Gain Traction

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

Gain Traction is a business podcast hosted by Unknown Host, with 0 episodes on record and a Required Pod Score of 80. PitchCentric scores this show on Booking Probability, Listen Score, and live audience signals refreshed every 24 hours.

Unknown Host hosts Gain Traction, a business show with 0 episodes published.

Our AI reads these to draft pitches. Use them as grounding for a pitch that cites a real guest and a specific topic.

• 

  Episode #243

  Turn Your Business Into a System You Can Franchise

  Aug 19, 202634 min

  Ron Ramy is the COO of Integrity 1st Car Pros, a bootstrapped automotive repair company operating 14 locations at the time of this conversation. He joined the company in 2020 when it had four locations, bringing experience in software, automation, data, and organizational growth from his earlier work at a real estate technology startup. Ramy has worked across departments to understand how the business operates and where stronger systems are needed. His work on franchising an auto repair shop has centered on documenting processes, developing leaders, and creating an operating model that someone outside the automotive industry can learn within 90 days. In this episode… An auto repair business does not become scalable simply by opening more locations. Growth exposes undocumented decisions, inconsistent hiring practices, compensation plans that break at higher revenue levels, and daily operations that still depend on the owner. The work of franchising an auto repair shop forces those hidden dependencies onto paper. Integrity 1st faced that pressure while converting its corporate-store experience into a franchise model. Recruiting shifted from judgment-based hiring to panel interviews, defined questions, checklists, and compensation ranges. Incentive plans also required redesign because structures built for stores producing $1 million to $1.5 million became unsustainable as revenue moved beyond $2 million. The franchise process also changed how leadership received feedback. Franchisees brought questions that revealed missing procedures, while employees closest to customers provided context that dashboards could not show. Ramy connects that openness to internal development, practical problem-solving, and a hiring philosophy built around character, charisma, and competency. Tires represent another operational opportunity for the company. They currently account for a smaller share of store revenue, but Ramy views the category as a durable service line with room for growth, especially as vehicle technology continues to change. Here’s a glimpse of what you’ll learn: [01:23] How Ron Ramy entered the auto repair industry [06:32] Why franchising requires documented, repeatable business systems [14:53] Creating a business that can operate without its owner [18:02] Why tires represent an untapped growth opportunity [19:23] Why solving problems matters more than identifying them [21:58] How employee curiosity creates new leadership opportunities [29:11] Why character matters more than competency when hiring Resources mentioned in this episode: Tread Partners Gain Traction Podcast on YouTube Gain Traction Podcast Website Mike Edge on LinkedIn Quotable Moments: “Do I even have a system, or is my business mostly relying on discernment?” “Anytime the emotions are seven to 11, just don't make a decision.” “It's always going to reward the best solution.” “And at the end of the day, we are going to always be rewarded in direct proportion to the size or complexity of the problems we solve.” “So their feedback is extremely valuable, and obviously, you have to parse through the signal and noise of what they're saying.” Action Steps: Record every decision that requires owner approval for one week. Turn recurring decisions into written procedures with a clear trigger, responsible role, and expected result. Replace informal recruiting with a panel interview, a standard set of questions, a candidate scorecard, and defined compensation ranges for technicians and service advisors. Test incentive plans against stores producing $1 million, $2 million, and $3 million in annual revenue. Adjust payouts that become unbalanced as sales increase. Assess the operation for franchising an auto repair shop by giving documented procedures to a manager from another location. Track every point that still requires explanation or owner involvement. Hold a monthly frontline feedback review with general managers, advisors, and technicians. Record operational gaps, assign responsibility, and test proposed solutions inside a corporate location.

