129 - The New Backbone of a Successful Shop: Software That Actually Works

129 - The New Backbone of a Successful Shop: Software That Actually Works June 25th, 2025 - 00:58:23

Show Summary:

In this episode, Jimmy Lea hosts a dynamic conversation with John Phelps from Tekmetric, shop owner and Institute coach Jennifer Hulbert, and Tonnika Haynes of Brown’s Automotive. They dive into the realities of switching point-of-sale systems, discussing both the challenges and the rewards. John shares how Tekmetric has evolved, focusing on cloud-based innovation and powerful reporting tools that help shops improve performance. Jennifer and Tonnika provide real-world insights into how Tekmetric impacted KPIs like effective labor rate and average repair order. The conversation highlights the importance of accountability, data transparency, and choosing the right tools and partnerships to help shops grow and succeed.

 

Host(s):

Jimmy Lea, VP of Business Development

 

Guest(s):

John Phelps, Director of Channel Partnerships, Tekmetric

 

Jennifer Hulbert, Owner of Service Plus Auto and Head Coach at The Institute

Tonnika Haynes, Owner of Browns Automotive

 

Episode Highlights:

[00:02:21] Tekmetric celebrates surpassing 10,000 shops using the platform, marking a major growth milestone.
[00:03:45] Jennifer shares the top rule of POS transitions: don’t do it unless it meets every business need.
[00:06:41] Tonnika chose Tekmetric for its ability to support remote work, which was crucial while raising young children.
[00:08:47] John explains how Smart Jobs use VIN decoding to build accurate estimates in just a few clicks.
[00:13:29] Tonnika and Jennifer describe Smart Jobs as a virtual assistant that improves efficiency and consistency.
[00:17:00] Jennifer uses Tekmetric's deep reporting features to coach shop owners on improving financial performance.
[00:23:06] The team discusses real-time reporting and how it helps address issues before they become problems.
[00:37:40] Jennifer explains how digital vehicle inspections help build trust and transparency with customers.
[00:44:16] John reveals that shops using DVIs with 8 or more images see an average repair order increase of $106.
[00:54:54] Tonnika shares how “Do It Right” reflects her mission to serve her community and honor her family legacy.

 

In every business journey, there are defining moments or challenges that build resilience and milestones that fuel growth. We’d love to hear about yours! What lessons, breakthroughs, or pivotal experiences have shaped your path in the automotive industry? Share your story with us at info@wearetheinstitute.com, and you might be featured in an upcoming episode.

 

👉 Unlock the full experience - watch the full webinar on YouTube: https://www.youtube.com/watch?v=IZq3oadWJ-o

 

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Episode Transcript Disclaimer
This transcript was generated using artificial intelligence and may contain errors. If you notice any inaccuracies, please contact us at marketing@wearetheinstitute.com.

 

Episode Transcript:

Jimmy Lea: Good morning, good afternoon, good evening, or good night, depending on when and where you're joining us from today. My name is Jimmy Lea. I'm with the Institute. We are going to have a really great conversation coming up here in just a few moments. This is to be an interactive conversation. You've got questions, we've got answers.

Jimmy Lea: You've got questions about different point of sale systems, you've got questions about Tekmetric. We've got the extroverts that are gonna be here with us. So not to give everything away, but we do have Tekmetric in the house today, which is gonna be an awesome conversation. Thank you to everybody who's here.

Jimmy Lea: We have a phenomenal panel that's gonna join us here today, starting with. John Phelps from Tekmetric. John is joining us as the voice of Tekmetric today. John, how are you sir? 

John Phelps: I'm doing very well, Jimmy. Thank you for having us. 

Jimmy Lea: This is gonna be awesome. And just so you all know, I did try to canonize John the other day.

Jimmy Lea: I called him John Paul. 

John Phelps: Yeah. I felt like, I was a pope candidate at the moment, but no, 

Jimmy Lea: you were, 

John Phelps: you're 

Jimmy Lea: in the running. There we go. You just didn't know it. 

John Phelps: No, I was a little late to that one, apparently. Yeah. That he was already he was already selected. Even though he is from the us No I did not make that cut.

Jimmy Lea: Nice. Nice. Well, glad to have you here with us, John. Thank you very much for joining us. We appreciate Tekmetric that, and the strides that you are taking as a software of value in the industry. Really making it great for our shops to understand where they are, what they're doing, process, procedures, profit effective labor rates.

Jimmy Lea: Effectivity is super awesome. 

John Phelps: Absolutely no, it's it's really been awesome to see, you know, we've got clients like like we have here today, and I know you said you don't wanna give everything away, so we'll wait to bring them in here in a little bit. But just to be able to see the strides in the growth within Tekmetric, but also within our clients, within our shops over the last few years.

John Phelps: I personally have been with Tekmetric a little over four years now, and in that timeframe it's been very cool to see number one. We've more than, let me see here, quintupled. Almost sex coupled in terms of shop count you know, sub 2000 at the time. And now as we, you know, announced a few months ago, cracking over the 10,000 shop mark across the country and growing bigger and bigger every single month.

John Phelps: Luckily for us, and even more so, and I know we'll get into this a little bit later, but. The strides that those shops have seen since switching. And by no means will we ever take the credit for a shop doing very positive things with their own business, but we're just happy to be a part of that ride.

John Phelps: One of the things I will say, I. Is, you know, the national average based on the most recent metrics that we've seen in terms of a RO which you mentioned, right? The average repair order that parts in labor sales per ticket is between four and four 50. We've heard reports as high as four 80. Whereas Tekmetric customers across our entire user base has cracked over $600 per car that comes across their shop.

John Phelps: So 27% higher than the national average. And I know we've we've got a. Can say a little bit more than that in terms of their growth that they've seen in the last few years. And I'll let them do the description on there, but very happy to be here and and be a part of this. 

Jimmy Lea: Well, thank you John.

Jimmy Lea: Welcome, man. This is awesome. And joining us, Jennifer Holbert. Jennifer is a facilitator coach with the institute. She is a Tekmetric user as well, and she made the leap to go from one point of sale system to another. And Jennifer, we know the rules. We know the rules of jumping and what are those rules?

Jennifer Hulbert: Hello, Jimmy. Thank you for the introduction. So as a facilitator my first rule of changing management systems is don't because it is a very large deal and can be disruptive to your whole shop. I. Went against that rule and made the switch from a different management system to Tekmetric about seven years ago and have seen nothing but an upside from that switch since then.

Jennifer Hulbert: We'll get into some of the reasons why in a little bit later. Yeah. In the podcast. But this has been a very positive move for me as it has been for many of my coaching clients and group members. 

