May 6, 2025 • 24 mins
Unpack how robots, data, and AI are quietly transforming the dealership—from the parts department to the showroom floor.
Greg Uland is back on the mic with Paul, Kyle, and Michael, and he’s bringing high-tech vibes straight from the Reynolds and Reynolds innovation lab. This time, they’re talking about RELO—a robot that delivers parts right to the service bay without breaking stride. It’s more than a novelty; it’s a tactical answer to the question every dealer should be asking: “How much money am I losing every time a technician leaves the bay?”
But that’s just the start. The crew dives into the real conversation: why dealership tech stacks are often bloated and broken, and how Reynolds is solving that through acquisitions and a focus on clean, connected data. Greg explains how unique identifiers, unified systems, and thoughtful AI deployment can actually drive efficiency instead of creating digital noise. It’s a look behind the curtain at how fixed ops and front-end retail are converging in the era of smarter software—and smarter strategy.
Timestamped Takeaways:
0:00 Intro with Paul J Daly, Kyle Mountsier and Michael Cirillo
4:30 RELO the Robot: Reynolds’ parts delivery robot automates the journey from parts counter to service bay, letting techs stay put and keep turning hours.
7:00 Minutes as Inventory: Greg reframes technician time as a sellable unit, emphasizing how reclaiming just 20 minutes a day can significantly impact dealership profitability.
8:30 The Productivity Slide: Tech productivity has actually declined over the last decade—Greg and the crew discuss why, and what’s needed to reverse the trend.
14:00 Unified Data Strategy: Reynolds is stitching together its software ecosystem (CRM, DMS, rentals, and more) into a single source of truth to eliminate duplicated work and bad data.
18:00 Smarter AI Needs Smarter Data: Greg explains that AI isn’t magical—it only works when it’s built on accurate, integrated dealership data. Otherwise, it just makes the wrong decisions faster.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Paul J Daly (00:00):
Michael, have you ever been around Kyle on a
(00:02):
morning when, like we'retraveling?
Unknown (00:10):
This is Auto Collabs,
Paul J Daly (00:12):
and it's like 9am and he hasn't eaten yet?
Michael Cirillo (00:16):
Yes, I have.
That was New Orleans. I
Paul J Daly (00:19):
mean, I could name a dozen places where that
happened. How would you explainhis demeanor at that moment?
Michael Cirillo (00:26):
Very pointed and technical.
Paul J Daly (00:32):
He's typically technical, but pointed. Pointed
is one of those. I'm channelingmy Kyle Mountsier vibes right
now because somebody's powerwent out earlier, so we have to
record these now. I mean, I'mnot going to blame on you. What
are you doing, Kyle? I don'tknow. It's, there's, there's a
thing. So I have a really, Ihave a really active five year
(00:54):
old, and so I've been spending alot of time on a trampoline
lately. Oh, okay,
Michael Cirillo (00:58):
so you're extra hungry all the time. Well, yeah,
and
Paul J Daly (01:02):
all of a sudden I've forgotten. I'm like, Oh,
that's right. When you'reactive, you get hungrier, yes,
and I'm hung here and I'mhungrier, and Kyle just pulls
out this bag of cheese puffs orwhatever he's eating. They're
magical. And you're on socialyou both are on Central Time.
I'm on Eastern Time, and I'mjust like, I will reach through
this camera
Kyle Mountsier (01:22):
and slap you, punch a mug, and
Michael Cirillo (01:26):
to do an interview, it's
Kyle Mountsier (01:28):
gonna be great.
We're gonna be fine, guys, Ipromise we're gonna be fine.
Greg is a consummateprofessional. Yes,
Paul J Daly (01:36):
this is not my game face. My game face happens when
we're in the interview. That'snot right now, no, but Greg is
always great to have on and he'salways got a lot to talk about
and he can he's one of thoseguys that you know, whenever we
show up in the interview, he canriff on just about anything
going on in the auto industry,which is why it's so much fun.
So we hope you enjoy thisinterview with me hungry and
Greg Ulin, ready to talk. Well,it's Greg. Thank you so much for
(02:01):
joining us again on AutoCollabs. It's so fun. Whenever
we get to sit together, we gotto actually be in person a
little bit at the NADA show.
We're about to be in personagain at ASOTU CON, and it's
just good to be with you, myfriend. Yeah, you as
Greg Uland (02:14):
well. No, it's funny. Before we started
recording, Kyle and I weretalking, I said, How do you guys
have time for this right now?
You kind of got a big showcoming up. You're putting on the
Super Bowl here, like two weeks.
Kyle Mountsier (02:22):
It's well, and I immediately responded with, we,
with, we don't, but we alwayshave time to hang out with you.
Well, no, I honestly like that,you know, for this podcast and
for those that listen, you know,we, we have some people that we
know a bit more, right, becausewe've had face time with them
and hung out, and then peoplethat we're getting to know. And,
you know, there's, there'sdifferent wonderful things about
both. But it's always good tohang out with you, because,
(02:44):
like, I feel like we can justhave a conversation and talk
about what's what's going on inthe world of auto broadly,
what's going on with theReynolds team and and just kind
of, like, it's like catching up.
You know, we just happened torecord it. I my,
Paul J Daly (02:57):
my question to you was, like, how do you have time
for this, because baseballseason is firing up, and you're
like, you're like the kids,youth baseball coach, of
baseball coaches, well, that's,
Greg Uland (03:10):
that's the part time job, right? This one, this one
has to take priority. We havefun. You know, we're at the at
the ball field pretty much everynight. Sometimes we get Fridays
off, but it's fun. That's theevening. That's the evening fun
time, right? I
Paul J Daly (03:22):
want to see So Kyle has recently started coaching
club soccer, okay? And so, like,I know there's this whole
persona that I just want to feeland be. I want to see coach
Greg, and I want to see coachKyle in action, because I
already have in my mind whatthey both look like. We're
Kyle Mountsier (03:37):
just going to be at a sodu con on the floor with
whistles, just using people likefaster across that, you know,
it's gonna be great. It'sfantastic. Good,
Paul J Daly (03:46):
fantastic. But, you know, alas, we can't talk about
youth sports all day. We have apodcast to record about uh,
things like robots and if andefficiency and AI, all things
that, you know, really, I don'tthink, have made their way into
youth sports yet. But are are,but are making their way into
dealerships all over the place.
