Sample report — all data is anonymized
ownex
DELV ANALYSIS
Summit Moto Group
Vitals
Star Rating
Improvement Opportunity
Top 3 Ranking & Summary
Market
Demographic Analysis
Customer Analysis
Seasonality Analysis
Store
Spatial Analysis
Inventory & Brand Analysis
Operations
Penetration Analysis
Reputation Analysis
Team Analysis
Team Sentiment
On-Site Analysis
Financials
Dept Contribution
Overhead Analysis
Wage Analysis
Cash Flow Analysis
Roadmap
Analysis Summary
Six-Step Roadmap
Supporting Documentation
Source Data
Dealer-Provided Data
Financial Analysis Workbook
DELV Analysis
Summit Moto Group
Dealer Enthusiast LifeCycle Value — Comprehensive Dealership Analysis
Report Date
March 2026
Data Period
2020 – 2025
Location
Anywhereville, CA
Prepared By
Ownex
POWERED BY
o w n e x
Vitals
DELV ANALYSIS - SUMMIT MOTO GROUP
STAR RATING
★★☆☆☆
Composite Score
2.4 / 5.0
Actual★★★★★★★★★★★★★★★
FINANCIAL Net Profit -1.1% ≤ 0.0%0.1 - 3.3%3.4 - 6.6%6.7 - 10.0%> 10.0%
Sales & F&I
(Contribution)		 4.9% ≤ 0.0%0.1 - 3.9%4.0 - 8.0%8.1 - 12.0%> 12.0%
Parts
(Contribution)		 8.2% ≤ 0.0%0.1 - 6.6%6.7 - 13.3%13.4 - 20%> 20.0%
Service
(Contribution)		 26.8% ≤ 0.0%0.1 - 14.9%15.0 - 30.0%30.1 - 45.0%> 45.0%
INVENTORY Sales
(Turns/year)		 2.43 ≤ 11 - 1.61.7 - 2.32.4 - 3.0> 3.0
Parts
(Turns/year)		 1.12 ≤ 11 - 1.61.7 - 2.32.4 - 3.0> 3.0
Service
(Proficiency)		 56.8% ≤ 50%50 - 66%67 - 83%84 - 100%> 100%
PENETRATION Sales
(F&I $/unit)		 $169 ≤ $125$125 - $250$250 - $375$375 - $500> $500
F&I
(contracts/units)		 1.31 0.00.1 - 0.80.9 - 1.61.7 - 2.5> 2.5
Parts
(Lines/Invoice)		 1.8 1.01.1 - 1.81.9 - 2.72.8 - 3.5> 3.5
Service
(Hours/RO)		 1.7 ≤ 1.01.1 - 1.71.8 - 2.42.5 - 3.0> 3.0

Vital Improvement Opportunity

Sales Department
Contribution4.9%2.43Turns$169F&I/Unit
Financial Opportunity
+$280,597
Elevating the sales contribution from 4.9% to our target of 15% holds the potential to bolster gross profit by approximately $280,597.
Inventory Opportunity
+$11,632
Flooring expense savings from liquidating oldest aged units. Moto Guzzi flooring $5,953 + Piaggio $5,679 = $11,632 in annual carrying cost recovery.
Penetration Opportunity
+$82,736
Increasing F&I per unit from $169 to $500 goal would increase gross profit by $82,736.
Parts Department
Financial Opportunity
+$115,241
Elevating the contribution margin from 8.2% to the desired 25% could result in an extra $115,241 in gross profit.
Inventory Opportunity
+$56,600
Liquidating obsolete parts, accessories, and clothing through wholesale channels. $566,005 in obsolete list cost × 10% wholesale recovery = $56,600 in recovered capital.
Penetration Opportunity
+$95,541
Boosting the average lines per invoice from 1.8 to 2.5 increases parts gross profit proportionally: $245,677 × (2.5/1.8 − 1) = $95,541 additional GP.
Contribution8.2%1.12Turns1.8Lines/Inv.
Service Department
Contribution26.8%56.8%Proficiency1.7Hours/RO
Financial Opportunity
+$98,226
Boosting the Service department's contribution margin from 26.8% to 45% could yield an extra $98,226 in gross profit.
Proficiency Opportunity
+$198,806
Unused labor from 2 production technicians (1,962 hrs) × $159.80 effective rate = $313,574 revenue × 63.4% service labor GP = $198,806 in gross profit.
Penetration Opportunity
+$163,052
Increasing hours per RO from 1.7 to 2.5. (2.5 − 1.7) × 1,995 ROs × $161 rate = $257,179 revenue × 63.4% GP = $163,052 gross profit.
Top 3 Ranking & Summary

Your Biggest Opportunities

Automatically ranked by the three largest gross profit improvement opportunities from the Performance Vitals.

$642,454
Total Recoverable Profit from the Top Three Opportunities
#1
Sales
Contribution
$280,597
CURRENT
4.9%
➔
GOAL
15%

Greater discipline is needed in holding gross profit on every unit sale, expanding F&I product offerings, and actively promoting manufacturer rebates to offset margin pressure instead of defaulting to discounts.

#2
Service
Proficiency
$198,806
CURRENT
56.8%
➔
GOAL
100%

2 production technicians (Dorsey & Rowe) have 1,962 unused hours. At $159.80 effective labor rate and 63.4% service labor GP margin, that’s $198,806 in recoverable gross profit through better scheduling, workflow, and advisor upselling.

#3
Service
Penetration
$163,051
CURRENT
1.7 hrs/RO
➔
GOAL
2.5 hrs/RO

Service advisors need to increase the average hours billed per repair order. Better inspection checklists, multi-point service menus, and advisor upsell training close this gap and drive gross profit.

Market
DELV ANALYSIS - SUMMIT MOTO GROUP
DEMOGRAPHIC ANALYSIS
Market Overview
Dealership Location
742 Commerce Blvd, Anywhereville, CA 93101
Central Business District — high-visibility commercial corridor
Established
1993 — 30+ Years in Operation
Long-standing premium European motorcycle dealer
~3.0M
Metro Population
714K
City Population
34,967
Local Trade Area
1.08%
Annual Growth Rate
Income Profile
Median Household Income (Trade Area) $98,770
Median Household Income (City) $91,681
National Median $78,538
Average Individual Income (Local Area) $64,687
Poverty Rate (Trade Area) 14.3%
The immediate trade area household income is 26% above the national median, indicating strong purchasing power for premium European powersports brands.
Housing & Cost of Living
Median Home Value (Trade Area) $627,600
City Median Home Value $586,700
National Median Home Value $303,400
Avg. Rent (Local Area) $2,085 – $2,767
Homeownership Rate (City) 49.1%
Renter-Occupied (Local Area) 65%
Home values are 2x the national median. The high renter percentage (65%) in the immediate area suggests a transient, younger demographic — important for F&I product strategy.
Population Demographics — Trade Area
Age & Gender
Median Age33.0 yrs
vs. National 38.8 yrs
Male52.1%
Female47.9%
Households: 16,537
Avg. Household Size: 2.02
Race & Ethnicity
White58.8%
Hispanic / Latino23.3%
Black / African American10.2%
Asian4.5%
Other / Two or More3.2%
Education Attainment (25+)
Bachelor's Degree or Higher61.3%
vs. National 35.0%
High School or Higher93.9%
vs. National 89.4%
Education levels are 75% above the national average for bachelor's degrees — a highly educated consumer base aligned with premium brand positioning.
Customer Distance Analysis — R12 Major Unit Buyers
113 0–10 mi 42 10–25 mi 19 25–50 mi 15 50–100 mi 21 > 100 mi SUMMIT
Based on 210 geocoded R12 major unit buyers — showing where the last 12 months of buyers came from relative to the dealership location
61.5 mi
Avg. Distance
73.8%
Within 25 Miles
Distance Band Buyers Share
0 – 10 miles 113 53.8%
10 – 25 miles 42 20.0%
25 – 50 miles 19 9.0%
50 – 100 miles 15 7.1%
100+ miles 21 10.0%
73.8% of R12 major unit buyers are within 25 miles of the dealership. The average buyer travels 61.5 miles, reflecting Summit’s draw as a regional European motorcycle destination. Data represents the last 12 months of major unit sales and where those buyers came from.
Competition Landscape — Metro Area
Summit Moto Group competes in the metro powersports market, primarily as a premium European-brand specialist (Ducati, Triumph, Moto Guzzi, Aprilia, Vespa, Piaggio). Competitors sorted by proximity:
Crossroads Cycle CLOSED
2.9 miles — Anywhereville
Formerly Yamaha & CFMOTO. Permanently closed. Former adventure/off-road customers now available.
Ridgeline Moto EUROPEAN BRANDS
3.3 miles — Anywhereville
KTM, Husqvarna, GasGas dealer. European off-road and adventure brands. Closest active geographic competitor.
Valley Powersports
7.3 miles — Anywhereville
Locally owned since 1998. Multi-brand Japanese & utility focused. Direct geographic competitor.
Pacific Euro Moto EUROPEAN BRANDS
7.9 miles — Riverside
BMW Motorrad authorized dealer. Overlapping premium European enthusiast demographic.
Coastal Euro Moto EUROPEAN BRANDS
8.8 miles — Eastview
BMW Motorrad & Indian authorized dealer. Cross-shops with Ducati and Triumph buyers on premium touring and adventure.
Central Powersports
9.5 miles — Northfield
Region's largest powersports dealer (est. 1972). Full-line Japanese & American brands. High-volume, broad-market.
Lakeside Cycle World SELLS DUCATI
10.5 miles — Greenfield
Region's longest-running dealer (est. 1948). Multi-brand including Honda, Kawasaki, Suzuki, and Ducati. Direct brand competitor.
North County BMW EUROPEAN BRANDS
57.2 miles — Hillsboro
BMW Motorrad dealer serving the north county corridor. Captures buyers who might otherwise travel to Summit.
Competitive Position: Summit is the only area dealer focused exclusively on Italian & British premium brands (Ducati, Triumph, Moto Guzzi, Aprilia). Lakeside Cycle World now carries Ducati, making them the most significant same-brand competitor despite being 10.5 miles away. The closure of Crossroads Cycle (2.9 mi) removes a nearby competitor. BMW dealers (Pacific Euro, Coastal Euro, North County) are the closest European-brand competitors but carry a different portfolio. Regional motorcycle registrations grew 18% between 2020–2024.
Powersports Market Context
$8.7B
U.S. Powersports Market (2024)
$14.2B
Projected by 2033
5.66%
Annual Growth Rate (CAGR)
Brands Carried
Ducati Triumph Moto Guzzi Aprilia Vespa Piaggio
Market Tailwinds
• Metro area growing at 1.08% annually (~3M population)
• Motorcycle registrations up 18% (2020–2024)
• U.S. powersports market CAGR of 5.66% through 2033
• Young, educated, high-income local demographic aligns with premium brands
Key Takeaways
STRENGTHS
• Median household income 26% above national average
• 61.3% bachelor's degree+ (nearly 2x national rate)
• Median age 33 — peak motorcycle-buying demographic
• Only European-brand specialist in the metro area
• Growing metro area with strong population tailwinds
CONSIDERATIONS
• 65% renter-occupied in immediate area — more transient base
• 14.3% poverty rate in trade area (income polarization)
• Niche European focus limits total addressable market
• Multiple established volume competitors in the region
• Motorcycle market only 3% of state vehicle registrations
Sources: U.S. Census Bureau ACS 2019–2023, Metro Area EDC, IMARC Group U.S. Powersports Market Report 2024, State DMV, Niche.com, RentCafe

