• Why success as a creator takes time

• The importance of continuing to learn

• Why your attitude matters

• How passion fuels creativity

• Larry’s approach to avoiding burnout

Don’t Expect Immediate Success
Many people want to be influencers and content creators, and from the outside, the path can sometimes look easier than it really is. Larry’s career is a reminder that building something sustainable takes time.

It took him years of hard work to hone his skills and become an accomplished photographer. He worked multiple odd jobs while funding his passion for photography, and it was four years before he broke even.

“It took quite a long time for me to get to a point where I broke even by taking pictures. I started in 2004 taking photos of cars,” says Chen. “It got to the point around 2009 where I had to break even somehow. Luckily, that year, I was able to break even. The next year, I told myself that I had to take home $10,000, and I was able to hit that goal. Then it just slowly went up year after year. It wasn’t an overnight thing.”

That part of the conversation feels especially relevant today. The platforms may have changed and the volume of content has increased, but building a real career still takes patience and consistency.

Constantly Learning Is Key
There really isn’t a single guidebook for creativity, especially when you are working at the front edge of an industry.

For Larry, a big part of staying successful has been the willingness to learn as he goes. Automotive photography and content creation continue to evolve, and the people doing the work often have to figure things out in real time.

“I can’t just Google a lot of these things because we are trying to be the first or very early adopters of something,” says Chen. “We have to do a lot of learning as we go. Most of the processes that me and my guys have figured out over the years, we try to do what we can to share it. That is where the education portion comes in. We try to share as much knowledge as possible because it really is elevating car photography and content overall.”

That mindset still holds up in 2026. New tools will keep coming, but curiosity and the willingness to keep learning remain a major part of staying relevant.

Be Easy to Work With
One of the strongest parts of the episode is Larry’s perspective on reputation.

Talent matters, but long careers are also built on how you show up and how people feel about working with you. Being reliable, collaborative and easy to work with can carry just as much weight as the quality of the finished product.

“There are so many good shooters out there, but maybe sometimes they are more difficult to work with. They usually get weeded out,” says Chen. “I try to be as reliable as possible and easy to work with and deliver stuff in a timely manner.”

That point feels even more relevant now. There are more talented creators than ever, which makes the experience of working with someone matter just as much as the work itself.

Be Passionate About What You Do
Spend any time talking to Larry and it is obvious how much he genuinely loves cars.

That passion plays a huge role in his creativity and has helped keep him engaged across so many different parts of automotive culture. It gives him a reason to keep exploring new ideas and stay interested in the work.

“Everyone on our team is very passionate, and I am so appreciative of that. We are all just a bunch of nerds. We love drifting, going to the track and tinkering on our cars,” says Chen. “I am so lucky to be able to do what I do.”

More than two years later, that part of the conversation still feels important. When your career is built around creating constantly, genuine interest in the subject matter goes a long way.

Avoiding Burnout
Burnout is something nearly every creative person has to think about eventually, especially when the lines between work, personal projects and social media can blur so easily.

For Larry, one of the things that keeps him interested is variety. His work spans a huge range of automotive culture, which gives him room to stay curious rather than getting stuck doing the same thing over and over again.

“A lot of people ask how I don’t burn out and stay interested in all the stuff that I do. Luckily for me, I am able to shoot everything. It is not just one thing. It is not just drifting or time attack,” says Chen. “It’s legitimately everything that the car culture world has to offer. If it has four wheels or even two wheels, or if it has some sort of transportation aspect to it, then I am there and interested in it. Honestly, if I did get burned out, I would stop. But I don’t really know what else would keep me interested or what else would keep me so happy.”

That perspective has aged well. Creative careers have only become more demanding, which makes finding ways to stay interested in the work even more important.

More than two years after this episode first aired, Larry’s perspective on creativity, work ethic and building a lasting career still holds up. That made it an easy choice to bring back as part of Best of OTSS.

Bob’s journey began in the trenches of General Motors as a mechanical engineer. While navigating the complex manufacturing floor, he earned his MBA at night, gaining invaluable, real-world lessons in leadership and labor relations. Seeking less bureaucracy and greater agility, Bob eventually transitioned into the RV industry, taking the helm at Airstream in 2005 after joining the company in 2002.

Founded in 1931, Airstream is an undisputed American icon in luxury travel trailers. However, when Bob arrived, the legacy brand was suffering from stagnation, relying on a single outdated product line while sales dropped despite a booming RV market.

In this episode, Bob reveals how he steered a storied company out of a slump and into record growth. Click on the icon to listen to the lessons he learned while successfully modernizing the brand for a new generation of adventurers without losing the timeless magic that makes an Airstream instantly recognizable on the open road.

Here are our top five takeaways:

• Spending time on the factory floor helps you understand what really makes the business run.

• Fresh, external talent can be a great way to reinvent a brand.

• Great marketing is about building relationships with future buyers long before they’re ready to purchase.

• Leaning on past experience and company history keeps your employees focused when times get tough.

• Leaving your ego at the door makes you open to better ideas and keeps your team collaborating.

Get on the Factory Floor

One of Bob’s first roles after transitioning into the RV industry was supervising manufacturing on the factory floor. The experience was pivotal, as it taught him that the people on the floor are just as important as the products made there. Gaining a deeper understanding of those workers, how to connect with them and their needs has helped him throughout his career.