I'm going to talk about my firstone, first, my favorite first,
(04:06):
but it's probably the leastimportant robots. I was having
got such a kick out of seeingthe robots just meandering
around the Reynolds booth atnada, and we begged and pleaded
for you all to bring them toASOTU CON, but you know, they're
not over 21 they can't be in thecasino, so Alas, they won't be
here. But, but what tell usabout the robots for a minute,
(04:27):
because then we'll move on toother things. But I need to hear
more about the robots first.
Greg Uland (04:32):
Yeah, so if anybody hasn't seen it, RELO is our
parts delivery robot, and it'sessentially automatically
dispatched through the DMS. Sothink about the workflow where
technician identifies work. It'ssent to the customer
electronically by the advisor.
Customer approves it with a textmessage or just hitting, you
know, approve. That comes backinto the DMS, so it's added to
(04:52):
the Ro So parts tickets created.
Parts guy gets an alert says,Hey, go pick the. Three parts.
Put them on rack one, he pickshim, he says, finished in the
DMS. And then the robot isautomatically dispatched, comes
picks up rack one, takes it toBay eight, drops it off, and
goes on its next run. So theymean, come on, right? So that
(05:13):
the technician, and obviouslythe benefit here is the
technician never stops working,never leaves the bay, never has
to walk to parts, never has toreally wait on parts, right?
Because he's not waiting on, youknow, whether it's a mobile back
counter that a lot ofdealerships are implementing, or
it's a parts runner that he'swaiting on, and then there's
that interaction that alwayshappens, right? So he's still
gonna waste some time,regardless whether he's walking
(05:34):
the parts counter or not. Nowthat just the parts appear for
him, he continues working. Soit's been pretty exciting. We
got them live in dealershipsnow. So a lot of dealerships are
coming on board and gettinglive. We're we're launching
multiple dealers, really, everyday again, getting those up and
running. It's pretty exciting tosee them, and starting to see
(05:55):
the efficiency gains already,
Kyle Mountsier (05:57):
if I'm, if I'm a technician, this is like the
greatest advance, because, okay,a technician is like, I don't
really want to shoot videos ofmyself, like talking about the
car, but I know it can make memore money. That's fine. I don't
I hate, like, typing in everysingle line every ro and taking
photos on a mobile app. But if Idon't have to leave my Bay, and
(06:18):
I can turn more hours per dayper week. That's money in the
pocket right there, right andit's just, it's just because I
got efficient time. It's notbecause, like, I gave my advisor
more to sell, or a better upsellpath or things like that. It's
just I already have somethingthat needs to be turned in into
into labor hours. And I kickthat up, but then it's more
(06:39):
efficient for the consumer aswell. Yeah.
Greg Uland (06:41):
Well, and think about, but, I mean, think about
that technician, right? Sowhat's, what's a minute worth
for a technician? What's aminute worth of a technician
time for a dealership? And whenyou break that down, say it's
five bucks, you know, just ingeneral. So that technician and
that dealership per technicianhas 480 units per day to sell at
$5 a unit, right? So 480 minutesin an eight hour day. So they
(07:03):
got 480 units, and they can, andlet's say I don't know how many
minutes is a tech call it 20minutes, right? That he's
walking, waiting, doing whatevereach day. Easy, that's and
that's
Paul J Daly (07:14):
if they don't, and that's if they don't start
talking about the game at thecounter. Yeah. So that's
Greg Uland (07:18):
inventory that's literally just spoiled. It's
gone. Like, if you think aboutit from an inventory
perspective, like you're never,you'll never sell, like,
perishable inventory, right?
100% Yeah. And as soon as it'sgone, it's gone. So the more
inventory, if you think about itthat way, that you can, you can
save and ultimately sell forthat technician and that
dealership. I mean, that is justgoing to continue to
exponentially grow over time.
Kyle Mountsier (07:39):
Yeah, I actually have a friend. He works for a
part supplier for stellantis,Nissan, a bunch of OEMs. They
are frame welders, right? Andtheir their entire business
model is built around line up,time and scrap rate, right? So,
like it like their best, theirbest lines are like 85% uptime,
(08:01):
uptime, 1% scrap rate, right?
And there are so many productionstyle businesses that are
thinking about time asinventory, right? We've
typically gone at like bays asinventory, right? Bay has to
turn 11 hours a day to be, youknow, to be profitable and
efficient, but you're talkingabout a whole different
inventory, you know, viewpointand when and how are you
(08:23):
exposing that data? Because isthat data like something that
you're thinking, Oh, we shouldexpose that to the dealer as,
like a as a KPI, really?
Greg Uland (08:36):
So when you think about it, there's, there's a KPI
that exists today that's not asfinite as what we've been
talking about, which is techproductivity, right? So what's
our benchmark on techproductivity? Meaning, if the
Tech has eight hours in theshop, right? What percentage of
those eight hours is he actuallyworking on a vehicle? And when
you look at Tech productivityover time, I don't know if
you've looked at this before,it's actually going down, which
(08:57):
is, like, not what we want,right? So over the last, yeah,
so ever last like 510, years,we've gone from 90% to 88 to 87
and a half. So the trend isactually down on technical
activity. What's the reason forthat? Well, I mean, there's a
few things. One, vehicles aregetting more and more complex to
diagnose. I mean, that's, that'sa part, oh, like the hour Diags
(09:18):
taking a full hour, right?
Right? So that's, that's a partof it. A part of it is the other
tasks that we're askingtechnicians to do, which, again,
some of them are valuable,right? But if a tech now has to
take a video, right? Certainlythey need to do an MPI. It needs
to be, we put pressure on themto make it a good MPI. Have good
notes. This isn't necessarilythere. It's
Kyle Mountsier (09:37):
no longer like, I remember the old API MPIs.
It's like, you got the linethrough the thing, right? It's
Paul J Daly (09:42):
just a straight line. It's like, yeah, I checked
all those. I didn't even checkthem all. I just drew a lot
through them all. Yeah. Sothere's, there's a lot more
tasks. So how can
Greg Uland (09:49):
we claw back some of that time, right? And this is a
great way to grow it, to do it,just keep them turning the
wrenches, because that's, firstof all, it's what they like to
do. Second of all, it's whatmakes them money. Third of all,
it's what makes the dealershipmoney. Like, we. Got to sell the
hours everybody
Paul J Daly (10:01):
wants it to happen.
