Owner vs. Installer: Bridging the Gap
By Mike Burke
As a shop owner in the window tinting and paint protection film (PPF) industry for over three decades, I’ve noticed a recurring theme: the disconnect between how owners and installers view the profitability and challenges of running a business. In any industry, it can be difficult for employees to see the full picture. They might think that the owner is getting rich from their work, but that’s not usually the case. I’ve found that bridging the gap in perception ultimately leads to a higher quality of work, better relationships, increased employee morale, and, often, a higher profit margin for everyone.
The Owner’s Perspective
It’s no secret that business owners are usually the ones putting in the most effort—even if it isn’t visibly apparent to the rest of the team. They take on the initial (and ongoing) risk, work late hours, and bear the stress of unhappy customers and costly mistakes.
Still, when installers put hours into a job and see a $2,000 check come in, they might think the shop is making a killing off their labor. But what else goes into the cost of PPF installation?
Overhead costs: Rent, utilities, insurance, and equipment maintenance.
Marketing expenses: Website costs, Google ads, signage, and other advertising.
Administrative costs: Phone systems, internet service, CRM software, and accounting services.
Material costs: Film, cleaning supplies, and tools.
Labor costs: Beyond installers’ wages, there’s administrative staff, management, etc.
Risk and liability: The cost of mistakes or damages that the shop must cover.
Although the installer may only see the $2,000 check come in and the finished car go out, after the acquisition cost, the film, power and utilities, phone service, and additional labor costs, the owner probably only sees about $300 going into the bank account.
The Installer’s Perspective
A good PPF installer is an expert at their craft. After spending hours on the intricate details of a job, it’s not surprising that an installer is focused more on the final product than all of the other costs that go into it. If you’ve been in the business long, you’ve probably heard an installer mumble something like this:
• “Why am I doing all the work, while the owner gets most of the money?”
• “This job took me all day, so the shop must be making a fortune.”
• “I could do this on my own and keep all the profit.”
While your installer is a vital part of the business, they might not see the hours spent on customer acquisition, the behind-the-scenes costs that keep the business running, or the financial risks taken by the owner.
Bridging the Gap
The secret to bridging the gap between owners and employees is perception. Most of your employees will not know what goes into the business unless you tell them. But with the right education and strategies, you can build a sense of ownership in your installers, leading to a more cohesive team and opening lucrative doors for both parties down the road. Here are some strategies for bridging the perception gap:
Financial Education: Walk your team through a basic profit and loss statement. Show them the actual costs of running the business. This transparency can foster understanding and appreciation for your challenges as an owner.
Open Communication: Encourage questions and discussions about business operations. Greater understanding naturally leads to employees feeling more invested in the business.
Invest in Training: Be willing to invest in your team’s skills and long-term success. This will not only improve your business but also demonstrate that you value their future endeavors, creating a motivating atmosphere for everyone.
Recognize and Reward: Acknowledge innovative ideas and exemplary work. When installers feel valued, they’re more likely to see themselves as an integral part of the business.
Monetary Motivation: Consider financial incentives such as a profit-sharing program or potential ownership or management opportunities for new locations. For most employees, financial motivation encourages a greater level of ownership and a higher quality of work than hourly pay only.
Becoming an Effective Leader
Over the years, I’ve had the opportunity to expand my business to multiple locations because of exceptional employees who discovered a sense of ownership. When installers understand the processes behind the finished job and the many costs that go into them, they enjoy their work more and are motivated to better the business through their skills. A good leader doesn’t just run the business and cash the checks. A good leader invests in the employees’ future and works harder than anyone—even if most of that work goes unnoticed.
Don’t be scared by motivated employees. You might be surprised at the future partnership opportunities that can result. Remember, creating a team that understands the complexities of running a successful shop ultimately leads to greater job satisfaction, reduced turnover, and a more profitable business. Your installers are not just employees—they’re the future of your business.
Mike Burke has been in the window film industry for over 30 years. His company, Sun Stoppers, has more than 35 locations in 16 states and offers residential and commercial tint and decorative film services as well as automotive tint, paint protection, and ceramic coatings. If you have a question for Mike to tackle in a future column, email him at mike@sunstoppers.com.
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