O'Brien Automotive Team

7 BUSINESS VIEW MAGAZINE VOLUME 9, ISSUE 6 states where it operates as a big reason for this success. He notes, “We rarely find ourselves short of employees and we’ve been fortunate to keep nearly all of our top technicians and sales professionals.” Selling quality vehicles, providing superior service, pride, and commitment to customers, while also delivering outstanding customer satisfaction throughout the entire organization relies upon a group of employees that believes in the value of expertise. Those employees receive a wealth of training on a wide variety of topics – from customer service and new vehicle technologies to sales. Much of the training is developed by the O’Brien Automotive Team to ensure best-in-class practices. Other courses are designed by OEMs for their vehicles and are required. Gremore is proud that he and other managers are instructors in the homegrown training courses, rather than outsourcing the training to third parties. He explains, “It shows we have a stake in our own success and are committed to our the market will gradually cool. By promoting a healthy work environment, the O’Brien Automotive Team have built a culture that embodies and rewards high-achieving employees with tenure. There is little staff turnover at the manager levels and many long- time employees started their career at entry- level positions, such as porters, or part-time and seasonal positions. If an employee has a better opportunity with a higher salary outside of the group, they are encouraged to pursue them. However, salaries for O’Brien employees are competitive within the industry. As a result of the low turnover and continued sales growth, the O’Brien Automotive Team remains staffed at high levels. This is true even during the pandemic, when finding qualified new employees is often a challenge for auto dealers. Gremore credits the company’s established networks and relationships with local high schools, career and technical centers, and other employment sources throughout the