can our technicians produce versus how much time they're clocked in, so that's the equation. It is a percentage of, um, hours produced divided by hours clocked in, then that gives us percentage.
[00:01:33] JeanAnn SaintGrace: And, and probably different shops are chasing different numbers. And again, we're not talking about a dealership, so please, please separate yourself from a dealership if you're an independent, please, because we are talking two different business models. We're talking two completely different situations, so please don't listen to dealer expectations of productivity because it's a very different story.
[00:01:58] JeanAnn SaintGrace: So in the aftermarket, in, in the aftermarket repair industry, the average as of a couple years ago, according to Ratcheted Wrench, is about sixty percent. That's the average. So are there shops doing better than that? Are there shops doing worse than that? Yes, absolutely. The average is about sixty percent.
[00:02:17] JeanAnn SaintGrace: The average with coaching, so when you've got somebody watch... helping you watch your productivity, helping you watch your business models, that creeps up by about six points, and it runs about sixty-six percent on average for shops who have a business coach. So you get some improvement by having somebody there to help you see where are the rough spots.
[00:02:38] JeanAnn SaintGrace: But this is the question, and I started off with the seventy-five percent of a gallon of milk because I personally think if we can get our team to an average of seventy-five percent productivity, I feel like that's a win, and I, I'm gonna qualify that, but so bear with me, okay? Don't, don't, don't turn it off yet.
[00:02:58] JeanAnn SaintGrace: Just please listen to my reasoning and where we're going. So there's a lot of things that, that factor into this, right? So first of all, it is hours produced versus hours clocked in. The other thing to consider is what is our labor profit margin, our labor gross profit, and what is our hourly, um, rate, our door rate?
[00:03:21] JeanAnn SaintGrace: Um, those, those are kind of all the things that go in and, and where, where can we be? So, and it also depends on the cost of your technicians, and it also depends on your loaded cost of labor. So all of these things factor into what, you know, this, this equation. So it's not A plus B equals C. There's, there's math, there's algebra, there might even be some geometry or trigonometry.
[00:03:49] JeanAnn SaintGrace: I don't know. There's a lot of calculation that goes into this. And of course, I have a spreadsheet for that because I'm the spreadsheet girl. Um, but i- in broad strokes, when I talk about a 75% full gallon of milk, I'm asking for 75% productivity. And so yes, we've got 75% of a gallon filled with milk. You walk into the store and you take that off the shelf.
[00:04:16] JeanAnn SaintGrace: Are you willing to buy that as a shop owner? And depending on, like I said, calculations, what is your team getting paid? What is your gross labor profit? Um, what is your Uh, labor rate and your wages, all these things factor in. But if you have everything set up right, taking 75% is, is a win and can be a win.
[00:04:43] JeanAnn SaintGrace: And I had this conversation with uh, a, a, um, a c- a client a year or so ago because he had a technician who reliably put, put out 30 hours a week. He's a 40-hour guy reliably producing 30 to 32 hours. No comebacks, steady Eddie, shows up on time, does his work, no questions asked, no drama, fits the culture.
[00:05:10] JeanAnn SaintGrace: Like, his only complaint, quote unquote, "Was a 75% labor margin." So we ran th- the spreadsheet, and it turns out that at that... at, at everything, all the calculations, at 75%, he was more than paying for himself. He was paying for himself plus giving the desired amount of, of labor margin, which was about 60%. And my shop owner was a little bit losing his mind.
[00:05:38] JeanAnn SaintGrace: "Why can't he get to 100? Why can't he get to 100?" And I said, "Hold on. Before we try to push him to 100, let's look at what he's doing," which was all these things. Plus, he was helping the younger, the younger techs and mentoring them as they needed mentoring. So just to recap, we have a solid tech who can do just about everything you throw at him.
[00:06:00] JeanAnn SaintGrace: Week over week, he's producing 30 to 32 hours of labor, zero comebacks, good productive member of the team, as well as mentoring other people on your team. Are you going to continue to push him to 100 and risk losing all of those benefits because you wanna see a different percentage number? That's the question.
[00:06:26] JeanAnn SaintGrace: And I put it to the shop owner of, "If I could clone him, I would clone him and have five of him in my shop." If we could work at that level with no comebacks and, and the profit margins built in and everything supported, I will take 75% all day long, okay? So that's, that's something we need to think about, and a lot of, a lot of shops aren't doing that full calculation.
