There are areas like Chicago, California, Florida, Texas that are the trendsetters for compensation, right? So I think some of the smaller dealer groups haven't caught on to, hey, where comp really is because they don't have an expert telling them where comp is, right? So maybe I get a search and the owner of the business is telling me, hey, we'll pay up to $500,000. And I go, well, do you really need to pay up to $500,000, right? I might be able to get you somebody in a little lower range, but hey, are you willing to bend on this or are you willing to bend on that, right?
So I am thrilled to chat with Stephen Adranja, a dealership recruiting expert who's helped fill hundreds of roles in top dealerships across the country. We dive into the biggest dealership hiring trends, demystify employee pay and discuss the most sought-after roles in automotive right now. Plus my biggest announcement ever on the podcast. Let's get into it. Steve Adranja on the CDG podcast, Steve, welcome. Thank you. Thanks for having me. I appreciate it. Looking forward to it. Good to have you on. Highly anticipated episode.
So we are going to dig in today to really everything, dealership, hiring, compensation, some pay package stuff, try to really demystify this. I had an episode months ago with Brett Morgan. And I think I asked him, it was a question about how much or how he pays general managers. Sure. And that episode went very, very viral. And people were telling me like, wow, it's really refreshing to actually understand like see how dealerships are paying people and just have more transparency.
Needless to say, I know lots of GMs that have reached out to me that they went to apply there afterwards for jobs. But that's not the point. The point I'm trying to make is like, the signal I got from that was like, okay, people want to know, like people want to know how comps are trending in our industry, how positions are shifting and changing and where people are hiring. So I just think it's a super juicy topic. I'm excited to dig into it together.
But first, there's always surprises on the podcast. So we've been cooking up something together. So I'm really excited to announce that before we even get into the show. So today on this podcast, very special announcement, we are announcing that Stephen and I are launching CDG recruiting. So whoo, big deal. Big deal. So big deal. Yeah. Well, lots to talk about in that, but I'll give a quick little overview of what does even mean for anyone listening, right?
So if you followed me, you know that I launched a job board for the industry, I don't know, maybe like six months ago. The job board has done very well. It's really been a job board to connect, automotive employers and talent in a free forum, right? Where everyone can just come together and just help the industry. That's literally been, it's that simple. Like nothing complicated. Now, one of the biggest issues I've had with the job board is that I get lots of people reaching out to me that are, hey, you know, I need a little bit more help or maybe, you know, I need some more vetting or screening or I'm looking for like a very high level position and I don't just want inbound, I want outbound, right? It's not perfect, right? And so the issue, so I ran into this issue a couple months back and I put a post on LinkedIn, right?
You remember this very well. Yeah, yeah, we jumped right on that one. Let's go, baby. So I put a post on LinkedIn like months ago, a couple months back, I said, hey, we're the best automotive recruiters, right? And like overwhelmingly, you were tagged like more than anyone else. So either you have a very good social team that rigged the system or you might know what you're doing. Yeah, a little bit of both. Yeah.
So we started having conversations and really that's where the idea came to be, right? We said, right, we are already helping the industry with this free job board, which is great and it's here to stay. But what if we can, what if we can grow that and add another layer of not just inbound, right? Inbound is talent coming to the job board, but also outbound, like actually providing a service to the industry that helps dealerships find talent. And so that was really what got all distorted and why we're sitting here today.
Well, it's funny because even you had made a post about, hey, I never envisioned me being a part-time recruiter. And I had offered you a job at the time, but I think, you know, for what you got going on is a little better than coming over to my company. But, you know, I think it's a very hot topic right now in the industry is finding top talent. And, you know, with us partnering up, I think not only are we gonna be able to expand that reach but make it a hundred times better than the industry has ever seen before. And I'm super excited about it. It's just an area that I've just been very passionate about, which is why initially did the job board, you know, with kind of just, hey, let's put it out there and see what happens.
I've also experienced the first hand, like, you know, hiring in a dealership where all is very fricking tough, as everyone here knows, or hiring the right talent and stuff. So I just think this is gonna be a great supplement for the job board. The job board is gonna be more of that inbound and more kind of hands-off experience. And then CDG recruiting will be more of that outbound and hands-on where we kind of vet for you, we screen for you, and almost like a full service type of ordeal.
And then the chair on top that I found very interesting when we started having conversations about partnering is that you have a database of like 16,000 employees and just dealership talent. And it's current too, it's very current. So this is a database that, you know, not only that I took all the contacts I have had in my career and I've really pieced together a lot of big players and really qualified people in the industry.
