That means investing in the tech stack—but also in training and process so sales, service, parts, F&I, and BDC teams can switch channels without dropping the ball. It’s less about a single platform than it is about building teams who are fluent in many. CUSTOMER SATISFACTION: THE OTHER HALF OF THE CREED Employee satisfaction isn’t a nice-to-have; it’s the first half of Capital’s two-part creed. The second is customer satisfaction. The link is obvious. Tenured teams deliver faster, smoother experiences. Apprentices paired with masters fix it right the first time. Corporate pathways keep finance and accounting operations clean and responsive. A culture of trying—and measuring—new ideas gives customers more ways to say “yes.” Even the experiments that didn’t become permanent products left useful residue: stronger digital retailing tools, tighter logistics for off-site delivery, a clearer picture of what customers actually want.“We pivoted, we integrated, we grew,” Curtis says.“That’s the point.” WHY PEOPLE CHOOSE CAPITAL (AND STAY) Because careers are planned, not promised. Because leadership is visible and human. Because the company funds your growth—whether it’s Strayer tuition, an ASSET sponsorship, or a SkillBridge placement. Because the organization’s first reflex isn’t “policy”; it’s “person.” And because the shop floor jokes and the corporate balloons aren’t surface acts. They’re signals of something deeper: a place where you can do serious 35 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 CAPITAL AUTO GROUP
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