“I started out in manufacturing management, which is a great experience I would recommend for anyone,” said Bob. “If you jump right into an office job and you are part of a manufacturing company and you don’t spend time on the floor with people that don’t have your background, opportunities or resources, and you don’t learn to communicate, connect and understand their perspectives, you really miss something important.”

Bring in Outside Eyes

While Airstream’s trailers were iconic, they were also becoming stagnant and steadily losing sales to other competitors. The product needed a refresh, but it had to be done very carefully. To help accomplish this feat, Bob brought in a fresh set of eyes with an outsider’s perspective.

“There was a real challenge and opportunity to refresh the brand, but it had to be done in a way that respected its heritage and didn’t ruin what is so magical about Airstream. Luckily, we partnered with a respected and talented architect out of San Francisco named Chris Deam,” said Bob. “He reimagined what the Airstream could be in a way that none of us had. When we saw it, we recognized that it really would change the game and reintroduce the brand and the product to a whole new generation of owners.”

Plant Seeds

Marketing can often be very focused on the near term. However, for Bob, thinking long-term and “planting seeds” is equally important as reaching quarterly goals. Doing so ensures that there will always be a steady crop of buyers for Airstream’s iconic trailers.

“We have gone from just kind of answering the phone when people call and opportunities land in our lap, and they continue to at a rate we remain grateful for, to now being more strategic in who we want to partner with, rather than who is calling us,” said Bob. “And, maybe more importantly, how do we continue to push the brand to connect in ways with buyers that are younger? They might not be buyers in five or even 10 years, but how do we plant the seeds with future buyers in a way that they understand Airstream is cool, it’s authentic and can transform your life?”

Keep Calm and Carry On

Guiding a company through an economic downturn and a pandemic can be a hair-raising experience for any CEO. However, Bob was able to rely on the knowledge he gained during the 2008 financial crisis to remain calm and collected. But just as critical as keeping yourself calm is allaying the fears of everyone else in the company.

“When we hit the downturns in 2018 and 2019, when things got soft, and the crisis of early 2020, when the bottom fell out for about six weeks before it came roaring back for us and everybody else in the industry, you learn how to manage through that. You keep calm because you have done it before,” said Bob. “It helped to tell people that I had been through this and we had been through this before as a company. We were 90 years old then as a company and knew how to weather these things.”

Be Humble

For Bob, being humble is about more than just not being braggadocios. When you are humble, you become more open to collaboration and other ideas. By doing that, you become a much better manager and a more effective leader than one who thinks their ideas are always the best.

“Humility is really a strong core value for me. It leads to a collaborative style of management. I don’t always have the best idea in the room, but every now and then a blind squirrel finds a nut,” said Bob. “I have got a great team, and I listen to them, and we collaborate a lot. Humility makes you open to others’ ideas, and many times, it is a better idea.”

Yet Bruce’s path into car culture wasn’t inherited, unlike that of many enthusiasts. Growing up in a family that viewed automobiles strictly as basic transportation, Bruce credits what he jokingly calls a “mutant gene” with sparking his obsessive passion for automobiles. Coming of age in the epicenter of Southern California’s 1950s hot rod boom definitely helped fuel his passion for high-octane machinery and create a lifelong romance that eventually led him into hot-rodding, racing and curating one of the world’s finest automotive collections.

While his garage holds many priceless pieces of automotive history, Bruce will be the first to tell you that his true passion isn’t just the machinery but the incredible people who build, drive and preserve these amazing automobiles. Click the icon to listen to the entire episode as Bruce shares his insights from his lifelong dedication to car culture and what he learned along the way.

Here are our top five takeaways:

• You can learn a lot from your elders.

• There are always risks in big ideas.

• The right staff members can make all the difference.

• Being a people person is pivotal to success.

• Buying the best is always the right choice.

You Don’t Know Everything

Bruce’s father might not have given him a love of cars, but his dad did play a vital role in shaping him. His father, an entrepreneur who eventually bought GEARYS Beverly Hills, instilled in Bruce a strong business sense. The challenge for a young Bruce was realizing he didn’t know everything and that he could learn a lot from his dad by helping out in the family business.

“When you are in your 20s, you think you know everything. I was in my 20s, and I thought I knew everything about mail order and retail. It was the height of my intellect,” joked Bruce. “My dad knew very little, and I knew it all. As you get older, you realize that maybe you didn’t know it all and maybe he did.”

Big Ideas Carry Big Risks

As its founding chairman, Bruce has been involved with the Petersen Automotive Museum since its inception. One of the big ideas behind its massive $90-million redesign in 2015 was to completely transform its rather mundane exterior with 308 stainless-steel flying ribbons. Once unveiled, the museum’s new look was criticized by many in the architectural press. However, the risk was worth taking, as the criticism eventually faded, and the museum is now seen as an icon on Wilshire Boulevard’s fabled Museum Row.

“When we got it open, the architectural critics threw us under the bus. They said we were the Edsel of architecture. They were very clever in telling people how awful we were,” said Bruce. “Now we are the darling of museums worldwide. We have been voted the best museum in the world by every metric and every group, and honestly, we are.”

Hire the Right People

One constant tenet we have heard from multiple entrepreneurs is the importance of hiring the right people. Bruce backs that idea up with the crucial decision to bring Terry Karges on board as the Petersen Automotive Museum’s executive director in 2012. Karges was the right choice and has had a massive impact on the museum’s success.