And I think that with that comes the ability to deliver quickly, right? Is we have these people and- Time to fill, right? Which is what everyone always asks, like, time to fill, time to fill. I need this role filled now. I can't wait 30, 60, 90 days and then I lose all this money. So everything in our industry is, hey, who can get it done? And I talk about it as speed, right? Is if you can deliver fast, you can make a big difference but you have to get the right people in front of them, you know, in front of dealers and you have to make sure the candidate, it's a good place for them too. So I think it's, I think, I know what we're gonna build is gonna be game changing for the industry. Yep, and I'm excited about it.
So Steven, so I think a big part of this episode today, like I said, I wanna talk about, you know, kind of demystify a lot of these things for dealers. Sure. And I wanna just start with your background, right? How did you get into this? Give us kind of the, give us the full story. Well, so goes back to day one. There's always wanting to be in the car business. My family came from the car business. You know, I jumped in it at 18 years old. Actually, if you really track back 16, 15, 16, but that was part stocking and detailing and everything like that.
So the first, I think I turned 18, my senior year in high school, and I started selling cars a senior year, my senior year in high school. So transitioning from, you know, being a student to selling cars, there was nothing I would rather have done more than being like, you know, sell cars. So I, you know, I understood fixed. I went through it. I stock parts. I understand all that, but I'm a, you know, sales is my passion, right? And that's really what it came down to.
You know, transitioned into an F and I role, sales manager, young GSM, young general manager. And then I found that, you know, there is a major issue in the business of recruiting and retaining top talent, right? So I had those struggles myself being a young general manager in the business and, you know, needing that extra resource to fill roles, right? And it's also time management, like, you know, dealers, general managers are very busy, right?
So, you know, what really made it, what set it off for me was, you know, hey, I'm connecting a lot of people all the time. And why don't I, you know, make money off of it? And granted, like, hey, I transitioned. It was another family business. And I, you know, I had a little segue into recruiting, right? I understood how it worked. So just saying, you were a GM, but then your family had another family business recruiting.
Yeah. Got it. So why did you pivot to recruiting? I pivoted to recruiting mostly because I felt the need and I, you know, I wanted to get out of retail. You know, I came through the business. The only thing I've ever done was being a dealership. And, you know, I told my, the owner I worked for at the time, because he was worried of, he knew that this transition was going on with me, right? And he was like, Steve, hey, are you leaving? And, you know, and I told him, hey, you know, I don't know where else I would go, John, but I know this is my last job in the car business in retail, right?
In retail. In retail. And so I did a lot of soul searching and I was like, why don't I just get into recruiting, right? There's already a business set up and, you know, I can segue really nicely and I already dabbled in it. Like when I'd be in between jobs, I'd, you know, do a little recruiting here and there. Yeah. And so I, I made the full leap about eight years ago and I haven't looked back since. Being a matchmaker in the business, right? I came from one side of the business, being a, you know, a high level operator and knowing how a dealer thinks I've been around them so long. So I'm able to make that connection with candidates and dealers that some aren't able to make because my ability to make that match is from personal experience, right? So that makes sense. That is where it really comes in as, hey, hey, knowing, cause our industry is not like any other industry, right? So automotive is. It's definitely nuanced. I agree with that. Yeah. So, so I think that. You bring people from the outside, okay. And you're like, you know, F and I, they're like, what the hell is F and I? Right. And that's what, you know, and that's what you do struggle with, with people coming from outside the business is, hey, are the rules we fill are very unique, right? Some people think of finance managers, someone in accounting, right? So, you know, knowing the business and jumping into, hey, personality matters too. I might have an A player on paper, but the dealer and him don't, the dealer and them don't click, right? Don't click. That makes sense, but you know what I mean? So. No, 100%. And I think that from that perspective, what we can offer is really unique, right? Is connecting people, matching personalities, not just people's experience, but personalities, right? Yeah, co-current, super-born.
So, I want to talk a little bit about, like let's dig in a little bit about the trends that you're seeing in cars, is right now, right? COVID was not, you know, dealership employee turnover was at all time lows, right? People were making boatloads of money, right? So, it's not surprising that turnover would be very low. I was super happy. Times have changed. People are getting readjusted to more of a, you know, a reality. First of all, speak at high level, right? Like what is the general demand you're seeing out there right now in terms of, you know, employees looking to make a change, like just general movement in the industry.
So everyone's willing to talk right now. And I think it's because, I know it's because compensation's have changed, right? And gross profits are trending in a different direction, right? Not so much down, I bet. When you say everyone's willing to talk because companies have changed, are you saying like comp plans or just like the absolute number? The absolute number. So, people are making less money obviously, so they're open to have a conversation. Right. And the, so what happens in our industry is that the norm changes all the time, but people stay, don't, you know, they don't change with the times, right? So, yeah, now if you're a general manager and you made a million dollars last year, you're probably gonna make 600 this year. Who's making a million dollars a GM? What types of stores are those? A lot of family owned businesses, smaller dealer groups, where we see a huge, I see some of the highest comps, believe it or not, come from smaller dealer groups, right? Makes total sense. And I think also it's like there's high variance.