Jimmy Lea: I think the top rule three rules of change your point of sale systems is don't do it.

Jimmy Lea: Don't do it. Don't do it. And then 0.4 says, to your point, make sure when you do it, it does fulfill everything that you're looking for. 

Jennifer Hulbert: Yes. Thoroughly research it. 

Jimmy Lea: Thoroughly research. I'm glad you research it. And you, your client number? 2000 something? Something. 

Jennifer Hulbert: 24 88. 

Jimmy Lea: 24 88. Wow. Wow. Welcome. Glad to have you here with us, Jennifer.

Jimmy Lea: This is awesome. Thank you. And by the way, just so everybody understands, not only is she a coach and facilitator with the institute, she owns a shop. You own a shop and run a shop in nor New York, 

Jennifer Hulbert: Northern New York, yep. Service plus automotive in calcium, New York. Nice. 

Jimmy Lea: Nice. Awesome. Joining us as well is Tanika Hayes.

Jimmy Lea: She's with Browns Automotive. She is phenomenal. Tanika, we are so excited to have you here with us. How are you? 

Tonnika Haynes: I'm great. I'm excited to be here. 

Jimmy Lea: You're, it's exciting and you sound like you're in a cathedral of sorts. 

Tonnika Haynes: I'm sorry, is my mic acting up again? 

Jimmy Lea: No, it's all good. It's all good. It just it's awesome.

Jimmy Lea: Thank you for joining us. We are all in different locations than we normally are Today. I'm in Manta, Utah on the road, helping to take care of family 'cause that's what we do. We help take care of family. And Tanika, I'm glad you're here so we can have this great conversation talking about your journey and what that looks like and Jennifer, your journey and what that looks like.

Jimmy Lea: And to kick it all off, we're gonna give my John a few minutes to talk about Tekmetric. And so any of you who are tuning in, this is the. 32nd commercial, which is a little bit longer than 30 seconds. We're gonna give John some time here to tell us a little bit about Tekmetric and what's happening, what's going on, what the future looks like as well.

John Phelps: Let me actually do this. I'm gonna go off script. Tanika, if I could ask you a question. Yeah. When you were looking to switch Now you joined us in July of 2020, so happy five year anniversary to that. Up here in a few, but when you were looking to make a switch as they've highlighted, it's a pretty big commitment, what were the utmost important things you needed to have in a resource, a software solution in order to consider making a change?

Tonnika Haynes: For me, it was the fact that I could work off site because at the time I had young kids just being able to. Use my phone, use my laptop, wherever I might be. I was able to connect with the shop. That was very important. That was most important to me. 

John Phelps: Perfect. Now, and that's what I wanted. I wanted a live 32nd commercial because I wanted it to be very customizable to her situation, but also it's what we hear.

John Phelps: Across all of our user base, right? One of the biggest things that we highlight at Tekmetric is being cloud-based. Cloud-based means we operate in a web browser and it's as mobile as it possibly can be. Laptop, tablet, cell phone, desktop from anti, from East Texas to upstate New York, wherever you are.

John Phelps: You absolutely have that flexibility and it's always been that way. Now that being said, having that one feature, being cloud-based isn't enough. Right. To Jimmy's point, we've got to continually innovate, and I mentioned, I've been with Tekmetric a little over four years now, and in that time, on average, we've released more than three new features or solutions, as we like to call it, every single month.

John Phelps: Right, that is a hundred. It's a couple hundred different solutions that we've been able to release over the last four years. And I say solutions because it's nice to have a nice, shiny, new object, but if it doesn't bring you value, if it doesn't allow that extra checkbox to be completed, something that you didn't have before, something brand new or a new way to look at it, well then it doesn't do any good.

John Phelps: That's just a shiny object that really nobody's gonna act upon. And so over the last few years, we've released things like our. Our MO, our multi shop owner functionality, right? Our payments platform that has buy now, pay later, actually multiple financing options within that. We acquired a company, right?

John Phelps: We acquired a CRM called Shop Genie. And we're building within a Tekmetric marketing platform inherent into the system. All along the way, we'll sprinkle in some smart jobs to where you can build entire estimates in just a couple of clicks. Instead of having to source every part, every labor line multiple times, go ahead and do a one click feature right there and.

John Phelps: Few smaller things like template text messages. Of course we've got the two way texting, the digital vehicle inspection. Tamika, we spoke the other day talking about moto visuals and having vi videos be able to add it automatically to that digital vehicle inspection, that DVI and the value that brings to you.

John Phelps: Sure. But really your customers and that way that it sets us apart, sets you apart as a shop of anywhere else that they could go. And so, by no means are we satiated with where we are. We absolutely wanna grow as a product. We want to grow our user base. And being a part of things like this allow us to be able to get in front of more people, speak more specifically about the functionality of the software that is important to our shop owners, and the value that each individual solution brings you.

John Phelps: And hopefully hearing more about that throughout the conversation today. Yeah. 

Jimmy Lea: That's awesome. I love where Temp Metric has come from and where it's going. And you mentioned Smart Jobs. Would the industry call that a can job Or what is a smart job? What's that definition?

John Phelps: It's a, that's a great question. So we do have CAN jobs which is a portion that we've had in the system for a number of years. However, smart Jobs, it sounds like it's ai, it's not, it's actually built from the bottom up inside of the system. And so. Interestingly enough, you can have a smart can job.

John Phelps: So for instance, if you've got an oil change, right? Jimmy, do you know how many quarts of oil and what type of filter your vehicle takes? If you do, it's gonna be different than mine. Very likely different than Jennifer's and so on and so forth. And so instead of having four different oil change can jobs for our four vehicles here, you can have one Smart Can job it is gonna decode the vin.

John Phelps: It's gonna know the type of oil, the quantity of oil, and the OE part. Number of that filter, which is gonna be then cross-referenced with your inventory or your preferred part suppliers. And within a couple of clicks, it's gonna know that it's 4.8 quarts of zero 20, or 8.3 quarts of five 30. All within the same smart job right there on your estimate, and it's not just the oil changes.

John Phelps: Sure, we've got the oil changes, the air filters, the brakes, but what about spark plugs? Four cylinders, six cylinders, eight cylinders? Where do you buy your split? Your plugs? Does it automatically pull from the labor guide or your own dedicated labor? Time? Answer is both. Whichever you prefer automatically applies.

John Phelps: Your parts markup, your matrix that you prefer, and within a couple of clicks without having to dig through. Is it 4, 6, 8, 10? You've built that estimate, that job with a couple of clicks, so saves a lot of time. We plan to expand upon that to have a couple of hundred, but that is the early onslaught of these smart jobs inside of Tekmetric.

