"He's always gone. Must be nice." If you own a shop, somebody in your building has said that about you. Probably this month. Buck Monson wrote the best answer to it I've read. He owns a diesel repair and HD towing shop in Davenport, Iowa, and posted this in his TruckShop411.com community. He gave me permission to bring it over here. Read all the way to the Army stretcher. If you've built a shop that runs without you standing in the middle of it, this one is a victory lap. If you're still climbing, it's a roadmap. _________________________________ WHERE’S THE OWNER? SHOULDN’T HE BE HERE? “He’s always gone. Must be nice.” I was a young lad once, and I’m sure at some point I looked at a business owner and thought the same damn thing. Where is he? Why isn’t he here working with everybody else? What a young technician usually doesn’t understand is that he’s looking at Chapter 20 of a book and judging it without reading Chapters 1 through 19. Most successful truck shop owners I know didn’t start out with managers, supervisors, service writers, established customers, nice equipment and money in the bank. A lot of us went through hell getting there. BEFORE “MUST BE NICE” Starting a truck repair business can mean taking damn near everything you’ve got and putting it on the line. Maybe you sell equipment. Maybe you drain your savings. Maybe you borrow money. Maybe your spouse helps keep everything together while you’re trying to get the doors open. Then the bills start. The building. The equipment. Diagnostic computers and software. Insurance. Payroll. Workers’ compensation. Utilities. Trash. Parts. Service trucks. Taxes. And about 500 other expenses you never knew existed until you owned a business. Then come all those customers who told you: “If you ever open your own shop, we’ll bring everything to you.” You open the doors and suddenly half of them can’t remember your phone number. Funny how that works. But after you’ve struggled for a few years, built a reputation, hired good people and proven you’re going to make it, some of those same people show up.

You don't have a turnover problem. You have one seat that eats people. Maybe two. Maybe three. Ten minutes and one sheet of paper will tell you which ones. "I can't keep anybody." I hear it every week. Then I ask how long the lead tech has been there. "Oh, forever." So which is it? Same ad. Same spot. Running again. And somewhere along the way, you quietly decided you're just bad at picking people. You're probably not. One shop owner in this group has an office manager going on 40 years. His lead tech is at 21. Average tenure is about seven years. Then he named the real pattern in one sentence: "It's that short little window of that last three or four seats that just seem to be rotating." Three or four seats. Out of the whole shop. He doesn't have a turnover problem either. Average tenure is a number that hides the only thing you need to see. A dozen people who never leave and three chairs that have had nine people in them can average out just fine. The average says healthy. The chairs say bleeding. Turnover isn't a number. It's a map. Here's where it gets expensive. When it feels like everybody's leaving, you reach for the shop-wide fix. New pay plan. Team meeting about attitude. Better benefits. So you raise pay for twelve people to fix one chair. Your lifers sit through a meeting about why people quit. And the seat keeps eating people. Because nobody ever looked at the seat. You know what you call a tech who replaces the same part three times without finding out why it keeps failing? A parts changer. That's what we do with people. Three hires. Same chair. And three times, you told yourself you picked wrong. They weren't three separate failures. They were all telling you the same thing. You just heard it one at a time. Every shop has two kinds of seats. The Launchpad. People leave it going up. Lube tech becomes B-tech. That's not turnover. That's you doing your job. The Trapdoor. People leave it going out, usually inside the first year. That seat is broken.

