Dealerships and dealer groups run on a stack that was never designed to talk to itself: a DMS, a CRM, a desking tool, an inventory feed, a reinsurance statement, and a folder of month-end spreadsheets. We build the layer that pulls those together into numbers a general manager can act on the same day.
Single stores, multi-rooftop groups, and acquisition platforms consolidating several brands
New, used, F&I, service, parts, and body — on one set of definitions
Every line carries a definition and the benchmark it should be measured against
We develop the systems in house rather than reselling someone else's platform
Most dealerships already produce more numbers than anyone reads. The financial statement arrives after the month it describes. The CRM reports on activity rather than gross. The DMS can answer almost any question if someone is willing to build the query, and nobody has the time.
The result is management by anecdote. A store knows its used inventory is aging but not which units, bought by whom, at what point in the curve. A group knows F&I per copy varies across rooftops but not whether the gap is product mix, lender spread, or one finance manager. A buyer knows a target's earnings look thin but not which add-backs survive scrutiny.
We build the systems that close that gap: pull the data out of the systems that hold it, apply one consistent set of definitions across every store, and put the result in front of the people who make the decision, on the day they make it.
These are the automotive engagements we take. Most clients start with one and add others as the data layer proves itself.
A role-gated web dashboard covering the whole store or group: consolidated P&L, variable and fixed operations, scenario modeling, and a written plan generated from the same numbers. Owners see everything; lenders, partners, and OEM contacts see a curated subset.
Product penetration, per-copy gross, lender spread and reinsurance on the variable side. Absorption, effective labor rate, technician productivity, parts obsolescence and express throughput on the fixed side. Measured per store, per manager, per advisor.
Extract from CDK, Reynolds, Dealertrack, Tekion, VinSolutions, DealerSocket and the rest; normalize the account structures across rooftops; land it in a warehouse the dashboards and your accountant can both use. Nightly, incremental, and reconciled.
Aging and turn by source, cost-to-market against the guide, reconditioning cycle time broken into its stages, and a per-unit view of where days are actually lost. Built to answer which units to move now and which buyer keeps buying them.
A what-if engine that re-runs the actual financial model rather than estimating from it — pay plan changes, floorplan rate moves, volume assumptions, expense-to-gross targets — and shows the effect on the consolidated statement and on cash.
Generate, route, and execute the paperwork a dealership actually runs on. Templates driven by live data, signature capture with an ESIGN-compliant disclosure, countersignature, and an executed copy that can be produced again years later.
For groups buying stores: a target evaluation workspace, a pipeline with a record per deal, an earnings bridge that separates real performance from add-backs, and a working-capital view that shows what the deal actually needs at close.
Month-end packages, DOC reports, OEM and lender submissions, and the recurring spreadsheets someone rebuilds by hand every period. Generated on a schedule, from the source data, with the assembly step removed.
| Client | What they usually need first |
|---|---|
| Single-rooftop dealers | One dashboard that replaces the month-end spreadsheet pack, with daily visibility into gross, inventory age, and fixed-ops absorption. |
| Multi-rooftop groups | Consolidation across stores on one chart of accounts, so rooftop comparison is a real comparison rather than an argument about definitions. |
| Acquisition platforms | A diligence and pipeline workspace, an earnings bridge per target, and a model that can carry an acquisition through to a consolidated forecast. |
| Dealer principals and CFOs | A single defensible number per line, and a report package that goes to lenders and partners without three days of assembly. |
| Fixed operations directors | Advisor and technician level productivity, effective labor rate, and parts performance measured against benchmark rather than against last year. |
| Fleet and commercial operators | Maintenance scheduling, cost per unit per mile, uptime, and the service integration that ties a fleet back to the servicing store. |
On accuracy. A dealership dashboard is only worth what its worst number is worth. We reconcile to the financial statement, we publish the definition behind every line, and where the system cannot compute something reliably it says so instead of estimating. A figure that quietly guesses is worse than a blank.
Dealer software is a crowded market and much of it is good at the thing it was built for. What it is not good at is the twenty percent that is specific to your group: your pay plans, your account structure, your reinsurance arrangement, the way your two brands report differently, and the report your lender wants in the format your lender wants it.
We are a consulting and development firm, not a platform company. We do not have a product to make you fit. The same people who assess how your stores run are the ones who design and build the system, which is why the result matches the operation instead of approximating it.
Both. A single rooftop typically starts with one consolidated dashboard replacing the month-end spreadsheet pack, which is a smaller and faster engagement. Groups need the harder work first — normalizing account structures across rooftops so store-to-store comparison means something — and then get considerably more out of the result.
We have built extracts against the major platforms including CDK, Reynolds and Reynolds, Dealertrack, Tekion, and Auto/Mate, along with CRMs such as VinSolutions and DealerSocket and inventory and guide feeds. Where a vendor provides an API we use it; where it does not, we work from scheduled exports or a reporting replica. The integration approach is settled during assessment, before anything is committed.
No. The DMS stays where it is and remains the system of record. We build the layer above it — extraction, normalization, dashboards, and workflow — because replacing a DMS is a disruptive multi-year project and it is almost never what the actual problem calls for.
We map each store's chart of accounts to one common set of line-item definitions, and each definition is written down. Reconciliation to the statement happens per store before consolidation, so when a rooftop looks like an outlier the question is about the store rather than about the mapping.
Yes, and this is a designed part of the platform rather than an afterthought. Access is role based: an owner sees the full system, while an outside stakeholder sees only the pages you have granted, with no ability to write anything. Pages that are not in a role's navigation are not reachable by typing the URL either.
Scope drives the number. A single-store dashboard built on one clean data source is a smaller project than a multi-rooftop consolidation with reinsurance, recon, and document workflow. We scope in phases so the first useful release is a matter of weeks, and the later phases are decided once you have something running. Pricing is discussed against a defined scope, not before it.
Send us a recent financial statement and a description of how your reporting works today. We will tell you what can be automated and what it takes.
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