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Posted

Anyone here a millionaire? I'm  not talking about assets, I mean $1 million in the bank.

This industry is good to make a living but not to get rich. Wondering if you guys think the same or I'm wrong and people are making a killing.

My goal is to become a mlillionaire in 5 years but I don't think it'll happen through my automotive business

Posted (edited)

I would think if you are hitting the proper margins (while paying yourself an appropriate salary), doing enough in sales, and not living an extraordinary life style, becoming a millionaire (in the bank) is not impossible.

Based on what I've seen you post, I would bet that you are pouring a lot of your money back into your business to grow. That's fine, but it will certainly hinder how soon you can have that much money saved up.

A saying comes to mind “If you will live like no one else, later you can live like no one else.” - Dave Ramsey. He is talking about watching your personal expenses and habits right now and saving, so later on in life you will have enough saved up to live life comfortably.

If you can forgo the 5 year deadline, compounding interest will definitely get you there. Plenty of good books out there that touch on this topic (again, Dave Ramsey does a great job at explaining it).

If you're not hitting the proper margins and sales goals in your auto repair shop, I would think it would be a bad idea to go getting into other business types. Personally, from what I've read, I'd say having 3 months of operating expenses saved up would be the best starting place, then look at investing in the market. I'm nowhere close to what you would call a financial advisor, but I have read a few books on the topic.

To answer your question though, I'm not a millionaire. And I don't think it happens overnight for most people either. I think it's probably a slow, methodical, well thought out plan that you have to continue working at. 

Edit* Thought I would add this one thing. When you have a goal you want to achieve, I've found it's easy to work backwards. IE, Your goal is 1 million dollars saved up in 5 years. That means you will need to be accruing $200,000 each year.  Or, $16,667 a month. With that, you can figure out ,based on your margins, how much you need to do in sales to be saving that much a month. You can also calculate daily sales requirements, how many techs you're going to need to do those sales, etc, etc. 

Edited by mmotley
  • Like 3
Posted

No one here will tell you they are sitting 1mm cash account, that's like saying look at me and sue me. mmotley is correct:

Quote

I think it's probably a slow, methodical, well thought out plan that you have to continue working at. 

 

  • Like 1
Posted (edited)

In the grand scheme of things a million dollars is relatively easy to obtain. Anyone who is trying to attain wealth is not going to leave cash sitting for long. They will be investing that money to allow it to work for them in various forms of investing. Networth is a better measurement of wealth vs cash sitting in the bank. 

Shop owners can probably become millionaires in 5 years without having multi locations. If you have a shop grossing 2 mil at even a 10% net you will be a millionaire in 5 years. 

Edited by mspecperformance
  • Like 2
Posted
46 minutes ago, Wheelingauto said:

Yeah, but if you have a shop grossing 2 mil at 20% net you'll get there a lot quicker :)

I used 10% net as an example as that might be a more attainable number for Jay... then again 2 mil is a pretty daunting number as well haha

Posted
7 minutes ago, xrac said:

If you own the property in a valuable retail area like we do it is easier. 

And that is the single key in becoming wealthy in this line of business, control the property, set an objective net return; find a hungry, reliable candidate with integrity that want to own his own business, train him and help him achieve his dream, and there you have another egg for your retirement nest.

  • Like 2
Posted
11 minutes ago, xrac said:

If you own the property in a valuable retail area like we do it is easier. 

Correct. If you are measuring your networth which includes equity in real estate then absolutely. IMO if you are a smart business person you will make profits in your auto business and funnel them into other investments which can include other businesses, more locations, real estate, market investments, life insurance, etc. 

  • Like 3
Posted

the millionaire next door is a good read. The guys you see in new sports cars with rolexes usually are credit rich but are probably worth very little. I know guys with multi million dollar dealerships who put water in the ketchup bottle to get the last bit out. 

