Gain Traction

Jim Sennett is the manager of repair programs at AAA (American Automobile Association), where he oversees the Approved Auto Repair network of roughly 6,000 shops across the country, about 5,000 independents and 1,000 dealerships, along with the club's emerging technologies work on EVs and hybrids. He came up through Goodyear, starting as a tire changer and working through alignment tech, service advisor, service manager, and store manager across two stints with the company. Between his Goodyear years and his current role he spent nearly a decade in law enforcement before returning to the industry.Jim has been with AAA for 12 years and serves as Vice Chair of the ASE Education Foundation, which puts him at the center of how the industry is responding to the technician shortage in auto repair; both through the certification side and through the apprenticeship program AAA built with NAPA to bring new people into the trade.In this episode…The technician shortage in auto repair stopped being an abstract talking point around 2022-2023, when AAA's approved shops started telling Jim Sennett the same thing in different words: the tows keep coming, the waiting rooms keep filling up, and there's nobody behind the bay door to do the work. AAA's response was to stop waiting for the trade-school pipeline to fix itself and build a parallel one, partnering with NAPA on an apprenticeship program designed to take someone out of a grocery store, a fast-food job, or a closed-down factory and turn them into a working technician in 18 to 24 months.Jim walks through the actual mechanics: $300 a year per person, free for shops already running NAPA, but built parts-supplier agnostic so O'Reilly, Advance, and AutoZone shops are not locked out. The program is self-paced and mentor-based inside the shop, and the apprentice finishes with four ASE certifications; brakes, steering and suspension, A/C, and electrical. He also gets into why the recruiting pitch itself is part of the problem. The trade is still being sold as the "Cooter from Dukes of Hazzard" job; greasy coveralls, wrench in hand, when the actual work is a laptop in one hand and a diagnostic tool in the other. The shortage closes faster when the marketing catches up to what the job has become.The other thread worth following is Jim's story about a Buffalo shop owner who was a few months from closing. Jim sat down with him, looked at the numbers, and made him do two things first: raise labor rates and raise parts margins. The shop is now operating out of its second, bigger location.Here’s a glimpse of what you’ll learn: [01:14] Introducing Jim Sennett and his role at AAA[02:45] Early career path from college into a general service technician role at Goodyear[04:26] Overseeing AAA's Approved Auto Repair program[08:49] The three-decade partnership between AAA and NAPA[09:40] Reframing the technician's image in the modern trade[10:36] Formative lessons from Goodyear's management training[13:28] Addressing the technician shortage through the AAA/NAPA apprenticeship[17:30] Rescuing a Buffalo shop through disciplined pricing and margin strategy[21:06] Leading with a firm, fair, and consistent standard[24:35] The under-promise, over-deliver principle and the Five Guys case study[26:48] Closing reflections and hometown conversationResources mentioned in this episode:Jim Sennett on LinkedInAmerican Automobile AssociationASE Education FoundationTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:“These men and women are professional people out there, you got a laptop in your hand now, you're doing more work on a computer than you are turning wrenches.""You find the right person, the right personality for you, and we'll give you a program, and we'll make them into a technician in 18 months to two years.""Always be firm, fair and consistent every day.""I'm always a fan of under-promising and over-delivering.""If you can't be your word, or you can't have someone that believes in you, it kind of sets a bad foundation and we know what happens with bad foundations, the building tends to crumble."Action Steps:Audit your labor rates and parts margins this week, raise both if the math says so.Enroll one career-changer in the AAA/NAPA apprenticeship at $300 a year and assign a senior tech as mentor.Rewrite your tech job postings to lead with diagnostics, scan tools, and EV work, not wrench-turning.Pick one customer promise: timeline, price, or scope, and engineer the over delivery.Join AAA's Approved Auto Repair program to access the apprenticeship pricing and the nationwide warranty.