[00:06:52] JeanAnn SaintGrace: They don't know their loaded cost. They don't know, um, you know, what should their labor margin be. And just so you know, you should be shooting for somewhere in the 60% range for a labor margin. So same as parts markup, if you want, um, if you want 60% labor margin, then you take your loaded cost, multiply it by 2.5, that tells you how much labor they need to produce in dollars in order for them to give you your 60% profit margin.
[00:07:24] JeanAnn SaintGrace: That's, that's the calculation. It's pretty straightforward when you see it on paper. When I say it, it might sound a little convoluted, but if you wanna see it on paper, I have a spreadsheet for that. So that was the calculation, and I told him, "Don't push this guy because we don't wanna upset his apple cart.
[00:07:45] JeanAnn SaintGrace: We don't want him to stop helping other team members. We don't wanna drive him towards- More comebacks. We don't want to, we don't wanna mess this up. Like, this is a well-oiled machine. Don't, don't mess with him. So when I say we're buying three quarters of a gallon of milk, that's actual production, but what are we getting in the top 25%?
[00:08:10] JeanAnn SaintGrace: In the top 25%, we're allowing time for being on the tool truck. We're allowing time for helping other team members. We're allowing time for DBIs. We're allowing time for quality control. We're allowing time for him to get a glass of water, go to the bathroom, um, take a smoke break if he's a smoker. We're...
[00:08:35] JeanAnn SaintGrace: That's the 25%. That's where that goes. And like I said, if he can be productive at 75, I'll take it and, and, and make that work, right? So we don't wanna sacrifice productivity for comebacks, and I think there's a lot of, a lot of shops that aren't tracking their comebacks as part of this calculation. We... If we've got a guy who's producing 100%, but we've got three or four comebacks every month or every week, that productivity just goes straight into the dump.
[00:09:10] JeanAnn SaintGrace: And if you're not tracking your warranty hours right, that's probably not part of the calculation. So, so these are all the things that we have to consider. Now, if we're talking about a shop that can do 60% and still be profitable, I have one of those too, but they have a much higher labor rate. Their cost of labor is probably in the mid-range.
[00:09:33] JeanAnn SaintGrace: Their, um, tech load is relatively low. It's in the 20s. They have a $235, um, labor rate, and so they can, at 60% production, make the profit on labor that they need And, and that's with a hybrid pay plan. So their, their guys are, um, are eligible for a jump for whether you wanna call it pa- hybrid or base plus commission, however you wanna word that.
[00:10:04] JeanAnn SaintGrace: Their first jump is at 60%. They have richer jumps as it gets higher, as their production gets higher, because we do wanna incentivize them and drive them towards, you know, that 65, 70, 75%. We want to incentivize that, and we can incentivize that with a pay plan. But again, we don't wanna push so hard that we get them stressed about production, that we get them making mistakes.
[00:10:30] JeanAnn SaintGrace: You and I can... We can all agree that a stressed out technician is gonna miss details. He's gonna blow diags. Um, there's gonna be problems in the shop, and we don't want them stressed out. Okay? So, so this is like the solution, right? Proper pay plans, knowing your tech, your, your loaded cost of labor, knowing what profit margin you want, knowing where your, um, door rate is, and then making that calculation.
[00:11:00] JeanAnn SaintGrace: Now, if you, if you, if you're gonna mess with productivity, the lower... and, and profit, the lower your door rate, the more hours they have to produce to be profitable. And then the higher your, your tech pay and the higher your tech load, the more hours they have to produce, and you might have to also raise your door rate to make all this work.
[00:11:24] JeanAnn SaintGrace: So there's a lot of moving pieces to this. So we just... We need to think about all of these things. We need to think about this as a puzzle that fits together. And like I said, with the right spreadsheet, we can put all these pieces to the puzzle together, and then we can play with it and see if we do this, then that.
[00:11:42] JeanAnn SaintGrace: If we do that, then this. And then we've got a way to play with and structure our pay plans, our hourly rates, um, our tech loads. You know, what kind of a benefit package can we offer? How does that affect our need for productivity and profitability? All of these things come into play. So having a tool like that is so beneficial because then also we can start stacking our technicians and our advisors in and see what is the overall mix that we need.
[00:12:17] JeanAnn SaintGrace: Maybe we need one guy to be at 60. Maybe we need one guy to be at 75. Maybe we need another guy to be at 90, depending on where he's at. So this tells you like as a team and then for each individual, where do we need them to be to make the profit that we want on labor? So again, it sounds complicated when I say it out loud, but when you see it on paper, it makes perfect sense.
