Geoffrey Pohanka has dedicated his life to the retail automotive industry, carrying forward a family legacy that spans more than a century. As chairman of Pohanka Automotive Group and a board member of the National Automobile Dealers Association (NADA), he has expanded the company to 22 dealerships across three states while shaping industry conversations on customer service, workforce development, and policy. In today’s episode of Executive Profile, Jim Fitzpatrick sits down with Pohanka to discuss his methodical approach to growth and the leadership culture that defines one of the nation’s most respected dealer groups.
Geoffrey Pohanka is a third-generation dealer whose roots in the business go back to his grandfather, Frank Pohanka, who founded the company in 1919. His father later expanded the legacy, serving as NADA president and founding ASE. Geoffrey began working in the parts department at age 13 and went full-time in 1980, becoming a dealer in 1987.
Today, Pohanka Automotive Group operates 22 stores across three states. While committed to expansion, Pohanka is deliberate in his acquisitions, often buying from dealers who trust he will take care of their employees. The group’s portfolio encompasses a wide range of brands, including CDJR, Hyundai, Honda, and Ford, with no strict geographic focus.
Building culture and talent
Pohanka believes culture drives success, and his group emphasizes internal growth and promotion. Many of his leaders began in entry-level roles: Sandy Angelo, once a part-time switchboard operator, is now a partner overseeing nine dealerships and is set to become NADA chairman; Jon Goings started as a mechanic and is now a service director and partner; and Lenny Gonzalez began as a lot attendant and now runs Honda of Tomball in Texas.
Training is central to the approach. The group hosts interdepartmental sessions that encourage collaboration and career exploration. With the industry facing a shortage of technicians, he encourages dealers to invest in the growth and internal development of their own technicians.
“You’re never an expert in the car business. There’s always something new.”
Currently, the group is working with a local community college to support its automotive program. The John J. Pohanka Family Foundation is investing in the college by building a new facility, which will enable it to expand. The group also offers summer internships to students, helping them further develop their skills and prepare for the workforce.
Putting customers first
Long-term success comes from prioritizing the customer’s experience and convenience. Pohanka’s dealerships offer extended service hours to accommodate walk-ins. Being readily available to take care of a customer dramatically increases CSI scores, dissuades them from going to a competitor and secures long-term customer loyalty.
In an effort to reduce idle time in the F&I department, the group will occasionally offer waiting customers the opportunity to conduct their F&I transaction through a Zoom call with an F&I manager from a sister store. While Pohanka says it has been helpful, he prefers his teams to conduct transactions in-store.
Policy and industry shifts
Pohanka is outspoken about the political and economic forces shaping the auto retail industry. He supports President Donald Trump’s tariff strategy, arguing that reciprocal trade policies will strengthen the U.S. economy. While tariffs may raise costs, he notes that offsets include eliminating CAFE and CO2 mandates, allowing manufacturers to build vehicles that consumers want.
On EVs, he sees regional variations driving demand. With EVs at about 8% of the market—half belonging to Tesla—he expects stronger adoption in states like California but little in others. He predicts hybrids will play a larger role in the future and urges dealers to move EV inventory ahead of the expiring tax credits.
New vehicle prices, averaging $50,000, continue to raise affordability concerns, especially when compared to the pre-COVID average of $35,000. He suggests that a reversal of specific emissions policies by Trump could help mitigate these costs. While current interest rates are historically normal, the unusually high loan amounts are the primary factor challenging consumer affordability.
Protecting the American auto industry and the franchise model
As NADA chairman, Pohanka is committed to defending the dealer franchise system against OEM encroachment and direct-to-consumer models. He stresses that manufacturers and dealers share the same goal of selling cars and serving customers. It’s wrong for manufacturers to attempt to create any competition with their dealers, and he ensures that NADA will continue to fight to defend the franchise system.
He also insists that Chinese manufacturers should not be allowed to enter the American auto market. He spoke at the Chinese Auto Dealer Association Convention and visited BYD’s headquarters two years ago. China is a leader in EVs, but its EV market is heavily subsidized, which creates an uneven playing field. While competition can be good, he argues that the United States should prevent China from entering the U.S. auto market until fair conditions are established.
Giving back
Philanthropy is a cornerstone of the Pohanka family legacy. Through the John J. Pohanka Family Foundation, the group donates millions annually to nonprofit organizations. A notable initiative is partnering with Prince George’s County schools to make financial literacy a graduation requirement, preparing students to build strong futures.
The foundation also donates $100 to charity for every vehicle sold in three Maryland dealerships and has funded the Pohanka Fine Arts and Athletic Centers at Saint James High School.
Pohanka, who has spoken openly about his dyslexia and its advantages, remains focused on strengthening the dealer community. He helped craft NADA’s guiding principles, “Evolving Business Models and the Dealer Franchise System,” which aim to help dealers better serve customers through OEM partnerships and prioritize the franchise model.
Car manufacturers and dealers want the same thing: to sell cars and take care of customers. Despite their different strengths, manufacturers possess the expertise to build the vehicles, while car dealers bring the human touch to the process. Manufacturers and dealers must collaborate to achieve a common goal. He highlights that OEMs with a collaborative relationship with their dealers are highly successful, while those that don’t often struggle.
Looking toward the future
Succession planning is also on the horizon. Two of his three children currently work in the business, both of whom started as mechanics. While he hopes one will eventually lead the group, he insists the choice is theirs. If not, he is confident the next leader will come from within the dealership family.
Reflecting on his family’s legacy, Pohanka is certain that his grandfather would be extremely ecstatic and proud of the family’s accomplishments. His grandfather’s ambitious and “can-do” spirit is woven into the fabric of the group’s culture.
Although the retail automotive industry is demanding and challenging, Pohanka believes there is nothing else like it in the world. He encourages his fellow dealers to keep moving forward despite the current difficulties. The industry has faced challenges in the past and has always emerged stronger on the other side.
