At age 23, young dealership technician Tom Schearer was nearly pushed out of the industry. Had it not been for his old boss, Ken Miller, whom he worked for as a teenager, you may never have heard of him.
Miller brought the dejected young Schearer back into his shop, Ken Miller Auto Sales, and allowed him to work in the office. Schearer rekindled his love for the auto care industry, later purchasing the shop from his boss and rebranding it Schearer’s Sales & Service.
Today, Schearer, of Allentown, Pennsylvania, is the 2024 Ratchet and Wrench All-Star, sponsored by AutoZone.
The Ratchet+Wrench All-Star Award is an annual accolade given to the best auto repair shop owner as recognized by their industry peers. It considers the winner’s leadership, business acumen, team culture, community service, and industry impact.
An All-Star Leaders Themselves and Their Teams
“The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results.” - Jim Collins
Tom Schearer never aimed to become a widely recognized auto repair shop owner with a reputation for thoughtful leadership. "It's something I've always struggled with early on," Schearer shared with Ratchet+Wrench. Yet, after nearly 30 years at the helm, Schearer has become the type of shop owner others admire and turn to for inspiration.
An all-star shop owner combines emotional intelligence, clear communication, and a compelling vision that motivates their entire team. They lead by example, embodying integrity, accountability, and a commitment to ongoing education that continuously enhances the quality of their work.
Equally important is the devoting the time and energy to understanding their team members. Great leaders ensure their staffs feel supported, valued, and motivated to fulfill the promises laid out in the shop’s mission statement.
Lastly, all-star shop leaders are adaptable, navigating the industry’s challenges without compromising the integrity of their work. “Leadership,” says Schearer, “it's something that I've really worked hard on ... (and) to grow in that position every day.”
These qualities are some of the qualities that make Schearer a true leader.
R+W: What would you say your leadership style is, Tom?
Schearer: I like to say I lead by example but to be honest, I don't know if that works because in the current role that I'm in, I'm not doing things every day. I look at (things) from another perspective, whether it be the 30,000-foot view, or looking down over things as an outsider, or I put myself into the other person's place and think about how I would feel. I think that that one thing there has really helped me to grow and change into what I consider a better leader.
R+W: Talk about a time when you struggled with the self-doubt that every shop owner faces and how you pulled through.
Schearer: There’s a number of them, but the biggest one came 15 years ago with the realization that I didn't have the knowledge to continue to do what I was doing. I got by with hard work and eventually it got to a point where that wasn't enough.
I was in a tough financial position and didn't know what to do anymore. So, I had reached out to some different people looking for advice, and I wasn't getting anywhere. I reached out to a gentleman named Alan Caff. He was the owner of Genesisfour, the computer software management system that I used. I reached out to him one night asking for some advice as far as what can I do. It was 2 a.m. and he responded to me five minutes later. He was like, “Tom, go home, get some sleep. Somebody will give you a call tomorrow.” Rick White was the one who called me the next day. And that was before 180BIZ. Rick worked with Alan at Genesisfour helping Alan's clients at that time with training and working through some business struggles. He helped me through some really tough times with my business. I owe a lot to Rick.
R+W: You eventually turned to Rick to improve your leadership through coaching, right? What did you learn under the guidance of a coach?
Schearer: We worked a lot to develop better communication. (My) old school mentality was if somebody's not doing something right, I hold that in and the next thing and the next thing. All of a sudden, something little happens and this poor technician or service advisor, whoever it is, if they do one little thing wrong, I'm exploding because I'm holding in all the concerns and negative thoughts from the last six months. That's not healthy for me or my team. So, he's taught me to take a different approach to that, and if there's an issue, we address it; we talk about it.
R+W What are some things you do today to grow and improve as a leader?
Schearer: Being coached and working with others. They say one of the best forms of learning is to teach, right? I get Ratchet+Wrench and I read through the articles there and (listen to) podcasts. I'm not a big reader, but I am definitely a listener, so I have lots going on in Audible. I've gone through a lot of different leadership books. That’s what I do day in and day out.