[00:12:42] JeanAnn SaintGrace: Now, when we're talking about chasing productivity, and I've said this before, so I'll, I'll try to keep this part short, the first thing we have to do is look at our- ourselves and the management and our workflow processes and how we're charging. If we are using an oil change as a loss leader and dropping how much we pay the techs for the oil changes, that's gonna affect their productivity numbers.
[00:13:08] JeanAnn SaintGrace: If we're playing with labor rates and we say an oil change is one hour of labor at half our regular labor rate because we wanna pay the techs for an hour, but we're taking half the money, that affects productivity and how much they need to make. So if you're working with on CAN jobs, if you're, um, using, you know, some, I'm gonna call them odd calculations to f- to, to make things...
[00:13:35] JeanAnn SaintGrace: the numbers come out, then you're fudging the numbers, and we need to look at actual s- dollars sold versus hours because if you're playing with that with CAN jobs and, you know, charging a job out at one hour but dumping the labor rate or vice versa, that's gonna affect all of this calculation too. So I prefer my shops to have, like, two labor rates, one for regular time and one for diag, and you might have one for heavy duty, but if we're charging for an hour of labor, then it's our door rate or higher, not, not messing around with, uh, like an oil change labor rate.
[00:14:14] JeanAnn SaintGrace: So this is, this is part of the calculation. So if you're pushing your people to get to 60% or 75% production and you're scrambling up the numbers, that's gonna complicate things Where our workflow comes in is are we dispatching jobs to the right person? Are we giving them, um, jobs appropriate to their skill level?
[00:14:39] JeanAnn SaintGrace: And there's the argument to be made that sometimes we need to stretch our techs and give them something that's a little ahead of them so that they can grow into that work. That's part of this conversation as well. That's probably one of the biggest reasons why I don't wanna push for 100%, because we're also training these people to be better at what they do.
[00:15:00] JeanAnn SaintGrace: So we have to add some time in there for training. We have to add some time in there for on-the-job learning. We have to... And we also have to add some time in there for mess-ups, right? They're gonna screw up, and we've gotta give them time to do that. So these are-- this is why, you know, is 100% feasible. In some shops it is.
[00:15:20] JeanAnn SaintGrace: In a lot of shops it's not. And trying to go from, say, a 50% productivity and make the jump all the way to 100, that's a big jump. We've gotta give our teams an opportunity to grow into what we're asking them to do. So thinking that overnight we're gonna turn our productivity around, that's n- not, I don't think, feasible.
[00:15:40] JeanAnn SaintGrace: I think we need to think about doing it in jumps, like 5% jumps, and then set a goal, let them hit it for a month or two, then jump it again and let them hit that goal and that goal and that goal. So we're building out this process. We're not throwing the dice and saying, "We just need to get to 100, and we don't know how we're gonna get there."
[00:15:59] JeanAnn SaintGrace: So again, are we dispatching properly? The next thing on the list is are we charging appropriately for our time? And like I said, if we're dumping oil changes down to a quarter pay, a quarter of an hour of pay, but they're taking us an hour, there's discrepancy there. We're not gonna overcome that by pushing to 100% productivity.
[00:16:23] JeanAnn SaintGrace: They'll... They're never gonna get there. We also can't, um, be charging incorrectly for diagnostics. A- and, and by diagnostics, I not only mean electrical diagnostics, I also mean checking out things. A brake noise, a funny noise, a this, that, the other thing, a power window motor, a horn. Whatever we might be checking out is considered diag.
[00:16:45] JeanAnn SaintGrace: Whether it's mechanical or electrical, I'm calling that diag. So if we're not charging appropriately for that, that's another thing that we have to look at as shop owners and point the fingers at ourselves and be like, "Is this an appropriate way to do this?" I know there's a lot of argument of, "Well, we just can't sell two hours of diag."
[00:17:05] JeanAnn SaintGrace: And my argument is, is that's a limiting belief. I have different scripts that I would use to try to sell diag. I would try to sell at least two hours. I know there are shops out there with level one, level two, level three, level four, and each one is an hour to an hour and a half, or a half an hour to an hour's jump.