“What really turned us around was a fellow named Terry Karges,” said Bruce. “Terry was created for this job. He worked for Disney, he owned his own race team and he worked for Roush. He knew cleanliness, discipline, how to staff and keeping your staff happy. I credit Terry with the rebirth of the Petersen. As much as David Sydorick and I did to lay the groundwork, it is Terry who is responsible for the Petersen we have today.”

Be a People Person

One of Bruce’s many superpowers is his ability to bring people together from disparate groups. It is a skill that has served him well throughout his multiple leadership and event roles. For Bruce, it isn’t a talent that he had to learn, but one that comes naturally from his love of people.

“It all comes down to people. It doesn’t matter if you have a Ferrari GTO and you are the last man on Earth. If you have nobody to share it with, it is not so much fun,” said Bruce. “I just love sharing friendships and bringing people together. It just means a lot to me. I do it out of love, and I do it out of respect.”

Make it Hurt Once

Whether it is buying cars, hiring people or anything else in life, Bruce always wants to get the best possible option. Doing so might not be the cheapest route, but it always comes out better in the long run. For him, the long-term benefits always outweigh the short-term financial pain.

“That is my mantra. Buy the best and cry only once. I have had friends of mine who have told me when I bought a car that I could have bought it for a whole lot less,” said Bruce. “Well then, you might have to put a lot of money into it, and it becomes not a pleasant experience. Buy the best and cry only once, I live by that.”

However, his path to leading one of the world’s most prestigious concours events into the future was anything but linear. After high school, Vince enlisted in the U.S. Marine Corps, leveraged the GI Bill to earn a law degree and spent two decades as a high-stakes trial attorney. But when the relentless stress of the courtroom took its toll, the call of his family’s legacy proved impossible to resist. Pivoting back to his roots, he founded a world-class Italian-focused restoration shop in Carmel, California, a journey that ultimately led him to become president of the world-renowned Pebble Beach Concours d’Elegance.

On this episode of the “Only The Strong Survive” podcast, Vince shares the wisdom he has learned over his incredible journey with host Dan Kahn. Click on the icon above to listen to the entire episode, and here are our top five takeaways:

• The formative years of your life lay the foundation for the rest of it.

• You have to take risks to accomplish anything.

• Like great art, great cars should be shared with the world.

• Live your life in thirds.

• Leaders should always focus on the future.

Lay the Foundation Early

Vince joined the Marines right out of high school and credits that decision with shaping his future. His experience in the Marines in his formative years molded the person he would become. It also gave him the outlook and leadership skills early in his life that he would carry throughout his career.

“I joined (the Corp) when I was 18 years old. I was part of an organization that was run very efficiently, with a very firm and tight organizational structure and chain of command. That is kind of what I have always known from the time I was a kid, and that has carried with me throughout my career,” said Vince. “It is a good foundation to have and a good foundation to set for your staff if you are running any type of business.”

Take Risks and Take Chances

Many would see Vince’s career arc as the result of a carefully laid-out plan. Surprisingly, that isn’t the case. Rather, Vince got to where he is by taking risks, and he encourages others to do the same.

“I didn’t have this plan. I ended up getting here, but I took chances, I took risks. I was presented with something in my life, and it was something I could either see as an opportunity or as a negative,” said Vince. “I always saw challenges in life and events that occurred to me as opportunities, and I always dove into them headfirst. That is how I got to where I am.”

Great Cars are Meant to Be Shared

There are all kinds of automotive enthusiasts with different views on collecting cars. However, one tenet that Vince strongly believes is that beautiful cars are meant to be shared with the world. Like great art, they shouldn’t be hidden in a private collection, but enjoyed by the public. It is a belief perfectly suited to his role as president of the Pebble Beach Concours d’Elegance.

“One thing I am very into is using cars and sharing cars with the world. That applies not just to cars, but to art as well. I don’t really see why certain cars are squirreled away, only for a select number of people to see. It is the same thing with art. The best art should be shared with the entire world,” said Vince. “I think that is how cars are, too. Cars should be used, and they should be enjoyed.”

Life in Thirds

The right mentors can make a big impact on anyone’s life. That is definitely true of Vince, as he met someone early on who had a profound impact by giving him a philosophy to live by. Even though it was decades ago, Vince still uses that guidance today.

“I met someone early on in my life who gave me really good guidance and advice. He said that if you are looking for a way to structure your life, you should spend the first third of your life educating yourself,” said Vince. “The second third of your life you spend applying that education, making money, establishing yourself and freeing yourself from the economic chains that can bind you and hold you down. If you can finish that, then the last third of your life you should spend giving back to all the people who helped you get there and give away everything you’ve had the good fortune of earning, so when you’re on your deathbed, you die broke. And that is a life well lived.”

Focus on the Future

For Vince, the role of a leader is to be focused on the future. If you focus only on the now, you become reactive rather than proactive. And that is a surefire way to doom your business to stagnation or worse.

“Any leader of a company that you talk to, if they tell you that they focus on the now and the yesterday, then you can see the results in their company. That is not going to be a company that is doing well,” said Vince. “The leader of a company should be living his life two years, three years or five years ahead. That is your job. Your job is to live in the future. My job is to look at trends and headwinds and figure out how we are going to deal with them.”

