June 12, 2025 • 25 mins
Adam Marburger redefines F&I leadership with a servant’s heart and a black belt mindset.
In this episode of Auto Collabs, Paul J Daly, Kyle Mountsier, and Michael Cirillo sit down with Adam Marburger, President and CEO of Ascent Dealer Services, to delve into his unconventional journey through the automotive industry. Starting as a porter, Adam's ascent to a top-tier F&I leader is a testament to his dedication and innovative approach. His new book, The Servant Leading F&I Manager, encapsulates his philosophy of leadership that prioritizes service, collaboration, and purpose.
Adam shares insights on transforming F&I departments into hubs of trust and long-term customer relationships. He emphasizes the importance of early involvement in deals, continuous training, and the adoption of a servant leadership mindset to enhance both customer satisfaction and dealership profitability. Listeners will gain valuable perspectives on how empathy and accountability can revolutionize the traditional F&I role.
Timestamped Takeaways:
0:00 – Intro with Paul J Daly, Kyle Mountsier, and Michael Cirillo.
1:47 – Adam recounts his accidental entry into the automotive industry and his progression from porter to F&I expert.
4:06 – Discussion on building a massive referral base and the significance of genuine customer connections.
7:27 – Identifying common issues in F&I departments, including lack of process and accountability.
10:04 – The necessity of continuous development and training for managerial staff in dealerships.
15:05 – Exploring the principles of servant leadership and its impact on F&I operations.
Learn more about Adam Marburger:
LinkedIn: Adam Marburger
Company: Ascent Dealer Services
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Paul J Daly (00:00):
I love it when we have somebody on the show who
(00:02):
also has a book.
Unknown (00:09):
This is Auto Collabs.
We do that a
Paul J Daly (00:11):
lot. We do and one of the things like, you know, in
whenever you have a book withouta major publisher, I think, and
you know, I have one, I wroteone. And really the reward of
having the book is writing thebook and getting all your
thoughts in a line, because Ifound that it helps you live out
those thoughts and thosestrategies. Because, you know,
the three of us come up with,like, one idea, one new idea
(00:33):
every 22 seconds. Well,
Kyle Mountsier (00:35):
what it's? What it does is it is it changes your
commitment level to it right?
Because now other people haveread and thought about the
thoughts that you have, right?
And so all of a sudden you'relike, No, I'm going to actually
commit to that way of thinking,that way of life, that way of
perceiving the world. And andyou see it through and through.
We've gotten to know Adam,obviously, through a few
(00:57):
different mechanisms and andjust from being around the
industry, and you can see himliving out the thesis that he
believes in and what's presentin his book. And so I'm excited
to have a conversation about itwith him, because that's the
conversation that he's gonnalove. So we hope that you
enjoyed this conversation. Hey,Adam,
Paul J Daly (01:19):
it's so good to be with you on this podcast after
spending a little time with youback in public policy day, it's
the first time we've gotten toreconnect. Good to
Unknown (01:26):
have you here. I'm excited to be here. Thanks for
having me. You know, like, Oh,
Paul J Daly (01:30):
you're gonna ask some Kyle. You just took an
inhale. Not at all. I just tooka big breath. Okay, so one of
the things that that we love todo on the show is let people get
to know the person a little bitbecause, you know, we'll talk
about F and I will talk aboutthat stuff in a minute, but give
it. Give us, like, the twominute on like, how you got in
the industry and why?
Adam Marburger (01:47):
Yeah, it was on accident. You know, I was
working. I joined the club,working at a restaurant. I was
in Panama City Beach for a week,just having a blast. I get back
from my vacation and the ownerof the restaurant says, Hey,
good news, bad news. And I'mlike, All right, give me, uh,
give me the bad he goes, We'reclosing the restaurant. And I'm
like, what's the good news?
Loved my job. You're going withme to the Toyota dealership. And
(02:09):
I'm like, what? So he took medown there. His name's Gordon
Carver, got to know the GM. And,you know, I took a little time
to make the deal because I washesitant of being a car
salesman. And as a matter offact, I requested to be a
porter. So I started my first 20days as a porter, and then
sales. Three years later, F andI, and now I just, you know, I
(02:30):
help people wait
Kyle Mountsier (02:33):
so your restaurant owner took you to the
deal. Why did the restaurant? Iwant to know that story. He's
Paul J Daly (02:39):
like because I had the newspaper and it says you
can make 70,000 your first year.
And I'm gonna give you this guyreferenced
Adam Marburger (02:45):
savant at selling cars. Gordon was always
Gordon was a 30 car guy, likewhen no one was doing it, and it
was all just customers coming,and he built a base, he stepped
away to help his wife open upthe restaurant. So he just
stepped away. It was kind oflike, not a permanent thing. I
don't believe he was at therestaurant quite a bit. So when
(03:05):
that fell through, he's like,we're going right here, and
that's what, that's what we did.
So
Kyle Mountsier (03:09):
that's so cool.
Like someone gave you a shot,like, this is the shot. This is
where you go. This is, this iswhere it happens. I um, you were
when you were still at thestore. You are 40, under 40,
right? Yeah, was that?
Adam Marburger (03:24):
That was, that was at the tail end of my
career. That was, you know, thatwas basically, I was running a
big dealer group in St Louis,and got nominated in that. That
was a lot of fun, too. That'skind of
Kyle Mountsier (03:33):
where my because, like, okay, look every
time you say it, yeah, just so,you know, like, if you calculate
how many people get this in thelast out of, I don't know, 2
million people in the industry.
You know, over the last 20years, only 800 people. So
you're in that list. What do youthink? Well, you know, you get
nominated. But then you gothrough all this stuff where,
(03:56):
what was the thing that kind of,was the calling card that helped
you stand out that said, this iswhy you know this person is kind
of changing the game.
Adam Marburger (04:06):
Yeah, great, great question. I think it was
my career. I mean, I deliveredover 20,000 very few people have
done this, but I delivered over20,000 retail deals like I
delivered, funded, completed,and I built a huge referral
base. I was an F and I managerthat sold almost 20 cars a
month. I had people just comingin to see me that I just built
something special. I took my jobvery serious. I invested in
(04:30):
myself. I I'm all things F, andI'm madly in love with that
space. So Wow.
