Business View Magazine | April/May 2022

97 BUSINESS VIEW MAGAZINE VOLUME 9, ISSUE 4 FULLSPEED AUTOMOT I VE acquisitions, FullSpeed Automotive generally tries to retain most of the existing staff. It does so, at least in part, by recognizing the importance of caring for employees. Every individual is treated with respect. Stilwell notes that most employees don’t leave their roles due to money, but because of their work environment and how they are treated. FullSpeed Automotive recognizes that a satisfactory work environment doesn’t purely come down to good treatment. It’s also about providing an engaging atmosphere. Something that the company culture is geared toward. “It’s hard to describe what makes up our corporate culture,” Stilwell admits. “It’s a culture that empowers employees to make decisions themselves. And that fosters the growth that we’re currently sustaining by really allowing employees to have some autonomy and independence. They are free to make decisions that are in their own best interests – and the company’s.” Some of the most important decisions that company personnel have had to make recently have revolved around managing the impact of the COVID-19 pandemic. In particular, supply chains have faced heavy disruption – something that FullSpeed Automotive has managed admirably. “We’ve certainly experienced supply chain disruption across the board, but the good news is we’ve never run out of any particular product,” Stilwell explains. “We’ve had a number of different suppliers who have been unable to get us what we would normally use, but we’ve been able to obtain alternative suppliers, keep our business operating, and move forward without any interruption.” FullSpeed Automotive has been aided in managing the challenges presented by the pandemic by its first-rate franchisees. The company utilizes lead generation to find individuals who are looking for a new business opportunity and who meet specific criteria. Chief Development Officer, Ronald Stilwell