Matt’s deep-seated fascination with cars wasn’t born in a boardroom but handed down directly from his father, igniting a lifelong passion for anything with an engine. That obsession eventually drew him to Flint, Michigan, where he attended GMI, the historic General Motors Institute, now known as Kettering University. But while the campus was dominated by mechanical engineering students buried in blueprints, Matt intentionally took the road less traveled. He was one of the few business and marketing students on campus, determined to understand how to drive the industry forward from a business perspective.

That strategic pivot kicked off an incredible corporate journey. Matt got his feet wet at Mack Trucks during college, later rising to lead the Daimler light truck group before making strategic moves to Bridgestone and even running Terminix’s residential pest control business. From there, he transitioned into the hyper-competitive private equity world, successfully executing a massive operational turnaround as the CEO of the legendary Blue Bird school bus company. Now at the helm of Holley and its over 70 brands, Matt brings his unique business-first perspective back to his automotive roots.

Click on the icon above to listen to the entire in-depth episode, and here are our top five takeaways:

• A customer-centric approach is critical for success.

• Fast movers have a competitive advantage.

• Events are key to staying close to your customers.

• Staying close to your frontline workers is important.

• Leaders need to adapt their style to fit the situation.

The Customer is Everything

One thing that Matt learned very early on in his career is the importance of taking a customer-centric approach. For any business, keeping the customer happy is always important. Happy customers become brand advocates and repeat purchasers, helping drive steady growth.

“The customer is everything, especially in our business, where we have multiple sets of customers. There are not just our enthusiast consumers, but also our distribution partners, installers and national retailer partners,” said Matt. “You always have to put yourself into the shoes of what that customer is looking for and how best to serve them.”

Move Fast to Make an Impact

Over his career, Matt has turned multiple businesses around from loss leaders to profit centers. One way he has accomplished this is by cutting through red tape to make decisions much faster. Then, he empowered his teams to do the same.

“Over the years, when I was at certain companies, I saw them become slower and more bureaucratic. Ultimately, everyone likes to make an impact. Those who move fast can have a competitive advantage,” said Matt. “So that is why I look at how I can empower my team and how we are able to cut the bureaucracy out to have a team that works closely together, has clear transparency of what the goals are and then can just get it done.”

Events Are Critical

Holley’s LS Fest started in 2010 and is now a multi-city event series that draws well over 100,000 people. For Matt, events are critical not just for celebrating customers, but also for staying close to them. And the closer you are to your customers, the better you can serve them.

“For us, it (Holley LS Fest) is a way to stay close to the customer, and it is a way for us, in some regards, to give back. We are doing a lot more focus groups there and getting direct product feedback,” said Matt. “Our team just loves it. Being out of the office and talking to our customers, there is no better day.”

Support Your Frontlines

For big organizations, staying close to workers on the “frontlines” is just as important as staying close to customers. As companies grow, more layers are naturally added between the top and the bottom. But without effective communication channels, leaders can miss out on important feedback from workers closest to products and customers.

“If you can have that mindset of how to support the people on your frontlines who are talking with the customers or working in facilities or developing great products. How do you support them in that servant-leadership mindset and take out obstacles?” said Matt. “When I say that good ideas sometimes go to die in middle management, it is not that there are bad people by any means in middle management or those middle layers. It is just that they can get stuck if there are not the right lanes and structure for them to communicate what needs to be done.”

Nails and Hammers

One of the most important lessons Mat has learned over his long career is that leaders need to constantly adapt. Not every situation requires the same leadership style. And using the wrong leadership style in certain situations is like trying to fit a square peg into a round hole.

“There is a time and place for certain types of leadership. When you are in a firefight, there is one style of leadership. If you are kind of neutral, there is one, and if you are in growth mode, there is another,” said Matt. “Not everything is a nail, and everything can’t be a hammer.”

On this episode of the “Only The Strong Survive” podcast, host Dan Kahn sits down with Gordon to trace the event’s history back to its inception. Listeners get a rare, behind-the-scenes look at the vision required to build and sustain one of the most prestigious automotive events on the planet. Whether you are a die-hard gearhead or an aspiring entrepreneur, this conversation offers deep insights into turning childhood dreams into an international phenomenon.

Click on the icon above to listen to the entire episode, and here are our top five takeaways:

• Find your own niche.

• A respectful approach is better than an exclusionary one.

• Think long-term and avoid a transactional approach to events.

• Collaborating is better than competing.

• Don’t wait to pursue your dreams.

Make Something Different

The Pebble Beach Concours is the flagship event that started Monterey Car Week and has long been its cornerstone. When Gordon first envisioned The Quail, A Motorsports Gathering, he didn’t want to copy or compete against it. Focusing on carving out its own niche and making The Quail about more than just cars has been one of the keys to its great success.

“I saw something entirely different. I always wanted the cars to be important in their own way. But the fact that we don’t have judges is completely out of respect for Pebble and what it represents,” said Gordon. “If you don’t want to worry about opening your hood, if you want your car accepted on the front end, and you want to come and just have a great time and meet some amazing people, come to The Quail.”

Respect Everyone

Some concours events can be very rigid and stuffy, only accepting certain types of vehicles and looking down on others. While The Quail, A Motorsports Gathering still has very high standards, Gordon wanted to move away from that vibe. For him, it is more about respecting others and sharing their automotive enthusiasm regardless of what they drive or their net worth.

