July 1 marked Day 1 of a 90-day sprint to revive the powersports dealership I once built — and sold — more than six years ago. But the groundwork started weeks earlier. Before I set foot back in the store, I needed to know exactly what I was walking into.
Over the past several years, my team at Ownex has worked with dealerships nationwide, running deep operational assessments and coaching leaders through tough transitions. I wasn’t about to give this store anything less.
So, we ran a full DELV Analysis — the same end-to-end diagnostic we use for client stores. We evaluated financial health, inventory flow, and department-level sales performance. We looked at geographic potential and mapped the customer experience from lead to delivery. Then we graded each area using our Ownex Star Chart system — a Michelin Guide-style rating we created to benchmark dealership performance.
Each score offered insight: Where was the store strong? Where was it struggling? Where are the biggest opportunities to improve?
But here’s what every 20 Group member already knows: the numbers never tell the full story.
Metrics can reveal symptoms — slumping revenue, underperforming departments, low closing rates — but they don’t show the emotional weight behind them. They don’t expose the fatigue, the fear, the constant pressure of doing everything “right” and still falling short. You can’t calculate burnout in a spreadsheet.
And I’ve been there. I know what it feels like to wonder if you’re the problem — to lose confidence in your instincts because nothing’s working the way it should. That’s where I suspected this team might be. Not because they weren’t capable — but because I’ve stood in the exact same spot.
Those pre-Covid years were brutal. And the pandemic didn’t fix the industry — it only delayed the reckoning. We mistook a temporary inventory shortage for a solid strategy. Many dealers rode a wave of demand and called it leadership. Now that the market has corrected, the true picture is starting to emerge.
A harsh reality check
In mid-June, weeks before the official start, I stopped by the store for a quiet meeting with the GM — just a heads-up that I’d be stepping in come July. But before I could get the words out, I got hit with a gut punch:
“I just put in my two weeks.”
That moment hit hard. My chest tightened. My mind started racing.
What did I just get us into?
But that’s the reality of a turnaround. It doesn’t come with a highlight reel. It’s not a polished, linear process. It’s messy, it’s emotional, and it often starts in chaos.
I took a breath. Got recentered. And reminded myself: this wasn’t failure. It was just the first test.
And thankfully, I’m not doing this alone.
I’ve teamed up with two of the best guys I know: Danny French, a longtime friend, operations leader, and co-designer of our “dealership of the future” model; and Justin Watson, a fellow 20 Group veteran and former GM who’s fought through many of the same battles.
Between the three of us, we’ve helped dozens of stores navigate rough terrain. We’ve seen what works, what doesn’t, and what it really takes to rebuild.
Day 1: The people behind
the numbers
That first official week, our focus wasn’t on metrics — it was on people.
No slide decks. No canned speeches. Just honest one-on-one conversations with the team. And what we discovered wasn’t apathy or incompetence — it was passion, resilience, and grit.
The lead salesperson? A natural connector with sky-high energy. He had already started planning local ride events on his own time because he couldn’t get the support to do them through the store.
The parts manager? Precise, polished, and clearly the glue holding the department together — but stretched way too thin and not getting the recognition she deserved.
The F&I manager? Organized, assertive, and exactly the kind of personality you want in that role. She owned the finance office like it was hers, and customers trusted her to guide them through the paperwork.
After just a few conversations, I felt hopeful. There was real talent in the building. Maybe — just maybe — this could work.
Then came another curveball.
As I was walking out at the end of Day 1, I heard:
“Did you get my email?”
It was the service adviser — our only service adviser.
He hadn’t sent it yet, but wanted to give me a heads-up:
“I’m putting in my two weeks.”
Another hit. Another hole in the lineup. But I smiled, thanked him, and kept my composure. Inside, I was already rewriting the playbook.
Because this is the work. Real transformation doesn’t happen from the sidelines. It’s about taking the hits — and showing up the next day ready to lead.
We’re now deep into the process and building momentum. If you want to follow the journey in real-time:
@ownex_io on X
@max_materne on Instagram
Ownex.io for behind-the-scenes updates
Curious how your dealership stacks up? Email hello@ownex.io and we’ll send you a blank Ownex Star Chart to score your store.
Coming next in Episode 3: Building a roadmap.
By Susan Medrano
Contributing Writer
Summer vacation season has begun, and as Americans gear up for adventure, the high cost of air travel is fueling a road trip renaissance. According to a survey from GSTV, “83% of people said they plan to drive to their summer vacation destination, and 54% said they will drive instead of fly due to the rising cost of airfare.”
For powersports enthusiasts, a summer road trip may include trailering their ATVs and other on- and off-road vehicles to explore new trails, such as Iron Mountain Resort in Dahlonega, Georgia, Ride Royal Blue Resort in Pioneer, Tennessee, or Badlands Off-Road Park in Attica, Indiana. That is, of course, if their vehicles are up to the challenge.
Before hitting the dirt, riders need to ensure their vehicles are road-ready, and that can be costly. A rule of thumb in the powersports industry is that for frequent riders, an ATV should be tuned up every three to six months, and these costs can add up. For example, a tune-up for an ATV can cost between $100 and $400, while regular oil changes typically range from $30 to $55.
And let’s not forget those items not covered in a tune-up. For example, new tires, shocks, and batteries. According to ATVTires.com, some entry-level tires are priced from nearly $81 to $148 per tire, and for some high-performance tires, the prices go up to nearly $214 to $414 per tire. And remember to maintain those brakes. The price tag adds up quickly if you’re hitting the trails often and/or are covering the cost for the whole family. Keep in mind that maintenance and repair costs have surged in recent years, driven by rising prices across the economy.
