In today’s episode of Training Camp, Ed Roberts, chief operations officer of Bozard Ford, joins Adam Marburger to share how servant leadership, vision-driven training and a relentless focus on the ownership experience have helped the dealership rise to a powerhouse status.
Robert’s automotive journey began with a love for race cars and a chance meeting at a high school job fair. He connected with a service director at a local Ford dealership and, within weeks, began working as a technician. Although his career took him to Ford Motor Company for a time, he returned to dealership operations and joined Bozard during the Great Recession. The same store would promote him into leadership, where he’s helped lead the business to recognition.
Despite being located in a town of just 15,000 people, Bozard Ford moves a ton of metal. Last month, the dealership sold 947 units and is on pace to match it again. Customers travel far distances to buy and service their vehicles due to the experience Bozard provides beyond the sale.
Roberts stresses that while many dealerships focus on the purchase moment, Bozard’s team pours their energy into the ownership journey, making every post-sale touchpoint matter. In addition, the dealership operates an extensive mobile service fleet to support customers with convenience and flexibility and retain service business.
"Attitude and effort are a lot of what we do... What we really focus on is casting our vision. So it's attitude and effort chasing a vision. Without that vision, you just create activity."
When it comes to leadership and team development, Roberts is clear: training is non-negotiable. Bozard heavily invests in growing its people and has built an internal training platform called Bozard University. The platform supports consistent onboarding, skills development, and cultural alignment. According to Roberts, hiring “retreads” can come with baggage; therefore, the focus is on shaping employees internally and instilling the dealership’s core values from the start.
At the heart of their culture is a commitment to servant leadership. Bozard trains its team using five philosophical questions, but none is more important than “Why do we exist?” The answer guides everything they do: to enrich the lives of others, including fellow team members, customers, families and the community.
When the team matches customers with products that truly enhance their lives, it’s no longer about selling—it becomes a service. This approach builds long-term relationships and loyalty that outlast the sale. He also emphasizes the importance of integrating service and F&I operations, ensuring that teams communicate and collaborate efficiently to support customer retention.
Roberts describes Bozard Ford as the best team on the planet, not because they have the best individual players, but because they operate without silos and win through unified execution. The key is getting the entire team to buy into the vision. With the right culture, consistent training, and a mindset rooted in service, dealership teams can continue to grow and boost customer retention.
