Built by Someone Who Understands Your Business

MSM Automotive Group is led by Shane McCormick, a proven automotive operator who knows how to deliver consistent service, protect margins, retain top technicians, and build lasting customer trust.

I grew up in this business. I learned early what separates a shop that survives from one that thrives: workflow discipline, technician morale, pricing integrity, and the ability to turn satisfied customers into repeat customers. I've dealt with the realities of bay utilization, effective labor rates, parts supplier relationships, comebacks, and the constant challenge of finding and keeping skilled technicians. I understand that profit doesn't come from financial engineering or cost-cutting. It comes from doing the work right, managing capacity intelligently, and building a reputation that keeps cars coming back.

Before starting MSM Automotive Group, I took a family automotive business and grew it by focusing on fundamentals: better customer communication, smarter operations, and disciplined execution. I learned that sustainable growth comes from delivering value consistently, not from chasing shortcuts or optimizing for the wrong metrics.

MSM Automotive Group is being built with that same operator mindset. This is about stewardship, not transactions. It's about building businesses that last, protecting the people who make them work, and creating value through operations, not financial maneuvering. If you've built a quality shop and are thinking about what comes next, I'd like to have a conversation, operator to operator.

Growth at MSM Automotive Group is driven by operations, not financial structures. We focus on the fundamentals that any successful shop owner knows matter: delivering consistent, high-quality service, building repeat business, managing workflow efficiently, and protecting margins through pricing discipline and cost control.

Top-line revenue grows when car count increases, workflow runs smoothly, and customers come back. That means getting scheduling right, minimizing downtime between jobs, keeping technicians productive, and earning trust through quality work and honest pricing. It also means understanding your local market, knowing when to say no to unprofitable work, and building relationships with customers who value good service over the lowest price.

Bottom-line profitability improves when we control what we can control: labor efficiency, parts cost management, effective labor rates that reflect the value we deliver, and overhead discipline. We track the KPIs that matter: technician productivity, bay utilization, comebacks, gross profit per repair order, and labor rate realization. These aren't abstract financial metrics. They're operational realities that determine whether a shop makes money or not.

We also know that profit stability depends on people. Losing a skilled technician doesn't just hurt morale, it reduces capacity, increases training costs, and can damage service quality. Retaining technicians, keeping them engaged, and creating an environment where they can do their best work is as important to profitability as anything else we do.

Over time, MSM Automotive Group may grow by partnering with or integrating other quality shops where there's long-term alignment. But growth is never the primary goal. Building durable, profitable businesses is. Growth that comes from doing things right is sustainable. Growth for its own sake rarely is.

Best service doesn't mean fastest or cheapest. It means doing the job right, communicating clearly with customers, standing behind your work, and building trust over time. It means diagnosing problems accurately before recommending repairs, pricing work fairly, and not overselling services customers don't need.

Strong service and strong margins aren't in conflict. When customers trust you, they come back. When they come back, you don't have to spend as much on marketing to fill your bays. When your reputation is solid, you can charge rates that reflect the quality of your work and the skill of your technicians. Price competition is a race to the bottom. Service quality is what builds a business that lasts.

Operationally, best service means minimizing comebacks, managing workflow so cars are done when promised, and keeping communication clear so customers aren't surprised by the bill. It means training technicians properly, investing in diagnostic tools, and maintaining shop standards that keep quality consistent. These aren't soft concepts. They're what separate shops with loyal customers from shops constantly chasing the next job.

Technicians are the backbone of every successful shop. Revenue depends on their productivity, quality depends on their skill, and capacity depends on retention. Lose a good technician and you don't just lose labor hours, you lose diagnostic expertise, customer relationships, and the institutional knowledge that makes a shop run smoothly.

At MSM Automotive Group, we understand this. Protecting people isn't just the right thing to do, it's essential to protecting service quality, customer trust, and the bottom line. If ownership ever changed, technicians, service advisors, and office staff would be respected, supported, and taken care of. We're not in the business of disrupting teams or cutting labor costs to make financials look better on paper. We're in the business of operating shops well, and that only works when people are stable, engaged, and fairly compensated.

Technician morale matters. When technicians feel valued, they stay longer, work more productively, and take ownership of quality. When they're stressed, underpaid, or uncertain about the future, performance suffers and turnover increases. We focus on creating environments where skilled technicians want to stay, where training is available, and where good work is recognized.

This isn't about making promises we can't keep or pretending we'll revolutionize compensation structures. It's about understanding that the people doing the work are what make a shop successful, and that any responsible operator treats them accordingly.

If you're reading this, it's because you've built something worth protecting. You've invested years in developing customer trust, assembling a team, building a reputation, and creating a business that works. That deserves respect, not a transactional pitch.

I'm reaching out because I'm curious. I want to understand what you've built, how you run your operation, what you're proud of, and what keeps you up at night. I want to know what matters most to you about the future of your business, your team, and your customers. This isn't about sourcing deals or qualifying opportunities. It's about having a real conversation with someone who's done what I'm trying to do.

A conversation doesn't imply a transaction, a process, or any obligation. It's just two operators talking about the business. Maybe there's long-term alignment. Maybe there isn't. Either way, the conversation is worth having if you're open to it.

If you're thinking about what comes next, whether that's tomorrow or five years from now, I'd like to talk. Not because I have an agenda, but because I respect what you've built and believe there's value in understanding how other operators think about their businesses.