Customer Analysis

Full Customer Base
Average Enthusiast Lifecycle Value
$4,466
On average, every unit sale generates this amount in gross profit across the entire dealership — 1,727 enthusiasts from 43,176 transactions.
Loyal Enthusiasts
The top 20.0% of enthusiasts make up 43.7% of profit across all departments. These 345 enthusiasts have an average ELV of $10,253.
90.4% engage with Service and 68.5% with Parts over a lifespan of 32.5 months, averaging 5.2 ROs per customer at $1,027 avg GP per repair order.
345
Customers
$10,253
Avg ELV
43.7%
of Profit
$1,027
Avg RO Value
Neutral Enthusiasts
The middle 50.0% of enthusiasts make up 53.2% of all profit. These 863 customers have an average ELV of $4,048.
77.0% engage with Service over 15.2 months, averaging 1.8 ROs per customer at $644 avg GP per repair order.
863
Customers
$4,048
Avg ELV
53.2%
of Profit
$644
Avg RO Value
Vulnerable Enthusiasts
The bottom 30.0% of enthusiasts make up 3.1% of profit. These 519 customers have an average ELV of $1,313.
Their engagement spans 6.3 months, with only 0.5 ROs per customer at $443 avg GP per RO. Only 48.5% engage with Service.
519
Customers
$1,313
Avg ELV
3.1%
of Profit
$443
Avg RO Value
Customer Explorer

Individual Enthusiast Profiles

Search, filter, and drill into individual customers. Click any row to see their full breakdown by department, lifecycle insights, and engagement patterns.

Customer Segment ELV Units Sales GP Svc GP Parts GP
Customer Lifecycle Distribution
935
New
10.2%
982
Active
10.7%
1,352
Dormant
14.7%
5,920
Lost
64.4%
Data Cleaning
Excluded Records
3,275 records removed (7.1%)
▼

Seasonality Analysis

Seasonal Pattern

Bi-weekly transaction volumes across all departments from 2020–2025, smoothed into a continuous weekly trend line. Toggle individual years on/off to isolate trends.

Storewide
Sales
Service
Parts
Store
Spatial Analysis

3D Facility Scan

Interactive 3D scan of the Summit Moto Group facility. Click & drag to orbit, scroll to zoom, right-click to pan. Use the toolbar to toggle scan layers.

Full facility layout, customer flow, merchandising, and space utilization analysis will be completed following the on-site DELV.

3D Facility Viewer
233 MB interactive model
Load 3D Scan
Requires summit_moto_group_3d_viewer.html in the same folder as this report. The 3D viewer loads on demand to keep the report fast.
Department Space & Proficiency — R12 Gross Profit per Square Foot

Facility Financial Density

Square footage sourced from 3D spatial scan (6 zones across 9 scans, 14,990 total ft²). Gross profit represents the rolling 12-month period. GP/ft² measures how efficiently each department converts its physical footprint into margin.

14,990
Total Facility ft²
$1,042,999
Total R12 Gross Profit
$82
Avg GP / ft²
Revenue-producing areas only
$89
Best: Sales GP/ft²
Department Area (ft²) % of Facility R12 Gross Profit GP / ft² Revenue / ft² GP Density
Sales 5,097 34.0% $454,120 $89 $525
Service 4,684 31.2% $343,203 $73 $115
Parts 2,904 19.4% $245,677 $85 $237
Other (Offices) 1,513 10.1% — — —
Administration 792 5.3% — — —
Total Facility 14,990 100% $1,042,999 $82 $308
Zone Detail — 6 Zones from Spatial Scan
Unit Showroom Sales 5,097 ft² 34.0%
Service Bays Service 4,684 ft² 31.2%
Apparel Showroom Parts 1,561 ft² 10.4%
Parts Storage Parts 1,343 ft² 9.0%
Offices Other 1,513 ft² 10.1%
Administration Admin 792 ft² 5.3%
Key Observations
Sales leads GP density at $89/ft² — the most productive square footage in the facility.
Service trails at $73/ft² — a $16 gap per square foot versus sales. Increasing proficiency and hours per RO would lift service GP density.
15.4% of facility is non-revenue — Offices (1,513 ft²) and Administration (792 ft²) occupy 15.4% of total space. This is within normal range for a single-rooftop dealership.
Parts splits across two zones — Apparel Showroom (1,561 ft²) is customer-facing retail, Parts Storage (1,343 ft²) is back-of-house. Combined, parts occupies 19.4% of facility but generates the lowest GP density of the revenue departments.
Square footage measured from 3D spatial scan (9 scans, 6 zones). Gross profit is rolling 12-month from DMS financial data. Non-revenue areas (Offices, Administration) excluded from GP/ft² calculations.

Inventory Analysis

Unit Inventory Health

Major Unit Inventory Overview

97 saleable units across 13 brands — 89 new, 8 pre-owned — $1,143,017 inventory cost  (33 exempt units not counted)

97
For-Sale Units
New + Pre-Owned
89
New
8
Pre-Owned
Used only
85
On Floor Plan
$1,103,444
Flooring Balance
$3,097
Monthly Flooring Interest
$37,159/yr
69 Billed Interest
$858,279 — actively accruing interest
16 Free Flooring
$245,165 — not yet incurring interest
2.43 Annual Turn Rate
Goal: 3.0+ — Gap of 0.57 turns
Flooring Interest by Brand
Brand Units Floored Cost % of Total Est. Monthly Interest Est. Annual Interest
TRIUMPH 46 $543,242 49.2% $1,524 $18,294
DUCATI 21 $424,659 38.5% $1,192 $14,301
VESPA 15 $98,262 8.9% $276 $3,309
MOTO GUZZI 3 $37,282 3.4% $105 $1,255
TOTAL 85 $1,103,444 100% $3,097 $37,159

Interest is estimated proportionally based on each brand's share of total floored cost. Actual interest rates may vary by lender and terms.

Pre-Owned = units classified as [B] Used only. Demo (4), Consignment (2), and Rental (27) units are excluded from saleable inventory counts and listed separately in the Exempted Units table below.

Upcoming Flooring Expirations

These 16 units are still in their free flooring period. Once the due date passes, interest charges begin accruing. Total at-risk cost: $245,165.