The best job application I've ever read came out of a prison cell. My team and I have generated at least eighty thousand over the last eight years. March of last year, a man named Derek Wilson emailed our service inbox. He wanted to know where a technician could get help paying for tools. I sent him a scholarship guide I put together. A simple PDF and a comprehensive list of links. I forgot about it before lunch. Five months later he wrote back. He'd applied. He won. The 2025 Hourglass Tool Scholarship. First person ever to get it from inside a facility. He wasn't asking me for anything. He was writing to tell me what he'd done with what we sent. Nobody follows up on a free PDF. We've been sending that guide out for years and I can count the replies on one hand. That's not cynicism. That's the base rate. He mentioned a few other things in that email. An associate's degree in automotive repair technology. Teaching assistant in the shop program by day, entrepreneurship classes at night. And nineteen months left. I told him to keep going. I told him that when he got out, I'd see what I could do about getting him in front of a good shop. That was a soft promise. I meant it. I had no plan. A year went by. Then last month a second letter came in. Derek didn't ask for anything. He sent a packet. Cover letter. Formatted résumé. Three references, including the instructor he worked under for two years, with a direct phone number. And the scholarship announcement, so I wouldn't have to take his word for it. Everything a shop would have had to drag out of him. Answered before anyone asked. What he can do: ALLDATA. Hawk Eye Elite alignments. R134a and R1234yf. Drivability and diagnostics. ABS. Body control modules. Brakes, steering and suspension. What he's earned: AAS in Automotive Repair Technology. Section 609. Entrepreneurship certificate. OSHA 10. Forklift. Flagger. What he did with the time: three years as a student tech. Two-plus years as a teaching assistant, writing estimates for customers, running shop safety, keeping tool inventory, proctoring exams, and teaching other people to diagnose.

TL;DR | 4 min read A shop owner was one afternoon away from posting the wrong job ad. One question changed the hire. - The loudest pain is where you feel it. The binding constraint is where it starts. - Add a seller to a production constraint and you sell more work into the same backlog. - Every "and also" in a job ad divides your applicant pool. It does not add requirements. - Same pay. Three titles. Three different markets. - Four questions to run before you write the ad, not after. Fair warning: the ad you're about to post may already be the mistake. Short on time? Watch or listen to the video summary on the go. __________________________________ A customer calls with a nail in a tire. The shop is 120 percent full. The soonest opening is a week out. Small job, easy money, and it walks right out the door. "I hate to say that for something small." Same day, a different call. A car just out of the body shop after three months. Overdue for inspection. The owner does not want his son driving it that way. Told a week. "I'll just find someplace else." Two customers gone before lunch, both lost at the phone. So the owner did what any of us would do with that data. He needed help up front. He opened a doc and started writing an ad for a service advisor. Reasonable conclusion. Wrong hire. And there was nothing in those two phone calls that would have told him so. So I asked him one question. If your car count went up 20 percent next week, what would break first? He answered before I finished the sentence. Production. Not the phones. Not sales. Not the front counter. Production. Which means the person he was about to advertise for, someone whose entire job is to sell more work, would have made the actual problem worse. A seller added to a production constraint does not create growth. It sells more work into the same backlog. The shop does not get faster. It gets further behind, with better documentation of how far behind it is. The loudest pain is where you feel it. The binding constraint is where it starts. Most shops hire toward the noise.

I am watching a campaign right now where the strongest applicant in ten weeks has been sitting untouched for six days. One voicemail. No callback. Nobody has tried again. Euro dealer tech. About 25 minutes out. Two dealers in four years, short runs at both. The shop called once, left a message, marked him under review, and moved on to the next thing. That was six days ago. He is still there. Go open your own applicant folder tonight. There is a version of him in it. Most owners see two short runs and stop reading. Job hopper. Look again. A tech who moves when something better shows up is the only kind of tech you can recruit. The one who has been in the same bay for fifteen years is probably not available to you. He is not reading your ad. He is not answering your text. There are always exceptions but most likely, he is somebody else's guy and he is staying. Your best candidate might read like your biggest risk on paper. That could be exactly why he is still available. Other shops read the same hastily prepared resume and passed. He is flat rate. He is under a car. His hands are filthy and his phone is in a toolbox drawer two bays over. And the guy standing eight feet away reports to the same service manager he does. Call a dealer tech at 11 on a Tuesday and you are calling him during the only eight hours of his day when picking up is a risk. He finds the voicemail at 5:15 in the parking lot. Unknown number. A week after he applied. No context. Now calling you back is a cold call. Techs do not make cold calls. And one voicemail told him something else. It told him you were not that interested either. His silence told you about your timing. It told you nothing about whether he wants the job. One voicemail is not one attempt. It is zero. Contact is not counted in dials. It is counted in responses. And nothing in your system has ever picked up a phone. Under review is not a step in your process. It is a parking spot. Every hiring conversation I have goes straight to volume. More ads. More boards. More budget. A bigger net. More applications.