Yeah, look,
Kyle Mountsier (10:03):
you know what?
You know where I think we'regoing to regain a lot of
technician efficiency is if thevehicle can pull itself into the
slot and the old one can parkitself again. I mean, that's
what I mean. That's why Carmax,their their production system,
is so efficient, is because thetechnicians never spend time in
the vehicle, moving it. Theyhave people that deliver it to
the bay, and then they remove itfrom the bay, and so if the
(10:24):
vehicle can do that, like what Ijust saw, it was a video of a
test, like a model three,leaving off the line for right
onto the carrier, like rightover to the carrier. That's a
good point. Well, I didn'texpect my robot question to get
us, get us this far, but I thinkit's a really meaningful
conversation that makes ameasurable difference to be
thinking through these items inI mean, one of the most
(10:46):
sustainably valued place of adealership and fixed stops. And
I also love that Reynolds islike from paper to parts, robots
and everything in between, welland paper to parts. That's a
great advertising just came out.
Came out, paper to parts, robotsand everything is all
illiterate, you know, all thestuff. Well, love it. So we were
(11:06):
actually Greg, we were actuallytalking this morning on on our
daily podcast about efficienciesand scale. And I think that
there's two places where we'refinding that be a big question
mark in the industry. One islike growing groups trying to
find efficiencies in scale,instead of just like growing
acquiring a new store andletting it be it's like, no,
(11:27):
we're going to roll up thesethings into software, people
management or anything likethat. So that's like one piece
of it that obviously Reynolds isfocused on, because you have a
lot of the largest groups in thecountry. But also, when you
think about the dataefficiencies at scale and
understanding and leveragingdata. And I think you know, what
I've seen Reynolds do over thepast, really, let's call it like
(11:49):
five to six years, is startacquiring these companies that
allow you to have touch pointsacross the retail and fit stops
environment. And now you'restarting to tie all those
together to, like, enhance bothof those places of efficiency.
Can you talk to how some of thathas been going, especially as
the last year we were atamplify, you announced spark.
(12:10):
Ai, right? How is that going?
Like, what's, what's currentstatus on that?
Greg Uland (12:15):
No, it's going really well. You know, when we
look at acquiring companies,obviously we're looking to
create efficiencies for thedealership. I mean that at the
end of the day, the success ofthe store is really what's at
the heart of what we're doing,including our acquisition. So we
aren't looking at an acquisitionand saying, Okay, this this
company is something that maybewe don't do or don't do well, so
let's go ahead and buy it. It'smore so how can we help our
(12:36):
dealers be as successful aspossible? And we do that through
development, we do it throughsupport, but we also do it
through acquisition. So youknow, some of the recent
acquisitions, you look at TSDwith with rental software,
right? You look at AWS, withinsurance products, you look at
auto vision, and was re contractwe rolled into auto vision and
(12:57):
the used vehicle managementspace. There's a lot of these,
companies that we've bought andwe've incorporated them into our
retail management system. Sotaking, you know, the DMS,
obviously at the center, andbuilding it out both through
development and acquisition, butwhen we when we acquire these
companies, we really want tomake sure that the data
underneath all of these toolsand all of these products is
(13:19):
tied together. It's a single asingle system, and we've always
talked about it as a singlesystem with a single unique
identifier for every customer,every vehicle and every
transaction. And that's that'sreally, really hard to do, but
when you think about ithistorically with software, in
order to do anything powerful,you need to have that kind of
(13:40):
single, unique identifier,right? And if you don't, then
you have all of these differenttools where just use a
salesperson as an example. Imean, there have been different
different documentations overthe years that have showed, hey,
a salesperson is going to touch,you know, seven different tools.
When they sell a car, it'sprobably more than that. You
know, they have to enter a VINin four different places. And so
(14:01):
there's all theseinefficiencies, and what happens
is you end up with duplicateinformation. You end up with
inaccurate information, and thenjust missing information in
different tools. So none of themcan function at a really, really
high level, or at least as highas what they're expected to. And
it creates these inefficiencieswhere it really slows. In this
example, a salesperson downinstead of the intended impact
(14:23):
of speeding them up, they haveto go to all these different
places and sell them down. Yeah.
So you look at that, then youlook forward and you say, okay,
so if that happened withsoftware, where these, these
software tools, were slowingpeople down because they had to
go to all these differentplaces, what's going to happen
with AI? And that's where we'reheading now, you know, with with
all of these AI tools, andthey're out there everywhere,
(14:43):
right? There's a, there's a newAI tool every four hours. I feel
like
Paul J Daly (14:48):
maybe three hours.
If you're subscribed to emails,you get the new announcement
every three hours, right?
Greg Uland (14:54):
But, but the tool itself, you know, it's gonna,
it's gonna actually take action.
Question. It's going to dothings, rather than just having
information and enablingsalespeople, in this example, or
anybody else in the dealershipto operate, it's going to go do
some functions. And if it hasinaccurate information, if it
has duplicate information, if ithas missing information, it's
going to do the wrong thing, orit's going to recommend the
(15:15):
wrong thing, right? If you keepthat person in the loop, it's
not going to be able to functionproperly, so, so rather than
causing inefficiencies, withouttying all these things together,
you're you're causing the wrongthing to happen, right? And you
think of the implications ofthat, when you're reaching out
to a customer and you're makingan offer that can be a big deal,
(15:36):
right? And being able to tie allthese things together becomes
more and more and more importantas we move into the
Kyle Mountsier (15:46):
future. Yeah, when, when I actually, as I'm
thinking about and listening toyou talk about this, it's
actually shocking to me that,and I talk about this a lot with
the tech side of stuff that I'mthinking about and like, like,
speeding up websites, right? Weactually find, and you see this
with any technology or anyprocess, sometimes, actually, a
(16:10):
lot of the times, the moresavvy, technologically forward
thinking dealerships end upbuying or or supplying their
team with more and moretechnology over time, right at
an attempt to increase customer,you know, satisfaction, or, you
(16:33):
know, engagement, and increasethe infici the efficiency of the
team member, all the whilethey're only adding complexity,
instead of driving efficiency,which is doing the adverse of
what the sales pitch is to dothose things. The
Paul J Daly (16:51):
technology that's so interesting that you bring
that up. I was reading anarticle today of who wrote it, a
guy named Peter, just a reallywell known technologist, and he
was talking about how the use ofAI, even in simple tasks, is
making people very inefficient.