So again, having come from a small dealer group, a dealership to having built a much bigger, kind of more systematized auto-retailing operation, in the small group, right? Like we were a lot more variable, right? So, from my experience, and I'm sure many people listening can attest to this, but you can make, in many, in certain cases, you can make more money with a smaller group, because you might be on a more variable plan where your upside is greater, but your downside is greater as well. Sure. I've seen, from my benchmarking, and I'm curious what you have to say, is that the bigger groups, they have much tighter pay bands. Much tighter.
And so, you might have a bigger salary component to your plan and a smaller commission component. So you have more stability, less upside. But again, this is, it can all be very different, right? Because you have some big groups that, yeah, you might have a lower commission, but suddenly, but their business is just like insanely, they're very busy, and so, you end up making more money that way, and just more stability and more volume. So, that's my experience. Curious to hear what you think.
Yeah, I think it's two types of, you know, two types of people, too, right? Some people are really, you know, they'd like to see a bigger return on the money they bring in for the company, and some are very, you know, different in the, they wanna know what they're gonna make, right? And that's where, you know, you see, the trends right now is, you know, the bigger companies is people, they, operators tend to make less money than a dealer group that has five rooftops. So, I think to be fair to the bigger dealer groups, right? You might not need to do half the things you have to do at a smaller dealer group. Absolutely. And so, it's more- You have to wear many more hats at a smaller dealer group than you do at, you know, an auto-nation lithium, and then the comps, then that's why the comps are different, right?
So- So, talk to us about comps. Like, this is the juicy stuff that people wanna- Yeah, so comps, let's go through all the rules in the deal, let's just start with like the GM. Yeah. Right, like, what are comp plans? So, comp plans for GMs I'm seeing right now is we're running a search in LA, which is one of the most, you know, expensive places to live, and I'm running against that, right? So, comp in that area is lower than I'm seeing in Ohio where I can, you know, where I have a general sales manager search where the potential upside is half a million dollars, right? Wait, I don't understand. You're saying the comp is lower in LA, where cost of living is higher? Yes. Why? I don't get that. I see it a lot in California, mostly, you know, expenses are higher, rent factors are higher, quite a bit. Gross profits are very similar all over the country, right? If you think about our industry.
So you're saying that the if I'm a GM in Ohio or LA, LA is more expensive to live in and I might make less money. Yes. Wow. That's not the counterintuitive. Not all the time, but a lot of the time as I struggle a lot with, you know, compensations in California, right, is, hey, is attracting talent. It's not always about compensation. It's about, hey, growth, right? But I think compensation in a lot of areas, because it's two, it's, hey, you know, there are areas like Chicago, California, Florida, Texas, that are the trend setters for the comp for compensation, right? So I think some of the smaller dealer groups haven't caught on to hey, where comp really is because they don't have a expert telling them where comp is, right?
So maybe I get a search and the owner of the business is telling me, hey, we'll pay up to $500,000. And I go, well, do you really need to pay up to $500,000, right? I might be able to get you somebody in a little lower range, but, hey, are you willing to willing to bend on this or you willing to bend on that? Right. So I think historically you talk to any card guy and or gal and they're going to tell you that they want to make X amount of dollars, right? And I think that's where our trend is going is to, you know, maybe closer to the bigger dealer group model where, you know, pays more consistent, right? You know, there's there's months where there's, you know, people are making a lot of money. There's months where they're not. And I think that is slowly going away, right?
So you're saying that we're going to like more a bit more fixed, a bit less variable as an aggregate? Yes. So a lot of the time we intake, I intake a client and, you know, we, we dive into compensation because that's a huge part of, you know, what I do, right? Is, you know, I could have the best job in the world, but if it doesn't pay, I can't attract talent, right? So I think that where we, where we're seeing the trend in that is that, you know, people will do want security right now too. Right. That makes sense.
Yeah. You know, and especially as we've gone up and down, like it's been so volatile over the last couple of years. Right. So, you know, security, being able to reach realistic expectations is, you know, dangling the carrot doesn't work so much right now. Um, people want to walk in knowing what they're going to make. And, you know, I think, I think that comes with, you know, and honestly, comps are all over the place most of the time. But what I find is that, hey, if you can find a dealer group that, you know, wants to invest in you and take you to the next level in your career, you got away comp, you know, you got to say, Hey, maybe I'm going to make lower a little bit less money.