Jimmy Lea: So I have a question. Did he freeze on you guys? Just on me. Is he's frozen. No, 

John Phelps: no. I can hear you Jimmy. I can hear you. 

Jimmy Lea: Oh, okay, good. Yeah. Hey, so, with these smart jobs, I, oil changes. Okay. I totally get it. What about timing belts or water pumps? Same idea. Absolutely. Looks up the vin looks up, the part, looks up, poses, brackets, belts, everything that's needed for that 

John Phelps: job, correct?

John Phelps: Correct. Now, again, being that it is a build proprietary solution inside. We've gotta, we've gotta build certain things out. So is it a water pump or does it come with the supplemental labor that goes along with that? Okay. I've gotta, it's a water pump, but I've gotta pull the pulley. I'm gonna go ahead and replace the belts as well.

John Phelps: There's different ways and obviously different vehicles call for different repair. Within that then do you fully. Service the coolant or do you just replace what's drained out? So certain things like that are continuing to be built out, but absolutely it is going to be the same concept. One water pump smart job regardless of vehicle, one water pump or one timing belt, smart job or chain, I guess, regardless of vehicle.

John Phelps: Absolutely. That is going to be the concept with it. 

Jimmy Lea: Oh, wow. Jennifer and Tanika what's your experience here with.

Tonnika Haynes: I am back and Can you hear me now? I feel like I froze a lot. Yeah. Okay. So I love the smart jobs. I'm getting used to it. We were definitely in for the can jobs. That was fun. We go ahead and build it and make your notes in there. Everything was great. The smart jobs, when it starts popping up and it's doing the work for you.

Tonnika Haynes: It's amazing. So I have to remember that I don't wanna say this aloud, but I'm gonna say it. I'm not fond of technology. I don't want a new phone when a new phone comes out. So I'm pretty sure a lot of people like that, the same boat as me. But once you get into it and you learn it, you're just like okay.

Tonnika Haynes: This is it. This is what's up. And so it's like adding, maybe not a whole nother employee, but it's like adding an assistant that can do some of that work for you. 

Jimmy Lea: Hello. Yeah. Well, speaking of technology, here we are updating mom and dad's phone. They're 19 updates.

Jimmy Lea: That's painful. Jennifer. Smart, smart jobs. 

Jennifer Hulbert: I for me, I haven't, I. Use them myself, because I'm not in a day-to-day position at the shop, but I know my two service advisors absolutely love them because just like Tanika said, it saves them a significant amount of time. So knowing that we have this technology, we can utilize this technology, it's gonna make our jobs easier.

Jennifer Hulbert: Is one of the reasons that I continue to be a Tekmetric subscriber. 

John Phelps: I want to add to it though, because you know, myself, my, my background is automotive, but I didn't come from a technician role, right? I didn't come from turning riches and having that inherent knowledge. And so to me, when I first saw the Smart job functionality, it was one of those that two things stood out.

John Phelps: One is. A steeper learning curve, right? Getting somebody up to speed so they don't have to guess, what do I do with this? What do I do with that? What do I need to add into this job? And the second and kind of supplementary thing to that is consistency. Yeah. We've all seen it to where one advisor quotes something separately than the other advisor because, well, their experience says this, and then they say, well, that's, that doesn't seem quite right.

John Phelps: So they pad something here or they adjust something there. But if you've got 2, 3, 4, 5 separate advisors. That same smart job is applicable across the board, and that consistency is there. So you don't have to worry about, well, did he quote it and she quote it the same way this time versus last time. So the learning, the training piece of it, but as well as the consistency piece of it.

Jimmy Lea: Oh, I love that. I love that. I love that consistency. Now you're able to bring in an advisor that doesn't have an automotive background, and the consistency is across all of them. So when an advisor's going to recommend an alternator. Does that include the alternator, the belts, and the bracket? Or is it just the alternator?

Jimmy Lea: Well, it needs to be everything that's involved. Love this. I mean that, that's just amazing. Alright, back on to, I mean, we could go down this, I'm, I could go down this rabbit hole with smart jobs, tell the cows come home, but. I wanna ask you, Jennifer, you were talking about your smart jobs, you know, your advisors using them.

Jimmy Lea: When you, when Tanika came on with coaching and training with the institute, what were some of those first things that you looked at with her and her business? 

Jennifer Hulbert: Typically, the first thing that I go to before we get solid financials is just the KPIs within the system. So with Tekmetric, that would be the end of day report and we can see her sales volume.

Jennifer Hulbert: We can see the gross profit in parts and labor. I. Sublet tires individually, we can see the collection of environmental fees. So if there was anything on the lower end of our benchmarks, that's what I would look at to, to improve first and to make any adjustments into a parts matrix or collecting labor.

Jennifer Hulbert: Tanika had a lot of those items pretty dialed in. Again, she utilized Tekmetrics ability to dive into those reporting to find some of those areas before we started to work together. But I believe, Tanika, correct me if I'm wrong, we looked at the parts matrix and made some decent adjustments to that.

Jennifer Hulbert: And I think effective labor rate too were some of the two that we looked at first. But she was well versed on the software and also had the familiarity to look into the reporting and a general understanding of her key KPIs, and they were in a good range to start off with 

Jimmy Lea: T Tanika.

Jimmy Lea: What were some of those first challenges or process procedures that you looked at with a coach that you were like, okay. I know I'm here, but I know I wanna be here. What do I need to do to get there? What were some of those things that you first looked at when you were with Jennifer? She talked about the KPIs.

Jimmy Lea: What else did you look at? 

Tonnika Haynes: I was really concerned with my effective labor rate and how to increase that and get that closer to my do. And with the help of Jennifer and being able to go into Tekmetric and just make adjustments with the click of Mouse and just watch that effective labor rate and the door rate just start to closer together, that was also, and again, like she said.

Tonnika Haynes: I'm not coachable, but when Jennifer said, Hey, go in here she's laughing 'cause she's, I'm not coachable. I am she said, go in here and let's change the parts matrix. Let's add this and let's do this and let's try this. And I drank the Kool-Aid and I did it. And I'm just slowly watching those KPIs just get to industry standards or even my standards, you know.

Jimmy Lea: Nice. Nice. And how close are you now with your effective labor rate and door rate? Are you exceeding the door rate? Are we there yet? 

Tonnika Haynes: Not yet. We're not there yet. We'll be talking about that on our next meeting, but it is a lot closer than what it was before. A whole lot closer. So, you know, just a tweak here, changing in policy there.