  ListenShow Notes
• 

  Episode #242

  Why I Never Change the Name, Pay, or Hours

  Aug 12, 202631 min

  Parham Parastaran is the founder of Left Lane Auto, an automotive service company operating 40 brands across 90 locations in 20 states. His career began in his family’s Car-X shop while he attended the University of Illinois. He later expanded the business into a 17-location portfolio that included independent tire stores. After selling the company he had built over 24 years, Parastaran watched nearly every employee leave within a year. That experience shaped his approach to employee retention after acquisition: preserve the local identity, protect established working arrangements, and earn the team’s support before introducing change. In this episode… Multi-location operators buy shops for their revenue, reputation, and experienced teams. The first push toward standardization often puts those assets at risk. Pay changes alter household income. Schedule changes disrupt family routines. A fast rebrand removes a familiar name that employees and customers already trust. Each additional location increases the pressure to impose a single operating model. That is the central challenge behind employee retention after acquisition. Left Lane Auto protects continuity while its leaders learn how each shop works. Operational changes begin after the local team understands the reason and supports the direction. Parastaran also explains how this philosophy shapes conversations with sellers. Owners receive flexibility in how they exit, remain involved, or retain a financial interest. The business follows strong shops and structures the transition around what keeps each operation stable. Here’s a glimpse of what you’ll learn: [01:03] Parham Parastaran and Left Lane Auto [01:37] Building an automotive career from one family shop [07:40] Preserving local businesses after an acquisition [13:16] Lessons from losing a long-standing team [21:19] Balancing tire sales with mechanical service [23:27] Evaluating shops and speaking with sellers [26:10] Structuring flexible transitions for former owners [27:38] Expanding deal options through Bertram Capital Resources mentioned in this episode: Parham Parastaran on LinkedIn Left Lane Auto LLC Website Tread Partners Gain Traction Podcast on YouTube Gain Traction Podcast Website Mike Edge on LinkedIn Quotable Moments: “It’s the blessing of having nothing, so you have no choice.” “You know, you’re going to go backwards when you lose people.” “The things that I learned from the failures was that I don’t ever want to put ourselves in a cash position where we’re going back.” “We’ll follow good stores.” “We’ll find a way to say yes.” Action Steps: Build an employee retention checklist after an acquisition that records each person’s pay plan, regular schedule, tenure, and responsibilities before the handoff. Pause proposed compensation and scheduling change s until their effects on employees’ lives and store performance are documented. Meet with the store manager and longest-tenured employees to identify the routines, relationships, and local practices customers depend on. Keep the acquired shop’s local name while reviewing its customer recognition and community value with the existing team. Write the former owner’s post-sale role, decision authority, and exit timeline into the transition plan before announcing the acquisition.

  ListenShow Notes
• 

  Episode #241

  One Word: The Tire Shop Marketing That Built a Brand

  Aug 5, 202631 min

  Ricky Ivey is the second-generation owner of Pueblo Tires & Service, a South Texas tire and automotive service company with 13 stores and a dedicated lube shop. His experience with tire shop marketing strategies spans decades of local advertising, brand development, store expansion, and operational growth. Ivey also brings long-standing industry involvement to the conversation. He has served on the Texas Tire Dealers Association board since the 1980s and encourages dealers to build relationships through associations, buying groups, and operators in other markets. In this episode… Independent tire dealers sell products that customers can find in many places. Recognition comes from giving people a clear reason to remember the business. Pueblo Tires & Service approached the problem by creating “Shampoozie,” a made-up word tied to the company’s promise of superior service. Building recognition required more than a memorable word. Pueblo placed the message across its advertising and kept funding marketing as media shifted from radio and television toward Google and social platforms. The expense remained visible every month, while the results took longer to measure. Multi-location growth added another layer. Procedures helped Pueblo create consistency across stores, property ownership gave the company more control over its locations, and a separate lube shop created room for oil-change demand without disrupting tire sales. Marketing still depended on the experience customers received at the counter because advertising carried little value without honesty and a protected reputation. Here’s a glimpse of what you’ll learn: [01:21] Ricky Ivey and Pueblo Tires & Service [02:19] Development of the “Shampoozie” brand [07:29] Long-term investment in marketing [11:30] Pueblo Tires family business history [18:13] Operational systems supporting company growth [20:02] Business expansion and a $1 million loss [23:30] Development of a dedicated lube operation [26:31] Customer transparency and brand reputation [28:11] Industry associations and professional relationships Resources mentioned in this episode: Pueblo Tires & Service Website Tread Partners Gain Traction Podcast on YouTube Gain Traction Podcast Website Mike Edge on LinkedIn Quotable Moments: “You have to be really creative to sell tires because they’re kind of everywhere, especially nowadays.” “You have to pay attention to marketing, and it’s always changing.” “You can never, ever, ever recover your reputation.” “I lost $1 million in one year, and that was in 1992.” “You need to have some leverage over your properties.” “Get involved with your association, your buying groups, and get to know people in different markets.” Action Steps: Choose one service promise customers can remember and write a one-sentence definition for it. Review every location’s website, signage, social profiles, and printed materials for consistent use. Build tire shop marketing strategies into a 12-month calendar. Set the monthly budget as a fixed percentage of sales and assign the campaign, channel, owner, and review date before spending begins. Review recent customer complaints, declined work, and callbacks before increasing advertising. Correct unclear estimates, inconsistent inspections, and counter communication that puts the shop’s reputation at risk. Document one customer-facing process across all locations by tomorrow. Start with vehicle intake, inspection findings, estimate approval, or final delivery, then give each manager the same standard. Contact an industry association or buying group and schedule conversations with two dealers outside your market. Compare one operating process, one marketing expense, and one growth decision.

