What kind of shop do you want to build? One with excellent customer service, one that is comfortable and visually appealing, or one with outstanding facilities for your team? For Kori and Troy Vaninetti, the answer was all of the above.
The Vaninettis started as teenagers at Kori’s stepdad’s shop, cleaning toilets, picking up cigarette butts, and sweeping floors. They treated the place as if it were theirs from day one, and eventually it was. Recorded at ATI’s SuperConference with Kim Hickey, Jason Patel, and Geoff Berman, episode 103 of Maximum Octane covers their journey from employees to owners, building the “Garage Mahal,” opening a second location, keeping bench players engaged, and their “give ’em the pickle” approach to service.
What You Will Learn
- How it all started for Kori and Troy
- Troy talks about the challenges of building the auto shop of your dreams
- The importance of taking care of your internal customers
- How to turn your auto shop into the “Garage Mahal”
- Kori and Troy talk about the challenges of opening a second location
- How to keep your bench warmers engaged
- Kori and Troy find out the things they didn’t know they didn’t know
How It All Started
Kori and Troy open with their story. Starting at the bottom gave them a deep understanding of every role in the shop. They learned what it feels like to be a new employee, what good and bad leadership looks like, and how much small details matter. That foundation shaped everything they built later.
Starting at the bottom also builds credibility. When owners have swept the floors and handled the unglamorous tasks themselves, employees know their leaders understand the work. That shared experience makes it easier to set high standards without seeming out of touch. Owners who did not come up through the shop can still build some of this understanding by spending time in each role, asking questions, and listening to the people who do the work every day. Treating the business as if it were already theirs is an attitude that leaders can also encourage in their own employees.
Building the Shop of Your Dreams
Around the 7 minute mark, Troy talks about the challenges of building the shop of your dreams. Turning a vision into reality requires investment, planning, and patience. It also requires clarity about what matters most: the customer experience, the team environment, or both.
A dream shop rarely gets built all at once. Most owners improve their facility in phases as cash flow allows, which makes priorities important. Writing down the vision in detail, from the lobby to the break room to the bay layout, helps owners decide what to tackle first and avoid costly changes later. Working with experienced contractors and talking with other owners who have built or remodeled shops can prevent common mistakes, such as underestimating electrical needs, parking, or workflow between bays and the parts room.
Taking Care of Your Internal Customers
The Vaninettis emphasize the importance of taking care of employees. Because they were once employees in the same shop, they understand what technicians and advisors need to feel valued. They hold firm, non-negotiable beliefs about the culture they want and are comfortable with, and they build their decisions around it.
ATI’s Create a Challenged and Engaged Workforce explores how leaders keep teams motivated.
Treating employees as internal customers means applying the same care to the team that the shop gives to vehicle owners. That includes listening to their concerns, giving them the tools and training they need, recognizing good work, and following through on promises. Non-negotiable beliefs help here, because they give leaders a clear filter for decisions. When a choice conflicts with the culture the owners want, the answer is already settled, which makes the shop more consistent and easier to trust.
Turning Your Shop Into the “Garage Mahal”
Around the 18 minute mark, Kori and Troy explain how to turn a shop into the “Garage Mahal.” A clean, comfortable, attractive facility makes customers feel confident and makes employees proud to work there. Investing in the space for employees, not just the customer lobby, sends a powerful message about how much you value your team.
ATI’s Make an Impactful First Impression! covers the customer side of the environment.
A “Garage Mahal” does not require luxury. It requires care. Clean restrooms, organized bays, good lighting, comfortable seating, and a well-kept exterior signal professionalism before anyone speaks. For employees, a clean break area, climate control, quality tools, and a place to store personal items show that leadership cares about their daily experience. These investments also support recruiting, because technicians compare work environments when choosing where to work.
Give ‘Em the Pickle
The Vaninettis share their “give ’em the pickle” approach to customer service. The phrase comes from a well-known customer service story about a restaurant that refused a customer’s request for an extra pickle. The lesson is that small accommodations, often costing almost nothing, can make or break a customer relationship. ATI tells a similar story in Where’s My Pickle? A Customer Service Story.
In a repair shop, pickles come in many forms. A courtesy check of tire pressure, a vacuumed floor mat, a ride to work, a bottle of water, or a quick explanation with photos of what the technician found are all small gestures that customers remember. The key is empowering employees to offer them without asking permission every time. When advisors and technicians know they can make a reasonable accommodation to keep a customer happy, service becomes faster and more personal.