Tonnika Haynes: We're gonna get there for sure. 

Jimmy Lea: That's awesome. And did it, Tanika, had you never come on with coaching and training with, is this an area that you would've found, discovered, implemented on your own? Or did you need some accountability to make it happen? 

Tonnika Haynes: Oh, Jimmy, I need accountability to make it happen because I was one of those shop owners that, I'm still one of those shop owners that look at, I look at a checkbook, so there's money in the checkbook.

Tonnika Haynes: There's money in a bank account, I can go buy things, so I'm fine. Right? No, Jennifer's not going for that. I mean, she's not, I'm getting better. Can I get it? Am I, look, she said I'm getting better. I'm getting better at really understanding, not being afraid of those numbers. If I don't understand it, I'll get frustrated.

Tonnika Haynes: Just like I don't want new technology, anything new. But learning each and every thing that she's teaching me and when she's learn, teaching me how to. Get that to a better place, let's decrease that. We need to look at this. What does this mean? I'm getting to the point that I can answer most of the questions.

Tonnika Haynes: So nice. The Tekmetric reports, they make a huge difference in being able to see what's really happening in the shop and not waiting for that credit card batch to hit the bank account and say, oh, I won. I know exactly how much I'm winning by percentages. 

Jimmy Lea: Oh, that's good. Jennifer, a question for you.

Jimmy Lea: How do you what's the method, what's the strategy? How do you take someone like Tanika, and I'm not gonna say survive because I think Tanika was doing well. How do you change that mindset to go from a survival or a coasting mode to a thriving mode where she is implementing and she is holding accountability and she is.

Jimmy Lea: How did you do that? How do you. Guide someone down that path. 

Jennifer Hulbert: Well, you first start looking at the reporting. So again, that was one of the reasons I changed to Tekmetric was the high level of reporting and the ability to dig down deep to find the areas of improvement that we need. So if we're talking about parts gross profit, then we're gonna look at the Matrix and then we're gonna look at.

Jennifer Hulbert: Where do the majority of the cost of those parts fall within the matrix? Are we making the right adjustments to the matrix to really impact the total parts gross profit? So again I'll say this a million times. One of the reasons I love Tekmetric is you can dive deep into pretty much any area that you need to.

Jennifer Hulbert: Just before this webinar I was on with another GPG member and we were looking at possibilities and ways to increase the average repair order. So we started looking at the vehicle inspections. Are the technicians identifying enough work to be able to be estimated? To present to the customer. And that inTekmetric is called average written repair order.

Jennifer Hulbert: So that's a KPI in a report that we can look at to say, Hey, you know, if I'm in the thousand dollars range, I'm typically gonna have a lower average repair order, where if I am consistently estimating 2000 or 2,500, which is. What we recommend, I'm gonna be able to get to that eight, $900,000 average repair order if we have an effective service advisor.

Jennifer Hulbert: So depending upon which KPI is we're trying to improve. Tekmetric has an ability to look at a report and say, okay, these are the areas that we're identifying. Now we know. Do we go to the technician for a change in the DVI process? Do we go to the service advisor for an upgrade or an a higher sales training ability?

Jennifer Hulbert: Do we look at a change in a matrix? Do we need to increase our labor rate or our labor matrix? So it's a little bit of a loaded question, Jimmy, as to where we look first, but it depends on what area that we're focusing on. And again, Tekmetric makes it easy because we typically have a report that we can dive deep into.

John Phelps: Well, for sure. Can I add to that real quick? Only because, you know, I do say this a lot, but you just verbalized it and kind of put it to life in that there's a few different reports that Tekmetric provides you that allow you to go from a 30,000 foot view to a three foot view very quickly.

John Phelps: Right. How we do and how'd this ro get to this point? Yes. And whether that be the A WRO, what advisor, what technician what matrix didn't get applied. Oh, we had a discount, we had a coupon, we had a one-off. And it allows you to find those, but it does allow you to see how are we doing? What happened here?

John Phelps: I. Within just a couple of clicks on various reports. 

Jennifer Hulbert: Absolutely. And that's what I did just before this webinar was to go in and look at individual service advisor and we found that it was one service advisor that we need to focus with and one technician, and they had worked together quite a bit the month before, so that, that had the effect or the negative effect in this case on.

Jennifer Hulbert: The average repair order. So, yeah, being able to dive deep and to see okay, what's the overall KPI for a timeframe, and then dig down into each individual repair order is very simple. 

Jimmy Lea: Oh, that's awesome. Ika, I've got a question for you, but I'm gonna ask John first. John. What do you hear from shop owners that are coming over and adopting Tekmetric?

Jimmy Lea: What's one of their, what's their reasons for coming over? Why do they choose Tekmetric? 

John Phelps: I. You know, there we're gonna hear any number of reasons, dozens and dozens of reasons. However, we have actually boiled down to really one of four things, right? Simplicity or ease of use, right? How easy is it to actually operate the system?

John Phelps: We've already mentioned change is hard. We wanna minimize that difficulty to a matter of a couple of days, if that, not a couple of weeks or a couple of months. So simplicity or ease of use is a key portion. A second is consolidation. How many systems can Tekmetric replace? Right? If you've got a system for texting, a system for digital vehicle inspections, you have a separate payment processor, you even have a separate marketing piece and the list goes on.

John Phelps: Tekmetric has all that built in, and it's all right there. Now we have the integrations with a lot of other companies, but we also have that product built right in. So consolidation is another one. The other two are performance and depend dependability. Performance is, does it work how it's supposed to, meaning does it work like it's supposed to run in an auto shop?

John Phelps: And yes, I have had that said to me many times. It actually looks like it's supposed to run in a repair shop. Well. That's how it was designed. That was the whole intent. It wasn't a a restaurant software that we thought would work in auto shops. No, it was built for auto shops. And then dependability does it work when it's supposed to?

John Phelps: With over a 99.9% uptime, even in the cloud, you've got very minimal, if any, downtime in the actual software because if something happens, it's usually fixed very quickly. So, regardless of everything that the shop owners say. Simplicity, consolidation, performance, and dependability are the four things that those all kind of bundle up into in terms of the reasons that they switch.

Jimmy Lea: Yeah. And Tanika then, now the question comes to you, you were on a different point of sale system before you decided to switch over to Tekmetric. What was that deciding factor for you?

Tonnika Haynes: For me, it was exactly what he said. I needed something that was more dependable. So I needed something that could give me reporting, even though I didn't even know how much reporting I actually needed at the time. I needed something that was easy for my customers as well. Everything is under the umbrella with Tekmetric, the text to pay the dvi, all of that information because I'm in a college town, so there's a lot of students, and so when the parents are a couple cities or a couple states away, I need to be able to communicate effectively with them.

