Stearns Ford Service — May 2026 Pace Report
As of Wednesday, May 27, 2026 · 17 of 20 service days complete (5/26 closed) · M–F only (Sat assumed closed, Memorial Day Mon 5/25 excluded)
Where We're Tracking — Customer Pay
Customer Pay $ Pace
$269K
$228,587 MTD ($332/RO)
RO Count Pace
809
688 MTD customer pay
Customer ELR
$158.27
Goal $180 · −$22
1 Line Customer Pay
40%
Goal ≤25% · +15 pp
All figures Stearns Ford only · Source: Stone Eagle Service Ranking + Service Dashboard, refreshed 5/27 11pm CT.
Dealership Service Pace — All Pay Types
| Metric | MTD | End-of-Month Pace |
|---|
| Total ROs (all pay types) | 958 | 1,127 |
| — Customer Pay | 688 | 809 |
| — Warranty | 176 | 207 |
| — Internal | 407 | 479 |
| Total Hours | 1,387 | 1,632 |
| Labor Sales | $216,845 | $255,112 |
| Parts Sales | $200,155 | $235,477 |
| Total Sales | $417,000 | $490,588 |
| Labor Gross Profit | $181,649 | $213,705 |
| Labor Gross % | 84% | 84% |
| Parts Gross Profit | $80,782 | $95,038 |
| Parts Gross % | 40% | 40% |
| Total Gross Profit | $262,431 | $308,742 |
| Total Gross % | 63% | 63% |
ROs sub-totals don't sum (Customer + Warranty + Internal can overlap on the same RO when multiple pay types are billed). Total RO Count is the unique-RO count.
Goals vs Current — Customer Pay
| Metric |
Current |
Goal |
GP at Current Pace |
GP at Goal Pace |
Total Sales at Goal Pace |
| ELR (effective labor rate) |
$158.27 |
$180.00 |
$115,727 (labor GP) |
$131,604 +$15,877 |
$288,007 +$19,090 |
| 1-Line Customer Pay % |
40% |
≤ 25% |
$163,914 (total GP) |
$178,476 +$14,562 |
$293,152 +$24,235 |
| Total Gross % |
60.95% |
≥ 60% |
$163,914 (total GP) |
$163,914 |
$268,917 |
| Labor Gross % |
83.22% |
≥ 80% |
$115,727 (labor GP) |
$115,727 |
$268,917 |
| Parts Gross % |
37.10% |
≥ 40% |
$48,187 (parts GP) |
$51,948 +$3,761 |
$268,917 |
| Sales (customer pay) |
$228,587 MTD / $268,917 pace |
— |
$163,914 total GP at pace |
$198,114 total GP +$34,200 combined |
$312,242 total sales +$43,325 combined |
Opportunity if 1-Line drops from 40% → 25%
+103 multi-line conversions · ~$24K extra customer-pay revenue / month
15 pp × 688 customer ROs = 103 ROs that need a second line. At an avg $200 additional line revenue (labor + parts), that's ~$20,600 MTD added or ~$24K/month at pace. At store-avg 61% GP, that's ~$14K more gross monthly. Process fix: tech writes "what I saw" on every RO, advisor presents menu at write-up.
Advisors — Customer Pay (click any column header to sort)
| Advisor |
ROs |
RO Pace |
Hrs |
ELR |
Labor $ |
Parts $ |
Total $ |
Total Pace |
GP% |
| CONNER, Alex | 242 | 285 | 314.6 | $164.69 | $51,812 | $48,268 | $100,080 | $117,742 | 61.4% |
| EIFRID, Isaac | 189 | 222 | 216.4 | $157.21 | $34,019 | $30,256 | $64,276 | $75,618 | 61.4% |
| GARNER, Keith | 177 | 208 | 150.8 | $149.61 | $22,562 | $17,912 | $40,474 | $47,617 | 64.3% |
| BUCKLEY, Tim | 32 | 38 | 30.6 | $154.03 | $4,713 | $2,838 | $7,551 | $8,884 | 67.5% |
| OTT, Steven (Asst Mgr) | 10 | 12 | 23.0 | $181.92 | $4,184 | $10,118 | $14,302 | $16,826 | 44.7% |
| BRAXTON, Conner (Mobile / PUD) | 35 | 41 | 10.4 | $79.01 | $822 | $879 | $1,701 | $2,001 | 48.0% |
| ORTIZ, Michelle | 1 | 1 | 0.3 | $129.83 | $39 | $46 | $85 | $100 | 51.4% |
| ALSTON, Ashleigh | 1 | 1 | 0.7 | $65.71 | $46 | $46 | $92 | $108 | 43.4% |
| BLALOCK, Chad | 1 | 1 | 0.0 | $0.00 | $0 | $25 | $25 | $29 | 9.6% |
| Total | 688 | 809 | 746.8 | $158.27 | $118,197 | $110,389 | $228,587 | $268,917 | 61.0% |
Ott (Asst Mgr) writes ROs as needed but isn't an apples-to-apples advisor. Braxton (Mobile / Pickup & Delivery) handles mobile service and schedules pickup-and-delivery; his ROs count toward totals but his work mix isn't comparable to floor advisors. Compare the 4 floor advisors (Conner, Eifrid, Garner, Buckley) against each other.