Due Date Days Left VIN Year Make Model Cost Urgency
04/20/2026 21d SMTDP0G27TTCK3227 2026 TRIUMPH SPEED TWIN 900 $10,667 CRITICAL
04/20/2026 21d SMTL25P19TTCL3577 2026 TRIUMPH TIGER SPORT 800 $12,049 CRITICAL
04/20/2026 21d SMTT127YXTNA42947 2026 TRIUMPH SPEED 400 $5,632 CRITICAL
04/29/2026 30d SMTK20Y31TTCK8503 2026 TRIUMPH TF250-X $9,021 CRITICAL
04/29/2026 30d SMTA614K2TTCL3597 2026 TRIUMPH STREET TRIPLE RS $12,822 CRITICAL
04/29/2026 30d SMTK11Z31TTCK9495 2026 TRIUMPH TF450-X $9,786 CRITICAL
05/02/2026 33d ZDMDAPZW6TB007756 2026 DUCATI PANIGALE V4 R $45,791 SOON
05/02/2026 33d ZDMGAR5W0TB001384 2026 DUCATI DIAVEL V4 RS $37,138 SOON
05/07/2026 38d SMTDS0HG0TTCN0715 2026 TRIUMPH SCRAMBLER 1200 XE $15,587 SOON
06/10/2026 72d SMTA614K8TTCP8205 2026 TRIUMPH STREET TRIPLE RS $12,493 OK
06/17/2026 79d SMTC82DE8TTCN7583 2026 TRIUMPH TIGER 900 ALPINE EDITION $15,842 OK
06/19/2026 81d SMTDR0HG7TTCM0940 2026 TRIUMPH SCRAMBLER 1200 X $13,505 OK
06/25/2026 87d ZAPMA9EB8P5100629 2023 VESPA ELETTRICA 45 (YELLOW) $4,778 OK
07/09/2026 101d SMTDU0H28TTCR0829 2026 TRIUMPH BONNEVILLE T120 BLK (SILVER) $13,377 OK
08/09/2026 132d SMTDU0H2XTTCP8200 2026 TRIUMPH BONNEVILLE T120 BLK $12,621 OK
08/15/2026 138d SMTDX1H20TTCN9247 2026 TRIUMPH BONNEVILLE BOBBER $14,057 OK
Within 30 Days
6 units
$59,976
31–60 Days
3 units
$98,516
61+ Days
7 units
$86,673
Exempted Units
Demo, Consignment & Rental
33 units — $229,760 cost basis — not counted in inventory
▼
Parts Inventory Health

Parts, Accessories & Clothing Inventory

6,036 unique SKUs at $361,129 true cost — 66.4% classified as obsolete

Obsolete = in inventory for 12+ months with no sale. This includes parts, accessories, and clothing — not major units.

6,036
Total SKUs
$361,129 true cost
1,518
Active SKUs
$121,509 (33.6%)
4,518
Obsolete SKUs
$239,621 (66.4%)
Obsolete Inventory by Age
1-2 Years
1,352 SKUs · $89,521
2-3 Years
455 SKUs · $38,449
3-5 Years
922 SKUs · $57,463
5+ Years
1,789 SKUs · $54,188
Top Categories (Obsolete)
Parts 2,932 SKUs · $102,133
Accessories(Parts) 578 SKUs · $50,668
Apparel 359 SKUs · $41,028
Helmets 78 SKUs · $5,801
Tires 41 SKUs · $5,366
1,564
Never-Sold SKUs
$101,353 cost basis
1.12
Annual Turn Rate
Goal: 3.0+ — Gap of 1.88
$609,758
Total List Value
$248,628 potential margin
Service Inventory Analysis

Technician Labor Proficiency

2 active production technicians — 1,747 billed hours of 4,160 available (R12) — $216,569 labor revenue at $123.96 effective rate

2
Active Techs
42.0%
Avg Proficiency
$123.96
Effective Labor Rate
2,413
Unbilled Hours Gap
$299,101
Revenue Opportunity
Note: The technicians listed below were identified during the intake process. Team composition may have changed between the R12 inventory reporting period and the current staffing roster. Proficiency figures reflect DMS-reported billed hours against calculated available hours for the identified production technicians.
Technician Scorecards
Technician
Billed Hrs
Proficiency
Efficiency
Labor Rev
Eff. Rate
Parts Rev
Nate Dorsey
1,081.5
52.0%
94.3%
$137,362
$127.01
$89,440
Ethan Rowe
665.6
32.0%
88.7%
$79,207
$119.00
$41,280
Production technicians Dorsey (senior, 52% proficiency) is the primary diagnostic and complex repair tech. Rowe (32% proficiency, 2 yrs) handles routine service and warranty work. Combined utilization at ~42% reflects severe understaffing — the 5-tech staffing model would target 65%+ per tech. Door rate is $165/hr vs. effective rate of $161.14/hr (2.3% discount).
Brand Value Analysis

Brand & Manufacturer Explorer

Search and explore profitability, inventory investment, flooring exposure, and obsolete parts, accessories & clothing by brand. Click any row for full details.

R12 Brand Value = Rolling 12-Month (Mar ’24 – Feb ’25) Gross Profit + F&I Gross + Estimated Service GP. Est. Service GP is allocated proportionally by each brand’s share of units sold from the Unit Sales Detail — each unit sold represents ~$1,373 of service department gross profit based on R12 actuals. This captures ~72% of total service GP; the remainder is unattributed walk-in or non-unit-brand service work. P&A&C Inventory Turns = Dealership-wide R12 P&A&C cost of goods sold ($441,855) ÷ total on-hand P&A&C inventory value ($394,353) = 1.12 turns. This is a dealership-wide benchmark; per-brand P&A&C COGS cannot be isolated from available data. Major Units = current in-stock unit inventory from DMS. Pre-Owned = Used units only. Demo, Consignment, and Rental units are exempt and listed separately. Obsolete = parts, accessories & clothing in inventory 12+ months with no sale. Dealership-wide, 66.4% of P&A&C inventory by cost is obsolete.
Brand
R12 Revenue
Total GP
GP%
Units
R12 Value
Obs. Cost
Status
Operations

Penetration Analysis

How effectively is each department converting traffic and transactions into revenue? This analysis measures selling effectiveness across Sales, Parts, and Service for the R12 period (Mar ’24 – Feb ’25).

Sales Department

Unit Sales & F&I Penetration

250 total units sold (187 new, 63 pre-owned) — $2,673,505 total sales revenue at 11.2% front-end margin

250
Total Units Sold (R12)
187 new · 63 pre-owned
$1,200
Avg Front-End GP/Unit
All units · Goal: $2,500+
$169
F&I per Unit Sold
Goal: $500+
$42,264
Total F&I Gross
R12 all brands
16.4%
Sales GP Margin
Goal: 15–20%
$82,736 F&I Opportunity $169/unit actual vs $500/unit goal
At $500/unit benchmark × 250 total units = $125,000 potential vs $42,264 actual. Pre-owned F&I averages $107/unit vs $190/unit new — significant opportunity to improve F&I penetration on all 250 unit sales.
Sales & F&I Penetration by Brand
Brand
Units
Revenue
Front GP
GP/Unit
F&I Gross
F&I/Unit
GP%
Triumph
99
$1,161,248
$105,676
$1,067
$15,708
$159
9.1%
Piaggio / Vespa
48
$297,319
$34,077
$710
$7,284
$152
11.5%
Ducati
36
$700,823
$50,399
$1,400
$10,256
$285
7.2%
Moto Guzzi
4
$51,860
$514
$128
$2,258
$564
1.0%
Pre-Owned
63
$462,255
$109,368
$1,736
$6,758
$107
23.7%
Total
250
$2,673,505
$300,034
$1,200
$42,264
$169
11.2%
Data sourced from R12 Unit Sales Detail CSV (250 deal records). Revenue = Sold At price, Front GP = front-end gross (selling price minus cost), F&I = sum of all F&I product gross (GAP, ESP, PPM, tire/wheel, theft, alarm, etc.). Pre-Owned = 63 units (Used + Consignment). Benchmarks: GP goal $2,500+/unit; F&I goal $500+/unit; sales margin 15–20%.
Parts Department

Parts, Accessories & Clothing Sales Effectiveness

$687,532 revenue at 35.7% gross margin — measuring how well the parts counter converts customer visits into multi-line sales

$687,532
R12 Parts Revenue
35.7%
Gross Margin
Goal: 38–42%
1.8
Lines per Invoice
Goal: 2.5+
65.3%
Payroll-to-GP Ratio
Goal: < 50%
Parts Invoices per Unit Sold
2.5
Loyal Customers
0.6
Vulnerable Customers
Loyal customers buy 4× more parts per unit than vulnerable — cross-selling at delivery and service visits is key
Contribution Gap
8.2%
Current
25%
Goal
$115,241 opportunity — payroll at 65.3% of GP consumes most margin
Service Department

Service Throughput & Selling Effectiveness

$540,949 revenue at 63.4% gross margin — 3 production technicians billing 3,408 hours against 6,240 available