Tonnika Haynes: So the DVI, giving them full picture of what's going on with the vehicle, in case they're too busy, I can send it to their email, I can send it to a text. They don't have to, we don't have to play phone tag. So that, that made the biggest difference for me being able to effectively communicate with all of my customers.

Tonnika Haynes: That was a bi big sales. Sales point for me and like he was saying, what I had before I believe was designed for a dental office and so it really didn't fit automotive as well as it should have, but these guys have built it from the ground up and everything that works seamlessly. I love it.

Jimmy Lea: That's awesome. I'm glad it's working. I'm glad it's working extremely well for you too. Jennifer, you have the rules that thou shalt not change nine point of sale system. What was that deciding factor? What's the tipping point for you with the rule that says, thou shalt not. 

Jennifer Hulbert: For me, it was, we had three different systems.

Jennifer Hulbert: We had a DVI system, we had a time clock. We, well, four, we had a text platform and then we had the management system and there were constant communications between the four systems and the level of reporting. So. As my group members know, I'm a very detailed numbers person, so being able to dive deep into identifying an area of improvement is important to me.

Jennifer Hulbert: And my old management system didn't allow that to happen as easy as Tekmetric did. So just having all of the communication systems working together was the key factor in the reporting. 

Jimmy Lea: Yeah. And does that help you with your coaching and training with shop owners? Having a point of sale system that has good reporting, good data, good information, 

Jennifer Hulbert: it's imperative.

Jennifer Hulbert: I can't detect what I can't see and I can't coach it for an improvement of what I can identify. So having detailed reporting is. Imperative from a coach and a facilitator standpoint? Absolutely. 

Jimmy Lea: Yeah. Oh man. Yeah, it sure is. Sure is. Makes all the difference. Tanika, were you at all afraid or fear fearful of switching from one point of sale system to another?

Tonnika Haynes: I can't say that I was afraid. I was ready. I'm shop number 9 67. I was ready to get on board for something new. And it worked seamlessly for me. Onboarding was easy. Actually. It's probably a lot easier than I can remember. I remember it was just easy overnight. We had everything uploaded. The learning curve kept with anything new.

Tonnika Haynes: You're gonna have a learning curve. But I remember just thinking like, wow, where has this been all my life? You know? So for me it was easy. 

Jimmy Lea: Yeah. Props to you, John. Props to you and your team. That's pretty cool. To have an easy transition, an easy thing like that, that's pretty dang cool to make it easy for everybody to come over.

John Phelps: Yeah. I mention a lot when I'm doing any kind of presentation, right. Day one is tough. It's 'cause it's just something different. If, I mean, quite frankly, we are going through a transition in our own CRM and what we use to record to, to take record of our customers and prospects and so on. We're absolutely in that transition as a company right now.

John Phelps: So by all means I've done it before on the automotive side, but we're doing it here at Tekmetric as well. And what I always say is, yeah, day one's tough. Day one's a little less tough, right? Get gets a little bit better, but by day five, you're able to show the person next to you. Look at this feature I found.

John Phelps: Look at how. I do this, look at what we're able to do with this now. And I've said that in rooms, and by all means I wanna make sure there's corroboration. And people in the room say, yeah, absolutely. It was that way. You're gonna find nuggets along the way. You're gonna find things that maybe were you glossed over or didn't you know, didn't absorb quite frankly that, that first try.

John Phelps: But along the way, especially as we update, there's those new things that you find and wow, okay, that's a simpler click. I can open that in a new tab. I don't have to jump out of this. And it just. Becomes a little bit more seamless day after day. 

Jimmy Lea: Oh, that, that is so cool. And Tim's piping in here talking about how techs love using their cell phones with the app rather than using a tablet or a computer.

John Phelps: I. Yeah, it's, it is one of those things that, you know, we always, early on, especially touted, Hey look, you can use this on a tablet. No, you don't have to buy the thousand, $1,500 ones. You can buy the $200 ones. And you know, I have the ability and the privilege of visiting a lot of shops with my role.

John Phelps: And you see tablets kind of sitting on a charging cord on a toolbox. And technicians specifically like the mobile use of the phone, it's their phone. They're used to the screen, they know where the buttons are, and they can take the picture and they can put it in their pocket. And then they can move to the next one.

John Phelps: They can take the picture, they can put it in their other pocket, and they can use voice to text and type if they would need to, whatever the case is. And knowing that, that's why we developed the app. The app started off, it was released last fall but it started off specifically for digital vehicle inspections.

John Phelps: It was technician focused to ensure that they had an optimized, app ability to use that on their phone because it could have gotten a little clunky. Right. And I'm on my phone. I like it better than the tablet, but it jumps over here and it's not optimized specifically for that because I'm just logging into the website.

John Phelps: On my phone. Phone as opposed to an app. So releasing that and now coming up with new iterations, VIN scanning, license plate scanning, being able to add prefixed shapes and colors and text boxes to the pictures. I think we're on version 1.9 or something like that now with the app itself. So it is continuing to evolve.

Jimmy Lea: Nice. That's awesome. Tanika, Jennifer Tanika first, was there anybody resistant to this change?

Tonnika Haynes: I'd say, yeah, I've had, you know, tech that's been with me for a few years and he's just not sold on the DBI, but I think since it's on the phone, so we have the app that was dedicated just for the text, that's so much easier than the big clunky tablet now. And so he's buying it. He's buying in. I can see the dbis getting better, more pictures on each DVI, that 300% to that 300% rule is ruling.

Tonnika Haynes: So, 

Jimmy Lea: yeah, 

Tonnika Haynes: for sure. 

Jimmy Lea: Nice. Jennifer, any any holdouts, any resistance at your shop? 

Jennifer Hulbert: I was the biggest holdout, 'cause I had used my previous management system for 20 years and the change was very difficult for me, for my technicians. We didn't have the app at that point, but they moved pretty seamlessly.

Jennifer Hulbert: And my second advisor at the time was a little more up on technology than I was, so I fall into to Tanika's shoes a little bit there. And he picked up on the software. Much more quickly than I did. 'cause it was a different process for me. We didn't start in the same screen with my old system, so it was like a thought process change that I had to get myself over.

Jennifer Hulbert: But the technicians they worked pretty well. 'cause we were, well, I don't wanna say this. We went from paper to digital and then to metric pretty quickly. So they enjoyed the ease of the DVI because that is an area that we were very focused on at that time. 