“It comes down to respecting everyone. It is not hard to do, it really isn’t. Everyone has a different reason for what it is that they do, but I think there is a real level ground,” said Gordon. “That is what is so neat about events like The Quail. You get everyone together, and the common denominator isn’t net income or worth. That is there of course, but really it is enthusiasm that is the biggest common denominator.”

Look Past the Cash Register

Flagship events like The Quail can be serious investments for brands. That fact can lead brands to view major events as more transactional, where their presence must generate immediate revenue. However, for Gordon, taking a longer-term outlook on events is a much better approach.

“The idea of looking past the cash register ringing that day, that is something I know is a bit of an intangible,” said Gordon. “The conversations that companies have during the day might not ultimately sell a car that day, but the business will come their way because of those conversations. That is a tough thing to wrangle, but it is real.”

Constantly Collaborate

One of the elements that has kept The Quail, A Motorsports Gathering a success over two decades is constant collaboration. Instead of viewing brands as potential competitors, Gordon has sought ways to collaborate with them. Working together with brands can be a powerful multiplier that also helps to form new relationships.

“I am a huge fan of the idea and the concept behind helping to make each other shine, and it is really collaborations that do just that,” said Gordon. “Being a catalyst is definitely something that I find really satisfying. If there are certain people who need to know other people and it is win-win stuff, I love doing that. The Quail is like that. I look at the relationships that come out of The Quail, and it is remarkable.”

Jump In

For those looking to follow their passion and turn it into a career, Gordon’s advice is simple: don’t wait and pursue your dreams now. Sitting back and waiting doesn’t do anything but burn time.

“The water isn’t warmer if you jump in later. Find your passion and don’t hesitate. Jump in. Just jump in and just do it,” said Gordon. “If you got an interest in something, pursue it. Find other people who have done what you want to do and ask them to mentor you along the way. But go for it, don’t sit back.”

Lately, AI has taken center stage in his work. Beyond helping clients integrate AI into their daily workflows, Nick is currently spearheading a major initiative to establish AI use standards for the automotive retail industry, further streamlining the car-buying journey.

On this episode of the “Only The Strong Survive” podcast, Nick joins host Dan Kahn to share his deep expertise on how AI is reshaping the business landscape. It’s an incredibly insightful, must-listen episode for any entrepreneur or brand leader.

Click the icon above to listen to the full episode, and here are our top five takeaways:

• AI is now acting as a filter for consumers.

• The eventual rise of agentic AI will change everything.

• AI first movers will see major benefits.

• You need to understand your business before throwing AI at it.

• AI is actually in its “easy phase” right now.

Things Are Messy Right Now

One of the big shifts right now is from an attention-based economy to a filter-based one. LLMs are now acting as shopping companions, filtering information for their users. The challenge many brands now face is to alter outdated marketing tactics to be included in those AI-powered recommendations.

“AI as a companion to me as a customer is changing fundamentally how dealer groups and OEMS are used to interacting with their customers,” said Nick. “My AI companion now decides what comes into my world. It starts to know me and knows I might value convenience over price. It will then suggest particular options based on that.”

And It Will Get Even Messier

AI is evolving rapidly, and businesses are struggling to adapt. However, Nick notes that even more changes are just over the horizon. The eventual rise of AI agents capable of making shopping decisions for consumers, rather than acting solely as consultants, will greatly complicate the retail and marketing landscape.

“Everything is set up at the moment to market to humans and to service humans. That is all about to change,” said Nick. “So, now, how do I market to a synthetic customer who isn’t affected by emotion and has guardrails built in? We are going to need a lot of new stuff and more experiences built.”

The Time to Move on AI is Now

Some brands have been hesitant to adopt AI, thinking that it is a fad that might eventually go away. Others are merely stuck in their ways and afraid of change. However, Nick notes that there is a serious advantage to being a first mover, but that window is closing.

“If you remember back to when Google Search started becoming a thing, the people who got into it first had all the traffic. Eventually, everyone got there, and it became competitive,” said Nick. “We are exactly in that same window now with AI. The first movers who embrace this tech and see customer behavior changing and jump in with two feet are going to get all the traffic, attention and eyeballs.”

Before You Leap

In the rush to be first movers, many brands have run headfirst into AI. There are now plenty of companies using AI but not effectively. To make the most of AI, you need a deep understanding of your business, its strengths and weaknesses, and where AI can have the greatest impact.

“More importantly, especially on the automotive retail side, you need to understand your business first before you throw AI at it. If you don’t, all you are going to do is do the wrong things faster,” said Nick. “You used to call some customers, but now you can call 1,000 customers in a minute. But is that the right channel to now be contacting your customers on?”

We’re at the Easy Phase of AI

Believe it or not, even with all the changes, things are relatively simple with AI right now. That is because most of us are currently using AI to enhance productivity and become more efficient. As consumer behavior radically changes in the near future, increased efficiency will become essential to ensure we have the capacity to handle all those shifts.

“We are at the easy phase of AI right now because we are using it as an efficiency play to do more of the same stuff,” said Nick. “However, if you go back to those customer behavior changes, every business is going to be radically different in five years. As we get more efficient at doing stuff, we are going to need that efficiency to capitalize on these new opportunities that are emerging in an AI-first world.”

