F&I managers who actively coach and support their sales teams can especially improve customer satisfaction, deal flow, and profitability. Paul Brown, Vice President of Ascent Dealer Services, emphasizes that sharing knowledge, not just possessing it, is key to driving performance across the showroom on the latest episode of F&I Today.
“Sharing knowledge is power,” Brown said. “You could have all the skills in the world, but if you keep it to yourself, it doesn’t benefit anyone. Coaching salespeople improves the team and strengthens the dealership.”
Brown emphasized that coaching fosters trust and alignment between departments. Salespeople who understand the F&I process are less likely to unintentionally undermine deals by setting incorrect expectations or “coaching against” F&I products before the customer even enters the office.
Active engagement drives culture
Successful F&I managers spend time on the showroom floor when not actively working deals, Brown said. This includes assisting at early turn-overs, supporting desk operations, and offering real-time coaching. The approach reinforces best practices, builds trust, and creates a more cohesive dealership culture.
Brown also stressed the importance of coaching in structured processes such as trade appraisals. Salespeople are trained to walk around vehicles with customers, document conditions through photos, and gather maintenance and repair histories. This method helps F&I managers accurately assess trade value, effectively present protection products, and increase customer acceptance.
“Customers often provide more honest information to sales than they do in F&I,” Brown said.
“By coaching sales teams to gather that information, F&I managers can use it to build more compelling value conversations and secure higher product penetration.”
Strategies for sales coaching
Brown recommended training sales teams to:
- Shift conversations from payment to budget to align with F&I practices.
- Discuss the total cost of ownership early to prepare customers for product presentations.
- Collect detailed vehicle information, including repairs, upgrades, and wear, to support trade-in value assessments.
These strategies not only improve deal quality but also reinforce alignment between sales and F&I, ensuring smoother customer interactions and stronger trust transfer. Salespeople who are comfortable with the F&I process are more likely to endorse it to customers, Brown noted, making it easier to present products and solutions effectively.
Shared success
Ultimately, coaching is mutually beneficial. When sales teams perform better, F&I managers receive more opportunities to present products, improve margins, and support dealership profitability. Brown said the practice also helps prevent friction, reduces errors, and strengthens customer satisfaction.
“Coaching isn’t just a one-time initiative… it’s a habit,” Brown said. “Dealers who prioritize collaboration and education across departments will consistently outperform those operating in silos.”
