In this episode, we chat with Eric Gill, CEO of Gills Point S Tire and Auto Repair. Eric and his team were deemed essential from the start but had to make some quick decisions around safety and ensuring customers' needs were not impacted. Eric did an incredible job of empowering his managers to make the best decisions based on what their local markets were dictating. Eric also quickly ensured metrics and targets were adjusted to fit the new normal and keep his team motivated and focused. I really enjoyed Eric's perspectives and hope you do as well.
In this episode, we chat with Eric Gill, CEO of Gills Point S Tire and Auto Repair. Eric and his team were deemed essential from the start but had to make some quick decisions around safety and ensuring customers' needs were not impacted. Eric did an incredible job of empowering his managers to make the best decisions based on what their local markets were dictating. Eric also quickly ensured metrics and targets were adjusted to fit the new normal and keep his team motivated and focused. I really enjoyed Eric's perspectives and hope you do as well.
spk_1: 0:08
welcome to make it a great day. The power of positivity. Riley Committee alive and direct. Gonna be a great day continuing on their incredible Siri's around leaving during this pandemic. Another great leader had the chance to talk with Eric Gill, who is the CEO Point s Gilles Tire. An auto repair great company, obviously a company that it spend a lot of times still face to face. And how do you manage through that again? Just such an incredible, incredible story about perseverance and really making a dent in all of his team members lives I hope you enjoy. Without further ado. Let's jump in and talk with Eric. Thanks. Well, welcome to make it a great day. The power positivity. Ryan Lee coming to you live and direct on a beautiful Thursday. Another incredible opportunity to spend some time with a great friend and an incredible leader. Eric Gill, who is CEO of Gilles Point s tire and auto repair. And Eric is joining me today to talk a little about what life is like, um, in the pandemic and how to continue to manage through that. So, Eric, thank you so much for joining.
spk_0: 1:19
Thank you. for having me. I appreciate it.
spk_1: 1:22
I'm a great day so far.
spk_0: 1:24
I am. I saw it came out early. The sun was back after one day of rain. So I think we all got used to that beautiful weather we had last couple days. It was nice.
spk_1: 1:34
I know. I feel like sometimes in the rain comes it feels like we're paying our dues. But that son, when it shines bright, we're so appreciative of it here in the Northwest. Absolutely. Well, perfect. Well, Eric, for those of us that don't know, obviously I'm blessed to know, but just to kind of start us off with love. Just a quick, 32nd explanation of kind of who point s tire and auto repair is just to kind of kicked that off would be great.
spk_0: 2:00
Yeah. So my stores are all in Oregon, We have 17 stores, and we do, Ah, automotive repair and new tire installation. We've been in the market for about 50 years. I've been in the business for about 20 and, uh, we just do a great job of being your local auto repair and kind of would like to say one stop shop For what your car needs toe, keep it going safe and sound down the road.
spk_1: 2:27
That's awesome. And one of the things you said it has been around for 50. You've been in a 20. What brought you into being a part of point s? Why? Why point us?
spk_0: 2:37
Yeah. So, uh, my family was in the ah ah, tire business, mostly in the giant tire re treads. So we had a manufacturer in in Portland and in Los Angeles. And when I get out of school, I had a counting and marketing degree and and worked in that field just a little while and then climbed the ladder at Target stores. So I got into retail, really enjoyed retail. And then when I went back and do the family business, um, I didn't love manufacturing. So I ended up coming to buy retail, store up in the dowels and and just kind of grew from there. And I've always liked public and retail on the speed at which you get to see decisions have an impact on your business, and it fit my personality. Well,
spk_1: 3:20
that's awesome. Well, speaking of speed and impact, um, I mean, we definitely are in a very unique time and, um, had the blessing of being in one of your stores before in Do definitely know that we have to see people and meet with people and see some things and just in general, would love to hear a little bit about kind of would have been some of the larger challenges and kind of what have you guys changed and shifted to still create a great customer experience knowing that obviously, there's some new rules and restrictions on that you have to follow?