In this unique solo episode of “Only The Strong Survive,” Dan takes a break from the podcast’s usual format. Instead of interviewing a guest, he takes time to reflect on how modern marketing is rapidly changing and what brands can do to stay ahead.

Click on the icon above to listen to the entire insightful episode, and here are our top takeaways:

• There is a huge shift in consumer behavior happening right now.

• The current marketing landscape is stuck between two different economies.

• Building brand authenticity is still one of the best ways to connect with consumers.

• Breaking through to consumers without damaging your brand is vital.

The Big Shift

One massive change Dan explains is happening right now is the shift from an attention economy to a filtering economy. Most of us are familiar with the attention economy, where brands that make the most “noise” tend to win. However, that is now being replaced by an environment in which marketing messages are “filtered” before ever reaching consumers.

“We have become completely overwhelmed with content. What that means now is people are relying on third parties to sort and prioritize that content for them,” explained Dan. “That could be an algorithm on a social platform, it could be AI in your Gmail helping you organize spam from emails you are getting directly from your coworkers or it could be even something like an LLM. Those filters are helping people assess what information they want from the stuff they don’t want.”

The New Grey Area

AI acts as a large-scale filter, providing an ever-increasing number of consumers with product information and recommendations. Its mass adoption has helped to usher in a new filtered economy. However, according to Dan, that shift isn’t fully complete, leaving brands having to operate in a grey area between an older attention economy and a newer filtered one.

“It is one of the biggest shifts in consumer behavior that has happened in the last century. We don’t even know when that transition will be completed because we are still certainly living in this transitional phase right now,” said Dan. “The attention economy does still function, and the filtering economy is still coming online. The number of people adopting AI for decision-making is doubling about every six months, and at this point, the most recent study I read said over 1 billion people on Earth have now used AI in the last month.”

Future Proofing Your Brand

Many companies are struggling with this huge shift in consumer behavior. How does one stand out when there are now multiple filters between a brand and consumers? For Dan, the answer is to lean hard into building an authentic brand as it will always be the best way to connect with your customers.

“How do you future proof your business? How do you figure out how to stand out in a world where algorithms and LLMs are making a lot of decisions for you? Well, one of the ways you do it is through authenticity,” said Dan. “To me, branding is not just a logo. Your brand is who you are, what you stand for and your values. It is what it says about a person or a customer when they buy your product. What are they aligning themselves with?”

The Challenge

Some brands are looking for gimmicky ways to break through the new filters and gain attention. However, the recent Ferrari Luce launch and highly questionable Jaguar rebrand are good examples of how that tactic can fail. The biggest challenge is connecting with consumers in a way that doesn’t damage your brand, which requires longer-term thinking and a deeper understanding.

“How do you stay loyal and true to the values that brought you to the customer in the first place while also being visible enough that you can break through that filtered economy and get the algorithms and the LLMs to recommend you? That is the challenge, and it is an interesting one,” said Dan. “You can turn the hard stuff into good stuff if you are willing to understand how this transitory ecosystem we are living in actually works.”

At the helm leading that dramatic transformation after founding the race in 2007 is Dave Cole. In this episode of the “Only The Strong Survive” podcast, host Dan Kahn speaks with Dave about what it took to transform KOH and the many lessons he learned along the way. It is an amazing look at entrepreneurship on a grand scale.

Click on the icon above to listen to the entire episode, and here are our top five takeaways:

• Keeping to the middle can minimize ups and downs.

• Build your vision and stick to it.

• Overcoming challenges is all about getting people to work with you.

• You have to pay attention to the next generations.

• Listening is a critical part of leadership.

Play the Middle

There have obviously been many highs and lows in turning KOH into what it is today. All of them could have easily created an emotional rollercoaster that would have challenged the sanity of any entrepreneur. However, Dave created a unique way to handle the ups and downs and keep pushing forward.

“I don’t ever remotely think about the mistakes of yesterday. I just go forward, go forward and go forward,” said Dave. “I also don’t celebrate the wins either because if you go up with the wins, you have to crash hard with the losses. If you find some way not to go too high with the wins, then you won’t crash as hard with the losses, and you will still be in the middle. If you keep to that middle part, you can keep going the next day.”

Stop Chasing Everything

One of the pivotal moves Dave made early on was to avoid morphing KOH into what a big sponsor wanted. With the natural ebb and flow of sponsors, KOH could become something it shouldn’t be. Instead of chasing big sponsors, Dave focused on building KOH as he envisioned, and then sponsors approached him.

“I stopped trying to chase the big single-title sponsors, which seemed to be what everyone would go after. If you do that, you are building your event around what they need, and that could change every three years when their marketing budget changes,” said Dave. “If you build the event to what you need and they find value in what you are doing, you can just keep plugging away.”

The Secret to Overcoming Challenges

If there is one thing Dave has become a certifiable expert in, it is overcoming challenges. Turning a dry lakebed into a city, running a massive race on BLM land and livestreaming the entire event from the middle of nowhere have all posed major challenges. However, Dave has overcome them all by sticking to one philosophy.

“No matter what the challenge is, your challenge is enrolling people to be your supporters rather than your detractors. That is the constant battle. It doesn’t make a difference if you’re making a race or trying to be elected president or whatever,” said Dave. “All you are doing is working with people to get them in one way or another to work with you. As soon as you can achieve that, then everything is easy, no matter what the technical hurdle is.”