Kyle Mountsier (04:36):
Sales people, sales people, find it hard to
get people referring back. Like,I remember, you know, it was
always like, Okay, call thecall, the people get the
referral, right? But there's,there's, you can't just make the
call. There's something that youdo in the mid time. What do you
think? You know, can you pointto, like, one or two reasons why
(04:57):
you had success driving people?
People to refer people or tocome back to you over time,
outside of just like I treatedthem Well, was there was like a
tangible thing or a way that youcrafted the entire conversation
that led to that volume ofrepeat and referral business?
Adam Marburger (05:15):
I absolutely love that question, so I will
use a reference out of out of abook unreasonable hospitality,
right? Let's go, come on now.
Well, well, like here. So as anF and I manager, I provide a
service, and a service, it's theact of service is a thing that I
do, right? But it's how you makepeople feel in that process, is
what really matters and reallyequates to hospitality. So what
(05:35):
I would do is I would genuinelyconnect, like I would ask real
questions and and really listenand just really get to know
people. Now there were dayswhere I'm five deep, and I have
to do that quicker and getinvolved early, and that's why
getting involved early in thetransaction is critical as an F
and I professional, but I wouldconnect with people. I'd make
them laugh, I'd make them feelspecial, and I they knew I truly
(05:57):
cared. Every one of our clients,our guest, had my cell phone
number. I made sure that nomatter what you call me, you
text me you need something. Idon't know if you know this, but
if you were to check every F andI managers voicemail in the
industry, how many of thosemailboxes are
Paul J Daly (06:16):
full, we already know the answer.
Adam Marburger (06:19):
That's a pet peeve of mine, by the way, they
should never be full, but directaccess to me is that you're that
last touch point from a from thetransaction standpoint, right?
So that's, that's, I think, themagic on it, you know? Yeah,
Kyle Mountsier (06:33):
it's like, simple magic, though, yeah,
check your voicemail, call themback, you know? I
Paul J Daly (06:38):
mean, gosh, you kind of feel like, I mean, my
voicemail is where communicationgoes to die, and I'm not an F
and i Manager, but you wouldthink that I've had, literally,
I just, you know, I boughtseveral vehicles out of state,
and I had that experience like,two or three times. Now,
granted, I had, I had, like,text messages and, like, we were
outside of that, but I can'timagine that that isn't like the
(07:01):
one of the simplest things tofix you get. You have a unique
perspective, because you serveso many F and I departments and
dealer groups on a regularbasis. So you kind of get the
advantage of this bird's eyeview on common issues, common
problems, common challenges inthis day and age. Can you give
us two or three the things thatyou are seeing a lot of maybe
(07:22):
that weren't always issues, butare have been become issues in
the last 12 to 24 months.
Adam Marburger (07:27):
Yeah, that's an easy I could give you 100 so let
me be just real fair here. Andthis is broadly speaking, is
like Doom scrolling. Okay, sothere is a lack of process and
accountability. So when youreally take over a store, get
involved in a store, whenthey're when the process is
dialed in, and there's somebodyreally monitoring the process,
(07:50):
and we're, we're managing withdata, and from the GM down,
everybody's kind of in Unity.
Those stores run at a very, veryhigh level. Those stores produce
above industry standard. Thestores that lack a process, and
especially if there's nobodyholding that process
accountable, you just run subparnumbers. So that is a problem
right there. The second issuethat I'm seeing a ton as of
(08:13):
recent, there's a there's a lackof development. So, you know, a
lot of the industries kind ofright now, we should focus on F
and I. We should be trainingmore, investing more, going to
more F and I schools, dialing inour craft, getting better at our
product knowledge. Margincompression is real. We know
that, right? So F and I that thespotlight's on us right now.
(08:35):
There's a lack of commitment toprofessional coaching, that's so
that's a big one that I wasexperiencing and seeing, which
is good for me and my businesslike that helped. But that's
that's a big issue well,
Kyle Mountsier (08:49):
and I, when I look at, you know, the positions
in the dealership, it seems likewe have as an industry over,
especially over the last threeto four years, and now it's
getting really highlighted,because people are going, oh,
people aren't tripling, trippingand falling into cars anymore.
They need, they need a realsales person. So we've really
(09:10):
focused on frontline training asan industry, but there's not a
ton of focus on managerialtraining, whether that be F and
I or sales or businessdevelopment training, there's
not a focus on what I wouldcall, like continued development
of the manager. And so youcalling that out saying, like,
No, this is people kind of getthere. We train them for a few
(09:32):
months and then hopefully theyalways run good numbers.
Hopefully they always arecompliant. Hopefully you know
how to how do you encouragedealers that maybe haven't put a
focus on that, continuedtraining of the managerial staff
to find those inroads and thoseavenues to do that. Yeah,
Adam Marburger (09:50):
it before I answer that, let me piggyback on
your statement, because what yousaid was, was profound. I own a
company in the dental space,okay, so my clients who are not.
Doctors, you got to have so manyhours of continuing education,
even hydrogen
Paul J Daly (10:04):
mandatory, right?
Or you can't practice, can'teven practice, right?
Adam Marburger (10:07):
So when you look at it going back to auto, yeah,
there's sales training, youknow? But you got some F and I
training, a little more than Idon't see a whole lot. What
about sales manager training,you know? What about BDC
department? You don't see thereare a few companies, don't get
me wrong, there's some trainingout there, but you're right. We
don't focus on it. We don'tfocus on it. And so I think
(10:29):
this,
Kyle Mountsier (10:29):
like business opportunity sales manager
training,
Adam Marburger (10:33):
there needs to be more of it, because here too,
you asked me if you were to askme, What's the quickest way to
increase my F and I production,my profitability. I wouldn't
say, hire me. I would say thefirst thing you would need to do
is get the sales manager and theF and i Manager as one, yeah, as
one, they're a single unit, onegoal, one vision, one mission,
(10:58):
same values. You dominate thatway, right? And so to answer
your question is, how do you,how do you bring this and make
this make sense to a dealer?