Yeah. Yeah. And, you know, comp is compensation is as far as I'm concerned, you know, and I've talked to many lateral industries and recruiting and we have the best, some of the best compensation in the, in the world, right? In our business, right? And so I think that, you know, making, making compensation, you're one, you know, I, I don't per, I, I get into compensation because I have to, right? But I'd say, Hey, it's about connecting people matchmaking, right? Compensation only only lasts for so long, right? I have guys making, you know, I told you I have operators making a million dollars a year and they're not happy, right? So I wouldn't. Why are they happy? You know, because either one, they're not appreciated, right? They feel like they're not appreciated, which, you know, feelings in our business is a tough thing to have, right?
So I think that there has to be like, you know, older school car guys or gals or whatever listening to this right now and saying like, dude, give me a break. Like you're making a million dollars a year. Like I'll wipe the floor. Like I'll, I'll go, you know, I'll drink the bathroom from the water. Like, no, and I, I think that's where we've set. You know, the, the COVID, all that. It's that really. So our memories are so short in this business, right? So we're thinking, you know, and I did it myself, right?
So I'd come, you know, off a great year, whether, you know, I was in the retail in 2008, I was at a Honda store when the, I don't know if you recall, but paint, you know, they couldn't get the paint from Japan or what it. So I don't worry. I was low. Everybody's making a lot of money. Honda's were selling for MSRP and, and then cash for clunkers. And we all thought that was, you know, hey, we're back to, we're back to making a lot of money. Cause I, I feel like a lot of what we hear about comp, if it's not, you know, is exaggerated, but from people, right? So from candidates, you know, who knows if they're, I don't ask for, I mean, I have had a dealer ask me for someone's pay stub, but, you know, we don't do that.
Yeah. But, you know, I'm not sharing, you know, I'm not asking people for their pay stubs, but, you know, I think that, hey, everyone has their expectations and everyone knows what they, their value is. Right. So I think that's where we, we struggle. If like basically feel like a successful GM, right, that may be really one partnership path, but you don't have that track where you're at, right? In theory, there's all this money that's looking to come into the business, right. That would partner up with you. Right. In theory.
Yeah. And you know, that, that takes a unique individual to make that leap to. Right. So I think from, from where it's going to where it has been in the past, this is the best time to be in the industry, right? Because there is tons of opportunity, right? There's movement. There's so much movement and there's tons of opportunity, right? And if, and if you're a big player, um, as a dealer right now, what I would be doing is I would be, I'd be recruiting top talent because it's out there right now. Very, you know, up in commerce that have actually proven records and then don't discount the experienced operator that's been in the business 30 years right now.
We hear it a lot right now is that I'm getting a lot of inquiries and say, Hey, I need a somebody that has been there, done that. Right. And it ties into, you know, a lot of second generation, third generations are taking over businesses and, you know, they times are changing right now. So we need operators that can change what it's like. The same time you got to bring the gray hair in. Yes. You want it. You want a team of the gray hair with the second, third generation. Right.
And that that was always, you know, even when I was coming up, why did I get the opportunities? Cause I'd work 80 hours a week and, you know, so I think that we're going to see a huge, it's going to be really, a really exciting time to be in the business. So I'm really, really positive. And, you know, there, it's going to be some people are going to, some people are going to come up in this, in this, in this moment, the stars are going to shine. One of the craziest things about the car dealership guide platform is our direct access to literally thousands of dealership and automotive employees.
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So talk to me more. We talked about GMs and I want to get a little bit deeper into the broader kind of hiring trends you're seeing. It's when I want to wrap up the other conversation of what other roles are you seeing right now? Or like, are you seeing any other roles in dealership with high variance on the comp? And let me tell you where my head is. Go.
Right. Like with all this, you know, technology is getting more embedded in the dealership. Yeah. Right. In theory, there's more support, consolidation deals with consolidations rise, continues to rise. Right. It's record pace and Q1 or Q2. I want to Q1, right? Record number of buy cells in Q1 of this year, which is unbelievable.
All that said to me is that there's more support for more roles in the industry, meaning, right, like bigger operation, more technology, a bigger support system. You maybe have to do a little bit less or you can be more focused on your role. That's the broader macro theme that I see.
I'm curious to know from you, like, where also you seeing trends or like big variance in a dealership when it comes to comp or like the type of positions? Or are you seeing any of that stuff? So we're seeing, you know, a lot of fixed, a lot of, a lot of comp changes in fixed operations.
And why is that? Well, it's a backbone of the dealership right now, right? Is that, hey, you know, when I, so when I kicked off this year, I told everybody that, hey, fixed and accounting is going to be the big thing this year. I know it. And I kid you not, it's panned out. GM hiring is going to phase into, you know, the end of the year, but fixed and, you know, bringing that revenue in, that gross profit, and then being able to manage the money coming in and smart and keeping track of everything.
