When the Service Drive Revolution team gets together for a roundtable, you know you’re about to hear some hard truths mixed with real dealership wisdom.
In this episode, Chris Collins and his team reflect on how the service drive has evolved over the years—and how the core challenges for SERVICE ADVISORS and MANAGERS remain surprisingly familiar. From leadership development to customer experience, they unpack the habits that still separate top-performing dealerships from the rest.
Whether you’re new to management or have decades under your belt, this episode offers a mirror to your own growth as a leader in Fixed Ops Leadership.
How the Service Drive Has Changed — and How It Hasn’t
Mastering Fixed Ops Leadership for Service Success
Technology, customer expectations, and manufacturer pressure have all transformed how dealerships operate. Advisors now juggle text updates, service videos, CRM tools, and CSI surveys in real time.
But even with all this innovation, one truth remains: people still buy from people. Your ADVISORS are the face of your business, and leadership still determines how well that face represents your dealership.
As Chris points out, “Processes change, tools change—but accountability, culture, and consistency never go out of style.”💡
Related read: Learn how culture impacts performance in Service Department Culture Killers: The Hidden Factors Destroying Team Performance.
Leadership Lessons from Decades in Fixed Ops
The best SERVICE MANAGERS know that success in the service lane doesn’t come from luck—it comes from systems and leadership discipline.
Chris and the team reflect on lessons learned from coaching hundreds of dealerships:
- Leaders who show up consistently build trust faster.
- ADVISORS who get regular coaching outperform those left alone.
- The most profitable stores invest in leadership development, not just technician training.
If you want your next decade in Fixed Ops to outperform your last, it starts with how you lead your team today.
💡 Related read: Discover what separates great managers from the rest in The 9 Reasons Why Service Managers Fail (and How to Avoid Them).
The Moneyball approach forces us to separate facts from feelings. The truth might sting, but it’s the only way to fix what’s broken.
Why Clarity Still Wins
One of the biggest takeaways from the discussion? Clarity beats complexity every time.
ADVISORS perform best when they know what “winning” looks like—whether that’s sales goals, customer satisfaction, or retention metrics.
When MANAGERS communicate goals clearly and follow up consistently, the team naturally performs better. Confusion kills performance; clarity creates culture.
Even as dealership operations evolve with AI tools and automation, the foundation remains human: leadership, coaching, and connection.
Key Takeaways from the Roundtable
- The service drive evolves—but people still drive performance.
- Leadership consistency beats any new tool or app.
- Accountability and culture remain timeless success factors.
- Top Dog 2025 highlights that continuous leadership growth is the real competitive edge in Fixed Ops.
Great leaders never stop learning. Watch the full Service Drive Revolution roundtable to hear what’s really changed (and what hasn’t) in the car dealership service drive — and how today’s MANAGERS can future-proof their leadership for the next decade of Fixed Ops.
FULL VIDEO TRANSCRIPT
Welcome to the big show. We have a very, very special episode that we’ve brewed up for you; it was Christian’s idea today. We’re going to talk about what has changed and what has stayed the same in our industry. We’re lucky enough to have everybody here because our Top Dog event is this week. I’ll introduce Vickster, the Oklahoma Smoke Show, Hogi, Adam, Christian (the handsome devil), Cliff, and Captain or James, whichever you prefer. We’re going to have a very fun conversation coming up right now on Service Drive Revolution.
There’s something that divides this table. How long have we been in the business? No. Age? No. Three of you were something and three of you weren’t something. Three of you had me as a coach, three didn’t, right? I always think it’s funny that you guys forget how difficult you were when you’re complaining about clients being difficult or hard. I’m always like, “Yeah, sounds a lot like that time when, you know, whatever.”
I won’t tell those stories, but I remember a couple of those times. Do you want them to tell the stories? No, my daughter’s in the other room. I remember one time where you scared the crap out of me because you packed up your stuff and started walking out of my office and told me that I was wasting your time. You were. I was wasting your time. It fixed it. We got to work.
If you think about how much stuff we’ve been through, how many divorces have we been through total on this? Just Christian, one for me. James and I went through a divorce at the same time, not from each other, but you helped me through mine. That was rough, but then you did good. Your next hire was good. Put minimum standards in place. What is your biggest memory from back then with me as your coach? My biggest memory is I would never think of not doing something that you’ve asked me to do, ever. I would never have not sent my numbers to you. Would never have thought I wouldn’t share the competition with my advisors. I would never not have known my financial statement and missed our monthly meeting in Los Angeles, flying from Northern California down to L.A.. There’s no way.