R+W: What’s the last leadership book you read and what are you reading now?
Schearer: I've been reading up on the EOS system. I read “Dichotomy of Leadership” by Jocko Willink and Leif Fabin. “The Servant” is the most recent one that I've read. That's by James Hunter. It's basically on the servant leadership style. “The Dream Manager”—sounds kind of corny when you say it, but it's by Matthew Kelly. It's a really good book to work through different things that you can do on the leadership side.
R+W: What are some of your favorite podcasts?
Schearer: One I’ve gained a lot of interest in over the last two months is The Leaders Cut with Preston Morrison. It's a little bit different for me because it's getting into the spiritual side of things, a kind of a new thing for me, but it just feels right. I enjoy listening to pretty much everything he has on there. Ed Mylett, he's got some great stuff. The Game with Alex Hermozi.
An All-Star Minds Their Business, Stays the Course
"Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion." — Jack Welch
All-Star auto repair shop owners show discipline and wisdom in managing their businesses, especially during periods of growth and change. This leader also possesses the foresight to know when to pivot in the face of a changing industry or demographic.
Schearer’s Sales & Service has undergone several significant changes over the years, evolving from a Volkswagen and Audi specialty repair shop that also sold used vehicles and housed a salvage yard. Throughout these transitions, Schearer prioritized data-driven decision-making, removed personal biases against marketing to increase the shop’s chances of success, and seized opportunities for improvement. While the salvage aspect of the business is no longer, Schearer acknowledges his emotional attachment to the vehicle sales side. “Our main focus is the auto repair side. The car sales, it's an emotional attachment that I am hanging on to. If it was up to my daughter, Samantha, and probably everybody else in the business, they would have cut that loose a long time ago.”
This understanding of the importance of adaptability and compromise has been key to Schearer’s long-term success and sustainability.
R+W: When you started the shop, what was the auto repair business like?
Schearer: When I started things back in ‘95 when I bought the business, the one word that comes to mind is a lot more manual. There was so much going on—handwriting tickets and looking up the parts in the books. Computers were just coming out ... (and) starting to get popular. There was a lot of time and manual effort involved. We weren't just automotive repair focused: we sold used cars, we did automotive repair, we sold new parts and used parts, we had a salvage yard. That was something that was different compared to now.
When we walked away from the salvage part and gave up the parts side of things, that was probably in the early 2000s, we decided that we were going to put our focus on service. Even at that point, service was the majority. Service has always been what's got us where we are.
R+W: How have you led your shop through changing times in automotive?
Schearer: There's going to be a lot of people that chuckle because it's not a secret. I'm not a fan of marketing. That's the thing I handed off to my daughter, Samantha. She takes care of all of our marketing. I think that's been a big part of it.
When we started in ’95, I bought the business from Ken Miller. We were a Volkswagen/Audi-only shop. As things changed and evolved, we had to adapt to keep the bays full, so we started taking on all makes and models. The way you do that is by marketing, right? So, we got the word out and did what we had to do to keep in business because you can't sit around and wait.
In 2014, we moved out of our original location in Mertztown into the outskirts of Allentown. We were around a lot more people, and the business that we bought out (serviced) a lot more domestic, so, we had to adjust our marketing for that. A couple of years later in 2017, we moved over to our current facility we brought from our competition, and they were kind of what we started out as, Volkswagen/Audi, and they did other Europeans. So, we made the decision when we moved over to this bigger facility, and when we pulled their customer base in with ours, to focus on European. So again, there's a marketing shift. So, as much as I'm not a big fan of marketing, it's been huge with getting us to where we are.
An All-Star Invests in Training and Culture
“A culture is strong when people work with each other, for each other.” - Simon Sinek
If you were to flip through Ratchet Wrench's Best Workplaces issues from year's past, you’d find a common thread amongst the shops awarded that honor: each thrives in a team-oriented environment where every employee feels valued and motivated to deliver their best work. In such a culture, mutual respect is essential—team members support one another, knowledge is shared, and camaraderie is deliberately encouraged. First and foremost, leadership sets the tone. It models integrity, transparency, and empathy where trust and open communication thrive.