Wow. Now, again, we're hearing you say it makes total sense, right? Like as people are relying more on fixed, it's just becoming more of, it's a hotter topic. Not that fixed is ever not important, like, you know, service part, but it's just more important when your new and new sales are slowing.
Well, it's, okay. So technology is a major factor right now. And, you know, into your, to your question is technology is a major factor, but you also need the people that you can have all the technology in the world. But if you don't have the right people, that technology doesn't mean anything. Right.
So I think that, you know, yes, with all the stuff coming out and especially, you know, say AI and everything, I think that I know that people are going to be more crucial right now in the, in the role they're in, right. So if you're not able to execute in fixed, if you're not able to execute in sales, then there's really no excuse for it right now because you have stuff that you and I in early on in the business didn't have, right.
So to tie that into compensation is yes, you will get paid a little less, but there, but you are going to have a little less work to do, so to speak, right. So I, and I do hear it all the time. I, I don't hear as many people that I used to that are working 80 hour work weeks, you know.
So I think, you know, going back into accounting and really keeping the money they're making and, you know, growing their business in the economy we're in right now is really crucial. And that's the way I have you out that is like, just like any industry, like the eight players are always going to get paid.
Yeah. You know, a player comp. Yep. Like they're always going to be the hottest demand, right? And they're always going to bust a rass. Right. Right. So, you know, I think there's always kind of, there's just always caveats to all these things. Yeah. But I understand your point.
So tell me more about, so you mentioned accounting and fixed. Yes. So fixed makes total sense. Accounting, interesting. I can imagine why even the past month or the past two months, because of the CDK outages, right. That's probably people are like, you know, maybe in desperate need in some cases to bring on more support. Certain stuff shows weakness and vulnerability, right?
So like when we went through, oh, wait, we had a lot of cream rise to the top and a lot of people didn't, right. And a lot of mistakes were made. And I think that, you know, accounting being, I've had the most, I've picked up dealer groups in the last three months that have never had a corporate controller. And now they want a corporate controller, right?
So we're adding new roles. We're adding new high level rules, right? So corporate controllers are pretty high level role. You say corporate controller, you're referring to the person that manages all the controllers and all the dealerships. So similar to a CFO, but we use terms very titles, very loosely in the business, right? Yeah. That is a show me what you can do. And I'd say like, hey, a CFO is maybe somebody that is a CPA, essentially, that really understands some finances, you know, it's all open to interpretation, but corporate controller being, you know, somebody over six stores managing the office managers manage. But there's all sorts of mixes, right? It's like, hey, some, some accounting people may not have this background that the dealer wants, right? And that's really crucial right now, especially with what to your reference and mergers and acquisitions, people are looking for people that have been through those, right? Because the dealers are trying to acquire more businesses right now. And I think that that competency, yeah. And you know, if you're a accounting person and you've never been through one of those, then, you know, it's tough.
Oh, yeah. So tell me, you said GM's that hiring for GM's typically picks up later in the year. Right. So right now you're extremely busy on fixed and accounting. Why GM's later in the year? Why is that? Well, it goes down to like every time I have ever seen a change in the industry is normally at the general manager level as at the end of the year. They've got the numbers in, the years closed out. Got in. So just like normal cycle of business. Cycle of business. It's been that way for a while, right? So you see high level rules pick up towards the end of the, you know, third, fourth quarter. And that's historic, right? So inquiries in is historic, right? That's historic.
So yeah, look, I, from my experience, I always, it was tougher to rock the boat for us as a use cardio during tax season, not for any dealer, but especially when you're relying on that, it was always tougher to rock the boat. Sure. Stakes were higher, right? Now September, October, you know, even like late summer, you're, you know, it's a bit easier to do that, right? Because, you know, they're not going to be inundated with demand and, you know, it's going to be very, very tough to operate. No, 100%. I know that, um, there, it's an industry of change, right? And if you, you got to be, you got to be a customer change to be in our industry. And we have some, I had a dealer use a reference with me the other day. It was, I might say it wrong. Good. But they say if the world were to end today, there'd only be, you know, a few people that survive and be card dealers. Thank you guys. Because they're, you know, he used the reference cockroach. I don't know what the exact term goes. People have said on the podcast before.
Yeah. And by the way, dealers have said on the podcast before. I don't view it like a negative connotation. I actually, I get it. Like the other one, like the cockroach is a business. Yeah. They're just very resilient. They don't disappear. Right. And, and that's what, you know, I think that everybody has to be like, hey, you know, industries, this industry is always changing, right? Automotive, the way we hire, where we, where we operate, whether we retain talent. I think there's a much bigger focus, especially this year on retaining talent, but also seeking out more talent, right? Not that they're eliminating roles.