Remember how excited we would get when the financial statement would print? We’d be like, “I got it.”. “And then what does it say? What’s the net to gross?”. Yeah, because you didn’t want to be the bad person in that room. I didn’t want to be less than James and Julie. I did not want to go up against Carl because Carl was brutal with the financial statement. But it made me better. That was the group of kind of the original managers in the coaching group in a sense, right?
What I remember most about those times—just my most fun memory—was I loved the monthly trips up to L.A. too. Some of them were brutally difficult. We would talk about financial statements for hours and numbers and ways to improve. It seemed like every month there was a new person at the table that was kind of getting picked on about something, and you just kind of wished the whole day was over. I’d be so tired, but the next day you felt great. It was like a really great workout; you just felt good about yourself after.
I remember one time in one of those meetings, comparing financial statements, James noticed that his uniform expense was higher than everybody else. I remember he called me on his drive back. He left L.A. and was headed back to San Diego. And was like, “Man, you know, just like, that was crazy, my uniform expense”. He goes, “So, do you think you can come Tuesday, because I got the uniform company lined up?”. He’d already called and lined up uniform companies.
He had them a half hour apart, so they all just sit in the waiting room together and wait for me to come and talk to me. And you got your uniform expense in line, if maybe not lower than everybody else? I don’t remember, but it was good. The thing that impressed me is you weren’t even home and you’d already set it up. The tempo that things moved at was pretty fast. Speed and execution—that’s where that came from.
A lot of the motto came from that. That was a very coveted meeting. It was hard to let new people in. I remember when Bill Jacobs came in, and they flew from Chicago to L.A., and they were there every single time. It was a good meeting. We learned a lot. You had us come up with different labor operations that we were going to use and create an effective labor rate, something that was going to move the needle during those September months and those February months so that we were prepared. We know that happens every February, every September. Maybe it’s a little bit different now after COVID, but we’re still not prepared. We still let it happen to us. But we were prepared down in that room. There was a lot of leverage in place.
I remember when I really wanted to beat Nick Alexander, and I wanted my technicians in on it. We had a bullseye with the service manager’s face on it above the urinal. I took a picture of it and sent it to Carl. Nick Alexander called me and he said, “Are we going too far with this?”. And I said, “Nope.” And he said, “Game on”. Didn’t Carl send you all the pizzas? That was Natalie. No, that was Carl’s service advisor. He sent, at the end of the month, because we were beating them, I don’t know how many pizzas just to carve up my service techs. I think that’s so brilliant. It worked. Then I just bought them ice cream so I could get them all spazzy out at the end of the same day. That worked, and we won.
Isn’t it funny how much the industry has changed and how much it hasn’t changed? I think in so many ways it hasn’t changed. Hogan and I were talking about it earlier today. My first service manager, just as an 18-year-old kid, taught me the table of contents exactly like we teach it now. This is the late 80s. He didn’t call it a table of contents, but the way he taught me to write service and sell stuff is exactly what we do today. So, there’s a lot of that stuff that is the same. Stuff that’s different, technology, obviously. Back in the 90s, before all this, we were just trying to write as much as we possibly could, as fast as we possibly could. You were trying to write 20, 30 cars a day.
We were just going and getting the last seven cars of the day on a little scrap of paper and going back in and writing them up when we got time. Now the advisors have so many layers that they have to do, which makes it worse in a lot of ways. I had an experience where I hit something with my mirror on my car, and I went in for service. I said, “Hey, I want to get that mirror replaced.”. They said, “Okay, it’s this much,” which was a lot of money. I said, “Okay, well, can you order the parts?”. They’re like, “We have to prepay for them.”. So, I prepaid for the parts for them to order them. They literally said that they would be in within a couple of days.
I didn’t hear from anybody, didn’t hear from anybody. Two weeks later, I called and couldn’t figure it out. I called again and got somebody in parts. Instead of calling service, I called parts. I was on hold forever; I think I have a screenshot. I was on hold for about 30 minutes. The person comes back on and says, “Oh, your parts are here.”. I’m like, “Well, why didn’t anybody call me?”. They said, “Because your service advisor that wrote you up is no longer here”.
