Exclusive: 5 Questions For Auto/Mate’s New EVP and GM Tony Graham

With the retirement of Auto/Mate President and CEO Mike Esposito, DealerSocket was eager to install yet another well-respected industry veteran to lead its recently acquired business unit. Former CDK Global Chief Customer Experience Officer Tony Graham is the perfect fit at Auto/Mate. In his new role as EVP and GM of Auto/Mate DMS, Tony will be reporting directly to DealerSocket CEO and President Sejal Pietrzak. His responsibilities include:

• Continuing Auto/Mate’s dealer-centric and people-first approach;
• Driving Auto/Mate’s business unit and initiatives to grow the business and its people;
• Leveraging DealerSocket’s leading position and introducing more dealers to both Auto/Mate’s DMS and DealerSocket’s various offerings, including CRM and Digital Retail; and
• Serving as one of the Executive

Despite his busy schedule, Tony found some time to talk to me about the opportunities at Auto/Mate and in our automotive community.

1. What excites you most about joining DealerSocket and Auto/Mate at this “fluid” stage of change only seven months after the acquisition?

It was the perfect timing for me when Sejal [Sejal Pietrzak DealerSocket President/CEO] reached out to me. I stepped away from the corporate leadership of CDK Global a little over a year ago. Since then I stayed connected to dealer friends through my advisory business. I assisted them with operational questions like hiring, training, COVID-19 response tactics, and much more.

The DealerSocket and Auto/Mate acquisition excites me because both companies put dealers first. This is an opportunity to be part of an organization that builds tight relationships with dealers. That is what I stand for: being dealer-centric. So, I couldn’t have scripted it better.

2. With your 25+ yrs history at CDK Global – how do you prevent dealer perceptions of potentially leaving the dealer-centric Auto/Mate path by adopting to the CDK way of doing things?

I have always advocated for dealers in every role I held. No matter what the discussion or dialogue was, I always took a dealer position. This leadership opportunity at Auto/Mate allows me to execute better on serving dealers and building dealer relationships. That is part of my DNA. It excites me to see Auto/Mate’s and DealerSocket’s values matching mine. Together, we can move this company to the next level and become the DMS and CRM of choice for ALL dealers.

3. How do you personally think of the Arizona DMS data legislation [evtl. preventing solution providers from blocking dealer data access or charging for integration], and what opportunities do you see for Auto/Mate and DealerSocket?

Because the legislation remains in litigation, it’s difficult to say. I will say the legislation reflects the core belief of Auto/Mate of listening to dealers and putting them first. So, the Arizona regulation is in line with what we stand for and what dealers have been demanding.

4. What should dealers do today during the COVID-19 crisis related to their dealership technology that will allow them to succeed “tomorrow”?

It is very unfortunate how COVID-19 has impacted dealers, consumers, and the economy. No one saw this coming.

My advice to my dealer friends was to get creative in their approach to selling, transacting, and servicing vehicles. I also advised them to embrace technology more than they ever have. Technology can be a competitive advantage, and I suggest dealers support tech-savvy staff and set up the right processes.

I also recommend dealers pay close attention and review all their technology and related services contracts. I advise them to leverage their dealer management systems and related technology consultants if they need expert assistance. DealerSocket, including Auto/Mate, was incredibly proactive with its announced COVID-19 Relief Package for both April and May. It included significant discounts for its entire product line to help dealers through this challenging time.

5. With your lifetime support of the minority dealer body, what can we do better as an industry and individually to promote inclusion and equal opportunities?

First of all, it starts with acknowledging that we are not close to where we should be as an industry regarding diversity and inclusion. And it does not stop with minorities; women also need to be included. We can do better across the board.

Second, we need leaders and management to acknowledge that racial bias is real and does indeed exist. We then need to formulate a comprehensive plan that reflects an equal opportunity for everyone. The plan must address diversity education, recruitment and retention of diverse talent, and why diversity, equity, and inclusion is just good business and good for the corporate bottom line. Please remember, every challenge is an opportunity. And I truly believe education is the key to it all.