On the latest episode of Training Camp with Adam Marburger, thought leader and newly minted dealer principal Jim Henne joins the conversation to share how he rose through the ranks of retail automotive, from service advisor to fixed ops director to ultimately buying out his partner and taking full ownership of Performance Toyota Volvo.
Now six to seven months into his new role as dealer principal, Henne reflects on the journey that got him here and the intentional leadership and training changes that continue to drive growth at his stores.
The journey
Jim Henne began his automotive career 22 years ago as a service advisor, a role he credits for fostering deep customer interaction and daily challenges that kept the work exciting. Over time, he progressed through roles including service manager, parts manager, and fixed operations director before becoming service director in 2015 at a struggling dealership. By turning around the service department, Henne earned the trust of ownership and was promoted to general manager in 2017, ultimately buying out his partner and becoming dealer principal in September 2024.
Henne emphasizes that his favorite role remains service advisor due to the personal customer connections and problem-solving aspects. He shares how his wife’s involvement brought a vital shift in culture and leadership at the dealership. She identified gaps in executive staff performance and implemented leadership programs, training regimens, and a mentorship system, including engaging interns from a local career technology school to boost customer service.
The dealership also revamped its community involvement, moving beyond simple donations to hosting events like petting zoos, supporting local dog rescues by sponsoring adoption costs, and planning unique experiences such as a unicorn visit for children at the Volvo store. This strategic focus on culture and community helps set them apart in a competitive market.
Navigating industry setbacks
However, Henne stresses the importance of managing setbacks by leaning on trusted colleagues and delegating responsibilities, a shift he credits to both his wife and his general manager. In today’s climate of tariff uncertainties and margin compression, he advises focusing on controllable factors rather than reacting impulsively. For example, his dealership reversed costly discounting on new vehicles, improving front-end profits by $500 per copy over two months through dedicated training.
“Control the controllables.”
Regarding F&I, Henne calls it the most profitable department by square foot and insists on frequent training. His sales manager trains twice a week and collaborates with external experts to ensure continuous improvement. Despite challenges, Henne’s approach centers on proactive leadership, sustained training, and community integration to build resilience and long-term success.
When asked whom he would spend a day with to gain advice at the dealer level, Henne named industry thought leader Ben Stock, admiring Stock’s forward-thinking approach and innovation in dealership operations, such as valet service in fixed operations.