It's really a you got to get infront of them and show them
data. You know, if you can justshow a dealer real data and
store similar in their market,what they they're what it's
capable of doing. It. That's themath, doesn't lie. So it's
(11:21):
getting in front of the dealerand showing them, showing the
math, you know, in findingsomebody being willing to change
too, right? That's the key. Isgetting, getting through to the
dealer and the GM and the team,that change is not a bad thing,
because we got to changesomething, otherwise we're going
to get continued to get
Paul J Daly (11:41):
what we're getting right now, right? That's right,
Kyle Mountsier (11:42):
yeah, you know, I actually, I wanted to go back
to you said, very, very early.
You said, Get, get involvedearly in the deal as an F and i
Manager, and I agree with that,so, but I want to go, I want to
take a different path of it is,I have heard sales managers and
finance managers and dealershave kind of two fields of
(12:02):
thought. One being, no, don'tget involved too early in the
deal, because then you getadopted the deal. You get
sideways of the talk tracks likeyou don't you don't get to
remove yourself from kind oflike the thesis around the deal.
Get your head stuck in what thatmonthly payment might be. So
wait until but then the field ofthought that I would agree with
you with is, hey, get involvedearly. So you know the structure
(12:26):
of the deal. You know you can,you can find financing options
that work. You understand whatmakes that customer tick. Things
like that. I remember, actually,there's like, there's like, four
or five things that I'm super,super proud of of my time in
retail. And one of those is Itook an F and i Director job,
and I had never spun paper in mylife. I was on the I actually, I
(12:47):
started as a, I started as a. Iwent to the sales manager side
first, which is a very rarepath, if you know anything about
like most people go through, Fand I to the desk. And I. So I
went to the desk and then to Fand I, and so the only thing I
knew how to do when I started inF and I was go back and sit on
the desk. And maybe I did it onaccident, but we saw literally a
(13:08):
$400 per copy increase in lessthan 60 days. And I think it was
because I was sitting next tothe two sales managers. I was
aware of every single deal, andwhether it was me speaking the
paper or my other F and iManager, like we knew what was
going on, and we could getinvolved early, and we needed
to, we could start sending thatto banks if we needed to, and
start to structure that deal sothat there was success all the
(13:31):
way around for the customer andfor the dealership. So how do
you you know, like, why arethere those fields of thoughts
when there's so much data aroundthe early intervention still?
Yeah, that great
Unknown (13:44):
question. I wish I had the answer to that
Kyle Mountsier (13:49):
out too. Yeah.
All I
Adam Marburger (13:50):
do know is what you described having, you know,
having the F and I team sittingwith the sales desk being
willing to, here's the thing,too, our school of thought. I
wrote about this in the book. Igot a story. You know, I could
talk. I can name drop Pete.
Pete, my sales manager, was abrilliant desk guy, new lending
institutions, equally as well asI did. You mean, in this book,
(14:11):
yeah, yeah. He just, thank you.
So anyway, he just didn't likepeople he was he just didn't
like people. He didn't want toget out of his desk. He wanted a
stick deal. So the deal I madewith him was, I'll do every to
so me and him had a deal. Imean, we worked together 15
years, dang near it. He knew Iwas quick out. Boom, boom. I
took I took control. He neverpainted me in a corner. He
(14:33):
always we worked deals together,and it was a brilliant
relationship. And that's why weran good numbers. And so that's
why the way it should be, youknow. You know, today we're here
to sell cars. We sell cars andwe service cars. I don't care if
you're a porter or a dealerprincipal, we sell and service
cars and help people. Like,let's get the ego out of the
way, you know. So,
Paul J Daly (14:53):
so tell me about this book, the servant leading F
and i Manager. It's not a bookabout F and I. I but it is tell
us, like, give us a littlesummary. What's in here. You
know,
Adam Marburger (15:05):
here's the F and I person. I'll call myself an F
and i Manager. The F and Imanager that I was in my 20s.
Looks nothing like the F and Iprofessional that I was in my
30s. And so I share stories ofthings, stories of the old way
into the right way, and reallyhow to embrace leadership and
personal development. So it'sall about becoming a better
(15:27):
version of you, just not justbecause you can lift yourself,
but you can lift others. Soreally, that's what this book's
about, a serving and how an Fand I department can truly serve
every single department withinthe four walls of the four walls
of the dealership, and buildthese relationships. And so it's
just pretty I wrote it justbecause it was like, I felt
like, not at the end of mycareer, but it's, you know, I
(15:50):
haven't spun deals live in astore since, I think 2019 was
the last time I took a retailtransaction. So I wanted to,
kind of like, finish my careerwith a manuscript of, you know,
kind of my story,
Paul J Daly (16:02):
I like it, you know, key takeaways from from
one of the chapters onleadership redefined. I mean,
one of the what chapter is this,chapter 16, learn lead. Key
takeaway, servant leadership isabout prioritizing the
development and well being ofothers. Leadership is a
privilege and should beexercised with humility and
integrity and then empoweringyour team and fostering their
growth leads, leads to long termsuccess. It sounds just like
(16:26):
good leadership principle andrat in an F and I wrapper, yeah,
and I've never, I've actuallynever heard someone say that if
f and I is done right, it servesevery single person in the
dealership. I don't think peopleapproach it that way. Yeah, you
know why? Because you because,okay, I think, I think F and I
okay. So just, we're gonna,you're gonna tell us why. We're
(16:46):
gonna stereotype go. Thestereotype is that f and I is
isolated in a hallway where theymake a ton of money and they
don't want anybody to interferewith that. Yeah, the end, yeah,
yeah, you're right. Like, if I'ma porter. What do they do in the
F and I office? Yeah, they makea boatload of money. Don't
bother them. Get them whateverthey ask for. So one
Adam Marburger (17:07):
of the chapters in the book is about prima
donnas. So that's, that's achapter about old school F and I
managers. I wrote it. I wrote itfor old school F and I managers.
But here's the thing here, F andI has the the ability. So here's
what F and I really does. If youdo your job right, your job is
to get the customer happilyengaged in service with products
(17:31):
and services that wed themhappily and then if service does
what they do right, they comeback to sales. It's a symbiotic
relationship. So why would younot focus more on retention?
