Before diving into how we built our department, I want to take a moment to highlight the growing importance of mobile services in our industry. The reality is that Amazon disrupted traditional business models 15 years ago, fundamentally changing consumer expectations. Today, the world craves convenience — whether it’s Amazon, DoorDash, Uber Eats, Instacart, or telemedicine. Consumers have adapted to, and now prefer, services that come to them rather than requiring them to leave their homes or workplaces.
This shift in behavior presents a major opportunity for our industry. Studies show that consumers are willing to spend up to 50% more when they can receive services remotely. By offering mobile services, we meet customers on their terms while significantly increasing sales volume. Additionally, as younger generations become the dominant customer demographic, their expectations for efficiency and convenience will only continue to grow.
Beyond individual customers, the real game-changer for mobile services lies with fleet accounts. Fleets depend on uptime and our ability to provide on-site service eliminates the costly downtime of taking vehicles to a dealership. The potential for growth in this area is enormous and I firmly believe that mobile services are the future of our industry.
To successfully build a mobile service department, full buy-in from ownership is essential. Launching a mobile program requires a significant investment in both financial and operational resources. If ownership is not willing to support the vision or allocate the necessary funding, the initiative is unlikely to succeed. Poor funding and lack of support can quickly turn what should be a valuable service into a liability that ultimately damages the business.
However, when ownership understands the potential and is willing to invest, that’s when the real work begins.
The initial responsibility for launching a mobile program should rest squarely with the Service Manager. It’s crucial that he or she understands the program’s intricacies and how to operate it efficiently. This ensures continuity in case of employee turnover or departmental absences.
Starting small is the key to managing the transition smoothly. I recommend beginning with a single van or truck. Assign a trusted technician from your main shop to spearhead the initiative — of course, compensating them accordingly. Alongside this experienced technician, hire a new technician to support operations. Once your vehicle with the two-person team is in place, you’re ready to start production.
Your priority should be fleet customers already in your DMS. Reach out to familiar fleets and offer to handle any outstanding recalls on-site at no charge. Fleet operators struggle with logistics and downtime, so by providing a convenient solution, you will be building trust and proving the value of mobile service. Other opportunities for early business include used car lots and dealerships that may welcome a partner to assist with recalls. Offering free initial services is an excellent way to get your foot in the door and establish credibility.
Once your mobile team reaches steady production — at least four flat-rate hours per tech per day — you’re ready to expand.
With a consistent workload, your next step is to refine and grow the department. Begin by hiring an additional mobile technician. The two existing techs should train the new hire, ensuring they fully understand operational expectations. At this point, your original shop technician can return to the main shop, leaving behind a dedicated two-person mobile team.
As demand increases, so will the administrative burden. This is when you should hire your first Mobile Coordinator. You may already have a strong candidate in-house — perhaps a porter or an advisor who’s eager to take on a new challenge. Bring them on at an hourly rate, ideally within a $50k-$55k annual salary range, until they gain full confidence in the role.
The Service Manager should train the coordinator on how to engage fleet customers, check VINs for recalls, and manage scheduling. You may also want to explore technology solutions like Bizzycar, that can automate job sourcing and booking for a minimal cost. Once your Mobile Coordinator is efficiently filling your techs’ schedules, you’re ready for further expansion.
At this point, the growth process becomes a repeatable cycle. Order a second van or truck, then hire two more technicians. Pair each of your experienced techs with a new hire to ensure proper training. With your Mobile Coordinator now managing both teams, your mobile service division is beginning to take shape.
Now, it’s time to pursue larger fleet opportunities. The Service Manager or Fleet Manager should actively engage national fleets with 500+ vehicles, presenting mobile service as a game-changing solution for their operational efficiency. As demand increases, the next phase involves adding two more service vehicles, hiring another coordinator, and onboarding an additional four technicians.
By this stage, your department should be consistently billing around 700 labor hours per month, potentially generating $100k or more in sales — excluding parts. With a solid foundation in place, you can expand indefinitely, growing your mobile service business as large as you desire.
While the initial focus should remain on fleet services, retail mobile service offers significant growth potential. However, it’s crucial not to rush into retail too soon. First impressions matter, and operational workflows must be seamless before taking service directly to individual customers.
Once your team is well established, you can begin offering driveway service appointments for retail customers. This opens an entirely new revenue stream, further positioning your dealership as an industry leader in convenience and customer satisfaction.
To sustain long-term success, detailed performance tracking is non-negotiable. Implement reporting systems to monitor key metrics, including technician productivity, revenue, and customer satisfaction. Regular check-ins with coordinators and technicians will help ensure that targets are met as well as identify areas in need of improvement.
By maintaining accountability, you can continually refine operations, optimize efficiency, and drive sustained growth.
One of the most exciting aspects of mobile service is that there are no physical constraints. Traditional dealerships are limited by their facilities. Once the service bays reach capacity, growth is capped. But with a mobile program, expansion is unrestricted. You can scale as much as demand allows, creating a business model with virtually limitless potential.
By embracing mobile service, you position your dealership as an industry innovator and a leader in customer convenience. It requires effort, commitment, and strategic planning, but the rewards are well worth it.
This approach has allowed us to scale our operations to 34 service vehicles and over 50 mobile technicians. It took time and dedication, but the results speak for themselves. If you’re ready to take your service department to the next level, mobile is the future — and the opportunity is yours to seize.
I am Nolan Armpriester, The Director of Operations for Kinley Automotive Group in eastern Pennsylvania. I have over 23 years' experience in Fixed Ops and dealership management with the bulk of my time spent in fixed operations. I am a NADA academy alumni and class president as well as a multiple time employee excellence award winner from Ford Motor Co. One of my biggest accomplishments was building the #1 volume mobile service department in the nation from the ground up as well as helping to develop the next generation of talent for our industry.
