Hi! I’m Kathi Kruse.

Automotive retail advisor, Automotive CFO-To-Go®, dealership profitability specialist and car gal.

Kruse Control began after 25+ years creating and managing inclusive, customer-focused work environments in multiple, wildly successful car dealerships across Southern California. I know it may sound strange, but I feel at home in a dealership.

My grandfather was a Buick dealer in downtown Los Angeles in the 1950’s-60’s. His majority partner was Charles S. Howard, a pioneer car dealer and early Buick distributor, who turned to horse racing and became internationally known as the owner of Seabiscuit, the famous race horse. My grandfather was the CFO at Howard Buick, which was on Figueroa Street, just south of what is now Staples Center (yes, I will always call it Staples).

Even though he passed away before I became of working age, I somehow found my way to following in my grandfather’s career footsteps.

I became a manager quickly in the car business. I started in sales, moved to accounting office management (when I asked the controller for more work because sales was boring), and I helped open a new store as the Operating Officer. Then, a friend called me to say he was opening a dealership and asked if I could join them. We opened the dealership with myself, my friend and a few salespeople and technicians. I worked in every job position in that store (except technician), and often worked 7 days a week.

I used to joke about how I had a hand in every step of the sale: I ordered the forms, sat in on advertising meetings, ordered cars, sold them, desked them, papered them (F&I term), washed my own deliveries, followed up with the customer, posted the deal to accounting, managed the deal funding (to the point of often visiting the local captive lender’s office) and filed the deal jacket in the cabinet.

The same was true for service and parts. Today, when I talk about the “blood, sweat and tears” I experienced, it’s not anecdotal.

I’ve always had a sixth sense about dealership profitability.

I was describing this phenomenon to someone the other day: it’s not something I learned – but something I guess I was born with. It took me a long time to figure out why certain opportunities were not available to me when they were for my male counterparts (and even some of my subordinates). I am a Los Angeles native, inclusive in my thinking, and my parents always taught us to be strong, self-sufficient women, so with this lack of opportunities for females in car dealerships, I believe I was subconsciously minimizing it in an effort to cope.

But what I did know then, as I know today, is that women like me make a huge impact on car dealership management and I sincerely want the culture to favor women more. We do bring a lot to the table.

My dealership management experiences were unique.

I’ve worked every job in the car business (except technician), all levels of dealership management, and the majority of my time was as a CFO or COO.

Relationships that were formed with employees and customers alike allowed our stores to thrive. At the top of our priority list: nurturing the connections we made with our customers and our community. Our credo was treat employees and customers with respect, delight them when possible, and profits will be a by-product of our actions.

When social media arrived I was excited to release its full potential. So I launched my digital focus at Kruse Control Inc. It was a great fit for me because I’ve always been a proponent of transparency and enriching customer connections to grow a business.

The growing shortage of qualified dealership controllers.

A surprising fact about me is that I like to clean up accounting, get expenses under control and set dealers up for the best financial outcomes possible. In the last year or two, I’ve witnessed a severe decline in overall dealership accounting skills and a lack of qualified dealership controllers, which has been the cause of some shockingly negative results.

Last week, I was chatting with an esteemed colleague, an automotive CPA, and we agreed that there’s a growing concern within the industry. He said:

The shortage in qualified controllers is the next great crisis. We will be talking about it like techs soon…not sure why we aren’t already. 

Automotive CFO-To-Go®

I’m an admitted problem solver so when I witness a problematic trend, I move into action. My motto has always been “Follow the money.” The absence of well-formulated retail financial and operational strategies are threatening retailers future survival. I am compelled to make a difference in this arena, which is why I created Automotive CFO-To-Go®

Having access to top-tier financial expertise is crucial for making informed decisions and driving growth. However, the expense of hiring a full-time Chief Financial Officer (CFO) can be prohibitive, especially for small to medium-size dealerships.

I feel strongly about every dealership setting themselves up to be as profitable as possible and to do that requires a skilled controller or CFO who is a partner to the dealer. Another colleague of mine once said,

The strongest, most successful stores are where the owner and the CFO are a partnership, united in their policies and vision.

Your Business on Kruse Control

Today’s retail landscape provides unprecedented access to information, products and services across a variety of channels. Digital media has allowed customers to determine what kind of experience they want, when they want it and how it’s delivered.

Dealers must capitalize on the benefits of digital while overcoming financial pressures and operational barriers.

If you’re feeling a little uncertain, frustrated, or worried, you’re not alone. The glut of information makes it difficult to know what’s best for your specific organization and desired outcomes.

If you’re reading this then you’re probably ready to make some changes that will improve your organization’s long-term profitability. My attention is focused on you because you embrace the value solidifying your organization’s future success.

Too many deserving dealers are executing tactics through a patchwork of stand-alone initiatives that hinder their ability to maintain solid financials and consistent profitability.

How will working with Kathi Kruse help me?

Automotive CFO-To-Go® is a proven three-step system for car dealers to control expenses, get clean + correct financials, maximize profit and minimize risk, in half the time, so you can comfortably sleep at night (Without losing money and painful write-offs).

Step 1: Assessment

• Initial Consultation and Data Gathering
• Financial Analysis, forensic review, compare benchmarks
• Operational assessment, system evaluation, process mapping
• SWOT analysis
• Comprehensive reporting, presentation to stakeholders

Step 2: Clean up

• Data correction and reconciliation
• Financial statement accuracy
• System and process improvement
• Debt and liability management
• Inventory management
• Compliance and regulatory management

Recovery

• Reduce financial stressors
• Mentoring/coaching for controller or accounting manager
• Strategic financial planning: budgeting & forecasting
• Revenue growth and enhancement
• Cost reduction and efficiency
• Workforce management, restructuring & development
• Risk mitigation and management
• Monitoring and evaluation

We’ll be your “trusted advisor” to help identify concerns, clarify needs and goals, make measurable outcomes possible, provide tools to rely upon for efficiency, and alert you when it’s time to make a course correction…or call in the team to celebrate.

Best of all, those feelings of worry and frustration will be a thing of the past.

Does it take a commitment? Yes. Anything that builds a business does. Working with me, our collaboration, will be a foundation upon which your business decisions are made. Let’s explore to see if we’re a good fit.

Book an inquiry call with me today!

Even if you only have specific questions on how Automotive CFO-To-Go® could possibly work for your store.

Complete this short form and I’ll get back to you within 24 hours.