See, I was never trained onretention. I was trained on more
service contract, sales, higherPVR, higher PVR. It's about
getting the customer happilyengaged in service and having a
(17:52):
pay plan that where F and I iscompensated fairly. It needs to
be fair to the dealer, the salesstaff, the producer, fair pay
plans that are product driven.
We don't want weak F and Ipeople do getting all the money
in reserve and high gross andservice contract. We need
multiple products with fairspreads. We can have it all. So
anyway, that's my talk on that.
(18:16):
Sorry, it's a total
Kyle Mountsier (18:18):
different spin, because it's like, no, no. This
is the last, this is the finaleffort to make sure this person
has a great ownershipexperience, right?
Paul J Daly (18:26):
Because you can certainly ruin a great
purchasing experience in the Fand I office, yes, for sure. And
you have somebody who shouldleave feeling excited and taken
care of, they can leave therefeeling like, oh my gosh, did I
just make a mistake, especiallythe next day. Yeah, yeah. Need
me no more. Put them in the box.
We
Adam Marburger (18:45):
got to be honest, though. Yeah, we're
getting that out, and it is anindustry. We're just better.
Without my retail friends thatmay see this like you can agree
it's getting better. I bought acar a week ago and had the
absolute best experience of mylife buying a car. I bought a
car. I'm gonna shout out Monganass, Lexus. Bought a new LS. I
(19:09):
mean, the hospitality that. Imean, I was in and out of there.
I didn't even, hadn't evendriven the car yet. I expected
to be there for three hours atleast. Just because I was
looking at a few, I was going todrive a handful because my eyes
set up. I was there for 90minutes through finance car
detailed. I had three managersshake my hand, the F and I
(19:30):
person was quick to the pointtransparent. Here's what it I
was just I walked out of there,like, Yeah,
Paul J Daly (19:36):
this is how agree he walked out there. He was
like, I'm gonna be out of a job.
If everyone keeps doing it thisway,
Adam Marburger (19:42):
I message, I messaged the dealer principal. I
said, unreal experience. Googlereviews are coming. And, yeah,
Kyle Mountsier (19:49):
I think, I think, and this is what we say.
We keep saying we're like, Ijust think it auto is just a
story that hasn't told its bestside. You. And you that's all
over the country, what you justsaid is not an isolated
incident. Are there still badactors? Absolutely, there's bad
dentists, there's badrestaurants, there's bad
(20:11):
anything, right? But the the butthe prevailing narrative in auto
that's actually untold is thatdealers are getting way better.
They are investing in trading.
They are understandingretention. They are excellent at
customer experience. They arereading books like unreasonable
hospitality and ExtremeOwnership and leaders talking
Paul J Daly (20:33):
about it and sharing about trying to outdo
one another. Yeah.
Kyle Mountsier (20:37):
I mean, we, I went to dmsc. We are at ASOTU
CON. Everybody at both of thosewas not interested in status
quo.
Paul J Daly (20:46):
No,
Kyle Mountsier (20:48):
I'll tell you. I bet, I bet you, between those
two events, there's 5000 retailrooftops represented, without a
doubt, it's
Paul J Daly (20:57):
a third of the industry right there. You know
what's terrifying to me. And yousaid it, and now I'm just going
to think about it. There are baddentists out there,
Kyle Mountsier (21:16):
and they still, they still get certifications
every single year,
Paul J Daly (21:21):
certifications, and they suck, and they're going to
take your money, and what areyou going to do? Well,
Kyle Mountsier (21:25):
Adam, we see your passion, and I love that
you're serving this particularpart of the industry, because I
think as we talked about theleadership side of our business,
the management side of ourbusiness has not had continuing
education, so I love that you'repassionate about it, passionate
clearly about F and I and itsimpact on the entire dealership.
Thanks for spending a little bitof time with us. I know we'll
(21:46):
talk to you here soon, andthanks for joining us on
Adam Marburger (21:49):
Auto Collabs.
You guys rock. I appreciate youat a high level thing.
Kyle Mountsier (21:57):
You all haven't worked in a dealership, but I
knew, and still know some F andI, prima donnas, listen, okay,
Paul and these,
Paul J Daly (22:08):
I did work in a dealership. Okay, yeah, that's
Michael Cirillo. Is the outcasthere. And I just remember that
the F and i Manager in thedealership I worked with, I
could not, for the life of me,figure out why he seemed to have
the most money and why everyoneseemed to cater to him.
Kyle Mountsier (22:29):
That's a special it's a special talent. So, but I
think you know what? What Adamis pointing out is that that way
of thinking, soindividualistically, is is is
removing itself from thedealership ecosystem. We're
seeing F and I managers becomemore leaders across the org,
lean into the the rest of theorganization's profitability and
(22:51):
into the retention and thinkingabout the deal early and the
consumer and and I appreciatewhat Adams tried to do in in
make leaders out of f and Iprofessionals, because I do
think that's a place that can,they can see a lot of the store,
you know, and think with adifferent perspective,
Michael Cirillo (23:11):
I'm not contributing anything out of
protest. No. But you know whatthink about this, what you're
saying, Kyle, makes all thesense in the world. Why? Because
I would venture to say, of allthe negative reviews about
dealerships that exist in theworld, it wasn't the sales
(23:32):
process, it wasn't the testdrive, it wasn't even getting to
circle the number and initialit. It was the breakdown that
happens in the handoff from thesales department to the F and I,
because you, all of a sudden areinvited into a glass cage, if
you're lucky, to be in adealership that has windows, and
(23:52):
the F and I manager has theircomputer backing to you. You
don't get to see what they'retyping, and they're just doing
all these things, and you haveno clue, and there's so many
questions. And then all of asudden, because that rapport
often is not established, theyjust, it seems as though they
start hitting you, well, you'regoing to want this, you're going
to want that. You're running,and most of the time, people
(24:12):
feel bamboozled. It's by thenumbers. I didn't get a good
deal. Well, who's responsiblefor presenting all of that? It's
the F and i Manager. And so oneof the things that I've come to
appreciate about Adam is hisadvocacy for personal leadership
and personal accountability, andwhat that does to impact a
customer's experience, how heexplains things, why he chooses
(24:35):
to explain certain things,because he knows, I think You
said it Kyle in a past episode,you know, all of that goes it's
a major contributor intoretention, which is actually the
easier part of exactly doingbusiness. And so I've always
appreciated the bat that aboutAdam. He's, he's a individual of
(24:56):
tremendous self accountability,which I admire.