Yeah. And I want to talk about that. So what's the second toughest role to hire in the dealership? And I'll tell you why I say second. I'll tell you why I say second. Yeah. Because we all know what's the first. The hot topic, if we had a technician machine. We can't produce technicians. If I tell it, even when I get those inquiries for technicians, I'm like, hey, if I had a technician making machine, I'd be, I wouldn't even, I wouldn't even need to call you. And all you should is like, it's, it's, it's, it's just tough. It's always been tough there. Right.
Yeah. So this is, you know, I'd say, I'd say finding a really good service manager, you know, because they don't change a lot, right? They don't service managers are a lot different than, you know, a variable person, in their mindset, right? Yeah. The fixed people seem to be more like consistent. Very consistent. And, and, you know, I would say that, yeah, I'd say, anything fixed is, you know, it's a little more work, right? You call a variable guy and they're like, sure, right away. You know, that, I, hey, I didn't even tell you the job. You know, so I think that it, I'd say fixed, you know, because not only that is that, you know, there's a lot less people that are, you know, that variable is, well, you know, where we think all the excitement is, but fixed is fascinating, you know, side of the business. And I think, you know, the little thing, you know, as a general manager with no fixed experience, right? Besides detailing cars and being a lot porter. And, you know, you, you rely on those people so much and, you know, on the fixed side, it's, it's a different person, right? You have to have a different skillset. So I'd say, I'd say right now it's fixed.
Yeah. What roles right now are dealers engaging you for most? Like, is it, you know, you mentioned accountants and fixed or, or is there any other kind of bump in any other type of role? There's a lot of unique positions coming out right now, like hybrid roles, whether it's, you know, a marketing person that has digital, you know, a lot of, you know, so that speaks to what, you know, cardiolorship guy, you know, the media aspect of it is, is important. Dealers are understanding the importance of finding a person internal that can manage social.
Yeah. We, um, so you probably saw this. We rust flips whips, who's, you know, another great automotive creator that we're partnered with. He did this, um, dealership training at Warren and Auto Group. I know it's really, really big success, but they also have someone now on staff, right? You know, he is just creating content all day, um, on the phone and, you know, putting out there and getting, getting great distribution. But the cool thing is they, they train all their employees to do that. Right. To kind of decentralize the kind of integration. But I just think that it's, it's inevitable. Like first of all, many dealerships already have roles like this, you know, within. Yeah. Many don't, but many do. But they may have them in, they may have them, but are they doing it correctly? Right. It's, it varies like crazy. Right. Like I see stuff and there's some dealerships that are executing so well, the in-house content. Right. Like, you know, you look at, um, it's a central Houston Nissan. Sure. Central Houston. Yeah. They went viral. Yeah. They went viral. You look at, um, I mean, there's, there's, there's a bunch of others. You can just go and tick-tock, right? Dealish. You can, you'll see a bunch.
Yeah. The point is there's some that really know what they're doing. Yeah. Um, and, and you know, you built it that, but I think to your point, that's a very interesting kind of insight that dealers are increasingly seeing the value in that. Right. And looking to bring more of that content creation in house and, and training so that they know what they're doing.
Yeah. No, I had, you know, just to use a real example is I had a dealer, they're getting ready for a tent sale and, um, offsite sale and the marketing person wasn't equipped to go after on social. They did the traditional email blasts and all that stuff. Mailers, right? It didn't work as well this time because I think a lot of people, you know, are going to tick-tock and all the other. Yeah. I mean, listen, the older school strategies in my opinion, you know, they still work, right? Like people ask me like, I even asked this question. I was like, you know, like when you're going to deal with websites, like 50 pop-ups, it's not a terrible customer experience. Don't do that. Um, in the long term, it's not going to benefit you. But in the short term, like the reality is like it does convert, right? Right. Again, I'm not saying like I would do, I didn't do that. Like, you know, it's just long term. It's not a good customer experience. But if it does convert, like there's a reason for it, right? You are able to get the consumers' information. So I think that, you know, when you think about these things, like there are some of these things that we laugh at and we're like, you know, they actually work.
Yeah. So I came across a product, but I preface this. I might be so stupid. It works. Yeah. But I preface this like three times and say that, you know, it can work. It doesn't mean it will. Right. And you should still like ultimately optimize for the best customer experience because that's going to bring that repeat business. Absolutely. Even if you get that customer's information at one time and, you know, to end up buying a car still doesn't mean it's the right strategy, in my opinion. So no. And dealers are always looking for, you know, different things, right? Yeah. So why do candidates come to you now? And would the angle I'm coming from? Like, do you see that it's mostly like money related now? Is it like my organization is in growing? Is it my boss? I've heard that my boss is a jerk? Is it all of the above? All of the above. I'm seeing hearing less compensation calls, more guidance.