Building the Next Generation

Ultimately, if you want any form of motorsports to be a long-term success, you have to ensure there is another generation coming. To accomplish that is the Ultra4Next Training & Workforce Development Center in Kentucky. It provides youth with technical and skill development in the motorsports industry, along with career pathways.

“If we are going to be the most awesome form of motorsports or the best sport period, we have to have the best people. If we want to make new technology, then we have to have the best people,” said Dave. “I want the smartest people to come do what we do. Turns out it is pretty exciting work, and people want to do it, but they just need a path. “

Listening is a Superpower

Some people mistakenly think of leadership as nothing more than telling others what to do. While that is a component of it, listening to people is just as important. It is a critical skill that Dave wishes he had learned earlier in his career.

“I didn’t listen enough. I am finding out now that the more I listen, the better off I am. I know I hardly did any of it (listening) back then. I think it was a bit of a give-and-take then. You needed a certain mix of not giving a shit. It is hard to do that and have listening skills,” said Dave. “Now, you can listen to people, and you can hear them tell you exactly what you need to hear. You just have to listen.”

Now, Caslow lends his extensive expertise to The Garage Agency. Kahn Media’s latest offering, The Garage Agency, specializes in helping collision repair facilities keep their bays full with a host of marketing services. Custom websites, local SEO optimization, social media management, AI search visibility enhancement, review boost programs and more are all offered in affordable packages.

On this episode of the “Only The Strong Survive” podcast, Caslow shares his deep insight into the current state of the auto body shop industry and the challenges it faces with host Dan Kahn. The discussion is a unique look into a sector that doesn’t get much fanfare but is almost a $40 billion industry.

Click on the icon to listen to the entire episode, and here are our top five takeaways:

• The auto body industry is constantly changing.

• Shops can struggle with adapting to a modern marketing environment.

• Google reviews play a huge role in shop selection.

• Most shops overlook important website metrics.

• Finding skilled labor will soon be a struggle.

The Auto Body Industry is Rapidly Changing

One trend Caslow quickly points out is how collision repair facilities are transitioning from a reputation of dirty, disorganized shops to more professional organizations. That change is also coupled with investors now looking at auto body shops as a source of revenue. Both factors have brought rapid change to the industry.

“The industry is now understanding that we can’t present ourselves as dirty collision shops. We have to present ourselves as professional corporations like everyone else does,” said Caslow. “Now, people are also investing in shops. They might not come from that space, but are looking for shops to buy and figure out how to make money doing it. There is now a mix of intimate industry knowledge and people buying up shops, so it is a nice combination.”

Modernization is a Challenge

Adapting to an era where most customers find shops online can be a struggle. Many shop owners are busy people and have little time to stay on top of changing algorithms and best website practices. That is where Caslow sees The Garage Agency making an impact.

“Websites in general, and why I am so drawn to this (The Garage Agency), are a huge miss for our industry right now,” said Caslow. “Our job is to help them understand that they can have a beautiful website, but if it is not doing all the right things, it is not going to make a difference. That is some of what The Garage Agency does. We take a strong look at what they are doing from a website standpoint.”

Google Reviews are Gold

The critical role Google reviews play often gets lost in shops’ struggle to modernize. Those reviews now make a bigger impact than a personal referral in selecting an auto body shop. Caslow sees helping shops get more reviews and manage them as vital for The Garage Agency.

“We choose our providers based on Google reviews. It is amazing in our space how many great shops only have 20 reviews just because they are not using the system effectively. They should have 220 five-star reviews,” said Caslow. “Referrals are still great and still a core part of it, but they are not the core part of it anymore. There are bigger things going on in the industry than that.”

Metrics Matter

Your shop can have a beautiful-looking website, but it doesn’t matter if it doesn’t deliver results. A big part of getting those results from your website is paying attention to the right metrics. If you are too busy or don’t understand the role those metrics play, getting with an agency that does is a wise idea.

“The other big miss I would say in almost all websites is that they are not tracking metrics on who is visiting, keyword searches and SEO,” said Caslow. “Understanding the behind-the-scenes of what is happening is important: who is coming to the website, what they are doing when they get there, which links they are clicking and who is setting appointments. All of those are the next big steps for your website that we don’t see often. Most of them are informational and not transactional.”

The Skilled Labor Problem

As the average age of auto body shop technicians rises, finding skilled labor is a challenge. Thankfully, vocational and trade schools are coming to the rescue. And, with fears of AI taking jobs, interest in them is higher than ever.

“In the collision industry, one of our biggest concerns is finding skilled labor in the next 20 years. The current age of most of our technicians is 50-plus,” said Caslow. “Our vocational schools are now doing a great job of trying to recruit kids. It used to be the kids who were trouble in school and maybe didn’t have a future in the education system, you would throw them in the auto body class. That is not the case anymore, as vocational and trades are the new four-year degree in this country.”

Spagnola’s automotive journey began from an obsession with the sounds, sights and smells of muscle cars rumbling past his childhood home. His career was then ignited by a $200 scholarship from industry legend Mickey Thompson, which he won as the top student in his high school auto shop class.