3,408
R12 Billed Hours
of 6,240 available
54.6%
Proficiency
Labor Proficiency · 3 prod. techs
1.7
Hours per RO
~1,995 ROs/yr
1,136
Hours / Tech / Year
Goal: 2,080
$161
Effective Labor Rate
Door rate: $165
Repair Orders per Unit Sold (by Segment)
1.8
Loyal
0.8
Neutral
0.5
Vulnerable
Service retention: 71.1% of unit buyers have at least one service visit on record
Throughput Opportunity
54.6%
Current Proficiency
85%
Goal
$98,226 contribution opportunity — 2,832 unbilled hours across 3 production techs

Reputation Analysis

Online Reputation — Multi-Platform
4.4
★★★★☆
Google / Aggregate
~703 reviews
4.0
★★★★☆
Yelp
117 reviews
88%
Recommended
Facebook
314 reviews
COMMON COMPLIMENTS
• Knowledgeable, passionate staff — consistently praised across platforms
• No-pressure sales experience — honest, transparent pricing
• Excellent service department — lead Ducati tech (20+ yrs experience) and skilled service manager singled out by name
• Owner personally engaged — James Harmon calls customers directly on service issues
• Community atmosphere — feels like a local bike shop, not a corporate dealership
COMMON COMPLAINTS
• Service turnaround time — extended wait times for repairs and scheduled service
• Parts availability — European parts sourcing delays frustrate some customers
• Communication gaps — occasional lack of proactive status updates during service
• Pricing perception — premium pricing on labor and accessories
• Limited hours / scheduling — difficulty booking convenient service windows
Reputation Assessment: Summit's 4.4-star aggregate rating across 1,100+ reviews is strong for a premium dealership. The most consistent positive theme is staff expertise and passion — a direct reflection of the culture. The most actionable negative theme is service turnaround and communication, which aligns with the proficiency gap identified in the Service Department analysis. Improving tech utilization and implementing proactive customer status updates would address both the operational and reputational opportunity simultaneously.

Team Analysis

Organizational structure, staff tenure, departmental composition, and team readiness assessment for Summit Moto Group.

Organization & Staff Profile

Team at a Glance

11 employees across 4 departments — 3-layer hierarchy — 4 staff wearing multiple hats

11
Total Headcount
4
Departments
3
Managers
3
New Hires (<6 mo)
34 mo
Median Tenure
Organizational Chart
James Harmon
Owner / Administrator
33 yrs · Salary
Ryan Caldwell
Sales Manager (Incoming)
Starting Apr ’26 · Salary+Comm
No Manager
Parts & Accessories
Reports direct to owner
Chris Navarro
Service Manager
6.1 yrs · Salary+Comm
Tyler Reeves
Sales Assoc · 3 mo
Jordan Myles
Sales Admin/F&I · 2.8 yr
Ben Lawson
Parts/Ship-Recv · 4.0 yr
Luke Merritt
Parts · 1.8 yr
Aaron Pruitt
Svc Writer · 2 mo
Nate Dorsey
Tech · 5.1 yr
Ethan Rowe
Tech · 2.1 yr
Marcus Webb (SM) departing
Staff Roster & Tenure
Name
Title
Department
Hire Date
Tenure
Notes
James Harmon
Owner / Administrator
Administration/Office
May 1993
32.9 yr
I do all the accounting
Ryan Caldwell
Sales Manager (Incoming)
Sales
Apr 2026
Not started
Will be Gen Sales Mgr + some marketing help
Marcus Webb
Sales Manager (Outgoing)
Sales
Sep 2016
9.5 yr
Tyler Reeves
Sales Associate
Sales
Jan 2026
3 mo
Jordan Myles
Sales Admin / F&I / Business Office
Sales
Jun 2023
2.8 yr
Handles F&I from within Sales
Ben Lawson
Parts & Accessories / Shipping-Receiving
Parts & Accessories
Apr 2022
4.0 yr
Parts to Service shipping and receiving
Luke Merritt
Parts & Accessories
Parts & Accessories
Jun 2024
22 mo
Chris Navarro
Service Manager
Service
Mar 2020
6.1 yr
Aaron Pruitt
Service Writer
Service
Feb 2026
2 mo
Nate Dorsey
Technician
Service
Mar 2021
5.1 yr
Ethan Rowe
Technician
Service
Feb 2024
2.1 yr
Administration/Office
1
staff
✓ Has manager
Avg tenure: 395 mo
Ratio: 1:0
Sales
4
staff
✓ Has manager
Avg tenure: 38 mo
Ratio: 1:2
Parts & Accessories
2
staff
✗ No dedicated manager
Avg tenure: 35 mo
Ratio: No manager
Service
4
staff
✓ Has manager
Avg tenure: 40 mo
Ratio: 1:3
Key Structural Findings
• No Parts Manager — 2 parts staff report directly to owner
• No dedicated GM — owner spans admin, finance, and oversight
• No F&I manager — handled by a Sales Admin as a side duty
• No dedicated accounting/bookkeeping staff
Multi-Hat Roles (4 staff)
James Harmon (Owner / Administrator) — also handles: All accounting, GM duties, Parts oversight
Ryan Caldwell (Sales Manager (Incoming)) — also handles: Will also handle marketing
Jordan Myles (Sales Admin) — also handles: F&I, Business Office functions
Ben Lawson (Parts & Accessories) — also handles: Shipping and receiving for Parts-to-Service
Tenure & Knowledge Risk
3 of 11 employees are brand new (<6 months). Combined with the sales transition, institutional knowledge is concentrated in Harmon, Navarro, and Dorsey.

Team Sentiment

Results from an anonymous pre-engagement survey distributed to all staff. 3 of 11 employees responded. Scores range from Strongly Disagree (−2) to Strongly Agree (+2). This survey was completed before any on-site observation or interviews took place.

Anonymous Staff Survey

Sentiment Scores by Category

3
Responses
of 11 employees
+0.33
Avg Overall Satisfaction
+2.00
Customer Focus (Highest)
−0.33
Career Aspirations (Lowest)
Individual Character Traits (Self-Assessment)
Customer Focus
+2.00
Work Style (Process-Driven)
+2.00
Problem-Solving Initiative
+1.67
Dealership Environment & Support Scores
Training & Development
+0.67
Work-Life Balance
+0.67
Professional Growth
+0.67
Role Clarity
+0.67
Profitability Impact
+0.67
Customer Service Mindset
+0.67
Overall Satisfaction
+0.33
Management Support
+0.33
KPI Clarity
+0.33
Feedback & Recognition
+0.33
Team Dynamics
+0.33
Stress & Burnout
+0.33
Values Alignment
+0.33
Work Environment
0.00
Innovation Empowerment
0.00
Career Aspirations
−0.33
Top Motivators
Recognition (3/3) Learning New Skills (3/3) Career Growth (2/3) Work-Life Balance (2/3) Helping Customers (1/3)
Top Workplace Challenges
Outdated Systems (2/3) Low Morale (2/3) Heavy Workload (2/3) Customer Frustrations (2/3) Lack of Training (1/3)
What Staff Say Drives Customer Dissatisfaction
Delayed Service / Response Time (3/3) Poor Quality of Product/Service (2/3) Miscommunication (1/3)
What Staff Enjoy Most
“The environment and my coworkers.”
“Seeing the excitement of customers and getting to be part of this business’s history.”
“Being able to ride a motorcycle every day.”
Note: With 3 of 11 employees responding, these scores are directional rather than statistically significant. The strongest signal is in the consistency of themes — recognition, career growth, and workload were raised by nearly every respondent. Individual character scores (customer focus, work ethic, problem-solving) are uniformly high, suggesting a team that cares deeply about their work.

On-Site Analysis

Based on in-person interviews and direct observation during the on-site DELV visit. Complements the anonymous team survey data above with face-to-face assessments of personnel, processes, and facility operations.

On-Site DELV — Day 1 Findings

Executive Summary

Anywhereville, California • April 2026 — 9 personnel interviewed, full facility observation

Summit Moto Group is a 33-year-old flagship dealership with a fiercely loyal customer base, strong brand portfolio, and capable in-house talent. The primary opportunity identified on-site is staffing and retention — the store has experienced significant turnover across departments over the past 24 months and has not yet backfilled those positions. Addressing this gap unlocks the largest profit recovery in the building.

