Ethos Group New England · Leadership Development
Honor. Vision. Drive.
A look behind the curtain — how we develop F&I leaders, and what we believe about doing this business morally, ethically, professionally, and profitably.
The full film
The complete F&I Leader's Playbook — six and a half minutes on how we think, train, and lead.
Principles of success
The most successful F&I departments across the country have one thing in common: a commitment to process, people, and preparation — every single time.
Don't be a reverse battery charger for the store's energy and momentum. Every deal is an opportunity.
Always assume your time has been overpromised. Speed signals respect — time kills gross.
Find a way to help put deals together and advertise for F&I. The desk dictates production.
Car deals are like dirty dishes — the longer you leave them, the harder they are to clean. Urgency is a discipline.
We know what to say and when to say it. Who does what and when — defined, followed, every time.
We're committed to always finding a way to put a deal together. We don't accept turn-downs — we find another path.
Congratulate every consultant. Sales managers deliver bad news; Finance managers deliver good news.
We are one team. Our success is a direct byproduct of the sales department's success. Show up.
We don't have conversations — we bring data to the table. Facts first, always.
“Leadership is not a position or title, it is action and example.”
Donald McGannon
The F&I process, defined
Setting ourselves up for success means following the routing procedure with discipline and intention — from the first hello to the final handoff.
Get to the client quickly — always assume your time has been overpromised. A warm, professional greeting sets the tone for everything that follows. You're not just starting a process, you're beginning a relationship.
Ask questions to build genuine trust and understand the customer's real needs. The information gathered here customizes the entire finance program — use it. Check for interview questions in every deal review.
Nothing is more important in a car dealership than the car deal. When a client is closed and has agreed to take delivery, ensure it gets done — regardless of how the deal comes back into F&I. Never let the sales team's hard work go to waste.
Take appropriate time in the credit review to cover the foundational set-up questions. These unlock the right finance program and the right products for each customer — not generic, but customized.
Sell the convenience of financing here. Sell loyalty. Sell trust. The base statement captures finance control before the presentation even begins — it's the bridge between the credit review and the program presentation.
Present the VSC with both the Steak (mechanical & electrical coverage) and the Sizzle (peace of mind, 24-hr roadside, trip interruption, rental car). Do the producers sell both? This is where the deal is truly built.
Use a menu and final waiver to close and disclose — transparently and professionally. Overcome objections and hold the finance program together before focusing on individual products. The A.C.T.I.O.N. close is your tool here.
Give a solid T/O back to the sales consultant. Verbally request a perfect CSI score from every client. Leave every customer wanting to come back — the 3 Account Rule means 82% of 3-account customers give us the first shot at their next vehicle.
The finance filter
As leaders in the dealership, it's the Finance Manager's responsibility to make good decisions that protect the dealership and result in happy customers — in this order.
If a decision clears every level of the filter, it's the right one.
Leadership is a verb
Leadership is all about influence. Leaders make a positive difference on other people — it is as simple as that.
Leadership is visible and quantifiable. You can easily see when it's there — and you can see when it's not.
Effective leadership is all about intelligent, positive action. It doesn't need permission — it only needs intention.
The ability to act is what makes a leader valuable. Real results don't come from opinions — they come from actions.
Great leaders are defined by what they do, not what they know. Recognize and reward action-oriented leaders.
“F&I can be done morally, ethically, professionally, and profitably.”
F&I Leadership Development Manual
Performance diagnostics
When production falls short, it traces back to one of six root causes. Knowing them is the first step to eliminating them.
Ethos Group · New England
The playbook gives your team the language, framework, and accountability systems to win — every deal, every day.