Connectivity is a clear focus of the shop. Within the fully linked, computerized environment, Lafortune can even check on the frame machines and paint system from his desk. And, although there isn't quite a computer for every technician, they're prepared for the near future when there will be — the shop is wired with speedy T1 lines throughout. "That's the future — when it happens we'll put computers in every station for the guys," Lafortune says. "We live in a paperless society. That's part of our future plan."
Despite the state-of-the-art surroundings, however, the first three months of managing the fledgling shop proved overwhelming for Lafortune, and at times he questioned his decision to take on the job. As he worked to establish the business and bring repair work through the doors, he faced resistance from other, more established shops in the area. There also were some problems with the infrastructure. "Spray booths were blowing out, the electrical wasn't where it should be, we had plumbing issues, little things that fell through the cracks," he says. "The general manager is the greatest guy in the world. I said to him, 'Graham, I don't think I can do this.' He told me to do what I could do to make it work."
One thing Lafortune's doing is trying to establish regular work without direct-repair program (DRP) agreements with insurance companies. "Some people think they have to have a DRP to survive — I see otherwise," he says. Believing many shops put too much weight on DRPs, Lafortune instead has invested in advertisement to build the business and now is relying on word of mouth. That might mean slower growth, but Lafortune is fine with that.
Right now Lafortune has a staff of six and expects to be fully staffed, with 16 employees, by the end of the first 18 months. He also expects the shop — now at 25-percent capacity — to reach 50-percent capacity by the end of the first year, and 100 percent by the end of the second year. It's a challenge, he admits, "but every month I can see the increase. It's up and up and up. I'd rather grow slowly so we don't make anybody mad. If you go in too big with a bang, you make mistakes."
Another challenge is the regulatory climate in Arizona. "This is a whole different environment in the collision world ... because we don't have any licensing requirements and every-thing is very lax," he says. "They just don't seem to inform the customers."
Lafortune, who makes it a point to inform customers both about their rights and about the repair process, believes that greater oversight has a positive impact on the industry. "I'd like to see more policing in my industry," he says. "There's lots of policing on the East Coast. Out here we don't see that. I'd like to see it just to basically keep people on the same playing field."
Another difference is the variable rate structure for technicians. While a flat rate is prevalent on the East Coast, that isn't the case in Arizona. But Lafortune feels this is in the best interest of his workers and will help facilitate a flexible schedule with more timeoff. "Once we get staffed up, I'd like to allow techs to work four-day weeks and rotate the schedule," he says. "Timeoff is very important to my employees. And that's important to me, too. I have a life outside of this business. I'll give it 100 percent w