And one of the examples he gavewas writing emails, and he said,
Okay, say, my daughter is sicktoday, and I need to tell my
(17:13):
boss I'm not going to be there.
So he goes in and he has alittle thing drafts a prompt,
right my boss an emailexplaining I won't be there
because my daughter said, mydaughter's sick. Hello, Bob. I
hope you're well, right? Andit's like, I'm writing to inform
you that my daughter is illtoday, therefore I will not be
able to fulfill my obligations,right? I will do my best to get
(17:34):
right. So he does that. He goes,Okay, obviously I'm not sending
that. My email would be like,Hey, Gary, you know, whoever is
sick, I won't be in the office.
And then he goes through aseries of prompts of what he
would need to do to get it torespond like that. And he was
just talking about how layeringtechnology on problems, he
called him horseless carriagesright now, and it could easily
become that, if we're not beingvery considerate and deliberate
(17:56):
about how and when we'redeploying the tech. So just
reminded me that, Kyle, when yousaid that, but I just, I feel it
my own life, right? Becausewe're heavy users and heavy
adopters of the new technologyto try to get the use and that,
that is the consideration. Isthis actually making it faster,
or is it making it slower, andthat's a little dumber in the
process? Yeah,
Greg Uland (18:15):
and that's where you I think you have to focus on the
engine or the horse, and thatanalogy, rather than the
carriage, right? The carriage isthe tool. It's the thing that
spits out the email for you, butthat that tool is going to give
you really bad output if itdoesn't have access to all the
(18:36):
information that's in your head,right? So same thing applies to
a business or a dealership. AnyAI tool needs access to a
unified AI data layer so thatall of the information that's in
your head, that's in your CRM,that's in your DMS, that's in
any other tool that you have, ifyou have a CDP, if you have a
market like all these tools, anyAI application needs access to
(18:57):
those and it needs to be asingle, unified AI data layer so
that it can actually create anoutput that you don't have to
rewrite. Yes,
Kyle Mountsier (19:05):
yeah, and why and why. It's actually like, I
keep going back to this. Like,when we started digital
marketing, we were like, goodnews, everyone, we're gonna be
able to track everything. You'llknow 100% of what the dollars
that you're spending are doing.
And then it's like, good news,everyone, we got CDPs, you'll
(19:26):
know everything right. Goodnews, everyone, AI came to save
it. You don't have to lift afinger. And the reality is, is
that, like micro touch pointsfor each of those only solve a
portion of the problem, anduntil you integrate your
(19:47):
ecosystem and like, tie it alllike you, I love the fact that
you said, like, there's a uniqueidentifier for X, whatever x is
like, until you you. Tell it,that's the unique identifier,
and here's the connective tissuefor all of that, nothing about
the connective tissue actuallymatters. And so I would say,
like, if a dealership or asoftware provider isn't thinking
(20:12):
about what their uniqueidentifier is, in their
vernacular is, and making surethat that unique identifier can
connect to x other uniqueidentifier that's important to
the data set, then, like, you'reliterally just gonna spin your
wheels over and over and over.
So, man, I I'm excited, becauseI can't wait to, like, see this
(20:38):
put into practice and into play,and we'll be talking more about
it at ASOTU CON, and obviously,kind of following, following the
story, because I think this isit's still an unfolding
conversation, and we'll figureout where it goes.
Paul J Daly (20:51):
Without a doubt, it's like not even close to be
we haven't even started tounfold. Because we haven't even
started. We haven't Well, welook forward to being with you
and your team in person, both onthe stages and the exhibit halls
and the receptions and all thethings and just a little bit
here. It's coming quick, butThank you always for being just
such an advocate of dealers andtheir goals and moving their,
(21:12):
you know, moving theirinitiatives forward and helping
us all. You know, think a littlebit broader about how things are
connected. Okay,
Greg Uland (21:19):
they drive our world, the automotive retail
world, is the best, bestindustry on the planet, and
those retailers are the onesthat that make it all happen. So
I think an amen to that all ofour responsibilities to make
sure that
Paul J Daly (21:30):
they're successful.
Indeed. Greg, thank you so muchfor being with us today. Always
my
Greg Uland (21:34):
pleasure. See you soon, guys. You
Michael Cirillo (21:40):
know it'd be interesting, though, is if we
put a hungry countdown timer onour episodes, where it's like,
halfway through, because, youknow, one of the four on a call
is going to be hungry.
Paul J Daly (21:51):
First go with the host. One of the three of us is
going to
Michael Cirillo (21:53):
be and then you can count them down to when I
give an abrupt ending. You know,because, like, sometimes we're
like, great at our closes, andwe're like, All right, thanks
for joining us on Auto Collabs.
And they were like,
Kyle Mountsier (22:05):
off screen.
Paul J Daly (22:09):
Now you know the rest of the story. I love the
part when we're talking aboutrobots, and that conversation is
going back to food at theirbooth when they were the little
robots were running around withwater and beverages and things
like that. But I had no idea,like, the way, the way Greg and
they're approaching just fixedoperations revenue, and you
(22:29):
minutes being units ofproduction, and just like,
optimizing for minutes ofproduction. And look, I
Kyle Mountsier (22:34):
thought when I was in sales trying to figure
out how to make the desk actlike a bay, like, like deals per
desk, like hours per day that Iwas savvy now I'm like these
cats are trying to figure outminutes per day as units of
inventory Come on,
Paul J Daly (22:49):
perishable inventory that once it's gone,
it's gone. So this little robotis going to help us. That's
Kyle Mountsier (22:54):
a level of efficiency that I think our
industry has to get to like andwell, okay, let me just say our
industry, broadly I talked aboutthis is on that right when you
look at production lines time,you know, like the Toyotas, you
know, just in time manufacturingthat so many people have, have
have assumed as theirmanufacturing principle, like
(23:17):
you have to be diligent Aboutevery minute, every every
millisecond, every everythingthat passes through. QA, yeah.
And the fact that we run ourdealerships on, like, our hope
of solar car today, you know, islike, it's kind of wild to me.
