Mark Stephen McCollum is a revered title within the automotive world, with over 35 years of hands-on expertise. Born and raised in Conroe, Texas, he grew up in a detailed household and discovered early the worth of exhausting work.
He studied enterprise finance at Lon Morris Faculty and Texas A&M College, constructing a basis that will carry him by a protracted and profitable profession.
Mark labored his means up from the bottom flooring, beginning in dealership operations earlier than taking over senior management roles. He served as Basic Supervisor at Sonic Automotive and later turned Market President at AutoNation, the most important automotive retailer in the USA. There, he oversaw 22 franchises throughout 18 rooftops, managing over $1.5 billion in income.
His method to management is easy—prioritise individuals, keep near the work, and make selections primarily based on real-world expertise. Mark believes that belief and tradition drive efficiency greater than numbers alone.
Extra lately, he based Automotive IntelliQence, a software program firm serving to sellers use information to make smarter selections with out dropping the human contact. He stays energetic in mentoring others and giving again to his neighborhood, supporting the Centre for Little one Safety in Austin.
Whether or not main giant groups or constructing new instruments for the business, Mark Stephen McCollum stands out as a considerate, regular chief who is aware of the enterprise inside and outside.
Mark, take us again to the start—how did you first get began in automotive retail?
I began in dealerships not lengthy after ending at Texas A&M and Lon Morris Faculty, the place I studied enterprise finance. I grew up in Conroe, Texas, in a working household the place getting caught in and figuring issues out for your self was the norm. I didn’t have a giant plan, however I used to be drawn to the vitality of retail. As soon as I bought inside a dealership and noticed how every part labored—from gross sales to service—I used to be hooked.
Again then, I used to be the man who confirmed up early, stayed late, and requested questions. I wished to grasp each a part of the enterprise, not simply my lane. That helped me transfer up shortly.
What have been some early classes you discovered on the bottom?
Don’t assume you recognize greater than the individuals doing the work. I keep in mind early on, I attempted to alter a service course of with out chatting with the technicians. It backfired. They knew the method higher than I did. From then on, I at all times walked the ground, requested questions, and listened earlier than making selections. That method served me properly all through my profession.
You finally turned Market President at AutoNation. What was that like?
That function was intense—in a great way. I used to be answerable for 22 franchises throughout 18 rooftops, managing greater than $1.5 billion in annual income. On daily basis was completely different. You’d be speaking technique one minute and fixing a buyer difficulty the following. However at that scale, the problem is consistency. You want programs, sure, however you additionally want robust native management and a transparent tradition.
I made it some extent to spend time within the shops, not simply behind reviews. While you’re coping with hundreds of workers and clients, the one method to maintain issues on observe is to remain linked to the individuals. It’s not glamorous, but it surely’s efficient.
After many years in operations, you moved into tech. What led to the founding of Automotive IntelliQence?
Through the years, I stored seeing the identical difficulty: sellers had tons of knowledge, however they weren’t utilizing it in a means that helped their individuals make higher selections. I wasn’t trying to construct the following shiny dashboard—I wished to construct instruments that labored in the actual world.
Automotive IntelliQence got here from that. It’s about giving frontline groups the insights they want with out including friction. The goal wasn’t to switch individuals—it was to help them. I consider tech ought to match into the movement of labor, not disrupt it.
What modifications within the auto business have stunned you most?
Truthfully, I’m stunned by how shortly digital retail has been embraced on the floor—and the way slowly it’s being carried out beneath. There’s a distinction between providing on-line automotive gross sales and truly integrating digital into how your staff works.
There’s additionally a rising hole between buyer expectations and dealership processes. Folks need transparency and pace, however many programs are nonetheless clunky. That’s the place good instruments, higher coaching, and management make the distinction.
What was one of many hardest management challenges you’ve confronted?
Hiring the mistaken management staff in a brand new market. They seemed nice on paper—spectacular backgrounds, polished resumes. However culturally, it was a mismatch. Morale dipped, and turnover adopted. I needed to step again in, reset expectations, and rebuild the staff from scratch.
That have taught me that values alignment issues greater than expertise. You’ll be able to practice abilities, however you may’t practice character. Since then, I’ve at all times employed with that in thoughts.
How do you outline success at this level in your profession?
It’s modified so much. At first, success meant numbers—hitting objectives, incomes promotions, rising income. Nowadays, I take into consideration legacy. Did I assist somebody develop of their function? Did I construct one thing that lasts? That’s success to me now.
Additionally, stability issues. I used to run myself into the bottom. Now, I find time for golf, household, and quiet mornings. You’ll be able to’t lead others in case you’re working on empty.
What recommendation would you give to somebody beginning their profession on this business?
Begin by listening. Spend time studying how the enterprise actually works—on the bottom, not simply in reviews. Present up early, keep curious, and assist resolve issues. And while you make a mistake—and you’ll—personal it. That’s the way you earn belief.
Additionally, don’t chase titles. Chase worth. When you constantly create worth for others, the titles and promotions will comply with.
Wanting forward, what do you suppose the way forward for auto retail appears like?
I feel we’ll see a mixture of high-tech and high-touch. Prospects need effectivity, however they nonetheless need belief. The dealerships that succeed would be the ones that mix the 2 properly—utilizing tech to take away friction, and other people to construct relationships.
And management will matter greater than ever. You’ll be able to’t automate tradition. That also comes right down to who’s within the room and the way they lead.
Remaining ideas?
Present up. Keep grounded. Don’t cease studying. That’s what’s labored for me—and it nonetheless does.
