Motivated by Concours' good reputation and strong customer base, Kaup said he and his wife, Heidi, jumped on the chance to purchase it from his former employer last June.  "The opportunity couldn't have been any better," he said.  "My personal motto has been that hard work is eventually rewarded."

Kaup said he has surrounded himself with a seasoned crew that has been involved with either collision repair shop ownership or management.  He said he has come to rely on those three employees--who have more than 110 years of combined experience--for the technical aspects of repair.

"I had the opportunity to bring my dad into the shop," Kaup said, pointing out that his father splits his time between the front office and the shop.  His father's experience is invaluable when writing thorough estimates and getting insurance adjusters to pay for completed work, he said.

"All of the guys are very sharp and understand the process of estimating and know what we can and can't ask for," Kaup said.  "It makes the negotiation process much smoother."

With abackground in finance and management, Kaup said he immediately began to fine-tune the shop for efficiency and maximize profitability, while keeping a close eye on sales.  "It allows me to analyze financials and see what we're doing right and not doing right.

"In an industry where we work with a tight profit margin, it's important to scrutinize every aspect of the operation," he said, adding that because he works with several direct repair providers (DRPs), "You really need to understand their individual procedures and guidelines to keep the business profitable."

The shop has specialized in high-end vehicles, mainly working on BMWs and Mercedes-Benzes, Kaup said, but that it now anticipates working on all makes.  "We don't have to pigeon-hole ourselves in the European market."

At the onset of ownership, Kaup said he discontinued a lease that housed a detail facility, eliminating 3,500 square feet of underused space.  "When you have a collision facility, it's important to maximize the space you have."

To ease the coming and going of vehicles in the shop, Kaup said he moved his paint booth, which was blocking a bay door, and relocated his frame rack for greater efficiency.

Just as Kaup maximizes the work area for efficiency, he said he does the same in the front office with a management system and software programs.

"Instead of having to work harder, you work smarter," he said.  "Many shops say the administration for DRPs is mounting.  With technology, more than ever we have the tools at our fingertips to work smarter."  Monitoring financials is a daily activity, he said.
Kaup said he relies on the CCC Pathways system to audit claims and PPG's management software, coupled with a scale, to monitor paint and material (P&M) use for each job.  "P&M printouts are like a parts invoice," he said.  "It holds weight with adjusters."

Painters Supply is Kaup's PPG distributor of choice because of its knowledgeable sales reps and ability to stand behind its products.

When choosing vendors, he said he does business only with companies that go the extra mile in supporting his shop.  "I'm looking for someone who's willing to work with us, especially when we're in a pinch, people that are proactive and concerned with our needs."

Kaup's great expectations don't stop with his employees and venders.  He said he demands more of himself and is constantly improving his understanding of the business.

Kaup said he plans on attending management classes at the International Autobody Congress and Exposition (NACE) put on by the Automotive Service Association (ASA) in Las Vegas each year.

"A big part of me is trying to get as much knowledge and feedback as I can," he said.  "I like to keep an eye on KPIs (key performance indicators) and see what works for other shops and develop strategies around that.  It's what you do when you get back that determines success.

"Employees are going to be the key to the success of my business and the industry as whole," Kaup said.  "It's important to make sure the employees you have to want to perform."  That is why he said he offers flexible schedules, paid holidays, medical and life insurance, encouragement for continuing education, and fosters a team atmosphere.

Kaup said his management philosophy is to lead by example.  "I'm not only working for the business, but working for them (employees)," he said.  "It makes them want to contribute more."

Giving back to the community that supports his business is also important to Kaup.  "I want to go over and beyond what people's expectations are of me."  For example, he said, the shop recently donated a bicycle to the city of Englewood as part of a youth program and recently contributed to the Dianne Dawson cancer foundation.