spk_0: 3:51
Yes, The Ryan um, we were deemed as an essential business. We do take care of a lot of, um, obviously vehicles that are out there taking care of the community, everything from police cars and ambulances, toe fire trucks. In addition that people trying to get to and from their work of where it may be, whether they're medical providers or so we've been open to the whole thing. We haven't really curtailed much. We've shorten their hours load on Saturdays. But some of the interesting thing is, as this thing kind of blindsided is all at some level is, um what I felt like my role as a leader and what seemed to be what my team needed was really that reassurance of, um, confidence that we had a plan forward. So even though I think at least most of people I've talked to, none of us had a plan for it cause it was just so kind of crazy, you know? I mean, it was just like making an up day by day, and the information was information overload. But, ah, you know, that first week or two is we realized we just need new policy. Stephen, deal with this. I mean, dealing with internal, um, how we're gonna deal with it if it hits one of our stores. How do we make sure that our customers are safe and feel safe and are safe, you know? And then obviously there was a lot of kind of laws that came out about, you know, what was do's and don't. And then there was the, ah, trying toe pick your all of the safety equipment you needed. You know, everything from toilet paper to disinfection and wipes and all that stuff. So it was just a crazy time that first couple weeks and what I was just blown away is what my team was able to do and rally. And it really made a stronger as a team. I
spk_1: 5:34
love you. I love to hear a little bit more about that. Um, you know where there's some things that just really you may be surprised you are saucing people. Step up when you say that, that has really allowed for you guys to be stronger together.
spk_0: 5:47
Yeah. So you know, each part of this, um, pandemic kind of has brought in or brought up things that we need do. So let's just take the personal protection, wear and sanitation thing that we had to kind of overcome. And how are we gonna make sure that we sanitize cars that we re amount of? How do we sanitize counters? Um, you know, we maybe have been a little bit slower to the party, but we weren't person lying at Walmart to get the last 100 hand sanitizer. So we quickly learned that some of our local customers we have stores in a lot of world towns were distilleries, and they were already quickly making hand sanitizer. So we have hand sanitizers made by Ben Distillery, Mattress Distillery, could river distillery and talk about the teamwork. We have one guy that's kind of in charge of special projects and buying stuff. He contacted all those guys, got bull quarters ready for us. We picked it up with their own delivery trucks, brought him back. He repackage him and make him care packages for all the store. So sudden, within the first week, we had care packages that were kind of think everybody is excited to see the care package. And he did a great job of, you know, literally bundling up like a Christmas present and sent him out from from our headquarters, all to all the stores and again, a had everything that the store is needed to make sure, along with procedures. So, you know, we had one guy named Brad that just really stepped up and, um, made the stores feel special and that they were getting what they needed to to make sure that we could execute. You know, the plan that we put forth toe be safe with customers and employees.
spk_1: 7:25
That is awesome. I always think it's such an amazing thing. You know me. I love that opportunity, not challenges and seeing how things change. But just the entrepreneurship and just the thought processes. You mention that this still raise and then thinking about how you could do care packages. Um, even the toughest times I think humanity really shows through. Um and I think you bring up some really good points on that. Do you think about humanity? And you think about yourself. Is the leaders you talked about that calmness? Are there some specific things that you've learned about yourself during this? That may be a surprised you, Or maybe certain things have come out more askew, been faced with something that I would agree with you 1000% nobody planned for and nobody had a playbook for
spk_0: 8:07
Yeah, you know what? What I, um, learned is how much being a leader and communicating with your team is important to your team. I think you know, We, for the most part, do that, whether it's an annual basis or weekly basis, depending on your organization. But, you know, and I always felt like we did a good job on communicating kind of more demands of the business. So whether it's a sales forecast or a new procedure, a new widget we're trying to learn, but we never in the past had taken as much time as I think probably has become evident. That it's important to is on the human side of things. So I do now a Sunday. Ah, Gil's tire updates. So kind of the gills group gets, Ah, Sunday morning email for me. And, you know, the email is kind of whatever's on my mind, and it's always putting a positive twist. So, you know, the first Sunday I did? It was by a bit a month ago, and I took, um, every manager and assistant manager. So we have, you know, I was 35 we have some overhead. So we had about 40 call outs in that email. Um, just thanking everybody for something they've done that last week or two to make the team better. And so, you know, after that, want to kind of set the bar that, you know, Not only does he appreciate what we're doing, but, you know, I get to see all these other great ideas that are happening around the company. So then you the next. The next one was talking about how, you know financially, we were in a good position going into this and that. We were felt very comfortable that we were going to ride the weather and we had made a decision not to cut people salary instead are our technique was to make sure that we were, um, cutting back people that were extra an organization that were maybe new hires. And so what was doing was our key leadership team felt comfortable that they weren't going to get cut, needed their pain or their job. And the way we had approached it was that each manager got the decision that lay off a couple of people. And we explained that, you know, laying people off wasn't a personal attack, or I wasn't gonna put anyone in. Ah ah, horrible position that there was no safety nets for them with unemployment and all that stuff. So kind of explaining that the path forward for our company, um, seemed to give them a sense of security and then camaraderie. And it was kind of interesting that it s so many of the responses were just proud to be a part of the team. And again, I didn't think I had done much special other than just communicate more on a human approach rather than Hey, this is ah, the new widget we're trying to learn, or this is the new sales forecast. Um, And then the last thing I did last weekend, which, um, was re forecasted we re forecasted by two or three weeks ago for what we in April now and forecasts about 25% down. So people had a shot of making goals because I think goals a really important. And then, uh, this last week, I just made the decision that we were going to honor those goals for budget and for bonus purposes, because we seem to be making the goals now and so and then the third quarter are the first quarter. I gave everybody a 5% revenue bonus. So basically, it forced anybody who was on pace to make first quarter to make it. So, you know, again, just giving the team feeling like, gosh, were we're still gonna win through this whole thing and it's not gonna kill me. And it's all said when we get to the second half of the year, I feel like everybody is going to be in a position that they're excited to finish out what could be a really solid year.