So I give a lot of calls where, you know, I did this early on in my recruiting careers, I would talk to people, you know, that are looking for a job, right? And kind of, I get a lot of inquiries, just, Hey, where am I out in the market? Like, hey, is my comp good? Should I stay where I'm at? And you know, I have no, yeah, makes and makes total time. People want to kind of benchmark and yeah, you're there, you're their source for that. Right. And hey, is there opportunities out there? And what I tell a lot of people is, hey, if just try to stick where you're at, right? And make it work because, you know, the grass isn't always greener, but sometimes it is, you know, so, you know, and I am a recruiter, but I, you know, we try to do the best for our clients and candidates. We like to change people's lives in a positive way. And I think that's unique. I don't just place people. I really believe that we change people's lives.
Yeah. Well, I will tell you that I think people, you're in an interesting position, because you're just like, this like concentration of knowledge. Sure. Right. And it's kind of like me where people send me these scoops and stuff really early on. And then like, I'll post tell tweet about it. Right. I'm kind of like the filter mechanism to make sure it's like, you know, as legit possible for kind of put out to the world, we want to make sure, you know, putting up the right information. And that's why we get so many scoops. But for you, it's kind of similar that like you have that knowledge of like what's happening on the ground right now within recruiting.
Yeah, right. No, and that's what I always be. I had a dealer ask me the other day, hey, what's where's the market at? And I'm like, what do you mean, the car market? I don't have no clue. No, Steve, the recruiting market, you know, because because I tend to only talk to stuff, you know, speak about stuff I know, right. And it's not about not a bad strategy. It is very interesting to think that a dealer asked me, Hey, where's the recruiting market? Yeah, right now. What talents out there, right? And where's it going?
And you know, that that's where you know, we, I can help candidates a lot too. And right is like, Hey, career guidance, right? Is hey, stay where you're at. You know, you're doing great. And but you know, keep one eye open, right? I had an old car dealer tell me one time is like, he's trying to recruit me and he said, Hey, you always got to keep one eye open, right? And it goes on both sides, right? Is you know, we, we, I reach out to dealers that aren't looking for people. And I say, Hey, I have a, I have some excellent candidates. Let's have a conversation. And they will talk, you know, dealers want to know what talents out there.
Of course, you always want to know what great talent down there. And I also think for you, like, you know, you build that trust. So people are reaching out to you, right? You're just giving them free information. Yeah. And you're building trust. And when one day an opportunity maybe comes up for them, boom, like now they're in your database. Yeah. And like, Hey, FYI, this might be a good fit for you. Right. Vice versa with, you know, dealers, they get to know you. Hey, I might have someone good for you. Right. Well, and then tight, you know, talk about comp real quick again is that, you know, I do get asked, Hey, what should we pay for this role? Right. So, you know, we, I keep current with it. I, you know, I jot down everyone's compensation. So it's real that every day, all the data I have on compensation is fairly rare. It's real. It's real. It's real actual that I could tell you what that person's making. We could want to literally build a product out of just a data. It could literally be like a product on its own. Do you want to know what? Hey, I probably know what the CFO of most of these big auto groups are making. I probably know exactly what they're making. You know, when I was running get a car, my private company, they, there's a big VC firm. There's a big VC firm outside of Philadelphia or in Philadelphia that like has this internal database of comp for like all the rules across different stages of funding. Yeah. And I remember like, I was like, I need to access that because it's like, you want that knowledge to know, you know, what are people paying for a series A, you know, finance VP, whatever, like, so it's super super valuable.
当然了,你总是想了解那里有哪些优秀的人才。我也认为对你来说,建立信任很重要。这样一来,人们会主动联系你,对吧?你免费提供给他们信息,而且你是在建立信任。将来某天如果有机会出现,他们已经在你的数据库里。这时你可以告诉他们,“嘿,顺便说一句,这个机会可能适合你。”同样的,和经销商建立关系也是如此,他们也会了解你,也许他们有合适的人选推荐给你。
再谈一下薪酬问题,这方面经常有人问我,“我们应该给这个职位支付多少薪水?”为了保持最新的信息,我记录了大家的薪酬情况。因此我手头的数据都是最新的、真实的。我可以告诉你某个人现在赚多少钱。我们甚至可以把这些数据做成一个独立的产品。比如说,我大致知道这些大汽车集团的首席财务官收入是多少。以前我经营一家私人公司“Get a Car”时,费城有一家大型风险投资公司,他们内部有个数据库,记录了不同融资阶段的各种职位薪酬。我记得当时我特别想访问那个数据库,因为那样你可以知道,大家在为一个A轮融资的财务副总裁支付多少薪水。这种信息非常宝贵。
How quickly do typically fill roles? Like what's a tip of coverage or obviously depends on the role. You know, I, you know, I, I had a few where I struggled this year, but, you know, to, to that, that's always going to happen. Yeah. You know, it's just timing and, you know, depending on, you know, what candidate pulls out there for that role. But I'll tell you this is that for an example, we got a call on a Monday for a search to find him a platform general manager, dealer group in West Virginia. We had three people over to him by Wednesday. They flew somebody out on Friday and made him an offer. So, you know, not everything. All the stars don't always align that perfectly. But when they do they align quickly. Yeah. But it's all and that goes back to what I said earlier is that it's all comes. It's not always, it's not always what's on the resume. It's, it's the fit, the personality. Yeah. You know, and if a dealer is able to, you know, understand that, you know, hey, I may have to pay a little more for this person. But they're check every box I have in my mind, then that's, you know, the stars align real quick.