I’m like, “Yeah, but I prepaid for the parts.” There’s no system that serves the customer; it still serves the dealer because it’s about the advisor leaving, not about me ordering a part. I paid thousands of dollars for parts, and I have to do the work to try to figure out if I can get it done or not, and they have my money. It’s very inefficient.
You’re talking about a dealership here in L.A., one that sells a lot of cars. That is the interaction we’re talking about. He was on hold, and I think Hogi and I were talking, but it was a really long phone call. That episode got edited because he was on the phone so long. So that’s been a problem—answering phones from customers—forever. With all the technology they have today, it’s not any better. I just wrote down, “Customer service is still missing.”. Like, it’s still that thing that we still forget about. It’s about the customer, and we still—I don’t know, it’s just amazing—layering in the software, different technologies, and it still is a problem.
I think one of the best things that Hogi’s ever talked about is using the tablets. Is it treating the symptom or the cause for the check-in portion of a service advisor? I think there’s still tons of stuff that’s missing. Even down to, we didn’t miss very many customers when we had the piece of paper stuck in the file. Now we’ve got a computerized system that will notify us when it’s ready and notify everybody, but we still can’t. How about just mail a postcard? Could we go back to that? Just a simple stamping. It’s also funny to sit in a service drive where a dealership spends thousands of dollars on RFDs. So when the car pulls in, it triggers the thing that says the customer’s here that nobody’s looking at.
I went to a dealer visit one time with you, Christian, in Massachusetts. They had one of those in the driveway. The service advisors told me, “Oh, I can’t sell wheel alignments without that”. And they were selling maybe two, three, four a week. So I asked the owner, “Can I unplug this and get rid of it?”. He’s like, “Sure, whatever.”. And they sold a ton of alignments because it’s a once-a-year, preventative wear wheel alignment, and we’re going to sell it to you. They sold more without that technology than they did with it.
I call that your gangster move. She walks into a service department, looks at that Hunter machine. Light drop. And alignment sales start. It was the coolest thing I’ve ever seen. The one that, were you talking about the one that checks, like you pull in and it has your appointment scheduled on there? They put an RFD so they’ll pay. I think it’s down to two bucks, but they used to be 15. These dealer groups would spend $15 during the PDI, and 25% of their cars are out of the market or whatever. The whole thing is that when they pull into the drive, it alerts on a screen that the customer’s there. Which is only second to the Penske Hertz thing where the names are on the screen and your name is never on there.
It’s so interesting to me that I’ve gone to multiple places like that. You ask the advisor, “Did you check that car in?” They’re like, “Oh, that thing’s never right”. That’s happened multiple times. But if you meet the manager or the dealer, they’re like, “Oh, we got this technology”. And you’re like, “I promise it isn’t as good.” You can’t replace the human connection. It’s funny when you talk to a person because every once in a while, you run across somebody that just gets it. I did a masterclass in Northern California for a new group of ours a few weeks ago. After the last day, they were having this huge barbecue for an employee that was retiring.
All these people were there, and they were introducing me to different people. This guy’s like, “Hey, everybody’s raving about the class today”. He’s like, “But I have a question”. “I haven’t written service in 20-something years”. “Just tell me if I’m wrong because this really keeps me up at night, seeing what’s happening with advisors today”. “They tell me I’m crazy, and I probably am, but I do X, Y, and Z for the group, so I’m not in the service lane all the time, but it’s just what I see”. “I want you to tell me if I’m wrong”.
“It took me about three years into writing service, and I realized it was all just getting the people to trust me”. “I just feel it’s missing on an epic level today”.
“Don’t know if it’s really that simple or not”. “That’s the most amazing thing I’ve heard in a month. That’s exactly it”.
All of our processes are built around taking away decision-making and making customers trust us. That’s it. Having a plan for them, executing that plan, making them feel safe. They don’t have to wonder where to go or what to do. And then just, you know, treating them like their family. Oddly, that still works. It’s always worked, hasn’t it? For the longest time, our marketing was “we had the new stuff”. Every once in a while, a client would come in and be like, “You know your new stuff is the old stuff”. I’m like, “Yeah”. But people just love the novelty of new stuff, right?
