Fixed-ops remains one of the most powerful levers for dealership profitability and customer loyalty in 2026. On today’s episode of Service Drive, John Fairchild, president of Fairchild Automotive Solutions and high-performance fixed-ops coach, outlines the operational priorities that leaders must focus on to drive measurable results this year.
Most dealerships don’t lack knowledge: they struggle with execution. The key to success lies in operational discipline: ensuring the fundamentals are consistently delivered and holding teams accountable to standards that produce real results. For 2026, he identifies four pillars that define high-performing fixed-ops departments: management presence, measurable accountability, structured coaching, and non-negotiable execution.
Management presence is the first pillar. Fairchild stresses that leaders must be visible on the service drive, particularly during peak hours. Walking the floor, engaging with team members, and reinforcing expectations ensure that processes are followed and signal to the team that leadership is actively invested in performance.
"Leadership in the service drive can no longer be defined by intention. It'll be defined by inspection and results."
Measurable accountability is the second pillar. Daily scoreboards, huddles, and tracking performance gaps provide transparency and enable managers to identify high performers and those needing coaching. This data-driven approach moves service operations from reactive problem-solving to proactive management.
Structured coaching is the third pillar. Leaders must coach their teams consistently and intentionally. He recommends short, disciplined daily huddles for advisors and weekly tech huddles to review performance, share best practices, and address challenges. Huddles should focus on actionable guidance rather than complaints, with each team member leaving with a clear step they can take to improve.
Non-negotiable execution rounds out the four pillars. Top performers who resist processes can undermine the entire team. He stresses that even high-performing employees must adhere to operational standards. Leaders must identify individuals who act as “cancers” on the floor and address their behavior directly, ensuring consistency across the team.
He also emphasizes the importance of treating team members as well as, or better than, customers. When employees feel valued and supported, it translates into higher-quality interactions with guests, stronger customer experiences, and better retention.
He cautions against delaying implementation. The best time to establish these structures is now, not after spring break or a busy quarter. Leaders who commit to these pillars early in the year set the stage for sustainable performance improvements and measurable gains in profitability and customer satisfaction.
By prioritizing presence, accountability, coaching, and execution, dealerships can transform their service operations from reactive firefighting to a systemized, results-driven engine that consistently delivers for customers and teams alike.
