10 • January 2026 • Powersports Business
SOLUTIONS www. PowersportsBusiness. com
The Dealer Lab: Will it work in other dealerships?
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When we first launched The Turn Around Project, I’ ll admit— it was a bit of a gamble. The goal was to take a dealership that had lost its footing, apply every principle, tool, and lesson MAX MATERNE I’ d spent nearly a decade teaching, and prove that it could be saved. Ninety days later, the results spoke for themselves.
We didn’ t just stop the bleeding. We stabilized the store. We rebuilt the team, reignited customer engagement, and restored profitability. It worked— not by luck, but because we approached it with structure, data, and a plan.
But here’ s the question I’ ve been asked the most since that story hit Powersports Business:“ Will it work in my dealership?” The honest answer? Yes, and no. It may not have the same results. And that’ s the point.
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N O UNIVERSAL PLAYBOOK Every dealership has its own DNA— its own people, market, brand mix, and culture. The same problem on paper might have a completely different root cause in practice. So while our turnaround framework works, you can’ t just copy and paste it and expect the same results.
You have to study your entire operation— not just your P & L.
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That means understanding every moving part: your financials, your processes, your team’ s strengths and weaknesses, your customer base, your market conditions, even your local economy. You have to look at the risks, the opportunities, and the relationships between them.
That’ s what we call a DELV Analysis. It’ s the process we use to map out all the levers that can be pulled inside a dealership before deciding which ones to pull, push, turn, or fine-tune.
Without that full picture, even the best ideas can backfire.
WHY MOST DEALERSHIPS GET STUCK
Here’ s the thing: I don’ t think most operators are unaware of their problems. In fact, they probably know exactly what needs to be done. The challenge isn’ t knowing— it’ s executing. When you’ re in the day-to-day grind, the list of issues gets so long that it becomes paralyzing. You see everything that’ s broken and feel pressure to fix it all at once. So you start ten initiatives, get halfway through eight of them, and finish none. That’ s the all too familiar“ swirl”— the constant motion that looks like progress but doesn’ t actually move you forward.
The way out of the swirl isn’ t more work— it’ s focus.
At Ownex, we teach dealers to identify their top three operational vitals— the key areas that, if improved, will generate the biggest return on investment for the business. These are usually the things that quietly control the health of everything else. Once you know those three vitals, you can build a 90−day roadmap that’ s laser-focused on improving them.
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That’ s how you create real, measurable momentum.
THE 90-DAY ROADMAP A 90−day roadmap isn’ t just a plan— it’ s a commitment. It forces you to choose, prioritize, and execute with intention.
When we did this during The Turn Around Project, our roadmap wasn’ t complicated. It was specific, measurable, and realistic. We focused on the changes that would give us the highest immediate return— tightening expenses, increasing service proficiency, and rebuilding customer engagement.
But most importantly, we stuck to the plan. We didn’ t chase shiny objects or react to every fire that popped up. We stayed disciplined.
That’ s what turned a failing dealership into a healthy one in such a short period of time.
WANT TO BUILD YOUR OWN ROADMAP?
That’ s exactly what our upcoming Ownex Immersion Course is designed to do.
It’ s a month-long guided program— one session per week— where we help you perform your own DELV Analysis, write your 12−month“ journey,” and develop your own 90−day“ roadmap.”
You’ ll walk away with clarity on your dealership’ s top priorities, confidence in your plan, and the accountability to execute it. From there, you can go it alone— or join a Dealer Cohort, a small group of operators going through the same process. Together, you’ ll share ideas, solve problems, and hold each other accountable to the goals you’ ve set.
Because the truth is, you don’ t have to do this alone.
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We’ ve done it before. We’ ve stepped on the landmines. We’ ve found the shortcuts. And now, we can help you avoid the mistakes and focus on the moves that matter.
We’ ve done it before. We’ ve stepped on the landmines. We’ ve found the shortcuts. And now, we can help you avoid the mistakes and focus on the moves that matter.
THE NEXT CHAPTER The next Ownex Immersion Course begins February 4, 2026.
If your store is stuck— if you feel like you’ re spinning in the swirl, working harder without getting further— this is your chance to change that. Visit Ownex. io to learn more or to sign up. Because the question isn’ t“ Will it work in your dealership?” The question is:“ Are you ready to find out what will?”