  • Like 3
Posted

This is interesting stuff. I'm new to this group (pretty excited to have found it). I've owned an auto repair shop for almost 6 years. I have 5 bays. This past year we grossed approx 500k, however barely made a profit this year when all said and done. Kind of frustrating because were ALWAYS busy and working our butts off. I am considering expanding to get a few more bays. However, there is also another great location (Building) for sale near me. I have thought about adding another location, then wonder if I've lost my mind!!!. I'm pretty young, so I don't mind upping the ante so to speak, if it would be a good long term move. Any advise would be greatly appreciated.

Sent from my SM-G930P using Tapatalk
 

  • Like 1
Posted
55 minutes ago, alfredauto said:

the millionaire next door is a good read. The guys you see in new sports cars with rolexes usually are credit rich but are probably worth very little. I know guys with multi million dollar dealerships who put water in the ketchup bottle to get the last bit out. 

Yes! THis is so true! I read that Sam Walton drove a old pick up truck at the time of being name the richest man in the US

Posted
7 minutes ago, autorepairuniversity said:

This is interesting stuff. I'm new to this group (pretty exited to have found it). Ive owned an auto repair shop for almost 6 years. I have 5 bays. This past year we grossed approx 500k, however barely made a profit this year when all said and done. Kind of frustrating because were ALWAYS buisy and working our butts off. I am considering expanding to get a few more bays. However, there is also another great location (Building) for sale near me. I have thought about adding another location, then wonder if ive lost my mind!!!. Im pretty young, so I don't mind upping the ante so to speak, if it would be a good long term move. Any advise would be greatly appreciated.

Sent from my SM-G930P using Tapatalk
 

Hey! Welcome to the forums. I am pretty new myself but I have grown considerably since joining and getting help from these seasoned professionals.

I just opened my second location and I thought I was nuts as well- been in business for 2 years. In the works of opening a third, suppose to hear back from the landlord tomorrow. Risky but you only live once. Hope all works out! I'd say go for it

Posted
11 hours ago, autorepairuniversity said:

 because were ALWAYS busy and working our butts off. I am considering expanding to get a few more bays.
Sent from my SM-G930P using Tapatalk
 

Just like in fixing a car you need to analyze the numbers to understand the underlying cause of this. The old AAA business model of if your not making money you need to work harder is not the answer. Adding bays is not an automatic fix....

Posted
19 hours ago, autorepairuniversity said:

This is interesting stuff. I'm new to this group (pretty excited to have found it). I've owned an auto repair shop for almost 6 years. I have 5 bays. This past year we grossed approx 500k, however barely made a profit this year when all said and done. Kind of frustrating because were ALWAYS busy and working our butts off. I am considering expanding to get a few more bays. However, there is also another great location (Building) for sale near me. I have thought about adding another location, then wonder if I've lost my mind!!!. I'm pretty young, so I don't mind upping the ante so to speak, if it would be a good long term move. Any advise would be greatly appreciated.

Sent from my SM-G930P using Tapatalk
 

Get some training that covers both the sales side and the expense side. Maximize sales, minimize expenses. I belong to a 20 group and it's been great. I would caution you about expanding until you've figured out how to be profitable in your current situation. There's no reason to go from being a very busy but unprofitable 5 bay shop to being a very busy but unprofitable 10 bay shop, or worse, 2 unprofitable shops.

Funny story about being unprofitable. For many years I was running by the skin of my teeth. My general manager went to training a little more than a week ago on how to read your financials in an automotive business. The trainer included some samples of P&L and balance sheets in the training materials. He recognized the balance sheet as one of mine from back in 2013. The trainer told the class that the shop in the example was probably not losing money, but was dangerously close to getting into trouble due to lack of cash. He was right of course. Since then I've gone from barely scraping by month to month to having 250K in my checking account and 100K in an investment account, all due to knowing what benchmarks I need to hit not only on the income side, but on the expense side.

  • Like 2
Posted
39 minutes ago, AndersonAuto said:

Get some training that covers both the sales side and the expense side. Maximize sales, minimize expenses. I belong to a 20 group and it's been great. I would caution you about expanding until you've figured out how to be profitable in your current situation. There's no reason to go from being a very busy but unprofitable 5 bay shop to being a very busy but unprofitable 10 bay shop, or worse, 2 unprofitable shops.