Jimmy Lea: Oh, I love it. I love it. DVI is a drum that I'm very familiar with and I absolutely pounded that drum for four or five, six years in the industry.

Jimmy Lea: Tanika to the DVI and educating the customer. What do you find it works best in educating that customer? 

Tonnika Haynes: The DVI along with motor visuals, that is a game changer. Like for example, we all speak different languages. I can try to explain to the customer a certain way and try to make it apply to everyday life or try to find something that it I can compare it to.

Tonnika Haynes: So you can do that. You've got the DVI with the images of their car, and if they still don't understand it, it's connected to motor visuals. So you gotta win, and win. So the and then the reporting, and I'm so happy for Jennifer for point this, there's so many reports on here, but the reporting on which check is doing the dbis, how many photos, how many videos per DBI is he doing?

Tonnika Haynes: And the more photos and the more image the more videos, the easier it is to sell that. Job to the customer. So the DBI reporting is winning. The dbis themselves are winning. The integration with more visual is all a win. And again, like I said, I have a lot of customers who have students. I mean, their students and their parents need to make these decisions.

Tonnika Haynes: Not only that, as we are close to UNC and SUNC hospital, major hospital, so we have the physician and hospital staff, we've got nurses, we have a lot of people that are just busy in their everyday life. And so maybe I, they don't get to talk to me about. The findings on their vehicle. But the DVI helps communicate everything that we found and if they don't understand or they need to dive deeper into it, they get a break.

Tonnika Haynes: They to pick up the phone and give us a call. Hey, I've looked at the pictures. Oh my goodness. Is that my car? Yes, it's my car. Did you follow the link to the video? Yes. That is pretty cool. Thank you. What should we do? And then we can go ahead with our sales process from there on out. So the DBI, again, like another employee?

Jimmy Lea: Yeah. And the answer is fix it. Fix it. Keep me safe on the road. Whatever it takes, keep me safe. Yeah, educated customers are the best. They make the best decisions, especially when you're having to send it to mom and dad. They might be in New York or Maine or Florida, and there you are in North Carolina helps them make those decisions as well.

Jennifer Hulbert: Well, the DVI does that, but it also creates that trust and transparency. So there is no question on what needs or the reason it needs to be repaired. And that, I mean, that's what we teach in the group process of the number one reason to do I. DVI is to create that level of trust with your customer and to build that relationship that what you're saying is absolutely what the vehicle needs.

Jennifer Hulbert: And we can prove it with a picture and a video of your vehicle, not just something that's prefabbed and out there of, you know, this is what a, a clunky ball joint looks like. No, this is your vehicle and I can move your tire because it's, you know, you actually have it at that loose. So it's that level of trust and transparency that, that I push the DVI for.

Jimmy Lea: Oh yeah, it is. And that transparency is paramount. Tanika, what is the 300% rule? You mentioned that a couple of times now. 

Tonnika Haynes: You know, I think that's one of the hardest rules for shop owners that are, have been in the industry for a long time to apply is you write up a hundred percent everything that you look over a hundred percent of the car present.

Tonnika Haynes: A hundred percent estimate, a hundred percent. And it is hard to do because you feel like you might be pencil whipping, but you're not. You're giving them a full picture of what's going on with their vehicle and that's very important. Not to get off subject, but I had my vehicle at the dealership when I was on vacation for something and they did not follow the 300% rule.

Tonnika Haynes: They did the DVI, they showed me the problem, they showed me the video, did not present me with an estimate for that, did not do anything other than show me the picture. Personally for me, I would've gotten it done while I was there, while I was on vacation. 'cause that's not a job I wanted to do in my own shop.

Tonnika Haynes: It'll never get done, you know, call the daughter never has shoes. So the 300% rule is effective. And I said it is difficult to buy into, is difficult for tech to buy into, especially if you haven't been doing it the whole time. But once you do it, the average repair order automatically goes up. That means you have less cards that you have to bring in to hit the KPIs.

Tonnika Haynes: You can explain to the technicians, Hey, if you go through this car thoroughly, and if I do my job, then that means you have less cards to get on the lift every day. So instead of working on 10 cards to make your goal, you can work on four, you can work on five. And so I think everybody just needs to get on board, study it, understand it, and do it right, and it'll work out for you in the long run.

Jimmy Lea: Oh, so true. 

Jennifer Hulbert: You're also ma helping the customer make an educated decision on what investment to make in their vehicle. So if you're only giving them the bare minimum and say that the estimate is $800, but they really need. $8,000 worth of work, is it, should they put the $800 into that vehicle or would they make a different decision?

Jennifer Hulbert: Or is this something that they want to last? So, you know, they are gonna make that investment so they have that long-term vehicle and they don't need to purchase something else. 

Jimmy Lea: I, I love that 300% rule where everything gets, you take a picture of every recommendation, you estimate everything, and you present everything to the client, the customer.

Jimmy Lea: That customer's gonna make a much better decision about their vehicle and being safe on the road. Or, Jennifer, to your point, am I gonna put. $20,000 into a car that's worth 1200? Well, it depends. Is it sentimental? Yes. I'm gonna put 20,000 into it. Is it not applicable? Yeah. Okay. We just paperweight that sucker and let's go get a new vehicle.

Jimmy Lea: John, I have a question for you about the 300% rule in Tekmetric. What reporting do you have in Tekmetric that helps us to know if a technician and a service advisor working together is presenting everything to the customer? 

John Phelps: A few of them actually. So one, one of the things they were talking about earlier and being able to dive in I didn't mention this, but it's coming to now, is the real time reporting.

John Phelps: Being able to see what's happened before it actually closes. So if a correction needs to be made. You don't have to wait for the fire to burn down the house. You can put the fire out before it gets started, and so there's the realtime service writer report. Then the realtime technician report, and it allows you to kind of see things as they're happening, as they're being estimated.

John Phelps: Now, we've talked a lot about the digital vehicle inspection that DVI and to go back on why people say, yes, I gave you the four main things of what it rolls up into, but the most common feature mentioned. Is the DVI, is that D vehicle digital vehicle inspection. And within the inspection report, which falls under the employee reports, it allows you to see and Tanika already kind of mentioned this, I believe, was that, well, how many vehicles do we have?

John Phelps: How many of those actually have a DVI on them? How many of those are completed? How many of those were sent? How many of those were viewed by your customers? And then you can see the breakdown of how many pictures. How many average findings per tech, per advisor, per inspection. If you have multiple in there, you can see which ones are most effective, most impactful, and it really allows you, like I said, to kind of drill down and see, okay this DVI is my default one, of course is gonna be the most common.

