Developing strong leaders and embracing innovation are key to staying competitive. In today’s episode of Inside Automotive, Eric Barbosa, vice president of Variable Operations at Cavender Auto Group, shares how the group develops leaders from within, leans into tech and social media, and maintains momentum despite the industry.
Cavender Auto Group places training and development at the core of its business strategy. The initiative began two and a half years ago with full support from the executive team. Since then, the group has promoted sales managers through the ranks, resulting in seven of its eight stores now being led by internally developed general managers. Barbosa emphasizes that leadership development is non-negotiable, and managers are deeply involved in ongoing coaching and performance check-ins.
The group’s approach to onboarding ensures every hire, even those with automotive experience, is fully integrated into the “Cavender Way.” This includes participation in mandatory training sessions like “Road to Success” and scheduled coaching at 12, 2, 4, and 6 pm daily. Barbosa says cultural fit and process adherence are more important than past dealership experience.
Cavender also embraces generational shifts in the workforce by leaning into technology. Barbosa dispels the myth that younger employees lack work ethic, noting instead that they’re faster and smarter with tech. This has prompted the group to formalize social media activity as part of its sales and training process. Managers are required to post at least 10 times daily, and while not every employee hits that number, even partial participation from 125 sales consultants expands the group’s digital footprint.
Despite market concerns like tariffs and rising used car prices, Barbosa says Cavender remains steady in its operations. With eight stores representing brands from Cadillac and Jaguar Land Rover to Ford and Nissan, the group continues its pricing strategy unchanged while staying flexible for future adjustments. Barbosa credits resilience and planning, noting that after 25 years in the industry, he’s learned to stay informed and proactive without overreacting to headlines.
On the used side, Cavender emphasizes acquisition through service drives instead of auctions. Its “Cavender Comparison” initiative leverages internal repair orders and customer relationships to source vehicles directly. This approach keeps acquisition costs down and builds loyalty.
"Seven out of our eight stores have general managers and they were all groomed, the majority of them from within." – Eric Barbosa