Kyle Mountsier (24:59):
Well, hey. We hope you enjoyed this
conversation as much as we didon behalf of Paul J Daly,
Michael Cirillo and myself. KyleMountsier, thanks for joining us
on Auto Collabs.
Unknown (25:08):
Sign 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.
(25:39):
Welcome to Article. Lastrecording you.
I love it when we have somebody on the show who
(00:02):
also has a book.
Unknown (00:09):
This is Auto Collabs.
We do that a
Paul J Daly (00:11):
lot. We do and one of the things like, you know, in
whenever you have a book withouta major publisher, I think, and
you know, I have one, I wroteone. And really the reward of
having the book is writing thebook and getting all your
thoughts in a line, because Ifound that it helps you live out
those thoughts and thosestrategies. Because, you know,
the three of us come up with,like, one idea, one new idea
(00:33):
every 22 seconds. Well,
Kyle Mountsier (00:35):
what it's? What it does is it is it changes your
commitment level to it right?
Because now other people haveread and thought about the
thoughts that you have, right?
And so all of a sudden you'relike, No, I'm going to actually
commit to that way of thinking,that way of life, that way of
perceiving the world. And andyou see it through and through.
We've gotten to know Adam,obviously, through a few
(00:57):
different mechanisms and andjust from being around the
industry, and you can see himliving out the thesis that he
believes in and what's presentin his book. And so I'm excited
to have a conversation about itwith him, because that's the
conversation that he's gonnalove. So we hope that you
enjoyed this conversation. Hey,Adam,
Paul J Daly (01:19):
it's so good to be with you on this podcast after
spending a little time with youback in public policy day, it's
the first time we've gotten toreconnect. Good to
Unknown (01:26):
have you here. I'm excited to be here. Thanks for
having me. You know, like, Oh,
Paul J Daly (01:30):
you're gonna ask some Kyle. You just took an
inhale. Not at all. I just tooka big breath. Okay, so one of
the things that that we love todo on the show is let people get
to know the person a little bitbecause, you know, we'll talk
about F and I will talk aboutthat stuff in a minute, but give
it. Give us, like, the twominute on like, how you got in
the industry and why?
Adam Marburger (01:47):
Yeah, it was on accident. You know, I was
working. I joined the club,working at a restaurant. I was
in Panama City Beach for a week,just having a blast. I get back
from my vacation and the ownerof the restaurant says, Hey,
good news, bad news. And I'mlike, All right, give me, uh,
give me the bad he goes, We'reclosing the restaurant. And I'm
like, what's the good news?
Loved my job. You're going withme to the Toyota dealership. And
(02:09):
I'm like, what? So he took medown there. His name's Gordon
Carver, got to know the GM. And,you know, I took a little time
to make the deal because I washesitant of being a car
salesman. And as a matter offact, I requested to be a
porter. So I started my first 20days as a porter, and then
sales. Three years later, F andI, and now I just, you know, I
(02:30):
help people wait
Kyle Mountsier (02:33):
so your restaurant owner took you to the
deal. Why did the restaurant? Iwant to know that story. He's
Paul J Daly (02:39):
like because I had the newspaper and it says you
can make 70,000 your first year.
And I'm gonna give you this guyreferenced
Adam Marburger (02:45):
savant at selling cars. Gordon was always
Gordon was a 30 car guy, likewhen no one was doing it, and it
was all just customers coming,and he built a base, he stepped
away to help his wife open upthe restaurant. So he just
stepped away. It was kind oflike, not a permanent thing. I
don't believe he was at therestaurant quite a bit. So when
(03:05):
that fell through, he's like,we're going right here, and
that's what, that's what we did.
So
Kyle Mountsier (03:09):
that's so cool.
Like someone gave you a shot,like, this is the shot. This is
where you go. This is, this iswhere it happens. I um, you were
when you were still at thestore. You are 40, under 40,
right? Yeah, was that?
Adam Marburger (03:24):
That was, that was at the tail end of my
career. That was, you know, thatwas basically, I was running a
big dealer group in St Louis,and got nominated in that. That
was a lot of fun, too. That'skind of
Kyle Mountsier (03:33):
where my because, like, okay, look every
time you say it, yeah, just so,you know, like, if you calculate
how many people get this in thelast out of, I don't know, 2
million people in the industry.
You know, over the last 20years, only 800 people. So
you're in that list. What do youthink? Well, you know, you get
nominated. But then you gothrough all this stuff where,
(03:56):
what was the thing that kind of,was the calling card that helped
you stand out that said, this iswhy you know this person is kind
of changing the game.
Adam Marburger (04:06):
Yeah, great, great question. I think it was
my career. I mean, I deliveredover 20,000 very few people have
done this, but I delivered over20,000 retail deals like I
delivered, funded, completed,and I built a huge referral
base. I was an F and I managerthat sold almost 20 cars a
month. I had people just comingin to see me that I just built
something special. I took my jobvery serious. I invested in
(04:30):
myself. I I'm all things F, andI'm madly in love with that
space. So Wow.
Kyle Mountsier (04:36):
Sales people, sales people, find it hard to
get people referring back. Like,I remember, you know, it was
always like, Okay, call thecall, the people get the
referral, right? But there's,there's, you can't just make the
call. There's something that youdo in the mid time. What do you
think? You know, can you pointto, like, one or two reasons why
(04:57):
you had success driving people?
People to refer people or tocome back to you over time,
outside of just like I treatedthem Well, was there was like a
tangible thing or a way that youcrafted the entire conversation
that led to that volume ofrepeat and referral business?
Adam Marburger (05:15):
I absolutely love that question, so I will
use a reference out of out of abook unreasonable hospitality,
right? Let's go, come on now.