John Phelps: However, we're supposed to do some extra checks on any car over 150. We're not seeing that being by this advisor, but it this. 12 pictures and their a RO is through the roof compared to this technician's adding six. And it's really kinda the four corners in the driver door open. It's the default pictures that we have.

John Phelps: Right? And so those, that inspection report is one of those that really allows you to inspect what you expect. Just so happens to be called the inspection report you know, setting those goals. A lot of times we have the outcome based goals. I want to be here, but really it's the performance side that allows us to achieve those goals.

John Phelps: And these are the reports that allow you to see the performance as opposed to just, well, let's just see what the outcome is at the end of the month. I wanna see what the performance is as we go. So can I can make. End game adjustments, whether that be in the RO throughout the day, throughout the week, or the month.

John Phelps: It allows you to make those adjustments and really start to improve that before it is too late. 

Jimmy Lea: John, I'm gonna put you on the spot here a little bit with pictures and DVI do. You, are there natural breaks that you see in patterns that says hey, if a technician takes 12 pictures, his average repair order probably is in this range.

Jimmy Lea: If he takes 20 or 40 or 60. Do you see a, an absolute correlation between the number of pictures in the average repair order? 

John Phelps: Absolutely. More than eight is, is that number now, within that inspection report it breaks it down by those picture ranges and I wanna say it says zero to six, six to 12, 12 to 15 or 18 or something like that.

John Phelps: And it gives you that bar graph. An a RO bar or line graph I should say, of, well, here's my a RO. And then when I get up to the eight, to 12 to 15 pictures, and then when I get down to when I get 20, 20, all means different shops have different processes. Talk to shops that say, I require 30 pictures. Now, when you aggregate the data, you're gonna see those peaks a little bit earlier and it really is that greater than eight.

John Phelps: In fact, we did a study, and it was a few years ago now, but what we found was when there's at least eight pictures, eight pictures or more, and it is sent to the customer at least 50% of the time, right? Take all the pictures you want. If you don't send it, they never see it. Yeah, if you send everything but take zero pictures, you're not doing yourself any good.

John Phelps: So if it has at least eight pictures and sent to the customers at least 50% of the time, shops that did versus shops that didn't saw $106 higher ticket, a RO was $106 higher for those that met that criteria versus those that didn't. So that sweet spot that we see is, let's just say six to 15. In that peak, in that a RO for the number of attachments.

John Phelps: And it is, it does say attachments because you can add videos, you can add PDFs as well. But pictures is the most common and it is that nice mid range of, call it six to 15. 

Jimmy Lea: Yeah. When I was pounding on this DVI drum standard pictures to take on every single vehicle, whether it's the four corners, the engine, the door.

Jimmy Lea: The license plate. You've got some standard pictures that you want to take, and anytime a technician makes a recommendation, take a picture. Take a picture. Take a picture. It will sell it Every single time. There was a shop I was talking to and we were doing a little bit of a DVI audit and here and a DVI came in from the tech and we're looking through there and I says, Hey, look right there.

Jimmy Lea: He's the technician's recommending a battery that a battery needs to be replaced. That it of 660 cold cranking amp, it was at 300. And the tech didn't take a picture. And I says, Hey, tell the tech to take. And this had already gone to the client, the customer. The customer declined the battery because what do we know about cold cranking amp?

Jimmy Lea: It's middle of the summer. I don't need cold cranking amp. It's not cold. Take a picture to show the customer. And they took a picture of the little report that comes out of the battery tester. Sent it to the customer, and the customer says, oh, yes, absolutely no. Now I understand I am borderline gonna be stuck on the, in the parking lot somewhere, not able to start my car because it's not gonna start.

John Phelps: What I've always found is people's biggest objections, right? The most common objections we hear really boil down to one of two things, time or money. But when you take that money piece and you dig into it a little bit more, it's not necessarily the cost, it's the value or the lack thereof. And if a customer doesn't see that value, and that's brought to them by information and benefits, right?

John Phelps: I need to have the information so that I can see the benefit. And if that's the case, the value outweighs the cost. Therefore, money is an objection should really be about, they just simply don't have it, versus they don't see the value in it. If it were to boil down to that, and that's what this allows.

John Phelps: We've talked about the education and the transparency. It's providing that information. They don't need to know how to replace it themselves. They don't need to know how the inner workings of the alternator actually work, but to know what it does and the importance of it to the running of a vehicle.

John Phelps: That alone allows them the educational piece, that information to see the benefits and allows them to say yes to the repair. Nice. And 

Jennifer Hulbert: sometimes seeing those benefits is not even connecting with the customer. It's all digital, which to, to me, in, in my generation I love that personal connection, so I want to have that call and that explanation, but I.

Jennifer Hulbert: The newer generation sometimes don't like that. So if they can see the reason why on the DVI and then receive the estimate digitally, then they can make a decision and have very little interaction with the shop. So we have that ability to do both. 

John Phelps: I had a shop owner tell me that they did 83% of their business, their dollars.

John Phelps: Touchless. Wow. Text message. That was it. Now we're not gonna say we're gonna eliminate the phone calls, but it may help to increase that efficiency if you can text back and forth to set up the phone call as opposed to the four time phone tag back and forth throughout the day. And then it's too late in the day to order parts, can't get the card done.

John Phelps: All that possibly could have been done via text. So hopefully we can increase that efficiency with the phone calls. And in some cases, with some customers, you can actually eliminate it because. It can be as touchless as you want it to be. 

Jimmy Lea: Oh, it's so true. I mean, Tanika was talking about the university parents that are around the hospital.

Jimmy Lea: There's so many professionals where they can't check their phone, they can't take a phone call, but they can check for a text message and from that text message, respond, yes, fix everything, do it all, whatever that case may be. That texting, I didn't know as high as 83% That is. That's really high. I think 

John Phelps: That, that was the highest side scene.

John Phelps: I will say that. But even now and you know, we've got, obviously you can text the inspection with the pictures and videos. You can text the. Then you can, number one, you can capture a digital signature. And number two, if you do have our payment processor and our buy now pay later, they can actually apply for a buy now pay later on the estimate itself.

John Phelps: So granted, you've gotta set the expectation with your customers. I will be texting this to you because you can send 'em text all day if they don't know who it's coming from or what it's about. Those can go unread. Otherwise, if you're setting that expectation and letting them know is if this is the preferred way, we could do everything via text.

John Phelps: They can send you pictures, you can reciprocate, they can approve, sign their name, even apply for financing options all while they're sitting in a meeting. Hopefully still paying attention to the meeting though. 