spk_1: 11:45
I think that says a great example of great servant leadership, um, understanding on when to invest when not to think so many people will run on, get away as quickly as they can put themselves first. And obviously you had the opposite approach of putting the team first and really pushing back in. And I think that's very commendable and really respect that as you talked about that communication side of something that he kind of did. But now you're in that rhythm or some other things you've noticed that have come up that even through all this when we're done that maybe you've learned that you might change within the business since happy to go through this. That actually might also be some benefits coming through other than some of the different medications that you just described.
spk_0: 12:25
Yeah, so from a functionality, um, we had just started to experiment with online scheduling, online selling kind of moving our business, which is, I think, a very traditional retailer, obviously, with a service component, it's It can't be completely transaction online. At some point. We normally seems to need to see vehicles, But, um, the mindset was accelerated that gosh, I can schedule online. And yes, I can pay online, and I can actually maybe even order some stuff online. And so maybe air once caught up in Amazon world right now and, you know, names. I don't work on cars that I'm aware of. So, um,
spk_1: 13:07
you know, people
spk_0: 13:08
are people are on their computers a lot, so we're able to kind of, um, bring that mentality and our business, And it's been what's interesting is even though our volumes down a little bit, um, and I go in the visit the stores, the stores are actually being run mawr efficiently and more orderly, because all of a sudden, we now know that Mr Lee is coming in at 12 o'clock with his brand new Ferrari. Just kidding, right? But, uh, you know, you just you kind of knowing you expect it. And when you walk in, you kind of know that Oh, you know, Mr Lee's here and we know he's doing an oil change, and it's just a very calm transaction. Rather than feeling like God chooses what they want, you know, and it's it's really brought a sense of calm. And so I'm kind of excited to see if we can continue to develop this, Um ah, a little more orderly scheduling and customer service because its people value their time. Nobody enjoys sitting entire store for a couple hours, and this is allowing them plan their day a little better as well.
spk_1: 14:10
That's awesome. And it sounds like to that gift of appreciation, as you described right there with that customer experience. It's funny how things like this refocus us sometimes and remembering really what matters. And it's a gift that they're coming in. And let's let's look at it like that now is a burden. So I think that's an awesome, awesome perspective. Eric, I think you have shared such great insights with us. The only last thing I have in my list that you know I love with air quotes, and I know you've got a great one as well. I'd love to hear what's one. Both You always refer back to it times and leverage throughout your life.
spk_0: 14:44
Yeah, so this quote came from a guy that I worked for, one of my first jobs out of college, and his expression was a pretty hard driven guy and very goal oriented. And his quote was always to me is the only place you coast his downhill. And so, um, I've always used that, you know? And it's a good visual that if you're coasting, you are going hand downhill. But if you think about that in the business world, probably it's not where you want to go. So, uh, we've used this opportunity to make sure we're not coasting and that we're making sure we're planning for the future. And and we're excited about the changes that are happening in our our industry and in the environment. Actually,
spk_1: 15:26
that's great. Well, I know our listeners will get a lot out of this. I also know time is extremely valuable and really appreciate you taking the time to talk with us and share some of that. And I hope anybody in the greater state of Oregon that potentially needs any opportunity for their vehicle will come see how much Appreciation Holiness asked for us. So thank you so much, Eric, for joining me today. I really appreciate it.
spk_0: 15:49
Thanks, Brian. And thanks what you're doing for Ah, the greater business community of Oregon and South. Does Washington have a great day?