You know, there's,
Michael Cirillo (23:34):
there is a parts manager at a dealership
somewhere in America or Canadaright now opening a box in the
back being like, oh, a catalyticconverter from a 1993
Oldsmobile. Oh, man, what do wedo with it? So I think about
this and its effect onobsolescence, which we know is a
huge issue, and just the dollarsthat are sitting in boxes that
(23:56):
will never get sold, hugeimpact. Well, listen, I hope you
guys enjoyed this conversationwith Greg uland and a very
hungry Paul J Daly KyleMountsier and myself. We hope
you enjoyed it. Thanks forjoining us here on Auto Collabs.
Sign
Unknown (24:10):
up for our free and fun to read daily email for a free
shot of relevant news andautomotive retail media and pop
culture. You can get itnow@asotu.com That's asotu.com
if you love this podcast, pleaseleave us a review and share it
with a friend. Thanks again forlistening. We'll see you next
time.
(24:40):
Welcome to Annika. Lastrecording.
Michael, have you ever been around Kyle on a
(00:02):
morning when, like we'retraveling?
Unknown (00:10):
This is Auto Collabs,
Paul J Daly (00:12):
and it's like 9am and he hasn't eaten yet?
Michael Cirillo (00:16):
Yes, I have.
That was New Orleans. I
Paul J Daly (00:19):
mean, I could name a dozen places where that
happened. How would you explainhis demeanor at that moment?
Michael Cirillo (00:26):
Very pointed and technical.
Paul J Daly (00:32):
He's typically technical, but pointed. Pointed
is one of those. I'm channelingmy Kyle Mountsier vibes right
now because somebody's powerwent out earlier, so we have to
record these now. I mean, I'mnot going to blame on you. What
are you doing, Kyle? I don'tknow. It's, there's, there's a
thing. So I have a really, Ihave a really active five year
(00:54):
old, and so I've been spending alot of time on a trampoline
lately. Oh, okay,
Michael Cirillo (00:58):
so you're extra hungry all the time. Well, yeah,
and
Paul J Daly (01:02):
all of a sudden I've forgotten. I'm like, Oh,
that's right. When you'reactive, you get hungrier, yes,
and I'm hung here and I'mhungrier, and Kyle just pulls
out this bag of cheese puffs orwhatever he's eating. They're
magical. And you're on socialyou both are on Central Time.
I'm on Eastern Time, and I'mjust like, I will reach through
this camera
Kyle Mountsier (01:22):
and slap you, punch a mug, and
Michael Cirillo (01:26):
to do an interview, it's
Kyle Mountsier (01:28):
gonna be great.
We're gonna be fine, guys, Ipromise we're gonna be fine.
Greg is a consummateprofessional. Yes,
Paul J Daly (01:36):
this is not my game face. My game face happens when
we're in the interview. That'snot right now, no, but Greg is
always great to have on and he'salways got a lot to talk about
and he can he's one of thoseguys that you know, whenever we
show up in the interview, he canriff on just about anything
going on in the auto industry,which is why it's so much fun.
So we hope you enjoy thisinterview with me hungry and
Greg Ulin, ready to talk. Well,it's Greg. Thank you so much for
(02:01):
joining us again on AutoCollabs. It's so fun. Whenever
we get to sit together, we gotto actually be in person a
little bit at the NADA show.
We're about to be in personagain at ASOTU CON, and it's
just good to be with you, myfriend. Yeah, you as
Greg Uland (02:14):
well. No, it's funny. Before we started
recording, Kyle and I weretalking, I said, How do you guys
have time for this right now?
You kind of got a big showcoming up. You're putting on the
Super Bowl here, like two weeks.
Kyle Mountsier (02:22):
It's well, and I immediately responded with, we,
with, we don't, but we alwayshave time to hang out with you.
Well, no, I honestly like that,you know, for this podcast and
for those that listen, you know,we, we have some people that we
know a bit more, right, becausewe've had face time with them
and hung out, and then peoplethat we're getting to know. And,
you know, there's, there'sdifferent wonderful things about
both. But it's always good tohang out with you, because,
(02:44):
like, I feel like we can justhave a conversation and talk
about what's what's going on inthe world of auto broadly,
what's going on with theReynolds team and and just kind
of, like, it's like catching up.
You know, we just happened torecord it. I my,
Paul J Daly (02:57):
my question to you was, like, how do you have time
for this, because baseballseason is firing up, and you're
like, you're like the kids,youth baseball coach, of
baseball coaches, well, that's,
Greg Uland (03:10):
that's the part time job, right? This one, this one
has to take priority. We havefun. You know, we're at the at
the ball field pretty much everynight. Sometimes we get Fridays
off, but it's fun. That's theevening. That's the evening fun
time, right? I
Paul J Daly (03:22):
want to see So Kyle has recently started coaching
club soccer, okay? And so, like,I know there's this whole
persona that I just want to feeland be. I want to see coach
Greg, and I want to see coachKyle in action, because I
already have in my mind whatthey both look like. We're
Kyle Mountsier (03:37):
just going to be at a sodu con on the floor with
whistles, just using people likefaster across that, you know,
it's gonna be great. It'sfantastic. Good,
Paul J Daly (03:46):
fantastic. But, you know, alas, we can't talk about
youth sports all day. We have apodcast to record about uh,
things like robots and if andefficiency and AI, all things
that, you know, really, I don'tthink, have made their way into
youth sports yet. But are are,but are making their way into
dealerships all over the place.
I'm going to talk about my firstone, first, my favorite first,
(04:06):
but it's probably the leastimportant robots. I was having
got such a kick out of seeingthe robots just meandering
around the Reynolds booth atnada, and we begged and pleaded
for you all to bring them toASOTU CON, but you know, they're
not over 21 they can't be in thecasino, so Alas, they won't be
here. But, but what tell usabout the robots for a minute,
(04:27):
because then we'll move on toother things. But I need to hear
more about the robots first.
Greg Uland (04:32):
Yeah, so if anybody hasn't seen it, RELO is our
parts delivery robot, and it'sessentially automatically
dispatched through the DMS. Sothink about the workflow where
technician identifies work. It'ssent to the customer
electronically by the advisor.
Customer approves it with a textmessage or just hitting, you
know, approve. That comes backinto the DMS, so it's added to
(04:52):
the Ro So parts tickets created.