[00:17:27] JeanAnn SaintGrace: That's one way to get there. My concern is that if we're... We, we sell an hour, and at 45 minutes in, our tech is 80% there, but he needs another half hour or another 45 minutes or another hour because the next steps are gonna be deeper, then we're looking at stopping, calling the customer, getting another hour of diag We've now...
[00:17:54] JeanAnn SaintGrace: It's like taking a, a scent hound off the scent, holding them back and being like, "Let's hold on a minute," and then asking them to continue to chase the trail. We're gonna pull them off. They're gonna go do something else. Their brain's gonna s- shift gears. They're gonna have to come back, reorient themselves to the job, maybe discon- connect some equipment, put it back on.
[00:18:14] JeanAnn SaintGrace: Is this an effective way to do this? So getting our team comfortable with selling more than an hour of diag at a time, I think is key, and it can be done. And I know it's hard to swallow if you're a Euro shop and you're charging 235, 250, and you want $500 to diagnose a check engine light. There are ways to sell that, that the customer can buy into that makes it easier to do.
[00:18:42] JeanAnn SaintGrace: And just as a, as an example, it would be something like, "Mr. and Mrs. Customer, we've... We know you've got a check engine light on on your vehicle, and, you know, for that, what we'd really like to do would be to start with two hours of time, which is X amount of dollars." And, and I usually don't, as an aside, I usually don't talk about hours times the labor rate, but sometimes with diag it's important rather than saying, "We have a $500 diagnostic fee."
[00:19:10] JeanAnn SaintGrace: This is where customers understand that this is a time and materials operation where diag is concerned. And we can tell them, "You know, I, I know that sounds like a lot of money, but we have a technician who's going to start chasing this problem through your system and following wiring diagrams and following diagnostic procedures, and sometimes, depending on those steps, they can be lengthy.
[00:19:37] JeanAnn SaintGrace: We can run into a problem. We might have to start and stop a couple times if it's a heat sensitive issue. So if you can, if you can afford me this, this two hours of labor for, to do this, I'm gonna do my very best to get it done in that time or less. But I would rather have more to start with than have to pull my technician back and say, 'Wait, we need more authorization before we go forward.'"
[00:20:02] JeanAnn SaintGrace: And then, like I said, he loses the scent. He's gotta reorient himself. It adds time, and that's not effective or efficient. So finding a way to get your team comfortable with selling those levels of diag is, is a good thing. The other way, the fallback is, "Well, we can start with an hour and see where we get, but our experience is that it's an hour to an hour and a half to two hours, and if you're unavailable, if I can't reach you, I would like to have more time than not enough, and this is what I'd like to do."
[00:20:36] JeanAnn SaintGrace: And I think that's fair. And if they say, "Well, let's just start with an hour," then we start with an hour. But if we hit that hour and we're not there, then we stop, we call, we wait for authorization. Our tech might be off doing something else. We've gotta bring them back. That's the customer's choice. So, you know, mostly...
[00:20:55] JeanAnn SaintGrace: And I'm not trying to pad the time, I'm just trying to give my techs enough time to get the job done and, and not get interrupted and have to stop and restart. So there's that. Um, other places where productivity is lost is in the shop efficiency. Like, how is the phy- shop physically laid out? Do they have to walk all the way across the shop to get this, that, or the other thing?
[00:21:20] JeanAnn SaintGrace: Do we have computers in every toolbox, so they just have to go to their toolbox and look at a computer, or is there a bottleneck where there's one computer for three techs and they can't see what's in their queue, they can't look up diagnostic information, whatever that looks like? Are the parts scattered all over the place where they don't have one single place to come pick parts and then go back to their, to their spot?
[00:21:46] JeanAnn SaintGrace: I mean, there's an argument to be made that we stage parts at their toolbox, and as we get all the parts, we take the parts in a bin to them and drop them off and be like, "This is for your next job." There's an argument to be made for that. So our, is our shop built and laid out efficiency- efficiently and effectively for them to limit the number of steps that they're taking and get what, where they need to go?
[00:22:10] JeanAnn SaintGrace: These are all things we need to look at before we start pushing our techs and saying, "You're not getting enough done." What have we done as the shop owner and the leader in the shop to make this work? Those are things that we need to look at. We need to make sure that our workflow is good, that our productivity is good...
[00:22:28] JeanAnn SaintGrace: or not our productivity, that our workflow is good, that our dispatching is good, that our parts availability is well communicated. You know, if a technician has work, you know, the, the parts aren't gonna be here till tomorrow, then they need to go on to other jobs and not plan on dis- doing any disassembly until we know parts are close by or on site.