Joe Happel, Desiree Elliott, Steve Towers, Charlie Alexander, Tim & Terri Hollander, and Gary Skidmore represent a cross-section of some of the most experienced operators and leaders within Big O Tires. From Hall of Fame-level leadership and second-generation ownership to multi-state expansion and corporate strategy, each brings decades of real-world experience in building, scaling, and sustaining automotive service businesses. Their combined perspective reflects what actually works inside high-performing tire shop networks; not theory, but execution.Across their roles as franchisees, operators, and executives, they reveal how tire shop owners grow through standards, accountability, and long-term relationship building. Their insights are grounded in running multiple locations, navigating growth cycles, developing teams, and aligning franchise systems to support both independence and scale.EPISODE SPONSORThis episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.comIn this episode…The industry doesn’t have a growth problem, it has a standards problem. Shops chase tactics, marketing angles, and quick wins, but the operators scaling from one location to ten and beyond are playing a different game entirely. Growth is being driven by discipline, culture, and consistency, not creativity.Inside Big O Tires, the pattern becomes clear. The operators winning long-term don’t reinvent systems, they refine them. They build pressure into their culture, hold teams accountable, and treat customer relationships as assets that compound over time. The gap between average and top-performing shops isn’t access to better tools. It’s the refusal to let standards slip.This is where most operators fall behind. Weak retention, inconsistent service, and constant hiring challenges aren’t random, they’re the result of operating without a defined standard. Meanwhile, the shops that understand how tire shop owners grow are building businesses that scale predictably, retain customers for years, and create internal leadership pipelines that sustain expansion.Here’s a glimpse of what you’ll learn: [01:11] Joe Happel on maintaining high standards and prioritizing work over recognition[09:09] Desiree Elliott on generational leadership and scaling a multi-store operation[14:05] Steve Towers on expanding across multiple states and building brand consistency[22:23] Charlie Alexander on acquisition-driven growth and co-op structure advantages[27:04] Terri & Tim Hollander on customer retention through long-term relationships[35:01] Gary Skidmore on franchise growth strategy and system-wide collaborationResources mentioned in this episode:Big O TiresBig O Tires Franchise OpportunitiesJoe Happel on LinkedInDesiree Elliott on LinkedInSteve Towers on LinkedInCharlie Alexander on LinkedInGary Skidmore on LinkedInTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:“You just have to listen… and you learn a lot.”“Pressure creates diamonds.”“You can’t teach somebody to care.”“Delight the customer, not just satisfy them.”“It is cheaper to keep an employee than to find and train a new one.”Action Steps:Establish one non-negotiable service standard across every location and enforce it daily without exception.Build structured mentorship inside your shop by pairing experienced operators with newer team members to accelerate learning.Audit your customer experience and shift from satisfaction to retention-driven service that builds long-term trust.Identify where inconsistency exists in your operations and eliminate it through repeatable systems and accountability.Study how tire shop owners grow by focusing on culture, employee retention, and execution rather than chasing new strategies.

Peter Greenberg — owner of City Tire Co., a business operating since 1927 with a long-standing presence in retail, commercial, and retread segments. With decades of industry experience, he brings a strong perspective on vendor relationships, buying group strategy, and the operational decisions shaping how independent tire dealers compete today.David Zeller — owner of Zeller Tire & Auto Center, a multi-location operation established in 1952. His experience centers on integrating tire sales with automotive service, refining internal systems, and driving profitability for independent tire dealers in an increasingly competitive market.Bob Amenta — President of Modern Tire, where he oversees a service-focused operation that complements tire sales with long-term maintenance and repair. His approach emphasizes operational structure, customer retention, and sustainable growth within the independent tire dealers segment.EPISODE SPONSORThis episode of the Gain Traction Podcast is sponsored by Cosmo Tires. Cosmo Tires offers a wide range of tire solutions designed for durability, reliability, and performance across multiple vehicle segments. Learn more at https://www.cosmotires.comIn this episode…Independent tire dealers are losing margin in plain sight, and the root cause sits inside their own operations. Pricing no longer defines competitiveness. Buying power, service integration, and internal alignment now determine who grows and who gets left behind.Peter Greenberg, David Zeller, and Bob Amenta expose a shift that many operators still overlook. Running a shop in isolation limits leverage with vendors, restricts access to best practices, and slows down operational evolution. Their collaboration through Tire Team Partners reveals a model where shared intelligence and complementary strengths unlock both cost advantages and revenue growth.The pressure from consolidation and rising customer expectations continues to intensify. Shops that fail to modernize purchasing strategies and service mix face shrinking margins and weaker retention. Growth now depends on executing both sides of the business; tires and service, with precision, while building systems that scale beyond a single location mindset.Here’s a glimpse of what you’ll learn: [01:10] Overview of panel guests and their operations[01:54] Formation of Tire Team Partners and collaboration model[05:39] Strategic importance of balancing tire sales and service revenue[07:23] Role of advisor recommendations in tire purchasing decisions[08:08] Impact of internet-informed customers on the sales process[10:13] Guest backgrounds and industry experience[11:01] Leadership perspectives and operational philosophies[15:09] Business outlook and collaboration strategy for 2026[17:16] Leveraging buying power to improve pricing and margins[19:44] Future direction and potential expansion of Tire Team PartnersResources mentioned in this episode:Peter Greenberg on LinkedInCity Tire Co. WebsiteDavid Zeller on LinkedInZeller Tire & Auto CenterModern TireTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:“70% are going on the recommendation of the advisor.”“The real diamond in the rough is doing both—tires and service—and doing both well.”“The price largely is determined by the market, not by my cost.”“We have to control our own destiny.”“Small tweaks can turn out to be incredibly profitable over the course of 12 or 24 months.”Action Steps:Audit purchasing strategy and consolidate vendor relationships to increase leverage and reduce cost per unit.Rebalance operations to ensure tire sales consistently drive service opportunities and long-term customer retention.Build peer-level partnerships or join collaborative groups to access shared best practices and scale advantages.Standardize internal processes across locations to eliminate inefficiencies and improve profitability at scale.Implement a dual-focus growth plan that strengthens both service operations and tire volume to position independent tire dealers for sustained expansion.