Well, well, like here. So as anF and I manager, I provide a
service, and a service, it's theact of service is a thing that I
do, right? But it's how you makepeople feel in that process, is
what really matters and reallyequates to hospitality. So what
(05:35):
I would do is I would genuinelyconnect, like I would ask real
questions and and really listenand just really get to know
people. Now there were dayswhere I'm five deep, and I have
to do that quicker and getinvolved early, and that's why
getting involved early in thetransaction is critical as an F
and I professional, but I wouldconnect with people. I'd make
them laugh, I'd make them feelspecial, and I they knew I truly
(05:57):
cared. Every one of our clients,our guest, had my cell phone
number. I made sure that nomatter what you call me, you
text me you need something. Idon't know if you know this, but
if you were to check every F andI managers voicemail in the
industry, how many of thosemailboxes are
Paul J Daly (06:16):
full, we already know the answer.
Adam Marburger (06:19):
That's a pet peeve of mine, by the way, they
should never be full, but directaccess to me is that you're that
last touch point from a from thetransaction standpoint, right?
So that's, that's, I think, themagic on it, you know? Yeah,
Kyle Mountsier (06:33):
it's like, simple magic, though, yeah,
check your voicemail, call themback, you know? I
Paul J Daly (06:38):
mean, gosh, you kind of feel like, I mean, my
voicemail is where communicationgoes to die, and I'm not an F
and i Manager, but you wouldthink that I've had, literally,
I just, you know, I boughtseveral vehicles out of state,
and I had that experience like,two or three times. Now,
granted, I had, I had, like,text messages and, like, we were
outside of that, but I can'timagine that that isn't like the
(07:01):
one of the simplest things tofix you get. You have a unique
perspective, because you serveso many F and I departments and
dealer groups on a regularbasis. So you kind of get the
advantage of this bird's eyeview on common issues, common
problems, common challenges inthis day and age. Can you give
us two or three the things thatyou are seeing a lot of maybe
(07:22):
that weren't always issues, butare have been become issues in
the last 12 to 24 months.
Adam Marburger (07:27):
Yeah, that's an easy I could give you 100 so let
me be just real fair here. Andthis is broadly speaking, is
like Doom scrolling. Okay, sothere is a lack of process and
accountability. So when youreally take over a store, get
involved in a store, whenthey're when the process is
dialed in, and there's somebodyreally monitoring the process,
(07:50):
and we're, we're managing withdata, and from the GM down,
everybody's kind of in Unity.
Those stores run at a very, veryhigh level. Those stores produce
above industry standard. Thestores that lack a process, and
especially if there's nobodyholding that process
accountable, you just run subparnumbers. So that is a problem
right there. The second issuethat I'm seeing a ton as of
(08:13):
recent, there's a there's a lackof development. So, you know, a
lot of the industries kind ofright now, we should focus on F
and I. We should be trainingmore, investing more, going to
more F and I schools, dialing inour craft, getting better at our
product knowledge. Margincompression is real. We know
that, right? So F and I that thespotlight's on us right now.
(08:35):
There's a lack of commitment toprofessional coaching, that's so
that's a big one that I wasexperiencing and seeing, which
is good for me and my businesslike that helped. But that's
that's a big issue well,
Kyle Mountsier (08:49):
and I, when I look at, you know, the positions
in the dealership, it seems likewe have as an industry over,
especially over the last threeto four years, and now it's
getting really highlighted,because people are going, oh,
people aren't tripling, trippingand falling into cars anymore.
They need, they need a realsales person. So we've really
(09:10):
focused on frontline training asan industry, but there's not a
ton of focus on managerialtraining, whether that be F and
I or sales or businessdevelopment training, there's
not a focus on what I wouldcall, like continued development
of the manager. And so youcalling that out saying, like,
No, this is people kind of getthere. We train them for a few
(09:32):
months and then hopefully theyalways run good numbers.
Hopefully they always arecompliant. Hopefully you know
how to how do you encouragedealers that maybe haven't put a
focus on that, continuedtraining of the managerial staff
to find those inroads and thoseavenues to do that. Yeah,
Adam Marburger (09:50):
it before I answer that, let me piggyback on
your statement, because what yousaid was, was profound. I own a
company in the dental space,okay, so my clients who are not.
Doctors, you got to have so manyhours of continuing education,
even hydrogen
Paul J Daly (10:04):
mandatory, right?
Or you can't practice, can'teven practice, right?
Adam Marburger (10:07):
So when you look at it going back to auto, yeah,
there's sales training, youknow? But you got some F and I
training, a little more than Idon't see a whole lot. What
about sales manager training,you know? What about BDC
department? You don't see thereare a few companies, don't get
me wrong, there's some trainingout there, but you're right. We
don't focus on it. We don'tfocus on it. And so I think
(10:29):
this,
Kyle Mountsier (10:29):
like business opportunity sales manager
training,
Adam Marburger (10:33):
there needs to be more of it, because here too,
you asked me if you were to askme, What's the quickest way to
increase my F and I production,my profitability. I wouldn't
say, hire me. I would say thefirst thing you would need to do
is get the sales manager and theF and i Manager as one, yeah, as
one, they're a single unit, onegoal, one vision, one mission,
(10:58):
same values. You dominate thatway, right? And so to answer
your question is, how do you,how do you bring this and make
this make sense to a dealer?
It's really a you got to get infront of them and show them
data. You know, if you can justshow a dealer real data and
store similar in their market,what they they're what it's
capable of doing. It. That's themath, doesn't lie. So it's
(11:21):
getting in front of the dealerand showing them, showing the
math, you know, in findingsomebody being willing to change
too, right? That's the key. Isgetting, getting through to the
dealer and the GM and the team,that change is not a bad thing,
because we got to changesomething, otherwise we're going
to get continued to get
Paul J Daly (11:41):
what we're getting right now, right? That's right,
Kyle Mountsier (11:42):
yeah, you know, I actually, I wanted to go back
to you said, very, very early.
