Years ago, my family and I built this place from the ground up. We didn’ t inherit a legacy; we laid every tile, created every system, hired and trained every team member. It was more than a business— it was an identity. And for a long time, it thrived. But that success came at a cost. Running a dealership is like sprinting a marathon with no finish line. The pace never slows. I loved the work, the people, the energy— but eventually, the weight of constant motion took its toll. By the time we sold, skipping a paycheck wasn’ t hypothetical— it was happening. At home, I had a toddler and a newborn who needed their dad, and a wife who needed more than my exhausted presence. I was burned out, and it was bleeding into everything— our marriage, our family, even the business itself.

We sold. But stepping away didn’ t mean letting go.

This industry raised me. I grew up sweeping floors, learning the parts systems, helping customers long before I was old enough to ride. Back then, I didn’ t understand how brutal this market could be— or how rare it was to build something that truly lasted. We weren’ t trying to make things flawless; we were simply trying to keep the doors open, one

decision at a time. And when survival is the goal, failure doesn’ t feel like a business outcome— it feels personal.

That kind of pressure either sharpens you or it breaks you. In my case, it did both. And in the process, it sparked something.

When I joined a 20 Group and met Sam Dantzler, I finally had the freedom— and the support— to question everything. I started testing new ideas, trying different staffing models, rewriting job descriptions, building tools to help people close more sales without burning out. A lot of it didn’ t work. Some of it fell completely flat. But I had room to iterate, to fail, to keep going. Over time, the things that worked began to stack up. Eventually, I started training others on those proven processes through Garage Composites.

For the past eight years— two of which before I sold the store— I’ ve helped dealerships across the country improve processes, boost proficiency, and grow profit. It’ s been incredibly fulfilling. But also, if I’ m being honest, a little frustrating.

Here’ s the part I didn’ t expect: even the best ideas only stick in a few places long term. I’ ve repeated the same frameworks, stories, and scripts hundreds of

times. They’ re still true. Still useful. But they haven’ t changed the industry at the scale I’ d hoped.

So I started asking: what makes a dealership exceptional— and how do we design the dealership of the future to make that the norm?

I don’ t believe it’ s the brands you sell, the comp plans you offer, or even the profits you post. The best stores transform customers into more adventurous versions of themselves. People don’ t just buy bikes or side-by-sides. They buy identity. Community. A sense of belonging.

If dealerships leaned into that— truly became hubs for a lifestyle— the rest would follow. Profit. Retention. Culture. It’ s all connected.

That’ s why, three years ago, I pulled together a team of industry pros to figure out what it would actually take. We started with one question: What builds loyalty?

Over two years, we analyzed millions of transactions across dozens of dealerships. The data was so complex we had to build software just to process it. But when the dust settled, the patterns were clear: loyalty drives profitability. Period.

It sounds obvious— but hardly anyone was acting on it.

At the very moment we were shouting this from every mountaintop we could find, the industry was heading straight into a storm. Stores were struggling just to stay afloat. And while the idea of reinventing the model sounded great in theory, most dealers simply didn’ t have the time or appetite for the kind of risk that meaningful change would require in a moment like this.

Then, something unexpected happened: my old store— the one I sold six years ago— began to spiral.

The friend I’ d sold it to had done everything right. He navigated COVID like a pro,

then sold to a larger group before the market turned. Great timing— for him. But for the group? Not so much. They didn’ t fail because they were reckless. They failed because the market shifted. Supply caught up with demand, then passed it. And suddenly, the store I helped build was in real danger.

When I heard how bad things had gotten— losing well over $ 50,000 a month— I felt something twist inside me. Not because of pride or nostalgia, but because the community it served was about to lose something that mattered. And in some unspoken way, I felt responsible.

So I made a pitch— maybe the craziest one I’ ve ever made. Let me try to fix it. Give me 90 days— historically the slowest 90 days of the year— to bring it back to break even. If we can’ t keep it alive, at least we’ ll go down swinging. And then I thought: why not make it public? I’ ve spent eight years teaching people how to fix broken dealerships. I’ ve spent three of those years building models to make it easier. What better way to test it all than in the store that shaped me? So that’ s what I’ m doing. Over the next 12 weeks, I’ ll document every win, every setback, every line I’ ve taught— even the ones that fall flat. I’ ll share the hard lessons, the humbling moments, and the things I have to relearn in real time. Names will be changed to protect the people involved— but everything else will be real.

If it works? Then we’ ve built a blueprint that helps the industry evolve.

If it doesn’ t? I torch my reputation— and you’ ll get a front-row seat. Either way, I think the story’ s worth telling. Stay tuned for Episode 2: The details of what I’ m stepping into.

CONTINUED FROM PAGE 15

gations but to demonstrate good faith and professionalism throughout the process.

UNDERSTAND THE REPURCHASE REQUIREMENTS

Voluntary terminations may trigger the manufacturer’ s obligation to repurchase inventory, including parts, equipment, signage, and sometimes even special tools. These requirements are governed by both the contract and applicable state franchise law s.

Critically, the clock on repurchase timelines may start the moment a termination notice is issued— not when the termination becomes effective. That means timing and documentation matter. If your state laws

are silent on buyback terms, check your agreement— some include repurchase language that dealers can enforce.

AVOID COMMON PITFALLS Even seasoned dealers can overlook key details in a voluntary termination. Five pitfalls I frequently see include:

1. F & I gaps: If financing obligations are not honored or insurance lapses mid-process, dealers may end up liable for repossessions or uncovered claims.

2. Surprise shipments: Inventory ordered long ago might still arrive— understand your rights to reject it if it’ s no longer needed.

3. Dormant lines: Some manufacturers may informally accept a termination but ask you to maintain a dormant line to sidestep repurchase obligations. Insist on formal closure.

4. Handling costs: Handling, packaging, and freight costs add up— track them carefully, as you may be able to recover these expenses.

5. Demo disputes: Manufacturers may claim demo models don’ t qualify for buyback. Depending on your state’ s laws, that might not hold up.

BEST PRACTICES FOR A CLEAN EXIT A well-planned termination helps you preserve resources, maintain vendor relationships, and avoid legal headaches. I recommend these best practices:

• Reduce inventory in advance if your agreement lacks a buyback provision.

• Communicate proactively with both your dealer rep and your financing partner to keep everyone aligned.

• Track all expenses, from freight to labor, and maintain meticulous records.

• Put everything in writing— never rely on verbal commitments.

• Engage legal counsel early to evaluate risk and help craft your notice.

Voluntary terminations may feel like the path of least resistance compared to legal action or involuntary franchise terminations. But they carry their own set of risks— especially when contracts, timelines, and state laws collide.

By treating voluntary terminations with the seriousness they deserve— and following a strategic, documented process— dealers can exit cleanly and confidently, preserving both their reputation and bottom line.

Hilary Holmes Rheaume is an attorney who provides legal counsel for powersports dealerships. She excels in franchise relations, regulatory compliance, and commercial litigation, representing clients in court and before dealer boards.