For many, the upkeep costs may be too steep to handle without financing. The same applies to purchasing a new vehicle. According to the University of Michigan’s consumer sentiment index, anxiety about inflation, tariffs, and economic uncertainty is pushing consumer sentiment to its second-lowest level since the pandemic. Since January, sentiment has dropped by nearly 30 percent, with many Americans cutting back on discretionary spending.
But all hope of a powersports-filled summer isn’t lost. Like consumers, many dealerships may be feeling the squeeze as inflation rises and discretionary spending dips. However, many continue to be valuable resources for customers by showing them how, through financing, their services team can breathe new life into their existing vehicles. This includes financing everything from essential repairs and tune-ups to upgrades, new accessories, and even gas.
For small businesses that are not offering financing from companies such as Synchrony, this is the time to take action. For businesses with existing programs, there is a good chance that many of your current and prospective customers are unaware that they can finance the upkeep of their vehicles. That means it’s time to begin promoting the full extent of these programs online and on-site in the dealership — in store windows, on the store floor, and more.
From there, educate your sales and services teams on the financing options. Make them your store’s financing experts, helping your customers understand how they can use these loans to maintain their current vehicles (and in doing so extend their lifespan) and upgrade accessories that may need replacement. For those riders with relatively new vehicles, be sure to educate them on the benefits of regular maintenance. For example, by financing more frequent tune-ups and replacing worn parts, riders can avoid more significant, and far more costly, repairs down the road. Financing can turn these proactive steps into easy-to-manage monthly payments, saving money and stress over the long haul.
This summer, powersports dealerships have the opportunity to be more than just a place to buy a new vehicle. They can become trusted partners in helping customers extend the life of the equipment they already own, allowing them to embark on their next getaway adventure and generate lasting memories.
Susan Medrano is the senior vice president and general manager at Synchrony Outdoors. With over 25 years of financial services experience, she leads Synchrony Outdoors within the Lifestyle platform. In this role, she provides general management and P&L accountability for Synchrony’s consumer business within the outdoors industries which includes powersports and lawn and garden.
By Jacob Berry
Contributing Writer
Let’s be honest — co-op advertising isn’t exactly the most exciting part of running a dealership. Between managing staff, chasing leads, and keeping the service department humming, it’s easy to push it down the priority list. But here’s the truth: most dealers are leaving thousands of dollars on the table every year by not fully using their co-op funds.
These are real dollars you’ve already earned — just waiting to be claimed. And once you understand how to navigate your OEM’s program, it gets a lot easier to put that money to work.
So, what exactly is co-op?
Think of co-op as your OEM helping you advertise their products. Every time you sell a unit, you earn credit that can be used to market that brand — whether it’s online, in your showroom, or in your community. The rules vary by manufacturer. Yamaha typically bases funds on last year’s sales; Polaris works on a six-month cycle tied to current orders, and Harley-Davidson recently launched a marketing development fund that even includes support for used inventory. The programs aren’t always simple — but they’re absolutely worth figuring out.
It’s not just about traditional ads anymore
A lot of dealers assume co-op only covers standard advertising like print ads or maybe a radio spot. But in reality, many OEMs now allow a wide range of marketing tactics. We’re talking about Facebook and Google ads, classified listings on sites like MotoHunt.com, postcards and mailers, influencer campaigns, YouTube pre-roll, even SEO work or showroom display graphics.
Event marketing is often eligible too. That includes signage, branded booths, food for guests — sometimes even photos and video from the event, as long as you include
the proper branding and submit the right documentation. One dealer lost more than $13,000 in co-op funds simply because they didn’t have the required photos from an event. That’s an expensive oversight.
Watch out for the traps
Co-op can be a goldmine, but it comes with strings. If you don’t know your available balance, if you submit after the deadline, or if you forget to include required trademarks — like “Ninja” or “Mule” for Kawasaki — your claim could get denied. Same goes for using a non-approved print vendor or skipping pre-approvals when they’re required. The small stuff matters, and every OEM plays by its own set of rules.
So how do you keep it all straight?
Start by getting organized. Most successful dealers track their co-op balances in a simple spreadsheet that includes expiration dates and what needs to be approved in advance. Before planning your next campaign, log into your OEM portals to see what you’ve got to work with. Then build your marketing strategy around those funds.
Make sure someone on your team owns this process. Whether it’s your in-house marketing coordinator or an outside agency, someone needs to stay on top of monthly submissions, deadlines, and documentation. The smoother your system, the easier it is to get reimbursed.
And don’t forget — OEM graphics often come with higher reimbursement rates. If you use their approved creative, you could get 70% or more of your ad spend back. It’s worth mixing in their assets when it makes sense, especially if you’re running budget-conscious campaigns.
One last tip: Used bikes count, too
Harley-Davidson is one of the few OEMs that offers co-op reimbursement on used inventory. That includes social ads, mailers, and even digital listings for pre-owned Harleys. It’s a great way for Harley dealers to stretch their marketing budget further and stand out from other stores selling the same bikes without OEM support.
Bottom line?
Co-op dollars are part of your OEM relationship. You’ve already earned them. But they only become real, spendable money when you actually claim them.
So next time you’re planning a campaign, don’t just ask what you want to promote — ask how you can use co-op to fund it. A little planning can go a long way toward turning manufacturer support into measurable results.
This article was adapted from a conversation with dealership marketing strategist Sarah Brown on the Dealership fiXit Podcast. For more practical insights, visit dealers.motohunt.com.