How They Did It
The Idea: Form an Executive Team
After years spent turning his tiny collision repair facility into a multi-shop operation, all of Clay Fallis’ hard work felt as though it was dissipating: ProCare Collision’s third facility had pushed his dream business to the point of bankruptcy.
That was before, of course, he sold controlling interest in the company to Vince Brock.
“He[Brock] brought me out of my comfort zone,” Fallis says. “I was really focused on day-to-day operations. [Brock] came in and said, ‘Let’s get you out of the shop and focus on fine tuning what we have.’”
And that vulnerability—that moment Fallis realized he truly needed help to realize his vision to build his own franchise—offered him a new perspective on truly establishing his budding network: stop micromanaging, and take an executive-level view of the business. With a goal of acquiring eight shops in five years back in 2008, Fallis quickly realized he needed to spend less time intricately involved with operations and more time building an executive team that worked on (and not in) the business.
1. Establish Executive Roles
In order to spread throughout Texas, Fallis and Brock determined it was necessary to gain enough market shared to negotiate better prices with vendors and insurance companies.
Thus, once Fallis committed to removing himself from day-to-day operations, he assigned himself a new title: director of acquisitions. His sole focus was spreading his network’s footprint, which allowed shop managers to run individual locations.
2. Manage by the Numbers
Before the switch, Fallis was constantly consumed with employee management, billing issues, insurance negotiations and customer updates. As director of acquisitions, he learned to delegate those duties to managers and focus on daily numbers.
Fallis dedicated part of each morning to the company’s “daily scoreboard,” which he sent to managers via push reports. The scoreboard tracked closing ratio, cycle time, efficiency, repair vs. replace, and other KPIs deemed important to growing each individual location.
"Now, each day when I look at those push reports, I can see what’s not working, call the shop and say, ‘We have to turn this around,’” Fallis says. “And together we figure something out.”
3. Outsource Leadership
Contrary to Fallis’ former micromanaging attitudes, he found there were myriad people both inside and outside the organization better suited to train and teach. So, to establish a learning culture back when the company had just 65 employees, Fallis made it a point for managers, vendors and manufacturers to host regular in-house training.
Soon, Fallis invested in off-site trips, spending $5,000 for each employee to attend Discovery Leadership training, where they’re taught “how to lead.”
“It’s about personal responsibility and learning to lead yourself down the right path for you,” he says. “It’s about being a better person, husband, wife, brother, sister—a better co-worker.”
Fallis and Brock shattered their goal of opening eight stores, and purchased 12 shops within the first five years of their partnership. Carrying that momentum and utilizing their proven growth tactics, the ProCare team plans to expand its current 17 location franchise (that pulls in around $60 million annually) to 30 facilities by the end of 2017.
Fallis has become so effective at managing from afar that he’s freed up enough time to take on new projects, from opening a ProCare customer call center to revamping the network’s customer engagement processes. Right now, he’s heading a five-month internship program for collision repair students.
“We started running it more like a business than mom-and-pop shop,” Fallis says of the transformation. “It’s helped us negotiate better prices and improve employee retention.”
SHOP STATS: ProCare Collision LOCATION: 17 FACILITIES IN TEXAS Staff: 300 Annual Revenue: $60 million