  ListenShow Notes
• 

  Episode #240

  How One Tire Program Caps a Fleet's Costs Every Year

  Jul 29, 202633 min

  Keith Redford is the Director of Fleet Operations at JAM Best-One Tire, a commercial tire and fleet service organization with locations across Michigan and Ohio. He began his commercial tire career at Belle Tire, moved into tire wholesale, and joined JAM in 2005. Redford brings more than two decades of experience to fleet tire management. His work focuses on controlling operating costs, strengthening preventive maintenance, and building service relationships that support fleets over the long term. In this episode… Commercial fleet customers need more than a shop that responds when a tire fails. They need a service partner who understands their operations, monitors spending, and recommends products that make sense for their equipment. Redford’s approach is built around predictability. A structured program gives fleet operators a clearer view of annual tire expenses and the maintenance decisions driving those costs. Regular account reviews compare spending with prior years and connect the numbers to changes inside the customer’s business. That creates a real tension for tire dealers. Good fleet tire management often means helping customers purchase fewer tires. Redford treats lower customer spending as the foundation of a longer relationship rather than a threat to immediate sales. Trust creates room for fleet growth, referrals, and deeper service partnerships. Consistent execution also depends on culture. Technicians, salespeople, and managers bring different skills to the operation, but no role succeeds on its own. The work ultimately supports drivers carrying goods and returning home safely. Here’s a glimpse of what you’ll learn: [01:26] Career progression in commercial tire sales and fleet operations [03:43] JAM Best-One’s commercial tire business formation and growth [07:38] Extending national-account service standards to smaller fleets [12:01] Employee retention through a people-centered service culture [18:04] Commercial truck utilization as an economic indicator [20:26] Reducing fleet operating costs through long-term service partnerships [23:53] Applying a seek-to-understand leadership approach Resources mentioned in this episode: Keith Redford on LinkedIn JAM Best-One Tire Website Tread Partners Gain Traction Podcast on YouTube Gain Traction Podcast Website Mike Edge on LinkedIn Quotable Moments: “We cannot be successful apart from one another because we all have different skill sets.” “At the end of the day, I want my people to know that they’re valued.” “Our job is much more important than that. It’s about people keeping people safe on the road.” “We’re looking for those 20-year relationships.” “The more we understand their business, the better we can help them.” Action Steps: Create a fleet tire management baseline by pulling the previous 12 months of tire and mechanical-service invoices for each fleet account. Separate recurring maintenance from unplanned replacements and identify the accounts with the largest spending changes. Schedule account reviews with key fleet customers. Compare current spending with the previous year, document operational changes, and agree on the next maintenance priority. Standardize a small-fleet service program across every location. Define inspection intervals, reporting expectations, product recommendations, and the person responsible for customer communication. Review handoffs between sales, technicians, and location managers. Assign ownership at each stage so recommendations reach the customer and approved work reaches the bay without delay. Measure the relationship beyond monthly tire sales. Track annual customer spending, maintenance consistency, account retention, and referrals to show the long-term value of the program.