So do you ever reject candidates or dealers from working with you? Yeah. So, can you like, yeah, yeah, been there done that. Well, if you like, I'm not big into, hey, for one, you know, if I'm, I really truly believe, and this is, I believe this, and that I can change, not only a dealer's business, but I can change somebody's life, right? But that that's a big power, right? If, you know, because at the end of the day, I'm putting him in front and I want to make sure that both parties are good people, right? And that this is going to stick. This is a good relationship that's going to land a lot of, you know, it's my reputation, exactly. So, yes, I have fired clients and I have not, well, it's not used the word black, but certain people, yeah, if you, if you want to dive into compensation, and that's your most important thing within 30 seconds of talking to me, probably not, right? A fit for me and my clients, right? So, I do have so to speak triggers that, hey, this candidate is, I'm going to put him off to the side, right? But I believe in matching the people, right? And that's my most, like, I have a candidate I'm placing right now that I've shopped around a lot. And I finally found him what he considers and the dealer considers his forever home, right? I love that. And that's, you know, that's the most rewarding thing about what I do is that, hey, we're, we're really focused on making the right decision for our clients and candidates. I love it. Amazing. Amazingly said.
So before we wrap up, we talked about comp, we talked about hot roles, trending roles, the changes in the industry. Of course, we talked about CDG recruiting. Yeah. So in case you didn't stuff. Yeah, in case, in case you missed that part, we are launching CDG recruiting to expand our job, the job, the CDG job board, which I've talked about. The automotive industry has not seen something like this. Oh, I, I, that's, that's music to my ears, but yeah, I'm excited to, excited to just make it better. And really, again, the premise behind it is to enable an expanded service where the job board today is really for inbound and kind of hands off on our end.
And now it's like, hey, we can do more outbound. Yeah, we can actually have a service that's hands on helping you vet screen, find, and, you know, sift through thousands of candidates to really, you know, help you land someone quicker, or maybe someone that's just not in the ecosystem. So, and that's why you use a recruiter because, you know, they're not everyone's advertising that they want a job. They want to change. I mean, I think, I think the key is to have options. Yeah. Right.
Like even myself, like I've hired from, you know, just online job boards, I've hired from recruiters, I've got it just depends on the situation. How quickly I need to, if I'm coming up on taxis and maybe I need someone sooner, I mean, you just never know. Right. Or maybe you just can't find the right talent. But the point is, like, I'm just excited to have that service. You know what I mean? Just to be able to offer that. It's just like a natural fit and extension of what we've already done. So super excited to be doing this together.
Any closing thoughts, like, where is our industry headed to next from a people perspective? As, you know, we're coming off to CDK madness. You know, there's a ton of messages about that from candidates. Like what, you know, just like, Hey, where we're struck. No one, no one has said, Hey, we're, you know, it's not changing their job. You know, but they're, they're working hard right now. And, you know, it is a, it was a, it was a thing, right? And so I think that, you know, for me is that, you know, I'm seeing a lot of people that are willing to adapt to the changes in the industry. And I'm really excited to see, you know, the next phase of recruiting. And we're really going to revolutionize talent acquisition in the car business. I love it. I'm excited.
So, if and if anyone wants to reach out to you to talk about CDG recruiting and if you're looking for talent, if you're a candidate, we'll throw the link up in the show notes. Sure. So you can just go right into show notes as well. Of course, CDGrecruiting.com. We got the domain. Yeah. So we got that. So it's available there. Steven, really excited about this. You're super interesting just to hear it from you. Yeah, we're going to, we got to do these like on like a quarterly basis. Yeah, we're doing it. Just to give us like an update on like the state of the market, how's comp trending, right? You know, it's kind of like the M and A update. This could be like the recruiting update. So very interesting.
Steven, thanks for coming on, man. This is awesome. Awesome. Thank you for having me. Thanks, brother. All right. Hope you enjoyed that episode. Please give the podcast a rating. Consider subscribing to the show and check the show notes for links to what we talked about. Thanks for tuning in. I'll see you guys next time.