We could tell everybody we have some software thing or tablet or whatever, and people would be all excited just to find out that it’s actually the old stuff. Speaking of new stuff, you were walking to work today? I didn’t walk to work today; I drove, but I walked home yesterday. I was offered a ride and said no. Speaking of new stuff, and I feel like there are these new drivers coming into the world, why is it that witches are better than the youth of today? Why are witches better drivers than the youth of today? You know something about a broom? Riding a stick? Witches know how to drive stick? That was pretty good. Did I forward you that article on the manuals that are being produced?
There are only four cars you can get with a stick, and two of them are Cadillacs. Isn’t that crazy? I’d never think of a Cadillac as being the one that would have the stick. I used to leave the keys in my Wrangler when I had the Wrangler out in front of my house. Because you knew no one could drive it. It was a millennial theft deterrent. It was the best when I was pulling my boats out earlier this month from the lake, and I took my mom’s stick Jeep. It’s just so fun to drive because you’re just engaged; it’s just active. Really, really fun. Or missed it.
I’ve got a question for Vickster. One of the things I always admire about you is your organization and consistency. Have you noticed any difference? Let’s say, like 30 years ago, your consistency in terms of the stuff that you have to do every day versus what you’re coaching the stores to do now. Do you notice any difference, or is it still the same? I do notice a difference. I feel that there’s not enough consistency. Maybe I’m boring, but I found consistency worked for me, and I use it today. I try to encourage that with my clients. You have to be consistent with your morning meetings.
You have to be consistent with what you’re talking about in your morning meetings and that you’re doing your pre-writes and that you’re doing numbers, numbers, numbers, all the time. You’re talking about it and sharing it with your staff. If you only do it when we’re there, it’s going to fall off, and it’s not going to have any weight. We’re going to come back, and we’re going to be doing it all over again. I just talked about this with a client recently in Chicago. Are you coaching harder out of the store or in the store? I think out of the store. Since I’m not face-to-face with that person, I don’t have that personal touch with them.
When I’m talking to them on a coaching call, I want to make sure I’m being very consistent with what I’m talking about, along with whatever they have on their recap report that they want to talk about. I’m talking to them about the basics because the basics is what matters and keeps everything gelled together. If they’re not even doing the basics, we’re getting off into the weeds and doing all sorts of other things. One of the things I think about you and your coaching style is that what you hit home is what you do when nobody’s looking is what matters the most. It almost feels easier to hide behind all the other junk that’s going on in the stores to not do those little things when nobody’s looking.
I think to Chris’s point, when my dad was moving, I found a brochure that he had gotten from an AMC school in the 70s or something. He was a service director, and it says the same thing that we’re talking about now. It’s all about the people and the commitment to the people, getting with them, being friends with them, and having them experience something different than what their expectations are when they walk into a dealership.
That’s where I think we do best on coaching. It can’t be like every other experience. They can’t have their iPads in front of their faces because the most important thing is to circle the car and take pictures of it. It’s got to be the connection with the customer. It was the same back, it could have even been in the 60s when he was the service director in San Francisco. Same thing, just with a clipboard.
I’ll write down a couple of notes when you were talking. Just think about the consistency you were just talking about. You said “never not do,” like you would never not do something, whatever it was. Your monthly meeting, so there’s consistency there. “Never not know,” you would never not know your numbers. So, your consistency is consistently looking at them, measuring them, and judging yourself on them. The last thing is you just got things done. It’s interesting that consistency, because we’ve talked about it before, but the managers that go to a different level, the advisors that go to a different level, the parts people that go—consistency is the one key piece.
What’s different in parts? We don’t do microfish anymore. We don’t do cardstock anymore. I miss the microfish. I feel like it’s more reliable than the CAN. A lot of things are done more online, but I still think there can be some personalization there. Not to know the knowledge, I think, is a piece that stands out to me. If you were having someone convert metric to standard, that ability is gone away. You don’t have true parts people anymore, if that makes sense. You don’t have the parts person, especially from a technician background, where you could hand somebody something and they could go get it. That doesn’t happen.
Ingenuity is always the word that comes to me when you think of like an old-school parts counterperson versus newer ones. If it’s not on the screen, you’re not getting it. The guy or gal that really took pride and was truly a parts professional, it was a career to them. They took pride in that stuff, and the most common part numbers they had memorized, and the associated parts and things like that. They took pride in, when you turned a job in, sending you out with the set that you needed and being like, “Well, you’re not done, you’re going to need this and you’re going to need this”. It was a fun thing to watch.