Service Staffing Gap
Currently operating with 2 technicians against a target of 5. Rebuilding the tech crew is the top priority and the largest revenue lever.
Strong Core Team
Chris (service mgr), Ethan (technician), Ben (parts), Jordan (admin/F&I), Tyler (sales), and Aaron (service advisor) are all capable and committed. The talent for a turnaround exists in-house.
Owner Engaged
James Harmon has been instrumental in building this unique, 33-year flagship dealership. He is invested in the path forward and open to transitioning daily operations to his management team.
Personnel Snapshot

Current Team Assessment

Chris — Service Manager
KEY RETAIN
6-yr tenure. Operational anchor running service management, dispatch, writing, and QC. Ideally needs 5 techs, 2–3 advisors, and a dedicated parts person to run at full capacity.
Nate — Senior Technician
RETENTION WINDOW
5-yr tenure, highly skilled (Ducati desmo, custom builds). Has given notice but indicated openness to staying under improved conditions. Retention attempt recommended.
Ethan — Technician
DEVELOPING
2-yr tenure. Enthusiastic, growing, Ducati & Triumph certified. Performs well with mentorship — pairing him with an experienced A-tech is the top hiring priority.
Jordan — Business Manager
KEY RETAIN
3-yr tenure. Handles F&I, title/compliance, HR, and website. Controller-level operator — role formalization and comp adjustment recommended.
Ben — Parts Counter
ROLE REALIGNMENT
Best utilized in back-of-house (his original role — receiving, shipping, hard-parts management). Counter coverage needed to free him up.
Brian — New Hire (Service)
ONBOARDING
Arriving as expediter candidate. Structured onboarding into staging, parts pulls, inspections, and QC with a defined path forward.
Aaron — Service Advisor
SOLID
~5 months in. Chris’s assessment: “awesome.” Still ramping but performing well.
Tyler — Sales
SOLID
Capable and consistent. Current functioning salesperson on the floor. No concerns raised.
David — New Sales Manager
DEVELOPING
New to the industry. Being developed for a GSM/operator track — knowledge transfer from John is the next step.
Interview Themes

Consistently Heard Across All Interviews

The following themes surfaced independently across multiple interviews. Each represents an actionable opportunity.

Service Capacity Is the Bottleneck
Every department referenced the service staffing gap as the constraint limiting revenue. Chris, Nate, and Ethan all independently described the same target: 5 techs, 2–3 advisors, and an expediter. The demand is there — the capacity is not.
Compensation Needs to Be Competitive
Every tenured team member raised compensation as a factor. local A-tech market is $80–100K. Aligning pay to market is both a retention tool for current staff and a prerequisite for recruiting.
Team Wants Structure & Communication
Consistent desire for regular group meetings, defined goals, and clear role expectations. These stopped when the GM departed and have not been restored. Restarting them is low-cost and high-impact.
Training & Development Investment
Multiple team members cited denied training requests as a frustration. Investing in certifications and professional development signals commitment and directly improves capability.
Loyalty to the Brand & Each Other
Despite challenges, every person interviewed expressed genuine passion for the dealership and the motorcycle community. The emotional connection to Summit is a real asset — the team wants to see it succeed.
Readiness for Change
The team is not resistant to a new direction — they are eager for it. Multiple people independently described the same operational improvements Ownex identified, confirming alignment between staff insight and the recommended path forward.
Financials
DELV ANALYSIS - SUMMIT MOTO GROUP
DEPARTMENT CONTRIBUTION
Revenue → Contribution Waterfall

Each department generates revenue, then deducts cost of goods, payroll, flooring, advertising, and direct costs to arrive at its contribution — the amount available to cover fixed overhead. Together, the three departments must cover $708,771 in fixed costs.

Sales & F&I
Revenue $2,768,606
Cost of Goods -$2,314,487
Gross Profit $454,120 16.4%
Payroll -$210,393
Flooring -$98,022
Advertising -$33,931
Direct Costs $22,920 ▴
CONTRIBUTION $134,694
4.9% of revenue Goal: 15%
Parts & Accessories
Revenue $687,532
Cost of Goods -$441,855
Gross Profit $245,677 35.7%
Payroll -$160,343
Advertising -$16,965
Direct Costs -$11,727
CONTRIBUTION $56,642
8.2% of revenue Goal: 25%
Service
Revenue $540,949
Cost of Goods -$197,746
Gross Profit $343,203 63.4%
Payroll -$196,792
Advertising -$16,965
Direct Costs $15,755 ▴
CONTRIBUTION $145,201
26.8% of revenue Goal: 45%
Absorption Rate
Parts + Service contribution covering total operating expenses
28.5%
Parts $56,642 Service $145,201
of $708,771 total expenses
DELV ANALYSIS - SUMMIT MOTO GROUP
OVERHEAD ANALYSIS
Fixed Cost Summary
$555,886
Dealer Overhead
$152,885
Admin Payroll
$708,771
Total Fixed Base
$-362,873
Net Profit
Overhead of $555,886 plus admin payroll of $152,885 creates a fixed cost base of $708,771 that must be covered by departmental contributions. Overhead represents 13.9% of total revenue.
Dept Contributions vs. Fixed Costs
Sales Contribution $134,694
Parts Contribution $56,642
Service Contribution $145,201
Total Dept Contributions $336,537
Less: Fixed Cost Base -$708,771
Plus: Other Income $9,361
Net Profit / (Loss) $-362,873
Contribution Coverage
Total Contributions: $336,537
Fixed Costs: $708,771
47.5% Coverage
Sales (40%)
Parts (17%)
Service (43%)
SHORTFALL: $372,234
Department contributions cover only 47.5% of the fixed cost base. The dealership needs an additional $372,234 in departmental profit to reach breakeven before other income.
Breakeven Path
• Increase total contributions from $336,537 to $699,410
• Or reduce overhead by $362,873
• Or combination of revenue growth + cost reduction
Expense Category Explorer

Click any category to compare 2024 (Jan–Dec), 2025 (Jan–Dec), and 2026 pace (Jan–Mar YTD annualized). Sorted by 2024 annual spend.

