Sales performance continues to be shaped by new technology but that can also introduce gaps in execution and accountability that go all the way to the top. On this episode of Training Camp, F&I expert and general manager of 800% Elite Automotive Group, Evan Walters joins us to discuss ways finance professionals can close these gaps and close more deals.
Even as new tools like AI and digital retail platforms continue to expand across the industry, many dealers are missing out on sales due to accountability gaps, inconsistent execution, and missed opportunities in early deal engagement. The fix, Walters says, is a renewed focus on process discipline, customer relationship building, and a “question everything” mindset.
Closing accountability gaps to drive up sales
Walters says one of the industry’s biggest challenges is not capability but execution and accountability. Leaders often avoid stepping into accountability roles despite having the authority to do so, he says.
Dealerships need to adapt to changing industry trends and technology to stay on top of their game, Walters says.
“Question everything,” he said. “Just because we’ve always done something and it’s worked doesn’t mean it’s the best way to currently do it.”
Walters urges dealerships to evaluate vendors, processes, and product offerings regularly to ensure optimal performance.
Get finance involved in the sales process early
Finance teams need to engage earlier in the deal process to maximize both profit and customer experience according to Walters.
“Early is not early enough,” he said, adding that earlier involvement often improves structure and outcomes for both the customer and dealership.
Don’t wait for deals to come to you
Top-performing F&I professionals distinguish themselves by actively generating business rather than waiting for it to come to them.
“The ones that go from good to great or elite are the ones that find other opportunities that aren't in their job title. Bringing business to the business."
Reliance on inbound deal flow limits growth potential according to Walters. He says finance professionals should strengthen relationships across all dealership departments, including sales, service, lenders, and office staff. F&I leaders should operate as business owners within the dealership structure, not just managers of paperwork and transactions.
“We need to contribute to the business not wait on these leads and deals that come into the office, that should just be sprinkles and cherries on top,” Walters said.
Sustained success in automotive retail depends on discipline, leadership, and continuous training according to Walters. He says performance is built through preparation, not execution alone, adding that success is developed in training environments before it shows up in results.