I learned very quickly that if my back counter guys said to me, “I’ve never ordered one of these,” we’re wrong in our diagnosis. Now that wouldn’t be the case. I remember the gentleman that I would attribute to kind of bringing me up—I was 22, and I became parts manager. He’s the one who came to me and was like, “Hey, did they offer you the job?”. I was like, “Yeah, I don’t think I’m going to take it, I’m too young”. He was like, “No, no, I’ll teach you”. The guy that kind of brought me up, I remember he was Jeep, and he would kind of hide things.
He had this one book that covered everything. It didn’t matter what year model it was. He knew he could go to that book, and he knew what fit from ’87 to ’97. I’ll tell you one thing that hasn’t changed in parts is the inability to track lost sales and the argument around it. We were looking at some numbers of truck dealerships the other day with Adam. Do you know in truck, proficiency and efficiency are backwards from car? It doesn’t matter which one’s right, they’re just backwards. We started talking about the difference between proficiency and efficiency, and I want to kill myself. Same thing when you start getting in an argument about what truly is. Most parts managers don’t want to track lost sales for any reason whatsoever, which is hilarious to me.
You know, talking about having an AI girlfriend—it’s a funny thing when you think about human nature and the way that we are vulnerable to that sort of stuff. Any sort of attention and intimacy, even if it’s virtual, can feel special. You can feel special from a virtual girlfriend. A lot of people are getting kind of trapped in that with AI now. Hogi and I were talking the other day, and I thought about this in relation to our customers. It’s still really difficult to get your car serviced, and it’s still really difficult to buy a new or used car.
He was talking about how he was waiting for his flight at the airport. He was just sitting there talking to his daughter, telling her to fly, and basically in 10 minutes on the phone with her, he bought a Tesla. Somebody that was sitting there with him goes, “Did you just buy a car?”. What’s interesting is Hogi perceived that Tesla cared about him more, even though he never dealt with a human, than if he would have dealt with a human and been disappointed. It’s just a funny thing, how fragile that line is. If you deal with somebody and you feel disappointed, you feel unimportant. You feel like you don’t matter, and that makes you feel bad.
You can make people feel important with software easier than you can with humans nowadays. It’s clear to me that how Tesla approached that is they try to be the anti-car buying experience. That’s where the care is. But you’re not dealing with people. You feel like people are taking better care of you because you can just buy a car in 10 minutes. There’s no back and forth. The car is what it is. That’s why Amazon and all those places are doing better than like going to Walmart. At least you’re not going in there getting let down. You’re just searching for it on Amazon.
You’re probably paying more on Amazon, the convenience fee. It’s the instant, “I don’t need to deal with any of that garbage. I can just click. Be done”. The piece of ordering a book off of an online store and being thanked instantly versus going in a bookstore and them never even looking up from the register. Thanked, and “Hey, you might like these”. It’s just so fascinating that we’ve lost that piece, but it didn’t change from, you know, 1900 to now. Trust still works. If people feel like you care and you’re organized and prepared, they perceive that as trust.
The thing with Tesla is because there are very few options, you order the thing and it’s really easy. You trust them because there isn’t a chance for you to feel like, “Oh, are they pulling something over on me?”. There’s never any disappointment because it’s so controlled and easy and linear. It’s an interesting thing that nobody talks about in our industry. The psychology of it is something that we miss because we design it from our point of view, not the customer’s point of view. We’ve always had the opposite approach. We make it difficult for them to do business with us because we want it our way.
Here’s the cool thing about that: I believe that if we kind of think about customer service over the years, I believe it’s easier to be successful because the bar’s gone lower. Even worse than doing it our way, it’s just memetic. Most people are just doing it because that’s how it’s always been done, and they worked for somebody who—like, it’s just handed down. It isn’t even questioned. Nobody stops and goes, “Hey, is there a better way to do this?”. The idea is to put software in place that does the exact same steps just on a screen, which is even less efficient, right?