Wages
$815,256
44.6% of total
26 pace: ↓ 56%
▼
2024 (Full Year)
$944,709
$78,726/mo
2025 (Full Year)
$815,256
$67,938/mo
2026 YTD (Jan–Mar)
$90,292
$30,097/mo
2026 Projected
$361,168
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 56% vs 2025 — positive downward trend. Monthly run rate: 24: $78,726 → 25: $67,938 → 26: $30,097.
Rent
$236,118
11.1% of total
26 pace: ↑ 0%
▼
2024 (Full Year)
$235,151
$19,596/mo
2025 (Full Year)
$236,118
$19,676/mo
2026 YTD (Jan–Mar)
$59,208
$19,736/mo
2026 Projected
$236,832
Trending higher vs 25
At current pace, 2026 spending is on track to be ↑ 0% vs 2025 — review for potential reduction. Monthly run rate: 24: $19,596 → 25: $19,676 → 26: $19,736.
P&A Supplies
$69,399
4.7% of total
26 pace: ↓ 50%
▼
2024 (Full Year)
$98,923
$8,244/mo
2025 (Full Year)
$69,399
$5,783/mo
2026 YTD (Jan–Mar)
$8,625
$2,875/mo
2026 Projected
$34,500
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 50% vs 2025 — positive downward trend. Monthly run rate: 24: $8,244 → 25: $5,783 → 26: $2,875.
Real Estate Tax
$-19,459
4.3% of total
▼
2024 (Full Year)
$91,450
$7,621/mo
2025 (Full Year)
$-19,459
$-1,622/mo
2026 YTD (Jan–Mar)
$0
$0/mo
2026 Projected
$0
No data
No 2026 data available yet. Monthly run rate: 24: $7,621 → 25: $-1,622 → 26: $0.
Payroll Taxes
$75,118
4.1% of total
26 pace: ↓ 51%
▼
2024 (Full Year)
$86,724
$7,227/mo
2025 (Full Year)
$75,118
$6,260/mo
2026 YTD (Jan–Mar)
$9,195
$3,065/mo
2026 Projected
$36,780
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 51% vs 2025 — positive downward trend. Monthly run rate: 24: $7,227 → 25: $6,260 → 26: $3,065.
Maintenance & Repair
$52,543
3.9% of total
26 pace: ↓ 62%
▼
2024 (Full Year)
$82,696
$6,891/mo
2025 (Full Year)
$52,543
$4,379/mo
2026 YTD (Jan–Mar)
$4,961
$1,654/mo
2026 Projected
$19,844
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 62% vs 2025 — positive downward trend. Monthly run rate: 24: $6,891 → 25: $4,379 → 26: $1,654.
Advertising & Marketing
$76,448
3.8% of total
26 pace: ↑ 9%
▼
2024 (Full Year)
$80,667
$6,722/mo
2025 (Full Year)
$76,448
$6,371/mo
2026 YTD (Jan–Mar)
$20,924
$6,975/mo
2026 Projected
$83,696
Trending higher vs 25
At current pace, 2026 spending is on track to be ↑ 9% vs 2025 — review for potential reduction. Monthly run rate: 24: $6,722 → 25: $6,371 → 26: $6,975.
Interest (Flooring + Loans)
$119,734
2.9% of total
26 pace: ↑ 29%
▼
2024 (Full Year)
$61,306
$5,109/mo
2025 (Full Year)
$119,734
$9,978/mo
2026 YTD (Jan–Mar)
$38,705
$12,902/mo
2026 Projected
$154,820
Trending higher vs 25
At current pace, 2026 spending is on track to be ↑ 29% vs 2025 — review for potential reduction. Monthly run rate: 24: $5,109 → 25: $9,978 → 26: $12,902.
Property / Casualty Insurance
$53,922
2.8% of total
▼
2024 (Full Year)
$60,047
$5,004/mo
2025 (Full Year)
$53,922
$4,494/mo
2026 YTD (Jan–Mar)
$0
$0/mo
2026 Projected
$0
No data
No 2026 data available yet. Monthly run rate: 24: $5,004 → 25: $4,494 → 26: $0.
Travel (Airfare & Lodging)
$29,420
2.8% of total
26 pace: ↓ 85%
▼
2024 (Full Year)
$58,278
$4,856/mo
2025 (Full Year)
$29,420
$2,452/mo
2026 YTD (Jan–Mar)
$1,077
$359/mo
2026 Projected
$4,308
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 85% vs 2025 — positive downward trend. Monthly run rate: 24: $4,856 → 25: $2,452 → 26: $359.
CC Fees / Computer / Contributions
$45,874
2.5% of total
26 pace: ↓ 62%
▼
2024 (Full Year)
$53,254
$4,438/mo
2025 (Full Year)
$45,874
$3,823/mo
2026 YTD (Jan–Mar)
$4,306
$1,435/mo
2026 Projected
$17,224
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 62% vs 2025 — positive downward trend. Monthly run rate: 24: $4,438 → 25: $3,823 → 26: $1,435.
Medical Insurance (Employee Benefits)
$36,479
2.2% of total
26 pace: ↓ 73%
▼
2024 (Full Year)
$47,006
$3,917/mo
2025 (Full Year)
$36,479
$3,040/mo
2026 YTD (Jan–Mar)
$2,480
$827/mo
2026 Projected
$9,920
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 73% vs 2025 — positive downward trend. Monthly run rate: 24: $3,917 → 25: $3,040 → 26: $827.
Wages — F&I
$55,411
2.2% of total
26 pace: ↓ 32%
▼
2024 (Full Year)
$45,952
$3,829/mo
2025 (Full Year)
$55,411
$4,618/mo
2026 YTD (Jan–Mar)
$9,395
$3,132/mo
2026 Projected
$37,580
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 32% vs 2025 — positive downward trend. Monthly run rate: 24: $3,829 → 25: $4,618 → 26: $3,132.
Dues & Subscriptions
$38,580
1.6% of total
26 pace: ↓ 28%
▼
2024 (Full Year)
$34,234
$2,853/mo
2025 (Full Year)
$38,580
$3,215/mo
2026 YTD (Jan–Mar)
$6,927
$2,309/mo
2026 Projected
$27,708
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 28% vs 2025 — positive downward trend. Monthly run rate: 24: $2,853 → 25: $3,215 → 26: $2,309.
Vehicle / Fuel
$18,670
1.5% of total
26 pace: ↓ 31%
▼
2024 (Full Year)
$31,068
$2,589/mo
2025 (Full Year)
$18,670
$1,556/mo
2026 YTD (Jan–Mar)
$3,205
$1,068/mo
2026 Projected
$12,820
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 31% vs 2025 — positive downward trend. Monthly run rate: 24: $2,589 → 25: $1,556 → 26: $1,068.
Postage
$4,296
1.4% of total
26 pace: ↑ 40%
▼
2024 (Full Year)
$30,185
$2,515/mo
2025 (Full Year)
$4,296
$358/mo
2026 YTD (Jan–Mar)
$1,500
$500/mo
2026 Projected
$6,000
Trending higher vs 25
At current pace, 2026 spending is on track to be ↑ 40% vs 2025 — review for potential reduction. Monthly run rate: 24: $2,515 → 25: $358 → 26: $500.
Admin / Processing Fees
$17,669
1.0% of total
26 pace: ↑ 26%
▼
2024 (Full Year)
$20,136
$1,678/mo
2025 (Full Year)
$17,669
$1,472/mo
2026 YTD (Jan–Mar)
$5,579
$1,860/mo
2026 Projected
$22,316
Trending higher vs 25
At current pace, 2026 spending is on track to be ↑ 26% vs 2025 — review for potential reduction. Monthly run rate: 24: $1,678 → 25: $1,472 → 26: $1,860.
Customer Service / Goodwill
$5,412
0.7% of total
26 pace: ↓ 18%
▼
2024 (Full Year)
$15,651
$1,304/mo
2025 (Full Year)
$5,412
$451/mo
2026 YTD (Jan–Mar)
$1,114
$371/mo
2026 Projected
$4,456
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 18% vs 2025 — positive downward trend. Monthly run rate: 24: $1,304 → 25: $451 → 26: $371.
Freight / UPS
$9,551
0.6% of total
26 pace: ↓ 60%
▼
2024 (Full Year)
$12,572
$1,048/mo
2025 (Full Year)
$9,551
$796/mo
2026 YTD (Jan–Mar)
$948
$316/mo
2026 Projected
$3,792
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 60% vs 2025 — positive downward trend. Monthly run rate: 24: $1,048 → 25: $796 → 26: $316.
Income Tax
$6,236
0.5% of total
▼
2024 (Full Year)
$9,545
$795/mo
2025 (Full Year)
$6,236
$520/mo
2026 YTD (Jan–Mar)
$0
$0/mo
2026 Projected
$0
No data
No 2026 data available yet. Monthly run rate: 24: $795 → 25: $520 → 26: $0.
Title Work
$36,711
0.4% of total
26 pace: ↓ 93%
▼
2024 (Full Year)
$9,165
$764/mo
2025 (Full Year)
$36,711
$3,059/mo
2026 YTD (Jan–Mar)
$613
$204/mo
2026 Projected
$2,452
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 93% vs 2025 — positive downward trend. Monthly run rate: 24: $764 → 25: $3,059 → 26: $204.
Workers Comp Insurance
$4,111
0.2% of total
26 pace: ↓ 37%
▼
2024 (Full Year)
$5,254
$438/mo
2025 (Full Year)
$4,111
$343/mo
2026 YTD (Jan–Mar)
$650
$217/mo
2026 Projected
$2,600
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 37% vs 2025 — positive downward trend. Monthly run rate: 24: $438 → 25: $343 → 26: $217.
Licensing & Uniforms
$8,285
0.1% of total
26 pace: ↓ 21%
▼
2024 (Full Year)
$2,831
$236/mo
2025 (Full Year)
$8,285
$690/mo
2026 YTD (Jan–Mar)
$1,646
$549/mo
2026 Projected
$6,584
Trending lower vs 25
At current pace, 2026 spending is on track to be ↓ 21% vs 2025 — positive downward trend. Monthly run rate: 24: $236 → 25: $690 → 26: $549.
Total Operating Expenses $2,116,804 (2024)  |  $1,795,784 (2025)  |  $271,350 (2026 YTD)

Wage Analysis

Current compensation structure for all Summit Moto Group staff. Base salaries, commission plans, and bonus structures as reported by the dealership.

11
Total Staff
$565,660
Total Base Payroll
$56,566
Average Base Salary
6 of 11
Staff with Variable Pay
Staff Compensation Detail
Employee Role Department Base Salary Variable / Bonus Structure
Ryan Caldwell General Sales Manager Management $90,000 5% FE gross profit + 5% Net F&I, paid monthly
Christopher Navarro Service Manager Management $76,500 $833.33/mo bonus when service goal is hit
Brian Foster Service Technician Service $60,000 —
Nate Dorsey Service Technician Service $56,160 —
Ethan Rowe Service Technician Service $52,000 —
Aaron Pruitt Service Writer Service $52,000 —
Jordan Myles F&I Admin Sales / F&I $52,800 8% F&I net <$699 PUS • 10% $700–999 • 12% >$1,000
Tyler Reeves Sales Sales / F&I $35,000 $125/unit (1–10) • $175/unit (11+)
Benjamin Lawson Parts Sales Parts $46,200 —
Luke Merritt Parts Sales Parts $45,000 5% gross sales “sold for,” paid monthly
Sarah Dixon Titles Admin (1099) 1099 $25/hr contract
Department Payroll Breakdown
Management
$166,500
2 staff • 29.4% of base payroll
Service
$220,160
4 staff • 38.9% of base payroll
Sales / F&I
$87,800
2 staff • 15.5% of base payroll
Parts
$91,200
2 staff • 16.1% of base payroll
Compensation Observations
Below-Market Risk: Sales & F&I
Tyler ($35K base) and Jordan ($52.8K carrying F&I + HR + titles + website) are both significantly below local market rates for their actual workloads. Variable pay upside exists but base compensation creates flight risk.
Technician Pay Compression
All three technicians are on straight salary ($52K–$60K) with no flat-rate upside or performance incentive. This structure provides no retention lever and is below local A-tech market rate of $80–$100K. The roadmap recommends salary + flat-rate hybrid for new hires.
1099 Contractor Dependency
Sarah (titles) is on a 1099 contract at $25/hr. Title work is a recurring operational function — if volume increases with sales growth, this role may need to convert to W-2 or expand hours to avoid bottlenecks.
Management Comp Appropriately Structured
David ($90K + variable) and Chris ($76.5K + goal bonus) are within market range for their roles and both have variable components tied to department performance. The GSM commission structure (5% FE GP + 5% net F&I) properly aligns incentives with store profitability.

Cash Flow Analysis

Seasonal Pattern

Monthly cash flow analysis reveals significant seasonal swings. Peak month is June (+$90,370) and the deepest trough is September (-$115,613), a $205,982 swing.

