By Bruce Williams, Rivers Edge Services, Prince George, B.C.

Succession planning is about building something that lasts beyond your own involvement.

According to recently published information in an issue of Indie Garage, about 70% of automotive shops in Canada don’t have a succession plan.

From my experience as a shop owner and coach, I’d argue it’s closer to 90%.

Most of the people I work with – whether in my shop, my community, or in coaching – are so focused on the day-to-day that they’ve barely given a thought to what happens when they’re ready to step back.

I know, because I used to be that person.

My Wake-Up Call

For years, I lived in the here and now. I was too busy turning wrenches, making decisions, and solving problems to think about stepping away. But thanks to years of coaching – particularly with Murray, with whom I’veworked on and off for over two decades – I began to realize that succession planning wasn’t just a luxury; it was essential. The real turning point? My son.

He came into the business at a young age, and it made me think seriously about how I could make the transition work for both of us. I didn’t want to just pass him the keys and hope for the best. I wanted the business to continue thriving, even without me at the helm. 

Letting Go of Ego and Control

One of the hardest lessons I learned in this process was that the business wasn’t about me. My ego had to take a backseat. I realized that a big part of what holds owners back from succession planning is a need for control. Once I let go of that and trusted the team, things really started to take off – without me micromanaging every detail.

We put the right people in the right roles and created accountability structures. Processes were put in place, and I stopped making decisions about things like tool cart placement. That became the job of the back-shop management team. I still offer guidance and insight when asked, but I let them own their decisions – and their pride in those decisions shows.

Investing in People and Process

Over the past few years, we’ve invested heavily in training. Our team goes through RPM programs, our technicians are constantly upgrading their skills, and we have a rock-solid procedural system. Having my son in the business has been a blessing, but he had to earn his place – and he has.

We’re a team-focused shop. I always try to respond positively, even when mistakes happen. I ask, “How did that work out? What would you do differently?” Everyone is involved in the decision-making process. This isn’t a dictatorship; it’s a learning environment.

Creating Opportunities

Succession isn’t always just about family. One of our brightest young techs, a guy who’s been with us for five years, came to me and said, “I think I’ve hit a ceiling. What’s next for me?” He’s one of the sharpest techs I’veever worked with, so my son and I talked, and we offered him a minority stake in the company. He accepted.

That meant getting a professional business valuation. My accountant referred a third-party specialist, and though it cost a fair bit, it was well worth it. It gave us a clear, objective look at the value of the company – and peace of mind.

Making the Business Attractive to Buyers

For owners thinking about succession, here’s a key takeaway: your business needs to be profitable on paper, not just in lifestyle. Many shop owners run lean operations – good wages, paid-off equipment, a little left over – but that doesn’t necessarily make for a profitable business. To attract buyers or investors, you need three solid years of clean, provable profit.

I’ve even had customers approach me asking to buy in or partner because they see how well the shop runs. That kind of recognition is humbling, and it only came because we built a system that works without me.

The Best Succession Plan? Make Yourself Replaceable

If you want to maximize the value of your company, make your role the least valuable. That might sound counterintuitive, but think about it: if I’m the lead tech and I’m leaving, a buyer now has to find a new lead tech. That’s a liability, not an asset. Every role in your business should be replaceable.

Succession planning is about legacy. It’s about building something that lasts beyond your own involvement. I didn’t just want to step away; I wanted to ensure the shop was stronger than ever without me.

And it is.

Closing Thought

It takes humility, foresight, and a willingness to invest in your people and processes. But if you do the work now, you’ll create a business that thrives whether you’re in the building or on a beach somewhere.

Trust me—it’s worth it.

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This article also appeared in the May/June print issue of Indie Garage. READ THE DIGITAL EDITION HERE.

It is a companion article to an episode of The Great Canadian Aftermarket Podcast.
Listen to the entire podcast on SPOTIFY, APPLE PODCASTS, or on the podcast website