Opening a Second Location
Around the 22 minute mark, Kori and Troy discuss the challenges of opening a second location in Yelm. Expansion tests a business’s systems and leadership. What works when the owners are on site every day may not work in a location they visit less often. They also share the things they discovered they did not know they did not know.
Before expanding, owners benefit from asking whether the first location can run well without them. Documented processes, a strong manager, reliable reporting, and a culture that does not depend on the owner’s daily presence are essential. Leadership for the new location matters most of all. Promoting someone who already understands the culture, rather than hiring an outsider and hoping they adapt, is one way many multi-shop owners protect their standards as they grow.
Keeping Bench Players Engaged
The Vaninettis talk about keeping “bench warmers,” the team members who are not currently in key roles, happy and active. Engaged bench players are ready to step up when opportunities open. Geoff Berman expands on bench building in Build an All-Star Bench for Your Auto Repair Shop.
Bench players stay engaged when they feel seen and see a future. Regular conversations about their goals, chances to take on new responsibilities, cross-training in other roles, and recognition for progress all help. When people know they are being developed for something, they are more patient while waiting for a role to open. Without that clarity, talented employees often leave for a competitor who offers them a clearer path.
Common Mistakes When Expanding or Upgrading a Shop
One common mistake is spending on the customer lobby while neglecting the areas where employees spend their day. Another is expanding before the original shop’s systems are documented, so the owners end up stretched between two locations and both suffer. Some owners also underestimate how much leadership time a new location requires in its first year.
Cutting corners on culture is the most expensive mistake. A second location staffed by people who do not share the shop’s values can damage the brand quickly. Hiring carefully, training thoroughly, and keeping communication strong between locations help prevent that.
What This Looks Like for Service Advisors
Service advisors are often the people who deliver the “pickle.” They notice when a customer is stressed, running late, or worried about cost, and they decide how to respond. Giving advisors clear guidelines on what small accommodations they can offer, such as a shuttle ride or a waived fee on a minor item, lets them solve problems on the spot.
Advisors also shape the “Garage Mahal” experience. A clean counter, an organized waiting area, and a warm greeting all fall within their control. When advisors take ownership of the customer environment the way the Vaninettis took ownership of their shop, the entire experience improves.
Ideas to Borrow From the Vaninettis
- Identify one “pickle” your shop can give every customer.
- Invest in a part of the facility that is just for your team.
- Give developing employees meaningful work and a path to grow.
- Document your systems before you think about a second location.
Chris Darmody, who helped rebuild culture at Graham Auto Repair, shares his side of the story in Rebuilding From the Inside Out. Charlene Parlett explains how to keep WOW experiences consistent in The Forever WOW Experience Approach.
Frequently Asked Questions
What does “give ’em the pickle” mean in customer service?
The phrase comes from a well-known customer service story in which a restaurant charged a loyal customer for an extra pickle, and he never came back. The lesson is that small, low-cost accommodations matter far more to customers than they cost the business. For a repair shop, it means empowering employees to say yes to reasonable requests and look for small ways to make every visit better.
How much should a shop invest in its facility?
There is no universal amount, because it depends on cash flow, the building’s condition, and the shop’s goals. The best approach is to prioritize improvements that customers and employees notice daily, such as cleanliness, lighting, restrooms, and break areas, and plan larger renovations in phases. Many owners treat facility investment as part of recruiting and retention strategy, not just as a cosmetic expense.
When is an auto repair shop ready to open a second location?
A shop is generally ready when the first location runs profitably without the owner’s constant involvement, processes are documented, financial reporting is reliable, and a capable leader is available for the new site. Expanding to escape problems at the first shop rarely works. If the original location still depends on the owner for daily decisions, focus on building systems and leadership first.
How do you keep employees engaged when there is no promotion available?
Offer growth that is not tied to a title. Cross-training, new responsibilities, leading a small project, mentoring newer employees, and paid training all keep people developing. Have regular conversations about each employee’s goals and show them a realistic path. Recognition matters too. When people see that their progress is noticed and valued, they are more likely to stay until the right opportunity opens.
Resources and Links From This Episode
Connect With the Guests
- Kori and Troy Vaninetti: Graham Auto Repair, Graham Auto Repair Yelm, WA, Follow Graham Auto Repair on Instagram, Follow Graham Auto Repair on Facebook