Parts guy gets an alert says,Hey, go pick the. Three parts.
Put them on rack one, he pickshim, he says, finished in the
DMS. And then the robot isautomatically dispatched, comes
picks up rack one, takes it toBay eight, drops it off, and
goes on its next run. So theymean, come on, right? So that
(05:13):
the technician, and obviouslythe benefit here is the
technician never stops working,never leaves the bay, never has
to walk to parts, never has toreally wait on parts, right?
Because he's not waiting on, youknow, whether it's a mobile back
counter that a lot ofdealerships are implementing, or
it's a parts runner that he'swaiting on, and then there's
that interaction that alwayshappens, right? So he's still
gonna waste some time,regardless whether he's walking
(05:34):
the parts counter or not. Nowthat just the parts appear for
him, he continues working. Soit's been pretty exciting. We
got them live in dealershipsnow. So a lot of dealerships are
coming on board and gettinglive. We're we're launching
multiple dealers, really, everyday again, getting those up and
running. It's pretty exciting tosee them, and starting to see
(05:55):
the efficiency gains already,
Kyle Mountsier (05:57):
if I'm, if I'm a technician, this is like the
greatest advance, because, okay,a technician is like, I don't
really want to shoot videos ofmyself, like talking about the
car, but I know it can make memore money. That's fine. I don't
I hate, like, typing in everysingle line every ro and taking
photos on a mobile app. But if Idon't have to leave my Bay, and
(06:18):
I can turn more hours per dayper week. That's money in the
pocket right there, right andit's just, it's just because I
got efficient time. It's notbecause, like, I gave my advisor
more to sell, or a better upsellpath or things like that. It's
just I already have somethingthat needs to be turned in into
into labor hours. And I kickthat up, but then it's more
(06:39):
efficient for the consumer aswell. Yeah.
Greg Uland (06:41):
Well, and think about, but, I mean, think about
that technician, right? Sowhat's, what's a minute worth
for a technician? What's aminute worth of a technician
time for a dealership? And whenyou break that down, say it's
five bucks, you know, just ingeneral. So that technician and
that dealership per technicianhas 480 units per day to sell at
$5 a unit, right? So 480 minutesin an eight hour day. So they
(07:03):
got 480 units, and they can, andlet's say I don't know how many
minutes is a tech call it 20minutes, right? That he's
walking, waiting, doing whatevereach day. Easy, that's and
that's
Paul J Daly (07:14):
if they don't, and that's if they don't start
talking about the game at thecounter. Yeah. So that's
Greg Uland (07:18):
inventory that's literally just spoiled. It's
gone. Like, if you think aboutit from an inventory
perspective, like you're never,you'll never sell, like,
perishable inventory, right?
100% Yeah. And as soon as it'sgone, it's gone. So the more
inventory, if you think about itthat way, that you can, you can
save and ultimately sell forthat technician and that
dealership. I mean, that is justgoing to continue to
exponentially grow over time.
Kyle Mountsier (07:39):
Yeah, I actually have a friend. He works for a
part supplier for stellantis,Nissan, a bunch of OEMs. They
are frame welders, right? Andtheir their entire business
model is built around line up,time and scrap rate, right? So,
like it like their best, theirbest lines are like 85% uptime,
(08:01):
uptime, 1% scrap rate, right?
And there are so many productionstyle businesses that are
thinking about time asinventory, right? We've
typically gone at like bays asinventory, right? Bay has to
turn 11 hours a day to be, youknow, to be profitable and
efficient, but you're talkingabout a whole different
inventory, you know, viewpointand when and how are you
(08:23):
exposing that data? Because isthat data like something that
you're thinking, Oh, we shouldexpose that to the dealer as,
like a as a KPI, really?
Greg Uland (08:36):
So when you think about it, there's, there's a KPI
that exists today that's not asfinite as what we've been
talking about, which is techproductivity, right? So what's
our benchmark on techproductivity? Meaning, if the
Tech has eight hours in theshop, right? What percentage of
those eight hours is he actuallyworking on a vehicle? And when
you look at Tech productivityover time, I don't know if
you've looked at this before,it's actually going down, which
(08:57):
is, like, not what we want,right? So over the last, yeah,
so ever last like 510, years,we've gone from 90% to 88 to 87
and a half. So the trend isactually down on technical
activity. What's the reason forthat? Well, I mean, there's a
few things. One, vehicles aregetting more and more complex to
diagnose. I mean, that's, that'sa part, oh, like the hour Diags
(09:18):
taking a full hour, right?
Right? So that's, that's a partof it. A part of it is the other
tasks that we're askingtechnicians to do, which, again,
some of them are valuable,right? But if a tech now has to
take a video, right? Certainlythey need to do an MPI. It needs
to be, we put pressure on themto make it a good MPI. Have good
notes. This isn't necessarilythere. It's
Kyle Mountsier (09:37):
no longer like, I remember the old API MPIs.
It's like, you got the linethrough the thing, right? It's
Paul J Daly (09:42):
just a straight line. It's like, yeah, I checked
all those. I didn't even checkthem all. I just drew a lot
through them all. Yeah. Sothere's, there's a lot more
tasks. So how can
Greg Uland (09:49):
we claw back some of that time, right? And this is a
great way to grow it, to do it,just keep them turning the
wrenches, because that's, firstof all, it's what they like to
do. Second of all, it's whatmakes them money. Third of all,
it's what makes the dealershipmoney. Like, we. Got to sell the
hours everybody
Paul J Daly (10:01):
wants it to happen.
Yeah, look,
Kyle Mountsier (10:03):
you know what?
You know where I think we'regoing to regain a lot of
technician efficiency is if thevehicle can pull itself into the
slot and the old one can parkitself again. I mean, that's
what I mean. That's why Carmax,their their production system,
is so efficient, is because thetechnicians never spend time in
the vehicle, moving it. Theyhave people that deliver it to
the bay, and then they remove itfrom the bay, and so if the
(10:24):
vehicle can do that, like what Ijust saw, it was a video of a
test, like a model three,leaving off the line for right
onto the carrier, like rightover to the carrier. That's a
good point. Well, I didn'texpect my robot question to get
us, get us this far, but I thinkit's a really meaningful
conversation that makes ameasurable difference to be
thinking through these items inI mean, one of the most
(10:46):
sustainably valued place of adealership and fixed stops. And
I also love that Reynolds islike from paper to parts, robots
and everything in between, welland paper to parts. That's a
great advertising just came out.