And personalized. I had to replace my air conditioning unit recently in New Orleans. You can’t live without air conditioning. We had people that came in; we interviewed them about how much it was going to be. We went with somebody who was extremely more expensive because of the way that they treated us. Easy decision, probably. Easy decision because of the way they cared on our house, the way that they presented it. It was an amazing experience. I’ve talked to people about that in my coaching call. Gladly, I would pay that much more again to have that experience.
You might be able to make the case that you paid less in the long run. They did it right. It’s like going to an independent. People think it’s cheaper to go to an independent. But in the long run, you’re going to pay more because they don’t know what they’re doing. They haven’t been to school in forever. So you’re going to pay more hours, even though they have a cheaper rate. The one thing that hasn’t changed is the most important part of our business is the customer experience. Everything revolves around that. It still doesn’t seem like as an industry, that’s a focus.
I know where I need to look when I go to a store, and I find out more about their customers than the advisors do. I shouldn’t know about the customers more than the advisors that are writing them up. But they’re not asking. They’re distracted by all the other stuff. I was going to ask James, because I look at him as a collector of advisors. Do you think that the kind of avatar of a service advisor has changed over the years for you? Like, thinking about the team that you had assembled at your store versus what you see every day, do you notice any differences?
I think a great advisor in the 80s is a great advisor in 2025. They have the same characteristics. They get it. Have processes like we were talking about. They follow them every single day. They’re great at chatting with customers and being nice to them. They know them on a personal level. That has not changed. They keep a log, call people, do the basic stuff, right? It’s not a high bar. It’s just kind of being a professional and seeing it as a career and doing the stuff you’re supposed to do.
I was thinking about when they were talking about consistency. One thing coming into the coaching side that you’re able to connect very easily once you get this perspective is that the highest performers, whether it’s advisors, managers, whatever, have really high levels of success, and there’s not a lot of excitement. It’s almost boring. They’re very good and consistent with the mundane and the daily non-negotiables. I remember when we had all the top advisors go to an event, looking around and like Harris and all the advisors.
I was like, “Oh, these are—they’re very boring”. None of them have this crazy presence where they command a room or they’re extroverts. They’re just more like great waiters that take care of people, but they’re not super outgoing. They all kind of had kids and like a wife or a husband, whatever it was, but they were pretty plain. That’s the thing about a high performer: it’s like this focused hustle. It’s not this crazy run-around, wavy-arm, inflatable tube man. I think a lot of people think of the best advisors as these big, huge personalities, but it’s a focused hustle.
That’s another thing from the motto. The quiet, humble ones in the back of the room. They fit that mold 100% of the time. That’s great. Yeah, they’re competitive, for sure. But they’re not loud about it. Awesome. What are you guys looking forward to the most with Top Dog? Seeing everybody? Seeing the dealers and seeing their excitement. The awards ceremony is always my favorite part.
I like listening to the coaches talk about what the person went through to win the competition and their level of success and how they got there. For people not familiar, in our advisor and manager competition, there’s a winner for the year. We’re doing it a little differently this year—we’re giving them out throughout the day instead of one big one at the end. There are winners, top performers. I like it when I see the top performers seek each other out. “Where is this guy? I want to meet Patrick” or whatever his name is. You see them in the side of the room, three or four of them, and they want to know what they’re doing to win the competition.
They all think there’s a secret, but it’s not a secret; it’s just being consistent. I like the sharing of knowledge. Just getting all of your top performers in the same space, sharing different—well, same ideas, different ideas. It doesn’t matter where you’re at. It’s just sharing all of that and the interaction. It’s like your one massive 20 group on steroids. Well, it’s going to be fun. Thanks, everybody.
Thanks so much for watching this episode of Service Drive Revolution. We’re uploading new stuff every day, so make sure you subscribe and click the bell icon so you don’t miss out. If you have a question you’d like us to answer on the show, call 833-ASK-SDR, and we’ll answer your question on the show. That’s 833-ASK-SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com. I’m Chris Collins, and I’ll see you in the next video.
🔗 Related Resources
- Service Department Culture Killers: The Hidden Factors Destroying Team Performance
- The 9 Reasons Why Service Managers Fail (and How to Avoid Them)
- Navigating the Next Crisis: What Great Dealerships Do Differently
- Top Fixed Ops Performers: What Car Dealership Service Managers and Advisors Do Differently
Feel free to explore the linked articles above for deeper insights into each strategy. If you have any further questions or need additional resources, don’t hesitate to ask!
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