Autonerdz forums

Well...

A few years ago I decided to start my own business. I went too high up the ladder in the wrong direction at the company I was with. I was in charge of too many people with a crushing workload.

I had a dream of being a one man show forever ( I just enjoy fixing cars), but I am finding that dream is coming to an end. I am far too busy to continue this way. I am hiring a new guy. Someone that I trained in my old position. A very good tech. My number one pick.

As I continue on my journey I am looking for words of advice. Tips and tricks to make these next few years of growth to go the right direction.

I know the focus of autonerdz is not business, but I sure do value your opinions. Your minds are wired similarily to mine, so I assume what has worked for some of you would work well for me as well.

Thank you

Andy_ wrote on Nov 4^th, 2017 at 5:54am:

Thank you Andy.

Hi Bill, I started as a 1 man show and hoped to do only that too. But eventually I added a bunch of different things and of course employees. 

Finally I took on a partner. Mainly because I felt I no longer had any life. Plus, I knew the guy was a top notch person and mechanic. So I knew it would be a great fit. He has been my partner a little over 2 years and it is great. I have been in business 6 years now.

One thing I would say about employees is they don't always work the way you do. Some move fast, some slow. Most try to do a good job. At times you will think they don't care or work to slow. Or don't know how to fix a sandwich.       Most of the time the blame for the employees doing poorly is the people in charge. They either don't give them the information they need or they micro-manage the hell out of them.

Try to communicate well with them. Ask them if they need any tools or special equipment. Let him have access to your shop info. Alldata or whatever you use. I like to ask if anyone wants coffee. I buy lunch 2x a week. Don't ask him to do only the shit jobs. Let him do some easy brake work or other easy work. You aren't hiring a slave, you are hiring a mechanic. If he's a few minutes late now and then don't make a big deal of it. If he needs days off try to accomadate him. As I like to say we are all in this together. If we go out of business that is not good for anyone.

richmunch wrote on Nov 4^th, 2017 at 2:48pm:


I am good with communication and process and procedures. Taking care of many people in my old position I learned to never take for granted what someone does not know. I already have pictured procedure operations for brake jobs, wheels, U joints etc etc etc. How I want things done and standardize my work and express my expectations clearly in documentation. I have notes on how to approach training, research,morning meetings, work area organization etc,etc,etc.

I hope my incentive based pay plan is enough to keep him intrinsically motivated. It is basically a profit share plan that rewards him based on the profit of the business and as more guys come on will continue to reward him for the training of new hires. It really gives a guy a sense of ownership without being a partner. He has big potential to be a very well paid. We do well as a team. We fail as a team.

Matt H wrote on Nov 15^th, 2017 at 6:03pm:


That is how I will deal with my next spurt. I feel that I am already charging more hours than my competition because I charge for cleaning rusty flanges, dirty threads, mud, ice, slop. I will not work on a vehicle slopping in dirt and mud. Not because I can't handle dirt, but because when I tighten parts together there better be metal on metal contact.

I charge for rusty bolt removal and stuck parts etc. (UsualIy worked into the estimate beforehand) know some of the places with higher rates than me are always afraid to charge for that stuff.

James H wrote on Nov 18^th, 2017 at 11:06am:


I agree with much of what you have said. I am going to attempt to stay smaller through specialization. I still feel it will probably even out at 6 or so employees,even primarily working on dodge and gm trucks.