Dealership Operations
F&I / Finance
The handoff is where deals — and trust — are won or lost.
01
Operating Philosophy
F&I performance is decided well before the customer sits at the desk. It's decided in the handoff — what the salesperson set up, what the customer expects, and how clean the deal structure already is. A strong F&I operation treats product presentation as a service conversation, not a script, and treats funding speed and documentation quality as seriously as penetration numbers.
02
What I Measure
- PVR (profit per retailed vehicle)
- Product penetration by category
- Reserve / lender mix
- Funding time / contracts-in-transit (CIT) aging
- Deal-quality and documentation error rate
- Chargeback rate
03
How I Manage It
- Sales-to-F&I handoff standardized so the customer isn't re-sold from zero
- CIT aging reviewed daily — a delivered deal is not complete until the contract is funded
- Menu presentation treated as consistent process, not manager-dependent style
- Lender mix reviewed regularly against approval quality, not just rate
- Deal structure, lender stipulations, and documentation reviewed before contracts leave the store
- Regular coaching on menu presentation, customer needs, and clean sales-to-F&I handoffs
- Chargebacks reviewed by product and cause to identify process or retention issues
04
Where Dealerships Lose
- A cold handoff that makes the customer feel re-sold at the desk
- CIT aging tracked loosely, turning funding delays into a cash-flow problem
- Menu presentation left entirely to individual style with no consistency
- Product penetration chased without regard to deal quality or compliance
Let's discuss the operating responsibility.
Your team, your department priorities, and what the leadership seat needs to deliver.