You said, Get, get involvedearly in the deal as an F and i
Manager, and I agree with that,so, but I want to go, I want to
take a different path of it is,I have heard sales managers and
finance managers and dealershave kind of two fields of
(12:02):
thought. One being, no, don'tget involved too early in the
deal, because then you getadopted the deal. You get
sideways of the talk tracks likeyou don't you don't get to
remove yourself from kind oflike the thesis around the deal.
Get your head stuck in what thatmonthly payment might be. So
wait until but then the field ofthought that I would agree with
you with is, hey, get involvedearly. So you know the structure
(12:26):
of the deal. You know you can,you can find financing options
that work. You understand whatmakes that customer tick. Things
like that. I remember, actually,there's like, there's like, four
or five things that I'm super,super proud of of my time in
retail. And one of those is Itook an F and i Director job,
and I had never spun paper in mylife. I was on the I actually, I
(12:47):
started as a, I started as a. Iwent to the sales manager side
first, which is a very rarepath, if you know anything about
like most people go through, Fand I to the desk. And I. So I
went to the desk and then to Fand I, and so the only thing I
knew how to do when I started inF and I was go back and sit on
the desk. And maybe I did it onaccident, but we saw literally a
(13:08):
$400 per copy increase in lessthan 60 days. And I think it was
because I was sitting next tothe two sales managers. I was
aware of every single deal, andwhether it was me speaking the
paper or my other F and iManager, like we knew what was
going on, and we could getinvolved early, and we needed
to, we could start sending thatto banks if we needed to, and
start to structure that deal sothat there was success all the
(13:31):
way around for the customer andfor the dealership. So how do
you you know, like, why arethere those fields of thoughts
when there's so much data aroundthe early intervention still?
Yeah, that great
Unknown (13:44):
question. I wish I had the answer to that
Kyle Mountsier (13:49):
out too. Yeah.
All I
Adam Marburger (13:50):
do know is what you described having, you know,
having the F and I team sittingwith the sales desk being
willing to, here's the thing,too, our school of thought. I
wrote about this in the book. Igot a story. You know, I could
talk. I can name drop Pete.
Pete, my sales manager, was abrilliant desk guy, new lending
institutions, equally as well asI did. You mean, in this book,
(14:11):
yeah, yeah. He just, thank you.
So anyway, he just didn't likepeople he was he just didn't
like people. He didn't want toget out of his desk. He wanted a
stick deal. So the deal I madewith him was, I'll do every to
so me and him had a deal. Imean, we worked together 15
years, dang near it. He knew Iwas quick out. Boom, boom. I
took I took control. He neverpainted me in a corner. He
(14:33):
always we worked deals together,and it was a brilliant
relationship. And that's why weran good numbers. And so that's
why the way it should be, youknow. You know, today we're here
to sell cars. We sell cars andwe service cars. I don't care if
you're a porter or a dealerprincipal, we sell and service
cars and help people. Like,let's get the ego out of the
way, you know. So,
Paul J Daly (14:53):
so tell me about this book, the servant leading F
and i Manager. It's not a bookabout F and I. I but it is tell
us, like, give us a littlesummary. What's in here. You
know,
Adam Marburger (15:05):
here's the F and I person. I'll call myself an F
and i Manager. The F and Imanager that I was in my 20s.
Looks nothing like the F and Iprofessional that I was in my
30s. And so I share stories ofthings, stories of the old way
into the right way, and reallyhow to embrace leadership and
personal development. So it'sall about becoming a better
(15:27):
version of you, just not justbecause you can lift yourself,
but you can lift others. Soreally, that's what this book's
about, a serving and how an Fand I department can truly serve
every single department withinthe four walls of the four walls
of the dealership, and buildthese relationships. And so it's
just pretty I wrote it justbecause it was like, I felt
like, not at the end of mycareer, but it's, you know, I
(15:50):
haven't spun deals live in astore since, I think 2019 was
the last time I took a retailtransaction. So I wanted to,
kind of like, finish my careerwith a manuscript of, you know,
kind of my story,
Paul J Daly (16:02):
I like it, you know, key takeaways from from
one of the chapters onleadership redefined. I mean,
one of the what chapter is this,chapter 16, learn lead. Key
takeaway, servant leadership isabout prioritizing the
development and well being ofothers. Leadership is a
privilege and should beexercised with humility and
integrity and then empoweringyour team and fostering their
growth leads, leads to long termsuccess. It sounds just like
(16:26):
good leadership principle andrat in an F and I wrapper, yeah,
and I've never, I've actuallynever heard someone say that if
f and I is done right, it servesevery single person in the
dealership. I don't think peopleapproach it that way. Yeah, you
know why? Because you because,okay, I think, I think F and I
okay. So just, we're gonna,you're gonna tell us why. We're
(16:46):
gonna stereotype go. Thestereotype is that f and I is
isolated in a hallway where theymake a ton of money and they
don't want anybody to interferewith that. Yeah, the end, yeah,
yeah, you're right. Like, if I'ma porter. What do they do in the
F and I office? Yeah, they makea boatload of money. Don't
bother them. Get them whateverthey ask for. So one
Adam Marburger (17:07):
of the chapters in the book is about prima
donnas. So that's, that's achapter about old school F and I
managers. I wrote it. I wrote itfor old school F and I managers.
But here's the thing here, F andI has the the ability. So here's
what F and I really does. If youdo your job right, your job is
to get the customer happilyengaged in service with products
(17:31):
and services that wed themhappily and then if service does
what they do right, they comeback to sales. It's a symbiotic
relationship. So why would younot focus more on retention?
See, I was never trained onretention. I was trained on more
service contract, sales, higherPVR, higher PVR. It's about
getting the customer happilyengaged in service and having a
(17:52):
pay plan that where F and I iscompensated fairly. It needs to
be fair to the dealer, the salesstaff, the producer, fair pay
plans that are product driven.
We don't want weak F and Ipeople do getting all the money
in reserve and high gross andservice contract. We need
multiple products with fairspreads. We can have it all. So
anyway, that's my talk on that.
(18:16):
Sorry, it's a total
Kyle Mountsier (18:18):
different spin, because it's like, no, no. This
is the last, this is the finaleffort to make sure this person
has a great ownershipexperience, right?