Funny story about being unprofitable. For many years I was running by the skin of my teeth. My general manager went to training a little more than a week ago on how to read your financials in an automotive business. The trainer included some samples of P&L and balance sheets in the training materials. He recognized the balance sheet as one of mine from back in 2013. The trainer told the class that the shop in the example was probably not losing money, but was dangerously close to getting into trouble due to lack of cash. He was right of course. Since then I've gone from barely scraping by month to month to having 250K in my checking account and 100K in an investment account, all due to knowing what benchmarks I need to hit not only on the income side, but on the expense side.

Best advice I've seen and I completely agree.

Posted

Great advice, its so nice to be able to talk to other shop owners, other than your neighbors (which are competion). Where I struggle, is that I know I could find more ways to charge more per job. But in the end it either feels like im charging a fair rate, or im charging too much. Example, if I charge $200 for a brake job, I feel like its a fair price. Say I were to mark up parts more and add more shop supplies, now Im charging $250 for the same job. I feel like that would be considered too high for my particular city / area. I can't think of any practical ways too save much more $. Any more advice. Again thank you!

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Posted (edited)
7 minutes ago, autorepairuniversity said:

Great advice, its so nice to be able to talk to other shop owners, other than your neighbors (which are competion). Where I struggle, is that I know I could find more ways to charge more per job. But in the end it either feels like im charging a fair rate, or im charging too much. Example, if I charge $200 for a brake job, I feel like its a fair price. Say I were to mark up parts more and add more shop supplies, now Im charging $250 for the same job. I feel like that would be considered too high for my particular city / area. I can't think of any practical ways too save much more $. Any more advice. Again thank you!

Sent from my SM-G930P using Tapatalk
 

The cure to your problem is to visit other shops and size up their operations. I have found some really crappy shops in the dumps that were charging premium prices, it was there that one of their customers told me that "it is expensive being poor". Found that yes, indeed, the poor pay much higher prices.

Edited by HarrytheCarGeek
a word, spelling fat thumbs
  • Like 1
Posted
14 hours ago, autorepairuniversity said:

Great advice, its so nice to be able to talk to other shop owners, other than your neighbors (which are competion). Where I struggle, is that I know I could find more ways to charge more per job. But in the end it either feels like im charging a fair rate, or im charging too much. Example, if I charge $200 for a brake job, I feel like its a fair price. Say I were to mark up parts more and add more shop supplies, now Im charging $250 for the same job. I feel like that would be considered too high for my particular city / area. I can't think of any practical ways too save much more $. Any more advice. Again thank you!

Sent from my SM-G930P using Tapatalk
 

Problem no. 1 is that you're managing off your feelings.

What's your gross profit on parts? GP on labor? What's your break even? What's your car count? You're inspecting every car aren't you? How many jobs are your techs finding per RO? What's your average HPRO? What's your rent factor?

What's the benchmark you should be aiming for on all of these numbers and many more?

If you're managing by your feelings, what happens when you have 2 shops? Or 3? How do you manage those shops if you're not going to be present in each shop every day? I could go on and on, but the point is that if you don't have a good handle on your numbers it will be very difficult to be a profitable shop.

I looked at your demographics, and your customers are not wealthy, but that doesn't do very much to change the cost of auto repair. It is what it is. If you're feeling uncomfortable about what you're charging, run the numbers and find out what you should be charging. The numbers don't have feelings.
 

  • Like 1
Posted

I totally agree. Its easy to get caught up in the day to day hustle and not look at the big picture. Sounds like I should spend some time examining the numbers, and possibly raise my prices a bit... I honestly feel like I have more work than I can handle most of the time. Thanks for the advice. I'll put some time / effort into this. Also probably have some more questions along the way. Thanks guys!

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  • Have you checked out Joe's Latest Blog?

         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.
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