// PROFILES IN LEADERSHIP
BI : Fast forward … talk about the transition from being a sole retailer to owning and managing WaterSports Central . JH : I became friends with another dealer in our Parker 20 Group and he was enamored by my passion to lead . An opportunity became available in August 2020 at the end of COVID , and we began discussions of how I might lead WaterSports Central . In the beginning , I was unsure it would work , but we hammered out the details . The timing was right as my son was away at college and I had the desire to spread my wings and expand .
BI : What ’ s your major area of focus today ? JH : Tough question because our industry changes daily and you need to adapt quickly to be successful . However , my main focus is customer service and ensuring all employees provide 100 percent to our customers every day , in all aspects of business , and to treat them with respect . In addition , the culture of our team is very important . Leading by example and ensuring a strong company culture provides the foundation for success . Sounds easy , but it ’ s a constant moving target .
BI : How do you balance your time and handle multiple demands ? JH : I split time between Orlando and the business in GA , SC and TN . I eat , breathe and sleep thinking about ways to improve the business . I ’ m so passionate about what I do … it ’ s my life . All employees know I am a text or phone call away at any time .
BI : What ’ s the major challenge of owning multiple dealerships ? JH : Hiring and training the right people in the right places at the right times . When you have solid employees , you must nurture and train them . I train managers in what I expect and then provide the right tools to be successful and then get out of the way .
Also , each market is different in the way they hire , the marketing process , and overall business acumen . One shoe does not fit all .
BI : What do you enjoy most about your career ? JH : I love the relationships and friends I ’ ve met along the way , many of whom share similar stories to mine . It ’ s great to watch them win and to be there to support one another .
BI : What ’ s your strategy for professional development and continuing success ? JH : My passion remains strong and fuels me to continually improve . I ’ m actively engaged in the Parker 20 Group as well as industry organizations and collaborations such as MRAA , WSIA and MIACF .
BI : What ’ s the key to carving out an enduring industry career ? JH : Passion , passion , passion ! The drive to win and desire to listen and learn . Ability to adapt to change quickly . Having a great partner to support you and your passion .
BI : What do you consider the most critical short and long-term industry challenges ? JH : Short term , the biggest and most obvious is the shortage of technicians . No easy solution to fix this problem … supply is low , demand is high , and this drives up the hourly wage for this position . While this may attract more youth for a tech career , it will cause other issues for dealerships with hourly shop rates .
Jeff and his long-term partner Johana Calvert enjoy traveling and exploring new places including a recent trip to Italy where they chartered a private boat and cruised to the Tunnel of Love at the Isle of Capri . Calvert is dockside service coordinator at RNO .
The way dealers currently operate the Service Department will be forced to change to accommodate higher wages , which in turn affects the entire dealership operation and thought process .
Both a short and long-term issue involves affordability and entry-level buyers . The cost of producing entry level boats skyrocketed after COVID and coupled with inflation , boats are becoming unaffordable for the middle class . To grow the industry , we must be creative and figure out ways to attract consumers and get them to spend discretionary dollars in our industry . Without some initiative to re-engage this buyer , our industry could shrink and become more oriented to upper-class Americans .
I also have concern about consolidation . The concept of a few conglomerates controlling all the options is not a healthy recipe for growth . Competition is always good !
BI : Looking forward , what traits are most important for boating industry leaders ? JH : The first question I ask any future employee is about their passion in life . I try to hire and surround myself with passionate people . Boating is a lifestyle and more than just a job , so passion is the number one trait .
Reputation is also key . Consumers and employees are attracted to leaders with a great reputation in the industry or community … they want to do business with a reputable business . I ’ ve encountered a few leaders with a bad reputation , and I ’ ve given them a chance , but when their values don ’ t align , it ’ s time to cut bait .
Finally , effective leaders have great communication skills . I ’ m a big believer in time-stamped , documented forms of communication , be it text messages , emails , pictures , etc . Strong communications , backed by documentation , helps me hold people accountable , as verbal is quickly forgotten or may be misinterpreted .
BI : Finally , is there a mantra you live by ? JH : You only live once be badass .
30 february 2025 www . boatingindustry . com