  ListenShow Notes
• 

  Episode #239

  Run Your Auto Shop Like You're Running for Mayor

  Jul 22, 202625 min

  Geoff Fisher is the COO of GVT Tire & Auto and Auto Pros of Minnesota, an automotive service network with 18 locations. His perspective on auto repair shop growth comes from experience across the shop floor, service counter, process development, and multi-location operations. Fisher began working as a tire and lube technician at age 16 before earning an operations management degree from the University of Minnesota’s Carlson School of Management. He later spent two years as a service writer and moved into leadership, where he now helps guide an expansion plan targeting 26 locations. In this episode… Growth exposes every loose process inside a shop. One location often survives inconsistent communication because the owner sees problems firsthand. Eighteen locations operate differently. Managers develop separate expectations, accountability becomes uneven, and recurring problems turn leadership into constant firefighting. Fisher uses the Entrepreneurial Operating System to create a shared operating language across locations. Weekly scorecards replace emotional decisions with measurable information. Car count, average repair order, and labor hours reveal where a process has broken down and give managers a clear place to begin correcting it. That operational discipline addresses only part of auto repair shop growth. Expansion also creates tension between consistency and local identity. Fisher’s team wants every location to feel connected to its town rather than viewed as another chain. Community involvement, local partnerships, and visible service build relationships that a new sign cannot create by itself. The economics reinforce that approach. Fisher places the average cost of acquiring a new customer at about $130. A free oil change or community initiative costs less while creating a direct opportunity to demonstrate the shop’s service. Opening one location every five weeks raises the stakes because each new team must carry the same processes without losing its connection to the community. Here’s a glimpse of what you’ll learn: [01:14] Fisher begins his automotive career at age sixteen [04:06] Shop-floor experience leads Fisher into operations management [06:22] EOS replaces emotional management with measurable performance data [10:55] Repeatable processes support expansion across multiple locations [13:12] The company averages one shop opening every five weeks [15:46] Community involvement strengthens retention and local trust [20:30] Clear measurements expose operational breakdowns [22:19] Coaching shapes Fisher’s team leadership approach Resources mentioned in this episode: Geoff Fisher on LinkedIn GVT Tire & Auto Website Auto Pros of Minnesota Website Tread Partners Gain Traction Podcast on YouTube Gain Traction Podcast Website Mike Edge on LinkedIn Quotable Moments: “That people feel like your shop is a part of the town, not just located in it.” “We are currently averaging one shop every five weeks.” “I call it running for mayor, right?” “And I felt like sometimes we were playing too much firefighter and not really understanding what started the fire.” “Help me, help you, help us.” Action Steps: Turn auto repair shop growth into a weekly scorecard. Track car count and average repair order, then add one labor-efficiency measure that managers review at the same time each week. Select one recurring operational problem and document its root cause. Assign ownership of the correction, set a deadline, and review whether the same problem returns. Build a store-opening playbook from the processes already working. Document training responsibilities, workflow expectations, and the first-week operating routine before the next location opens. Give every location one concrete community commitment. Choose a school partnership, local business relationship, or service initiative that places the team in direct contact with residents. Calculate customer acquisition cost and compare it with the actual cost of a goodwill offer. Track whether recipients return for a second visit rather than measuring success by redemption alone.

  ListenShow Notes

Recent guests on Gain Traction. Study who booked and why before you pitch.

Based on semantic analysis of episode topics and host coverage, this show is a strong guest fit for executives in:

Industry fit is computed by PitchCentric using vector embeddings of the show's episode catalog.