Came out, paper to parts, robotsand everything is all
illiterate, you know, all thestuff. Well, love it. So we were
(11:06):
actually Greg, we were actuallytalking this morning on on our
daily podcast about efficienciesand scale. And I think that
there's two places where we'refinding that be a big question
mark in the industry. One islike growing groups trying to
find efficiencies in scale,instead of just like growing
acquiring a new store andletting it be it's like, no,
(11:27):
we're going to roll up thesethings into software, people
management or anything likethat. So that's like one piece
of it that obviously Reynolds isfocused on, because you have a
lot of the largest groups in thecountry. But also, when you
think about the dataefficiencies at scale and
understanding and leveragingdata. And I think you know, what
I've seen Reynolds do over thepast, really, let's call it like
(11:49):
five to six years, is startacquiring these companies that
allow you to have touch pointsacross the retail and fit stops
environment. And now you'restarting to tie all those
together to, like, enhance bothof those places of efficiency.
Can you talk to how some of thathas been going, especially as
the last year we were atamplify, you announced spark.
(12:10):
Ai, right? How is that going?
Like, what's, what's currentstatus on that?
Greg Uland (12:15):
No, it's going really well. You know, when we
look at acquiring companies,obviously we're looking to
create efficiencies for thedealership. I mean that at the
end of the day, the success ofthe store is really what's at
the heart of what we're doing,including our acquisition. So we
aren't looking at an acquisitionand saying, Okay, this this
company is something that maybewe don't do or don't do well, so
let's go ahead and buy it. It'smore so how can we help our
(12:36):
dealers be as successful aspossible? And we do that through
development, we do it throughsupport, but we also do it
through acquisition. So youknow, some of the recent
acquisitions, you look at TSDwith with rental software,
right? You look at AWS, withinsurance products, you look at
auto vision, and was re contractwe rolled into auto vision and
(12:57):
the used vehicle managementspace. There's a lot of these,
companies that we've bought andwe've incorporated them into our
retail management system. Sotaking, you know, the DMS,
obviously at the center, andbuilding it out both through
development and acquisition, butwhen we when we acquire these
companies, we really want tomake sure that the data
underneath all of these toolsand all of these products is
(13:19):
tied together. It's a single asingle system, and we've always
talked about it as a singlesystem with a single unique
identifier for every customer,every vehicle and every
transaction. And that's that'sreally, really hard to do, but
when you think about ithistorically with software, in
order to do anything powerful,you need to have that kind of
(13:40):
single, unique identifier,right? And if you don't, then
you have all of these differenttools where just use a
salesperson as an example. Imean, there have been different
different documentations overthe years that have showed, hey,
a salesperson is going to touch,you know, seven different tools.
When they sell a car, it'sprobably more than that. You
know, they have to enter a VINin four different places. And so
(14:01):
there's all theseinefficiencies, and what happens
is you end up with duplicateinformation. You end up with
inaccurate information, and thenjust missing information in
different tools. So none of themcan function at a really, really
high level, or at least as highas what they're expected to. And
it creates these inefficiencieswhere it really slows. In this
example, a salesperson downinstead of the intended impact
(14:23):
of speeding them up, they haveto go to all these different
places and sell them down. Yeah.
So you look at that, then youlook forward and you say, okay,
so if that happened withsoftware, where these, these
software tools, were slowingpeople down because they had to
go to all these differentplaces, what's going to happen
with AI? And that's where we'reheading now, you know, with with
all of these AI tools, andthey're out there everywhere,
(14:43):
right? There's a, there's a newAI tool every four hours. I feel
like
Paul J Daly (14:48):
maybe three hours.
If you're subscribed to emails,you get the new announcement
every three hours, right?
Greg Uland (14:54):
But, but the tool itself, you know, it's gonna,
it's gonna actually take action.
Question. It's going to dothings, rather than just having
information and enablingsalespeople, in this example, or
anybody else in the dealershipto operate, it's going to go do
some functions. And if it hasinaccurate information, if it
has duplicate information, if ithas missing information, it's
going to do the wrong thing, orit's going to recommend the
(15:15):
wrong thing, right? If you keepthat person in the loop, it's
not going to be able to functionproperly, so, so rather than
causing inefficiencies, withouttying all these things together,
you're you're causing the wrongthing to happen, right? And you
think of the implications ofthat, when you're reaching out
to a customer and you're makingan offer that can be a big deal,
(15:36):
right? And being able to tie allthese things together becomes
more and more and more importantas we move into the
Kyle Mountsier (15:46):
future. Yeah, when, when I actually, as I'm
thinking about and listening toyou talk about this, it's
actually shocking to me that,and I talk about this a lot with
the tech side of stuff that I'mthinking about and like, like,
speeding up websites, right? Weactually find, and you see this
with any technology or anyprocess, sometimes, actually, a
(16:10):
lot of the times, the moresavvy, technologically forward
thinking dealerships end upbuying or or supplying their
team with more and moretechnology over time, right at
an attempt to increase customer,you know, satisfaction, or, you
(16:33):
know, engagement, and increasethe infici the efficiency of the
team member, all the whilethey're only adding complexity,
instead of driving efficiency,which is doing the adverse of
what the sales pitch is to dothose things. The
Paul J Daly (16:51):
technology that's so interesting that you bring
that up. I was reading anarticle today of who wrote it, a
guy named Peter, just a reallywell known technologist, and he
was talking about how the use ofAI, even in simple tasks, is
making people very inefficient.
And one of the examples he gavewas writing emails, and he said,
Okay, say, my daughter is sicktoday, and I need to tell my
(17:13):
boss I'm not going to be there.
So he goes in and he has alittle thing drafts a prompt,
right my boss an emailexplaining I won't be there
because my daughter said, mydaughter's sick. Hello, Bob. I
hope you're well, right? Andit's like, I'm writing to inform
you that my daughter is illtoday, therefore I will not be
able to fulfill my obligations,right? I will do my best to get
(17:34):
right. So he does that. He goes,Okay, obviously I'm not sending
that. My email would be like,Hey, Gary, you know, whoever is
sick, I won't be in the office.
