Open any RO and it slides over the board instead of taking you to a new page — RO info, inspection, tires, vehicle, messages, activity and cashier in one place. The advisor never loses their place with the customer standing there.

The feeling it replaces

“I’m the switchboard. Phone, customer, tech, parts, cashier.”

The feeling it creates

“The RO tells me where everything stands. I stop chasing people.”

A photo or video on every inspection point. Every yellow and red becomes a recommendation, priced from the store’s own op codes. The customer approves line by line from their phone — and the tech never sees a price.

The feeling it replaces

“Is this real, or am I being upsold?”

The feeling it creates

“I saw what the tech saw. I approved what I wanted.”

About $230 more per ROwhen customers see photos or video of the work. Cox Automotive Fixed Ops & Ownership Study, 2026.

Every bay against its promise time, the hours promised today, who is on the clock, and a lane for the cars still waiting on a bay — oldest first. When nobody is clocked in it says so, instead of showing 0.0 hours.

The feeling it replaces

“I’m judged on hours I can’t see until month end.”

The feeling it creates

“I can see which promises are at risk before the customer calls.”

When a customer says “not today,” the line is saved with their reason and comes back as an opportunity on the department’s own board — so the next conversation starts where the last one stopped. Nobody has to remember to call.

The feeling it replaces

“The tire from March never got mentioned again.”

The feeling it creates

“It was on the board the day they came back.”

The job clock, what this shop has learned about the job, the parts it usually takes, and the tech’s own numbers against book — leaving out comebacks, jobs that waited on a part and shared jobs, and saying so. Techs are listed A to Z, never ranked by job count.

The feeling it replaces

“I lose hours waiting, and nobody sees it.”

The feeling it creates

“I know what’s next, and my time is measured fairly.”

The buyer’s service visits, the cars in the household, prior deals and how they like to be reached — already there when the lead lands. The credit app, the trade and the deal all read from it.

The feeling it replaces

“I told three people the same thing.”

The feeling it creates

“They already knew me.”

Deal, trade, desk, credit, menu, lender, contract and close on one screen, from the first pencil to funding. The jacket won’t move to the next seat without what that seat needs — so F&I never hears “I’m missing something.”

The feeling it replaces

“I key the customer into three systems, and F&I still sends it back.”

The feeling it creates

“I enter the customer once. The jacket tells me what’s next.”

The appraisal reads the car’s own service history. The value is explained line by line — and the owner sees the store’s real appraisal, with the same lines, in their Garage app. Not a made-up curve.

The feeling it replaces

“They lowballed me and wouldn’t say why.”

The feeling it creates

“I can see how they got it — and the work I paid for here counted.”

800 vs 672buyer satisfaction when the trade value is explained, versus when it isn’t. J.D. Power Sales Satisfaction Index, 2025.

What this store actually got for cars like this one, and what the market says, side by side — plus what the car is costing to carry today and every pencil waiting on the desk in one queue.

The feeling it replaces

“I’m guessing at price, and I can’t see what a car costs me to sit.”

The feeling it creates

“I price off our own sales and the market, and I see the meter running.”

Every car in for service today, checked against the store’s own appraisals. A hit becomes a sales opportunity in one tap — and the offer is only made if the customer wants one.

The feeling it replaces

“The best used car I’ll buy this month drove through service, and sales never saw it.”

The feeling it creates

“The service lane feeds my front line.”

14% offered · 33% want oneService customers offered a trade value, versus those who want one. Cox Automotive Fixed Ops & Ownership Study, 2026.

Requests are born on the RO line and move from needs sourcing, to on order, to ready to pick on one board — each card carrying the repair order, the car and who is asking. No more walking to the drive to find out what a part is for.

The feeling it replaces

“Everyone treats me as the reason the car isn’t done.”

The feeling it creates

“I can see which job is waiting on me, and why.”

This store’s shelf, the group’s other stores and the supplier, side by side on the repair order’s own parts. Pick, order or transfer in one pass, and the RO shows when everything will be here.

The feeling it replaces

“Three phone calls and two other systems.”

The feeling it creates

“Shelf, other stores, supplier — one look.”

When a part is scanned in, the tech, the advisor and the customer hear about it on their own screens. The tech is back on the job in minutes, and nobody has to call to ask whether it came.

The feeling it replaces

“Is my part here yet?”

The feeling it creates

“Nobody had to call.”

Picking a part moves the shelf and posts its cost to the RO. A short transfer needs a reason, and receiving more than was sent is refused — so shrink has a story instead of a mystery.

The feeling it replaces

“The system says it’s here, and it isn’t.”

The feeling it creates

“What the screen says is what’s on the shelf.”

Four matrices — customer pay, wholesale, internal and tire — with a “try a cost” check and a floor so a 38-cent clip never sells for 38 cents. Advisors quote the store’s price, not their own.

The feeling it replaces

“The advisors quote around my matrix.”

The feeling it creates

“Every quote comes out of the same book.”

A product catalog with tiers the store controls, presented as three plans side by side — on the office screen or on the buyer’s phone the night before. Product cost stays office-only.

The feeling it replaces

“I felt cornered in that little office.”

The feeling it creates

“I’d already picked my coverage at home.”

24 pointsthe gap between buyers who want to choose F&I products online and those who get to — the widest in car buying. Cox Automotive, 2025.

Each product carries the buyer’s answer, the time and where it came from. Nothing reaches the contract without an accepted line, and the document package builds from the jacket with the store’s state forms.

The feeling it replaces

“A compliance worry on every product.”

The feeling it creates

“Every product has consent on the record.”

$75M+ in refundssecured by the FTC and Maryland from one dealer group over add-ons charged without consent, April 2026.

Credit application, coverage, signatures and the down payment from the buyer’s phone — typed once, sent to lenders from the deal. The store decides which steps happen at home and which in the store.

The feeling it replaces

“I spent my whole Saturday there.”

The feeling it creates

“I came in to drive it and take the keys.”

41 minutes lessat the dealership for buyers who did most steps online — and they were more satisfied. Cox Automotive Car Buyer Journey, 2025.

A funding pipeline with every contract’s status, stipulations and the lender’s answer, beside the lender programs, the term grid and the document package the deal already built.

The feeling it replaces

“Contracts in transit nobody’s chasing.”

The feeling it creates

“I can see what every contract is waiting on, and who has it.”

Net retained F&I after cancellations, a cancellation case that sends the right refund, and chargebacks shown to the salesperson with the reason and the date — before payday.

The feeling it replaces

“A cancelled product’s refund gets lost, and the chargeback has no reason.”

The feeling it creates

“The refund goes out right, and the rep knows why.”