Continuous learning and professional development are also vital. This is why Schearer takes his team to WORLDPAC STX every two years, ensuring they receive top-flight industry training for working on European makes. Schearer understands that an educated workforce and a relationally healthy team drive results and leads to satisfied clients. “Because at the end of the day, if we're not taking great care of our client, we don't have a job,” Schearer says.
R+W: How are you building a team that’s ready to face the challenges of the future of automotive repair?
Schearer: We're preparing for the EV side of things, just like almost everybody else. One of our technicians has dedicated a lot of time and effort into training to be prepared for these EVs beyond the normal services and everything; being able to power them down and learning the in-depth electronic side of it.
We've upgraded some of our lifts within the shop. One of them we made sure was a dedicated EV lift so that we could service the batteries that are underneath the whole car
We have the tooling, the diagnostic stuff. I'm not going to say we're all in with the EV stuff, but we have a pretty good amount of equipment to do what we need to do. The other big thing we've invested in is ADAS. We have the equipment to recalibrate the ADAS systems that come through the door. That's been a huge help because we all know that's not going anywhere anytime soon.
In addition to that, it's just keeping up with the training. I stress to my team that if we're not training, we're going backwards. I do feel strongly that I need to lead by example on that front there, so I'm training all the time, whether it's working with my coach, whether it's podcasts or different seminars that I'm attending, or industry events. I'm always training. I'm always looking to be a better leader, to be a better owner and manager. It's important to let the team know that I'm doing that, too.
R+W: You mention the conviction you have for training; do you have a minimum annual training requirement for the team?
**Schearer:**We have a policy that we have in place for training is a minimum of 40 hours, recommended 80 hours a year of training. That's kind of the standard we've set for ourselves. We go all in on STX every other year. This was our second year down there. That type of training venue works for our company. (Since) we are European-focused, there's not a lot of training that we can all get together. Outside of that, we do use systems like AVI, and different stuff through Worldpac and other vendors. But one of the big things we've been working on here is bringing trainers on-site to train our team to give us real specific in-depth training. For example, in December, we had Brandon Steckler come up here for two days on a Friday and Saturday. He taught our technicians and a few other select technicians from other shops that we invited in. We had Rick White here teaching us and again a few other select shops different things on the service advisor side. I think that's one of the biggest things that we're looking to capitalize on, bringing people in-house to train us.
R+W: There’s a closeness that you have to your team that’s evident. Talk about that closeness.
Schearer: I'm really proud of the culture that we have here. The biggest thing I can say is it's family. I was so proud when we were down at STX. We snapped a picture when we were on the bus heading out to the airport of everybody and I said, “Here, check out the Schearer’s Fam.” The next day, I go on social media, and I see everybody from our team posting on there saying, “Hey, check us out. Love hanging out with the Schearer’s fam.” My wife, Christy, said it the best: We care about our team, but it's more than that. We care about their families and their well-being as well. It's that family atmosphere and being here to help and watch them grow both professionally and personally because we want to be a part of both.
R+W: How did that warmth and closeness come about? Is there a story that led to it?
Schearer: It started out with the team-building side of things. We started doing some team-building activities maybe four years ago or so. And I struggled with that in the past. We had some people in place that weren't the right fit for our company. We accepted it, we tolerated it for a long time. In the end, it was not what we needed as a company. I got myself into some real struggles there mentally. So, we started out with a team-building side of things. It worked for some of us, but not all. I had to make a decision on what we're going to do here. I made the decision to choose our team, our company, and what was best for me personally. We parted ways with the people that were not a good fit. And STX ’22 came at a perfect time for us because that was just after this happened. We all rallied and got together. That trip there solidified what the company was about. It's about relationships. It's about taking great care of our clients. From that point on, we just continued to build on that. With Samantha's help, every quarter we do a team-building event, whether it's going axe throwing, we've done some local hockey games, local minor league baseball. We continue to get together.