Recognition
- Top revenue: Conner — 242 ROs, $100K customer-pay revenue, $117K pace. 44% of the floor's customer revenue.
- Highest ELR among real producers: Conner $164.69 — closest to the $180 goal. Eifrid ($157), Buckley ($154), Garner ($149) all clustered low.
- Highest GP%: Buckley 67.5% — lower volume but profitable on every RO. Garner 64.3% close behind on much higher volume.
- Volume backbone: Garner — 177 customer ROs (also runs 30 ROs on Friday alone). Quick-service workhorse, holds the bay throughput.
Coaching points
- Confront: 1-Line at 40% — biggest miss. 15 points above goal. ~$24K/mo revenue + $14K/mo GP sitting on the floor. Process fix on tech write-up + advisor menu at write-up.
- Confront: Store ELR $158 — $22 below the $180 target. All 4 main advisors under goal. Pricing review on standard ops + tech labor-time guide audit.
- Watch: Garner $149 ELR — lowest among the main 4. Volume guy gets the quick services that carry low ELR (oil changes, recalls). Push him on the multi-line upsell on those quick visits.
- Context: Ott (Asst Mgr) and Braxton (Mobile/PUD) aren't apples-to-apples — Ott writes occasional ROs as backup, Braxton runs mobile service + pickup-and-delivery scheduling. Their ELRs reflect their roles, not advisor performance.
- Watch: Parts GP 37% — 3 points below the 40% benchmark. Parts pricing or sourcing? Or just mix-driven (big parts on warranty jobs have lower markup)?
Pace by Pay Type
| Pay Type |
MTD ROs |
MTD Sales |
$/RO |
ELR |
Pace Sales |
| Customer | 688 | $228,587 | $332 | $158.27 | $268,917 |
| Warranty | 176 | $96,728 | $550 | $186.61 | $113,798 |
| Internal | 407 | $91,686 | $225 | $134.33 | $107,866 |
| Total | 958* | $417,000 | $435 | $156.36 | $490,588 |
*Total RO count is unique ROs — sub-types can overlap on the same RO. Warranty $/RO is the highest ($550) — recall and big-job warranty work pulls bigger tickets, even though ELR is similar. Internal $/RO is the lowest ($225) — these are pre-delivery / used-car recon / shop expense work; lower margin by design but worth monitoring for accuracy.
CSI — Service (May MTD)
Surveys Returned
42
Pace: 49
5-Star Rate
88%
37 of 42 surveys
Unattributed
38%
16 of 42 — customer didn't name an advisor
By Advisor
| Advisor |
5★ |
4★ |
3★ |
2★ |
1★ |
Total MTD |
Pace |
Avg Score |
| CONNER, Alex | 13 | — | 2 | — | 1 | 16 | 19 | 4.50 |
| Unidentified | 15 | 1 | — | — | — | 16 | 19 | 4.94 |
| BRAXTON, Conner (Mobile / PUD) | 5 | — | — | — | — | 5 | 6 | 5.00 |
| GARNER, Keith | 2 | 1 | — | — | — | 3 | 3.5 | 4.67 |
| EIFRID, Isaac | 1 | — | — | — | — | 1 | 1 | 5.00 |
| BUCKLEY, Tim | 1 | — | — | — | — | 1 | 1 | 5.00 |
| Total | 37 | 2 | 2 | 0 | 1 | 42 | 49 | 4.76 |
CSI Action Items
- Investigate: Conner has the only 1★ of the month — pulls his avg to 4.50 (lowest among advisors). Pull the survey verbatim and the RO. What went wrong?
- Process fix: 38% of surveys (16 of 42) are unattributed — customer couldn't name the advisor. Coach the team to introduce by name at check-in AND check-out ("when you get the survey, that's me"). Easy lift to recover attribution.
- Perfect scores: Braxton 5.00 on 5 surveys (mobile/PUD) — customers love the convenience. Eifrid + Buckley also 5.00 (small sample). Garner 4.67 on volume work.
- Store-wide 88% all-5-star is strong — service drive is delivering. Don't lose that.
Data sources: Stone Eagle Service Dashboard (Stearns filter, This Month) · Stone Eagle Service Ranking Report (Customer Pay, May 1-26) · CSI counts manually compiled — refreshed 2026-05-27.