Paul J Daly (18:26):
Because you can certainly ruin a great
purchasing experience in the Fand I office, yes, for sure. And
you have somebody who shouldleave feeling excited and taken
care of, they can leave therefeeling like, oh my gosh, did I
just make a mistake, especiallythe next day. Yeah, yeah. Need
me no more. Put them in the box.
We
Adam Marburger (18:45):
got to be honest, though. Yeah, we're
getting that out, and it is anindustry. We're just better.
Without my retail friends thatmay see this like you can agree
it's getting better. I bought acar a week ago and had the
absolute best experience of mylife buying a car. I bought a
car. I'm gonna shout out Monganass, Lexus. Bought a new LS. I
(19:09):
mean, the hospitality that. Imean, I was in and out of there.
I didn't even, hadn't evendriven the car yet. I expected
to be there for three hours atleast. Just because I was
looking at a few, I was going todrive a handful because my eyes
set up. I was there for 90minutes through finance car
detailed. I had three managersshake my hand, the F and I
(19:30):
person was quick to the pointtransparent. Here's what it I
was just I walked out of there,like, Yeah,
Paul J Daly (19:36):
this is how agree he walked out there. He was
like, I'm gonna be out of a job.
If everyone keeps doing it thisway,
Adam Marburger (19:42):
I message, I messaged the dealer principal. I
said, unreal experience. Googlereviews are coming. And, yeah,
Kyle Mountsier (19:49):
I think, I think, and this is what we say.
We keep saying we're like, Ijust think it auto is just a
story that hasn't told its bestside. You. And you that's all
over the country, what you justsaid is not an isolated
incident. Are there still badactors? Absolutely, there's bad
dentists, there's badrestaurants, there's bad
(20:11):
anything, right? But the the butthe prevailing narrative in auto
that's actually untold is thatdealers are getting way better.
They are investing in trading.
They are understandingretention. They are excellent at
customer experience. They arereading books like unreasonable
hospitality and ExtremeOwnership and leaders talking
Paul J Daly (20:33):
about it and sharing about trying to outdo
one another. Yeah.
Kyle Mountsier (20:37):
I mean, we, I went to dmsc. We are at ASOTU
CON. Everybody at both of thosewas not interested in status
quo.
Paul J Daly (20:46):
No,
Kyle Mountsier (20:48):
I'll tell you. I bet, I bet you, between those
two events, there's 5000 retailrooftops represented, without a
doubt, it's
Paul J Daly (20:57):
a third of the industry right there. You know
what's terrifying to me. And yousaid it, and now I'm just going
to think about it. There are baddentists out there,
Kyle Mountsier (21:16):
and they still, they still get certifications
every single year,
Paul J Daly (21:21):
certifications, and they suck, and they're going to
take your money, and what areyou going to do? Well,
Kyle Mountsier (21:25):
Adam, we see your passion, and I love that
you're serving this particularpart of the industry, because I
think as we talked about theleadership side of our business,
the management side of ourbusiness has not had continuing
education, so I love that you'repassionate about it, passionate
clearly about F and I and itsimpact on the entire dealership.
Thanks for spending a little bitof time with us. I know we'll
(21:46):
talk to you here soon, andthanks for joining us on
Adam Marburger (21:49):
Auto Collabs.
You guys rock. I appreciate youat a high level thing.
Kyle Mountsier (21:57):
You all haven't worked in a dealership, but I
knew, and still know some F andI, prima donnas, listen, okay,
Paul and these,
Paul J Daly (22:08):
I did work in a dealership. Okay, yeah, that's
Michael Cirillo. Is the outcasthere. And I just remember that
the F and i Manager in thedealership I worked with, I
could not, for the life of me,figure out why he seemed to have
the most money and why everyoneseemed to cater to him.
Kyle Mountsier (22:29):
That's a special it's a special talent. So, but I
think you know what? What Adamis pointing out is that that way
of thinking, soindividualistically, is is is
removing itself from thedealership ecosystem. We're
seeing F and I managers becomemore leaders across the org,
lean into the the rest of theorganization's profitability and
(22:51):
into the retention and thinkingabout the deal early and the
consumer and and I appreciatewhat Adams tried to do in in
make leaders out of f and Iprofessionals, because I do
think that's a place that can,they can see a lot of the store,
you know, and think with adifferent perspective,
Michael Cirillo (23:11):
I'm not contributing anything out of
protest. No. But you know whatthink about this, what you're
saying, Kyle, makes all thesense in the world. Why? Because
I would venture to say, of allthe negative reviews about
dealerships that exist in theworld, it wasn't the sales
(23:32):
process, it wasn't the testdrive, it wasn't even getting to
circle the number and initialit. It was the breakdown that
happens in the handoff from thesales department to the F and I,
because you, all of a sudden areinvited into a glass cage, if
you're lucky, to be in adealership that has windows, and
(23:52):
the F and I manager has theircomputer backing to you. You
don't get to see what they'retyping, and they're just doing
all these things, and you haveno clue, and there's so many
questions. And then all of asudden, because that rapport
often is not established, theyjust, it seems as though they
start hitting you, well, you'regoing to want this, you're going
to want that. You're running,and most of the time, people
(24:12):
feel bamboozled. It's by thenumbers. I didn't get a good
deal. Well, who's responsiblefor presenting all of that? It's
the F and i Manager. And so oneof the things that I've come to
appreciate about Adam is hisadvocacy for personal leadership
and personal accountability, andwhat that does to impact a
customer's experience, how heexplains things, why he chooses
(24:35):
to explain certain things,because he knows, I think You
said it Kyle in a past episode,you know, all of that goes it's
a major contributor intoretention, which is actually the
easier part of exactly doingbusiness. And so I've always
appreciated the bat that aboutAdam. He's, he's a individual of
(24:56):
tremendous self accountability,which I admire.
Kyle Mountsier (24:59):
Well, hey. We hope you enjoyed this
conversation as much as we didon behalf of Paul J Daly,
Michael Cirillo and myself. KyleMountsier, thanks for joining us
on Auto Collabs.
Unknown (25:08):
Sign 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.
(25:39):
Welcome to Article. Lastrecording you.
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