And then he goes through aseries of prompts of what he
would need to do to get it torespond like that. And he was
just talking about how layeringtechnology on problems, he
called him horseless carriagesright now, and it could easily
become that, if we're not beingvery considerate and deliberate
(17:56):
about how and when we'redeploying the tech. So just
reminded me that, Kyle, when yousaid that, but I just, I feel it
my own life, right? Becausewe're heavy users and heavy
adopters of the new technologyto try to get the use and that,
that is the consideration. Isthis actually making it faster,
or is it making it slower, andthat's a little dumber in the
process? Yeah,
Greg Uland (18:15):
and that's where you I think you have to focus on the
engine or the horse, and thatanalogy, rather than the
carriage, right? The carriage isthe tool. It's the thing that
spits out the email for you, butthat that tool is going to give
you really bad output if itdoesn't have access to all the
(18:36):
information that's in your head,right? So same thing applies to
a business or a dealership. AnyAI tool needs access to a
unified AI data layer so thatall of the information that's in
your head, that's in your CRM,that's in your DMS, that's in
any other tool that you have, ifyou have a CDP, if you have a
market like all these tools, anyAI application needs access to
(18:57):
those and it needs to be asingle, unified AI data layer so
that it can actually create anoutput that you don't have to
rewrite. Yes,
Kyle Mountsier (19:05):
yeah, and why and why. It's actually like, I
keep going back to this. Like,when we started digital
marketing, we were like, goodnews, everyone, we're gonna be
able to track everything. You'llknow 100% of what the dollars
that you're spending are doing.
And then it's like, good news,everyone, we got CDPs, you'll
(19:26):
know everything right. Goodnews, everyone, AI came to save
it. You don't have to lift afinger. And the reality is, is
that, like micro touch pointsfor each of those only solve a
portion of the problem, anduntil you integrate your
(19:47):
ecosystem and like, tie it alllike you, I love the fact that
you said, like, there's a uniqueidentifier for X, whatever x is
like, until you you. Tell it,that's the unique identifier,
and here's the connective tissuefor all of that, nothing about
the connective tissue actuallymatters. And so I would say,
like, if a dealership or asoftware provider isn't thinking
(20:12):
about what their uniqueidentifier is, in their
vernacular is, and making surethat that unique identifier can
connect to x other uniqueidentifier that's important to
the data set, then, like, you'reliterally just gonna spin your
wheels over and over and over.
So, man, I I'm excited, becauseI can't wait to, like, see this
(20:38):
put into practice and into play,and we'll be talking more about
it at ASOTU CON, and obviously,kind of following, following the
story, because I think this isit's still an unfolding
conversation, and we'll figureout where it goes.
Paul J Daly (20:51):
Without a doubt, it's like not even close to be
we haven't even started tounfold. Because we haven't even
started. We haven't Well, welook forward to being with you
and your team in person, both onthe stages and the exhibit halls
and the receptions and all thethings and just a little bit
here. It's coming quick, butThank you always for being just
such an advocate of dealers andtheir goals and moving their,
(21:12):
you know, moving theirinitiatives forward and helping
us all. You know, think a littlebit broader about how things are
connected. Okay,
Greg Uland (21:19):
they drive our world, the automotive retail
world, is the best, bestindustry on the planet, and
those retailers are the onesthat that make it all happen. So
I think an amen to that all ofour responsibilities to make
sure that
Paul J Daly (21:30):
they're successful.
Indeed. Greg, thank you so muchfor being with us today. Always
my
Greg Uland (21:34):
pleasure. See you soon, guys. You
Michael Cirillo (21:40):
know it'd be interesting, though, is if we
put a hungry countdown timer onour episodes, where it's like,
halfway through, because, youknow, one of the four on a call
is going to be hungry.
Paul J Daly (21:51):
First go with the host. One of the three of us is
going to
Michael Cirillo (21:53):
be and then you can count them down to when I
give an abrupt ending. You know,because, like, sometimes we're
like, great at our closes, andwe're like, All right, thanks
for joining us on Auto Collabs.
And they were like,
Kyle Mountsier (22:05):
off screen.
Paul J Daly (22:09):
Now you know the rest of the story. I love the
part when we're talking aboutrobots, and that conversation is
going back to food at theirbooth when they were the little
robots were running around withwater and beverages and things
like that. But I had no idea,like, the way, the way Greg and
they're approaching just fixedoperations revenue, and you
(22:29):
minutes being units ofproduction, and just like,
optimizing for minutes ofproduction. And look, I
Kyle Mountsier (22:34):
thought when I was in sales trying to figure
out how to make the desk actlike a bay, like, like deals per
desk, like hours per day that Iwas savvy now I'm like these
cats are trying to figure outminutes per day as units of
inventory Come on,
Paul J Daly (22:49):
perishable inventory that once it's gone,
it's gone. So this little robotis going to help us. That's
Kyle Mountsier (22:54):
a level of efficiency that I think our
industry has to get to like andwell, okay, let me just say our
industry, broadly I talked aboutthis is on that right when you
look at production lines time,you know, like the Toyotas, you
know, just in time manufacturingthat so many people have, have
have assumed as theirmanufacturing principle, like
(23:17):
you have to be diligent Aboutevery minute, every every
millisecond, every everythingthat passes through. QA, yeah.
And the fact that we run ourdealerships on, like, our hope
of solar car today, you know, islike, it's kind of wild to me.
You know, there's,
Michael Cirillo (23:34):
there is a parts manager at a dealership
somewhere in America or Canadaright now opening a box in the
back being like, oh, a catalyticconverter from a 1993
Oldsmobile. Oh, man, what do wedo with it? So I think about
this and its effect onobsolescence, which we know is a
huge issue, and just the dollarsthat are sitting in boxes that
(23:56):
will never get sold, hugeimpact. Well, listen, I hope you
guys enjoyed this conversationwith Greg uland and a very
hungry Paul J Daly KyleMountsier and myself. We hope
you enjoyed it. Thanks forjoining us here on Auto Collabs.
Sign
Unknown (24:10):
up for our free and fun to read daily email for a free
shot of relevant news andautomotive retail media and pop
culture. You can get itnow@asotu.com That's asotu.com
if you love this podcast, pleaseleave us a review and share it
with a friend. Thanks again forlistening. We'll see you next
time.
(24:40):
Welcome to Annika. Lastrecording.
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