Follow The Dealer Lab Podcast on YouTube or download it from Spotify.
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Top competitive advantages for successful hires in 2026
Why speed and transparency are winning in the powersports and motorcycle industry
If locating and locking in highperformance talent feels harder than it used to be, you are not alone. The powersports and motorcycle industry has become a market where a small
JAN PLESSNER group of dealerships consistently win top hires, while others repeatedly come up short.
The difference is not brand, size, geography, or compensation alone. It comes down to two competitive advantages: speed and transparency. From my perspective as a recruiter working daily with dealership owners, operators, and candidates across the country, these two factors are more common than any others when a strong candidate says yes or walks away.
WHY HIRING FEELS RISKIER THAN EVER
The talent pool has tightened, candidate expectations have evolved, and strong performers know they have options. Across the industry, dealerships are experiencing longer hiring cycles, higher candidate drop-off rates, and increased competition for proven producers and experienced technicians.
Hiring misfires has become more costly. A bad hire does not just impact payroll. It weakens morale, slows productivity, disrupts operations, and eventually shows up in customer experience and profitability. What may start as a single hiring mistake often turns into weeks or months of operational drag.
In this environment, the margin for error is smaller than ever.
COMPETITIVE ADVANTAGE NO. 1: SPEED
Speed does not mean rushing decisions. It means removing friction. In a candidatedriven market, time itself has become a competitive variable. Best-in-class candidates often explore multiple opportunities simultaneously, and it is not uncommon for them to be off the market within seven to ten days of starting their search.
In today’ s fast-paced world, especially in professional and personal communications, a delay in response time is no longer seen as a simple, excusable pause. Instead, it is increasingly interpreted as a negative indicator.
When a candidate isn’ t kept engaged, this sends a variety of signals: 1. Lack of interest: search is not a priority 2. Poor professionalism: company lacks commitment, organization, and respect for the candidate’ s time
3. Negative Feelings: passive rejection, frustration, and disappointment
Speed shows up in very specific ways:
• How quickly qualified candidates are contacted
• How fast first conversations are scheduled
• Whether the interview process respects the candidate’ s time
• How smoothly in-person visits are coordinated
• How clearly decision timing is communicated after interviews
In my recruiting work, one of the fastest ways to lose a top contender is silence. Candidates expect the same level of urgency from employers that they bring to the table. When days pass without updates, even strong interest fades.
Winning dealerships pre-block interview time, define who owns decisions, and communicates next steps clearly. They treat in-person visits like a sales close, not an afterthought. Even when a decision is still being made, regular updates keep candidates engaged and confident.
Speed is not about pressure. It is about professionalism.
COMPETITIVE ADVANTAGE NO. 2: TRANSPARENCY
If speed keeps candidates engaged, transparency is what builds trust.
There are far too many“ not as advertised” situations happening in this industry. Candidates come to us after regularly encountering pay plans that do not align with conversations, benefits that were never fully explained, cultural issues that were downplayed, or operational challenges that surface only after day one.
Transparency means being open about the current state of the business, both its strengths and weaknesses.
That includes:
• Where the store is performing well
• Where the real pain points are
• What kind of help is needed immediately
• How the pay plan actually works, with real numbers
• The employee share of health insurance premiums
• Expectations for the first 30 to 90 days
• Any known issues or surprises a new hire may encounter
Strong candidates are not afraid of problems. They are hesitant about problems leadership refuses to acknowledge.
One of the most important distinctions candidates make is between environments that are challenging but improving, and those that are challenging and unwilling to change. They can sense the difference quickly.
Transparency filters out the wrong candidates early and builds credibility with the right ones. It reduces costly misfires and creates alignment before an offer is accepted.
SPEED AND TRANSPARENCY WORK TOGETHER
Dealerships that consistently land strong hires combine both. They move decisively, communicate clearly, and share the whole picture up front. As a result, candidates know what they are walking into, trust leadership sooner, and ramp faster once hired. These dealerships are not perfect. They are simply honest, organized, and willing to put more time, authenticity, and commitment into the hiring process.
See Plessner, Page 13