Today’s car buyers expect a transparent, efficient purchasing experience from start to finish. On the latest episode of F&I Today, Paul Brown, VP of Ascent Dealer Services, explains why the transition from the showroom to the finance office plays a critical role in building customer trust, improving F&I performance and creating a seamless dealership experience.
According to Brown, “the handoff is the sale,” and the transaction should feel seamless rather than transactional.
While many customers walk into the finance office already on edge, viewing it as a mandatory final hurdle rather than a natural extension of the buying process, that wariness, he said, stems from customers having just committed to a large purchase, often with monthly payments between $750 and $1,500, and wanting to move on to enjoying the vehicle rather than sitting through more paperwork.
Recent survey data cited by Brown found that 58% of customers said they trusted the F&I professional’s advice on products such as protection plans, which he attributes to a significant climb over the past five to six years as dealerships have become more transparent and customer-focused. Despite that progress, Brown said, the handoff between departments remains the biggest opportunity for improvement.
Building trust before the sale closes
Brown recommends that F&I managers introduce themselves to customers early in the sales process, sometimes before a customer has agreed to buy a vehicle or has even seen pricing. A brief, informal introduction, he said, signals accessibility and reassures customers that help is available if questions arise.
He described that approach as a way to humanize the finance office rather than let it operate as a separate, closed-off department, saying, “Product knowledge cannot compensate for a broken handoff.”
Moreover, Brown notes that the salesperson typically holds more of the customer’s trust heading into F&I, largely due to the time invested during the vehicle selection process. Therefore, he said that trust needs to be intentionally transferred to the finance manager through a genuine endorsement, rather than customers feeling like the process is starting over.
Brown pointed to redundant questioning as a common source of friction. When sales, desk managers and F&I ask customers the same questions repeatedly, he said, the experience feels disconnected and inefficient, similar to a customer service call that requires repeating account information at every step.
Improving internal communication so customer information carries over between departments, Brown said, helps create what he called a “one dealership” experience rather than a series of disjointed handoffs.
Driving better outcomes
Further, Brown believes salespeople don’t have to directly present or sell F&I products. Instead, he advises them to offer a simple, sincere endorsement, urging customers to pay close attention during the F&I presentation, even if they are tired and inclined to leave.
Customers who understand the products being offered, along with the risks of declining them, make more informed decisions, Brown said, regardless of whether they ultimately purchase the products.
"Modern F&I is not about selling harder… It's about helping customers own smarter."
Nevertheless, Brown asserts that dealerships should audit whether the trust transfer between sales and F&I is actually happening in practice, rather than assuming it occurs consistently. He said the strongest F&I departments rely on coached, repeatable processes rather than the talent of any single employee.