Peak Month
+$90,370
June
Trough Month
-$115,613
September
Annual Swing
$205,982
Peak to Trough
Recommendations
Reserve Policy
Establish minimum $400K cash reserve to cover seasonal troughs without credit draws.
Seasonal Credit Line
Negotiate revolving credit facility sized to cover the $206K peak-to-trough swing.
Inventory Velocity
Accelerate inventory turns to improve cash velocity. Liquidate aged Moto Guzzi and Piaggio stock.
Cash Forecasting
Implement weekly cash forecasting from December through March when troughs are deepest.
Roadmap
DELV ANALYSIS - SUMMIT MOTO GROUP
STRATEGIC ROADMAP

Analysis Summary

Key findings, performance benchmarks, and prioritized opportunities for Summit Moto Group

$600K+
Annual Gross Profit Gap vs. Historical Performance
42%
Current Service Department Proficiency
Based on current active techs — R12 historical avg is 56.8%
1
Working Technician Remaining After Nate Departs
Summit Moto Group — Analysis Overview

Summit Moto Group is a 33-year-old flagship dealership in Anywhereville carrying Ducati, Triumph, Piaggio, Moto Guzzi, and Vespa — with a growing pre-owned operation. The store has the physical infrastructure, brand portfolio, and customer loyalty of a healthy, high-margin operation — but has been operating in a sustained staffing and culture crisis that has accelerated over the past 24 months. The root cause is not a sales problem, a systems problem, or a market problem. It is a structural staffing deficit compounded by a management pattern of under-replacing departed employees and under-investing in compensation and training. The result: service proficiency has collapsed from a historical high of 5 technicians to a current state of 1 working tech. The existing staff who remain — Chris (service manager), Ethan (service technician), Aaron (service advisor), Jordan (admin/F&I), Ben (parts), Tyler (sales), Ryan (GSM), Luke (parts), and Liam (new hire) — are capable operators who can execute a turnaround if properly resourced, compensated, and unblocked.

Key Findings
Critical Service Department in Immediate Crisis

The store will operate with 1 technician (Ethan, 2 years) when Nate departs. Current service proficiency based on active technicians is ~42% (the rolling 12-month historical average of 56.8% shown in the Vitals section reflects periods when the department was more fully staffed). There are 193 open repair orders and a 6-week scheduling backlog the store cannot execute. Ducati requires two certified technicians — Summit will be out of compliance the day Nate walks.

Critical $600K+ Annual Gross Profit Gap vs. Historical Performance

Ownex modeling identifies three primary gaps: service proficiency (current 42% based on active technicians vs. 100% target — national average is 70%), F&I per-unit sold (currently ~$169 PUS vs. $500 industry benchmark), and pre-owned inventory mix (goal of 35% of unit sales over the next 90 days). Together these represent the majority of the store’s addressable opportunity.

Warning Parts Department Bottleneck Blocking Service Flow

Ben (parts) was hired for back-of-house shipping and receiving but has been forced onto the customer counter due to understaffing. When Ben is on the counter, no one pulls parts for service — creating a daily bottleneck that suppresses technician billable hours. The department has dropped from 4 staff to 2.

Warning F&I and Admin Roles Dangerously Consolidated

Jordan is carrying F&I, title work, HR, website management, and periodic floor coverage at ~$45K salary. He has been denied F&I training and multiple raises. He is actively not trying to sell F&I and has stated he will not try because of how previous management has approached him about it. He is at risk of departure.

Warning Owner Management Pattern Suppressing Performance

Good years at the store correlate directly with the owner’s physical absence from daily operations. The Ownex engagement provides an accountability structure to separate ownership from daily operations while maintaining financial oversight.

Strength Strong Operational Talent Remains in the Building

Chris (service manager, 6 yrs), Ethan (service technician, 2 yrs), Ben (parts), Jordan (admin/F&I, 3 yrs), Aaron (service advisor), and Tyler (sales) are all capable operators. Chris and the Ownex team independently arrived at the same staffing model: 5 techs, 2 advisors, expeditor, coordinator, dedicated parts. The vision is aligned — execution requires investment and protection from interference.

Waypoint Rationale

Ownex’s analysis of Summit’s historical DMS data and on-site interview findings converged on three primary profit levers. Waypoint A addresses the front-of-house revenue quality — getting more gross out of every unit sold through F&I and shifting the mix toward high-margin pre-owned. Waypoints B and C address the fixed operations engine that the entire dealership depends on: getting billable hours up (proficiency) and getting more revenue per repair order (penetration). Critically, improvements in Waypoints B and C also reinforce Waypoint A — a healthy service department drives extended service contract (ESC) and prepaid maintenance (PPM) product attachment, and a strong pre-owned acquisition program generates internal reconditioning work.

Six-Step Roadmap

Structured action plan to drive measurable improvement across sales, service, parts, and customer retention — Deadline: June 30, 2026 (End of Q2)

Q2 2026 Timeline
April 2026
🔹 B1 — Expeditor Hire
🔹 C1 — A-Tech Hire
🔹 A1 — F&I Training Launch
May 2026
🔹 B2 — Parts/Apparel Role
🔹 C2 — Coordinator Hire
🔹 A1 — $400 PUS Tracking Begins
June 2026
🔹 A2 — Used Inventory at 35%
✅ All 6 Markers Confirmed
📋 Q2 Close — Full Review
A
Sales Contribution
Improve gross profit quality on every unit sold
A1 Increase F&I Per Unit Sold
Marker: $400 PUS

Summit’s F&I per-unit sold is significantly underperforming at approximately $169 PUS against a $500 industry benchmark. The short-term marker is $400 PUS. The store needs F&I training, the sales team teeing up and pre-selling F&I products before the customer reaches the F&I office, a formal presentation process, and product availability on every deal.

‣ Enroll Jordan in F&I training — authorize immediately
‣ Sales team must tee up and pre-sell F&I products before customer reaches the F&I office
‣ Establish a formal F&I menu presentation on every unit sale — no exceptions
‣ Define approved product set: ESC, PPM, GAP, tire/wheel, paint protection, etc.
‣ Track F&I PUS weekly; report to Ryan (GSM)
‣ Set a minimum 30-day rolling review to confirm trajectory
A2 Increase Pre-Owned Inventory & Sales
Marker: 35% Used Mix

Pre-owned units currently represent below 35% of unit sales, despite carrying significantly higher gross margins than new (23.7% vs. lower for new). Spring is the acquisition season. The store must move aggressively to buy used motorcycles, build reconditioning throughput in service, and shift the sales floor mix.

‣ Establish a used motorcycle acquisition budget and buying criteria with David
‣ Target spring auction events and private-party acquisitions immediately
‣ Create a reconditioning lane in service for used unit throughput — priority scheduling
‣ Price used inventory to move at 90-day turn — no aged units over 180 days
‣ Track used unit % of total sales weekly; report at Ownex group meeting
B
Service Proficiency
Eliminate non-billable technician time and unclog the parts flow
B1 Implement Expeditor Role
Marker: Expeditor Placed

Technicians are the highest-value labor in the building. Every minute a tech spends staging units, pulling parts, or doing test rides is a billable minute lost. The expeditor role eliminates that non-billable time. Liam (new hire) is the immediate candidate.

‣ Define expeditor job description and assign to Brian immediately
‣ Responsibilities: unit staging, parts pulls, pre-ride inspection, QC test rides, delivery prep
‣ Ratio: 1 expeditor per 3 techs — adjust to 1:1 while tech count rebuilds
‣ Expeditor is on the technician career track — formalize path to C-tech at 6 months
‣ Measure technician non-billable hours weekly; target 30%+ reduction within 30 days
B2 Add Front-of-House Parts / Apparel Role
Marker: Parts Role Placed

Ben was hired for back-of-house shipping, receiving, and parts-to-service management. He is instead staffing the customer counter — and when he’s there, service tickets don’t get parts pulled. The fix is to hire a dedicated counter/apparel person, freeing Ben to return to his original role.

‣ Post and hire a front-counter parts and accessories associate
‣ New role handles: counter sales, accessory transactions, apparel, phone inquiries, lunch coverage
‣ Ben returns full-time to: parts-to-service fulfillment, shipping/receiving, hard-parts inventory
‣ Assess Luke’s fit — retrain on hard-parts lookup or transition to apparel/accessories focus
‣ Track daily parts-pull turnaround time; eliminate same-day delays for stocked parts
C
Service Penetration
Build the talent pipeline that unlocks per-RO revenue
C1 Hire A-Tech (Save Nate or Bring Back Chris)
Marker: A-Tech Placed

Ethan cannot carry the diagnostic and complex repair load alone. The store needs at least one A-tech immediately to restore the ability to upsell, complete multi-system jobs, and protect Ethan from burnout. The first priority is retaining Nate or re-engaging Chris Hayes (former senior tech). Beyond that, the store should plan to bring in an additional A-tech to build toward the 5-tech staffing model. local market rate for an A-tech is $80–100K.