An All-Star Embraces Their Community
"The greatness of a man is not in how much wealth he acquires, but in his integrity and his ability to affect those around him positively." — Bob Marley
Without the trust and support of an auto repair shop owner’s community, there would be no business. By supporting local charities, sponsoring events, or donating to causes, true all-stars build strong relationships with area businesses and residents, creating a sense of partnership in community development. These acts of generosity enhance the shop's reputation, leading to increased customer loyalty and attracting clients who value social responsibility.
For Schearer and his wife, Christy, charity begins within the shop. The couple enjoys meeting with their employees and their spouses to learn about their life goals and ensure they’re well-adjusted outside of work. “We like to get together with our team outside of work, individually and with their spouse, to talk about their personal goals. It's asking, 'Hey, are you struggling? Do you want to buy a house? Do you want to take a big extravagant vacation somewhere?'” Schearer explains. Beyond the shop, Schearer is actively involved in his community, providing financial support and sponsorships to local clubs. “We enjoy being able to support a cause,” Schearer says.
R+W: You have a reputation for giving back. Tell us about your activity in the community and which charities are near and dear to your heart.
Schearer: We've partnered with the velodrome over the last few years to support and sponsor the Youth Bicycle League to help provide guidance and a platform for them to learn the sport of bicycling. We've kind of expanded upon that this year to get more involved with the overall scenario there, not just the youth side of it, but supporting the adult and older riders as well.
There's a local charity called the Miracle League of Lehigh Valley. We've donated in the past, but this year we've gotten more involved. We have a few clients who have special needs children involved there.
R+W: Why does giving and supporting your community matter to you?
Schearer: It's a tough one to explain. It's more of a feeling. It just makes you feel like—it sounds so cliche—but it makes you feel like a better person. Being able to experience the joy, the appreciation of the people that we're working with and their family. It just makes you feel good.
An All-Star Uplifts Their Industry Peers
“Everyone has the potential to become an encourager. You don’t have to be rich. You don’t have to be a genius. You don’t have to have it all together. All you have to do is care about people and initiate.” - John C. Maxwell
Open up Facebook and you’ll see countless posts in auto shop owner groups asking for tips, strategies, and guidance on navigating the auto care business. This is why successful auto repair shop owners must give back to the industry—they have the answers. By sharing their knowledge and experience, they help build a supportive community where shop owners can learn from one another and tackle challenges more effectively. Giving back also enhances the reputation and legacy of the shop owner, positioning them as a leader in the industry and contributing to its long-term success and growth. Schearer recognizes this as his responsibility as a senior statesman in the industry. In mentoring and advising fellow shop owners, he says, “I’m trying to help them get to a more professional level to be able to better service our customers.” Ultimately, by supporting others, successful shop owners help sustain a thriving, resilient, and future-ready industry.
R+W: You talk about how instrumental Rick White has been in coaching you, how have you reciprocated that to the industry?
Schearer: It starts with giving support to other shop owners and other people in the business. I've always talked to other shops, and we talked back and forth to help each other where we’ve needed and leaned on each other's strengths and worked through their weaknesses. I think it started with the encouragement of getting involved with other groups of shop owners. I did some mentoring with the ASOG shop owners' group with Scott Pelava, I've gotten involved with the mastermind that they have there, mentoring other shops who are struggling and getting them to a point where they're more stable so they can get involved with coaching. Moving on from that, it's working with Rick to have the ability to mentor some of his clients to help them better their businesses.
R+W: What have you enjoyed about giving a hand up to your industry peers?
Schearer: It's a joy being able to actually help somebody and not expecting something in return. On the mentoring side, helping somebody who really needs and wants help and seeing the joy they get from the knowledge I can share. If I can help people get through some of those struggles just a little bit faster and make it less painful for them, it's going to lift up the industry as a whole so they get what they deserve and realize this truly is an amazing profession.