Jimmy Lea: So true. Hey, congratulations, Tim. Tim went up $300. $1,700 average repair order. That's pretty dang good.

Jimmy Lea: Gotta love that. It's, it is awesome to be able to witness that, John as you're standing on the bench or on the sidelines watching the game happen in front of you, you get a see and witness all this shop greatness. 

John Phelps: The success stories are awesome. 

Jimmy Lea: Oh they cer they absolutely are.

Jimmy Lea: Tanika has a theme that she likes to run in her shop, which is do it right. So, John, I wanna hear from you what does do it right mean to you? Because we're gonna land this plane here, John, and then Jennifer Ika will let you close it out. But with the institute, we are here to help you as a shop. As a shop owner.

Jimmy Lea: You're a part of our industry. We are part of your industry. We wanna lock arms with you and help you meet you where you are, so we can help you to progress, to grow, to get better. Let's lock arms. This is a crazy storm we're in. No two ships are the same, but if we lock arms together, we will not leave anybody behind.

Jimmy Lea: We will all make it together. At the institute, we have coaching and training for advisors, managers, shop owners. We have group environments that helps you to see other peers. What might be a mountain to you is really a mole hill. In that group environment, we can help you to discover ways around that mole hill very quickly, which might be a mountain to you, but to others, they already did that on Tuesday.

Jimmy Lea: So we can get together and take care of that business, John, to you do it right. 

John Phelps: Remembering who you're doing it for. You know, at Tekmetric we do have the automotive background. I saw somebody in the chat post about Sunil story and kind of how it got started. I mentioned my background is entirely automotive.

John Phelps: For the last two decades, I've done nothing but be in the automotive industry. That being said, I don't have all the good ideas. We see it all the time with shop owners or even just those that work in the shop, they've worked at other places. They come in with their own ideas and those processes tend to change a little bit over time for the better of that individual and maybe for the better of the shop, but not necessarily for the betterment of their end user, their customer.

John Phelps: And if we as Tekmetric and our shops can continue to keep. Who it's for in mind for us, it's for the shop owner, but we also have to think through that and for your customers as well, because if we do only things for you, it may lose contact with your customer. So doing it right to me is gonna mean keeping in mind who you're actually doing it for.

John Phelps: Keeping that message the same in driving to improve that. We've said it in early on and continue to say it. Sunil started out with Tekmetric with a vision to introduce a technology shift in the automotive industry, right? We've got the cars that are half computer, we've got consumers that can do everything on their phone, and a lot of times in the industry we're still trying to get to 1999.

John Phelps: Y 2K is upcoming in some of our minds. So we've got to think in advancement of all that and get ahead of that curve with in mind who we're doing it for so that we continue to strive in the right direction. 

Jimmy Lea: Yeah, it's paramount that you partner with the right people so that even though you may be technology adverse, you partner with the right people that help you get there in the right direction.

Jimmy Lea: Jennifer, what does it mean to you here? Do it right. 

Jennifer Hulbert: Well, the core values of the institute is to build a better business, helps build a better life, and build a better industry. So. As a group facilitator, that is my number one goal is to help make our shop owners businesses better, which in turn makes their individual lives better, which in turn enhances the industry.

Jennifer Hulbert: So software programs and management systems like Tekmetric make that. Simpler to do because we are able to identify areas that need improvement and to help our clients and our group members to take that next level and that next step. So, doing it right is just utilizing all the information that we have and then.

Jennifer Hulbert: Encouraging and sometimes pushing right Tanika members to make those improvements, to see that there are better profitability angles to go and work towards. And just do it with a lot of fun. So Jimmy, you mentioned locking arms and supporting each other. And that's exactly what our group process and our coaching does for our individual clients.

Jimmy Lea: Beautiful. Yeah I agree. Locking arms is the best way for us to do that, and we'll do it together. Tanika, this is your mantra. This is your motto. Do it right. You have said it to me quite a few times in the past. Past webinars. Past conferences and trade shows. What does that mean to you? To do it right in your shop?

Jimmy Lea: Hold on, sister. You're muted.

Tonnika Haynes: Am I here? 

Jimmy Lea: Yep. 

Tonnika Haynes: Yeah. So I was saying for me, second generation shop owner one of the things everybody knows that's important to me is make my father happy. So I want to continue to do things right so our name lives on in a positive way, and I also have to get it re ready for the next generation. My kids, not only is it about my family, it's about my community.

Tonnika Haynes: We're responsible for. For fixing and keeping our customers safe on the road. And these are the same people that I have to drive beside every day. I have to see them in the grocery store. I'm responsible for keeping them and their families safe. I have to do it right. I will see them in the grocery store, I'll see them at church.

Tonnika Haynes: So, my, my father's name is on that building. So doing it right is the only way that it can be done. There's no second guessing it. And so with the help of the institute and Tekmetric I feel like I'm getting. Writer and writer every time. You know? So the more that I learn and the more that I'm coach with the institute and everybody, Cecil, you, Jimmy.

Tonnika Haynes: I'm just thinking I can't, can I get any more writer? 

Jimmy Lea: And then we discover. We discover new levels of writer, 

Tonnika Haynes: new levels of rightness is happening here. It's righteous. How about that one? 

Jimmy Lea: Oh, I love it. I love it. I love it. I love that we're getting there and you know, if you're seeing this information, you find value in what you're seeing.

Jimmy Lea: We are the institute. We are here to meet you where you are, to help you grow. If you wanna work with a coach like Jennifer, that's gonna hold you accountable and show you what the possibilities are of that writer, of that better way of operating, a better way of doing things, we Woo. Did you see that? I kicked my camera?

Jimmy Lea: We would love to partner with you on this so that we become that value Partner with you. Let's lock arms. Let's lock arms together. We analyze different. Softwares, different programs in the industry to bring to you the what we feel is a best of industry program and Tekmetric is one of the best that we have in the industry.

Jimmy Lea: They're doing a phenomenal job to that. We applaud you, John. We applaud your team. We applaud Check Tekmetric and where you're going. We appreciate that, the reporting that's available. It definitely helps our coaches. It helps our shop owners to be the best that they can possibly be. 

John Phelps: Well, I'll take none of the credit, but I will absolutely accept it on our behalf.

Jimmy Lea: Yeah. And send the message, make sure everybody knows how much we appreciate what you're doing and the difference that they are making as an industry for our industry. Absolutely. That's awesome. With that, thank you very much for joining us today, Tanika. Thank you for joining, Jennifer. Thank you, John.

Jimmy Lea: Thank you. And with that, we are gonna call this a very good day. Thank you. And we'll see you again soon.