[00:22:54] JeanAnn SaintGrace: Um, are we putting co- techs on jobs and pulling them off, and putting them on and pulling them off? Are we waiting till effective times for communication to happen, where if a service advisor has questions, are they waiting until all the lug nuts are torqued before they go and ask a question? Um, these are all, these are all things that we need to pay attention to.
[00:23:17] JeanAnn SaintGrace: And probably the least or the, probably the most controversial part of all of this is what I see sometimes when a, a shop says is asking for help and asking help from other owners is, "My, my techs aren't producing. What do I do?" And they're hourly, and the first fallback plan is to put them on flat rate And if you've listened to me before, you know I am not a big plant fan of flat rate pay.
[00:23:51] JeanAnn SaintGrace: It creates too much volatility inside their, their financial security. It starts to create stress, and stress is not conducive to the kind of work that we're doing, the detail orientation, the integrity that we need, being willing and able to say, you know, "This car is a piece of trash, and we should not be working on this.
[00:24:13] JeanAnn SaintGrace: We need to tell the customer this vehicle's not worth doing repairs, and we need to send it down the road, or they need to get a new one." We need to have fail-safes in the system that make that conversation okay, and not a tech who's like, "Well, I could sell all this... You know, I could sell $5,000 of work on a $3,200 car, so I can make the hours on that," but it's still gonna be a pile of trash, and it's not gonna best serve the customer.
[00:24:43] JeanAnn SaintGrace: So if we put our teams on hybrid plans or c- base plus commission, however you wanna call that, whatever works for you, in some states we have to play word games with it, then they have a base salary, so they know they've got a safety net Then they get rewarded for how much they produce. And their production is also dependent on low comebacks, um, quality controls, all of those things.
[00:25:10] JeanAnn SaintGrace: All of those things are, are set into that. Um, we have to create warranty policies, so if, if they make a mistake and it's on them and it comes back, that it gets charged back to them, or they don't get credit for- towards their productivity for fixing their mistakes. If somebody else in the shop has to fix it, we need a, a policy for that.
[00:25:31] JeanAnn SaintGrace: So, so yes, does it create... It creates a whole new set of problems, of course it does, because every time we know better and try to do better, then we've got to build bigger and better SOPs, bigger and better processes, and we need to make sure we're taking care of our people. But putting somebody on flat rate who's struggling to produce, in my opinion, 9 times out of 10 is gonna create stress.
[00:25:52] JeanAnn SaintGrace: It's gonna create internal strife within your shop because then they start acting like a pack of wolves, and that's my job, this is my work, I checked that one out, I want that one, you know, and they start carving out theirs over ours. And that's the... it's a problem. Like, it's a problem. And I've seen cultures in shops go completely down the drain because we go from hourly or some kind of hybrid pay plan into a flat rate situation, and they turn into a pack of wolves trying to get everything that they can get and not thinking about the team, not thinking about other people in the shop, not thinking about the customers.
[00:26:32] JeanAnn SaintGrace: It becomes me, me, me, me, me. And, and it's human nature. I'm not picking on anybody. I'm just saying when you create scarcity, that turns on that survival drive, and that's what survival looks like. Where if we can give them a solid base to work from and then reward them for productivity, then we've got something.
[00:26:52] JeanAnn SaintGrace: And like I said, well, I haven't said, but as I practice, when we build out these hybrid pay plans, we know that it's a win for the shop and it's a win for the technician. Everybody wins. The technician gets a bump, the shop gets a bump, and the more they produce, the more they get paid, and the more profit there is in the system for everything So it's so important that we do this right, that we do this fairly, and that we do this clearly so that the ifs, whats, and therefores are all laid out.
[00:27:24] JeanAnn SaintGrace: The technicians see that they can't be hurt. If they have a slow week and they work 40 hours but only produce 20, they've got base. If they have a great week and they produce 45 in 40, they get, they get rewarded. If they have solid week over week, 75% of their gallon of milk is full, the shop's making profit, they're making money, everybody wins.
[00:27:47] JeanAnn SaintGrace: So, so rather than this, "Oh, you got hourly guys, they're not doing it, give them flat rate and see what happens," that's gonna thrash your shop culture. That's gonna thrash their mentality. It's gonna thrash everything, in my opinion, and I've seen it happen. Where I've also seen these pay plans work to where they see what they can get to, and we give them achievable goals within the pay plan until we get them where we want.