‣ Priority 1: Retain Nate — address compensation and working conditions immediately
‣ Priority 2: Attempt Chris Hayes re-engagement — salary offer (not hourly), $80K+ base, clear role expectations
‣ Post Indeed, LinkedIn, and industry forums simultaneously for an additional A-tech
‣ Contact Jeffo (former tech) via Ethan — potential B-tech candidate
‣ Offer structure: salary base + upside on flat-rate hours over threshold; guaranteed minimum
‣ Once hired, assign complex Ducati/Triumph diagnostic load; protect from admin interruption
C2 Hire Service Coordinator
Marker: Coordinator Placed

Aaron is a solid advisor but is currently handling every phone call, customer update, and all scheduling alone. A service coordinator takes the non-advisory load off Aaron’s desk and is on the advisor career track — when ready, they step into a full advisor role.

‣ Post coordinator role — entry-level, customer-service background, motorcycle enthusiasm preferred
‣ Coordinator owns: inbound service calls, status updates, appointment scheduling, lapsed outreach
‣ Aaron owns: all units physically in the building, write-ups, dispatch coordination with Chris
‣ Formalize advisor career path: Coordinator → Advisor at 6–9 months with defined performance gates
‣ Measure: jobs per invoice number — target increase in jobs per invoice over this quarter

Supporting Documentation

Reference materials, templates, and resources supporting each turn in the Six-Step Roadmap

DOC-01 TURN B1

Service Expeditor

Job Description

Purpose

Assisting technicians for an efficient process while ensuring consistent service quality.

Core Responsibilities
Staging & Preparation Safety Inspections Quality Control Unit Appearance Other — as assigned
Detailed Tasks
Staging & Preparation
1. Identify any open service bay that may need units staged.
2. Request technician approval to stage — ensure bay is not reserved.
3. Reference “lineup board” to identify next major unit for technician.
4. Review repair order to identify extent of customer-requested jobs.
5. Run VIN for recalls/bulletins; note on repair order if present.
6. Begin safety inspection prior to staging (no exhaust fumes in shop).
7. Stage major unit on lift or in bay.
8. Stage all parts with the unit.
9. Stage repair order and completed safety inspection with unit.
10. Ensure all tasks are properly completed with technician.
Safety Inspections
1. Perform safety inspection on all major units checked into service. [Ref: separate inspection document]
2. Notate any irregularities before technician begins work.
Quality Control
1. Review repair order to verify completion of requested jobs.
2. Complete QC check on all completed major units. [Ref: separate QC document]
3. Notate status of each QC category on invoice notes — initials, date & time.
Unit Appearance
1. Clean each completed unit using wash-and-wax spray and microfiber towel.
2. Ensure each unit is cleaner than when it arrived.
3. Pay special attention to all areas a customer will see while operating the unit.
Management Expectations

Each task can be audited and measured by the metrics below. Assessed daily and/or weekly.

Job Audit Metric Goal Limit
Staging & Prep Open bays/lifts, parts & ROs present Tech efficiency & shop proficiency 120% / 100% 90% / 75%
Safety Inspections Completed safety inspections Jobs / Invoice 4+ J/I 2.5 J/I
Quality Control Completed RO QC notes Comebacks 0 / week 1 / week
Unit Appearance Visual inspection Dash & mirror cleanliness All clean 2 unclean
DOC-02 TURN C2

Service Coordinator

Job Description

Purpose

Assisting advisors for an efficient process by communicating with customers whose units are currently not in service.

Core Responsibilities
Customer Outreach Correspondent Triage Customer Follow-up Service Marketing Other — as assigned
Detailed Tasks
Customer Outreach
1. Call and/or email customers to schedule: first maintenance at 6 months after purchase, annual maintenance 1 year after previous, and service promotions (reference annual service marketing plan).
2. Write customer birthday cards daily — ensure entire service team signs them and mail them.
Correspondent Triage
1. Answer incoming service emails and calls prior to third ring.
• Schedule appointments or answer question; if incapable, contact advisor before dispatching.
• If customer’s unit is currently in service, contact appropriate advisor before dispatching.
Customer Follow-up
1. Contact every processed RO one week after customer picks up unit. Respond based on experience:
Good Experience
Unit is operational & work is satisfactory — ask for a review.
Bad Experience
Operational but NOT satisfactory — offer immediate pickup (≤20 mi) or free detail (>20 mi). Save offer in customer notes with initials, date & RO#.
Ugly Experience
Unit is NOT operational — contact service manager immediately to inform of concern, then dispatch call.
2. Generate daily email to entire service team: subject “follow-ups [date]” with each RO#, advisor name, tech name & customer experience.
Service Marketing
1. Take service department specific photos and generate shareable descriptions, then send information to marketing department.
Management Expectations

Each task can be audited and measured by the metrics below. Assessed daily and/or weekly.

Job Audit Metric Goal Limit
Customer Outreach Logged outgoing correspondence Outreach appts scheduled 5 / week 1 / week
Correspondent Triage Effectiveness with advisors Hours / Invoice 3 H/I 1 H/I
Customer Follow-up Daily follow-up email Positive service reviews 1 / week 0 / month
Service Marketing Social media content review Service dept representation 1 in 4 posts 1 in 10 posts
Source Data
DELV ANALYSIS - SUMMIT MOTO GROUP
DEALER-PROVIDED DATA
Summit Moto Group — Source Documents

Click any file to preview its contents. Use the download button to save the complete file. All files are sourced from Summit Moto Group DMS exports.

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DELV_Report_Architecture_for_Samantha.md
36 KB · .md
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Summit - Major Unit Inventory.csv
36 KB · .csv
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Summit - ObsoleteParts.csv
481 KB · .csv
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Summit - Parts Inventory - List Cost.csv
937 KB · .csv
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Summit - Parts Inventory - True Cost.csv
1.1 MB · .csv
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Summit - R12 Manager Report.csv
0 KB · .csv
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Summit - R12 Tech Performance Report.csv
1 KB · .csv
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Summit - R12 Tech Performance Report.pdf
18.5 MB · .pdf
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Summit - R12 Trial Balance.csv
70 KB · .csv
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Summit - R12 Unit Sales Detail.csv
135 KB · .csv
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Summit - Transactions 2020.csv
1.0 MB · .csv
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Summit - Transactions 2021.csv
1.2 MB · .csv
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Summit - Transactions 2022.csv
1.1 MB · .csv
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Summit - Transactions 2023.csv
1.0 MB · .csv
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Summit - Transactions 2024.csv
897 KB · .csv
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Summit - Transactions 2025.csv
822 KB · .csv
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Summit - Transactions 2026.csv
103 KB · .csv
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Summit_Interview_Observation_Summary.docx
28 KB · .docx
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Summit_Organizational_Intake_Form.xlsx
10 KB · .xlsx
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Pay - Sheet1.csv
Staff compensation data — base salaries, commission structures, and bonus plans for all dealership personnel
1 KB · .csv
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Prompt_for_Samantha_3D_Viewer_Update.md
2 KB · .md
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21 source documents

Financial Analysis Workbook

📊
Summit DELV Workbook.xlsx
DELV Financial Analysis Workbook

The complete DELV financial model containing departmental P&L, balance sheet analysis, GL cash flow monthly breakdown, expense trend analysis, brand value calculations, and parts inventory assessment. This workbook is the primary analytical engine behind this report.

9 Sheets in This Workbook
Vitals
Dealership star rating, performance scores, and top-3 ranking summary
Profit & Loss
Departmental P&L — revenue, COGS, gross profit, payroll, and contribution by Sales, Parts, Service
Balance Sheet
Assets, liabilities, and equity position with current and long-term breakdowns
Inventory
Major unit inventory by brand, age buckets, and flooring exposure analysis
Value Finder
Customer-level ELV scoring, segmentation (Loyal / Neutral / Vulnerable), and lifetime value calculations
Brand Value Analysis
Revenue, GP, and margin by brand with unit economics and flooring cost impact
GL Cash Flow Monthly
Month-by-month cash inflows and outflows from the general ledger, seasonal pattern analysis
GL Expense Trend
Operating expenses by category (2021–2026) with year-over-year trend and reduction opportunities
Parts Inventory
SKU-level parts analysis — obsolescence, carrying cost, turns, and liquidation candidates
📊
Summit DELV Workbook.xlsx
97 KB · .xlsx
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o w n e x
Data Accuracy Disclaimer
The analysis, metrics, and recommendations presented in this report are derived entirely from the financial data, transaction records, and DMS exports provided to Ownex by the dealership. Ownex applies its best professional interpretation to categorize and classify every general ledger entry, transaction, and inventory record — however, the accuracy of this report is inherently dependent on the completeness and correctness of the source data supplied. Variances in accounting practices, reclassifications, or missing records may affect individual figures. This report is intended as a strategic planning tool and should not be used as a substitute for audited financial statements. Ownex recommends reviewing all findings with your accounting team or financial advisor before making material business decisions.
DELV ANALYSIS © OWNEX — CONFIDENTIAL