[00:28:14] JeanAnn SaintGrace: Do we move the cheese? Sometimes we move the cheese. We might start a guy off where he needs to be 60% to guest- to get the first bump. Then we move him back and move him to 65, then we go to 75, and we richen the reward as it gets better. I think that's completely plausible and completely Operational, soundly operational for your team and for your business.
[00:28:40] JeanAnn SaintGrace: So all of this to be said, we have to first look at ourselves, make sure that we're doing the right things within the shop. Then we look at our team and see how can we structure a pay plan that works for them. Ultimately, if your techs are happy, if they feel secure, if everybody knows that there's enough work to go around and everybody's got a safety net, then we give them a solid base to perform from.
[00:29:07] JeanAnn SaintGrace: Will there be times when we have a little bit of a rollercoaster ride? How does that work? Well, if, if we're-- if they're working on a big job and that means one week they produce 15 hours and the next week they produce 50, we're gonna reward them for the 50. It, it's the highs and lows, right? We gotta, we gotta roll with those punches, but hopefully at that 50 hours, they've made a ton of profit, and the money is there to support it, and we've also made money in the week that they had made 15 or 20 hours.
[00:29:39] JeanAnn SaintGrace: So I just want to be very, very clear that there are, there are ways to fix these problems within the shop that don't hurt anybody, where the shop can preserve its profit margins and where the tech can continue to win in their financial structure and not create a lot of uncertainty or a lot of stress in the fi- in this- their financial worlds.
[00:30:02] JeanAnn SaintGrace: So, you know, would I buy a three-quarters of a gallon of milk week over week if I had no comebacks, solid DBIs, um, quality control, a culture that supports helping other techs if they need help, making sure the customers are taken care of, making sure that, that everything's done, all the I's are dotted, T's crossed, great notes in their tech worksheets and in their work orders?
[00:30:28] JeanAnn SaintGrace: I'll pay 75-- I'll buy 75% of a gallon of milk every week if that's what I get So that's my two cents worth on that. I welcome your feedback and, and your, um, your information if you're interested in looking at that productivity, um, um, spreadsheet that I have, I'm more than willing to share it and, and give you a quick call to show you how to use it.
[00:30:52] JeanAnn SaintGrace: But, um, it's a great tool, and I've had a lot of, a lot of really great results using it. So I encourage and, and open that out there if you're interested in that, I'll be happy to share it. Um, with that all being said, of course, we gotta, we gotta pay the bills, and so thank you to Worldpac and Worldpac Training Institute for being a partner in the podcast.
[00:31:12] JeanAnn SaintGrace: As you all know, um, Worldpac has been a great partner for me, or was a great partner for me and my business, and I greatly appreciate what they brought to us and how they became a very, um, effective and profitable partner for us. And in addition to that, the Worldpac Training Institute, which offers everything from free one-hour classes every week for both your service advisors, your owners, and your technicians, all the way up to paid, like, all-day classes going deep into tech.
[00:31:43] JeanAnn SaintGrace: Um, can't say enough about the quality of the training, the availability of it, and what they're bringing to the table. Also, if you're available, STX Worldpac's big, um, annual, um, conference is happening in August in Washington, D.C., so there's ways to get involved in that. And again, they're offering some great classes at that conference.
[00:32:08] JeanAnn SaintGrace: So thank you again to Worldpac and Worldpac Training Institute for being the sponsor of the show. So here's the challenge. As always, there's a challenge, right? Look at your numbers. If you need help, I'm here to help. If you have questions, I'm here to answer questions. If you have feedback, please don't hesitate to put comments wherever you listen to or watch the podcast.
[00:32:30] JeanAnn SaintGrace: I encourage you to reach out to me if you ever need anything. I'm here to help. Um, as you all know, my heart is here in this industry. I love all of you, and I wanna see everybody succeed and do well. So, um, with that all being said, thank you so much for watching, listening. Um, please like, subscribe, comment, share.
[00:32:53] JeanAnn SaintGrace: Share this with somebody who might need, need some help, um, somebody that might be struggling with this. We've, we've all been there, right? As shop owners, we've all been in the, the fine detail of what does our profits look like? How can we do better? And this is one of the ways we can look at that. So as always, thank you so much for watching.
[00:33:13] JeanAnn SaintGrace: Go out there, love your people till it's weird, and make your shop your way.