Before leading SEMA, Spagnola spent decades in the trenches of the automotive industry, most notably by building Street Scene, a business that became a fixture in the lowered-truck, muscle-car and tuner market. On this episode of the “Only The Strong Survive” podcast, Spagnola shares with host Dan Kahn the vital role SEMA plays in the automotive aftermarket industry and what he has learned from his many years in the business.

Click on the icon above to listen to the entire episode, and here are our five top takeaways:

• Advocacy for the industry isn’t flashy, but it is vital.

• You have to make your “tent” bigger.

• At the SEMA Show, it is about finding a balance between B2B and consumer audiences.

• Learning to delegate is a powerful skill.

• A shared passion can bond anyone.

Advocating For and Protecting the Industry

One of SEMA’s most critical functions is its extensive advocacy for the industry in Washington, D.C. The organization has tripled its government relations budget to protect enthusiasts’ rights to modify their vehicles and access to public lands for recreation. While it might not get as much attention as the SEMA Show, doing so is vital for the industry’s future.

“We have to stand up for our rights to continue to be able to modify, continue to be able to do off-roading and continue to be able to have racetracks available,” said Spagnola. “In the off-road community, they say, ‘No trails, no sales.’ It is more than just protecting trails; it is really protecting that lifestyle.”

Expanding SEMA’s Tent

Under Spagnola’s leadership, SEMA is actively expanding its reach into the powersports and the off-road lifestyle markets. By bringing these segments further under the SEMA “tent,” the organization hopes to provide better representation and protection for all forms of motorized recreation. SEMA’s recent purchase of the Off-Road Business Association (ORBA) and the inclusion of side-by-sides at the upcoming SEMA Show are a reflection of its commitment.

“Through the purchase of ORBA and some of the other things we are doing, we are really paying attention to the whole off-road community now,” said Spagnola. “We want to make sure they are protected, and we want to see them grow. We are going to be doing a lot of work this year at the SEMA Show and are doing a full powersports area and starting to grow West Hall with trucks, off-road trucks and side-by-sides.”

The Evolution of the SEMA Show

The SEMA Show is easily the largest gathering of the automotive aftermarket industry in the world. However, there has always been a struggle with whether the show should be strictly business-to-business or more consumer-facing. For Spagnola, it is about balancing the needs of all SEMA members while continuing to evolve the show.

“There are still lots of mom-and-pop guys that come to the SEMA Show every year, so we need that business-to-business connection,” said Spagnola. “A lot of people now are just looking for eyeballs and branding. They just want to make sure that the consumer sees them and knows them. If you take a Meguiar’s or even Ford Motor Company, they want to see consumers and show their products to them. So you do need a consumer side, which is what we do now on Fridays and with the outdoor activities.”

Don’t Be Afraid to Delegate

Reflecting on his career, Spagnola identified delegation as one of his greatest early challenges. Early on, he believed in leading by doing every task himself, but he eventually realized the value of empowering his team. He now focuses on providing support and encouragement rather than trying to be “the guy that’s the best at everything.”

“I really had to learn to delegate. I really had to learn to trust. I really had to learn to surround myself with the best people,” said Spagnola. “That even involves your ego sometimes, with saying that you are going to let them do it to the best of their ability and trust them to do it and continue to trust them until there is a reason not to.”

We All Share a Passion

It is not hyperbole to say that we live in extremely polarized times. However, one thing that unites many people, regardless of who they are or where they live, is a shared passion for cars. No matter where Spagnola travels across the world, he always seems to find and form a bond with other car people.

“I’ve said for years I think we could solve world peace if we just talked cars,” said Spagnola. “We find each other, and we share that love and that passion that, I don’t know if I can put the right words together, but you just start to smile and chuckle and find this common ground. People can be so polarized today, yet when you start talking about cars and who they are and what they drive, it’s just fun. It’s just cool”.

We loved this conversation so much that we decided to release it on our podcast. Here were our biggest takeaways from the conversation.

Why Video Matters More Than Ever

Brands are no longer just competing with each other. They are competing for attention in a landscape shaped by creators, algorithms and constant scrolling.

The takeaway: Success doesn’t come from doing more content. It comes from creating the right videos for the right audience, platform and purpose.

For brands getting started, that means understanding who you are, who your audience is and what kind of story only your brand can tell. After that, build content that is authentic, manageable and designed to connect.

Start With Identity, Not Trends

A key theme from the discussion was the importance of starting with an identity. For legacy brands like the NHRA, that means understanding the history and foundation that shaped the brand, then translating it into modern formats.

The framework is simple: Start with your history, your brand identity and your audience, then build content that clearly connects all three.

Each piece of content should also have a defined role. Too often, brands try to make everything do everything, instead of being intentional about what each post is meant to accomplish.

Different Platforms Need Different Strategies

One of the most practical takeaways was the need for platform-specific thinking. You cannot treat every channel the same.

Content built for YouTube will not automatically work on Instagram, and vertical social content will not translate into long-form content. Yet many brands still create one asset and push it everywhere, leading to underperformance.

The better approach is to plan distribution early and build content for how people actually consume it on each platform.

Video Should Drive Behavior, Not Just Views

Another standout insight was the importance of focusing on behavior. For NHRA, success is not just about views. It is about getting people to attend events, engage with the sport and become part of the community.

For marketers, this reframes success. Instead of focusing on impressions, the question becomes whether content is driving action, whether that is engagement, sharing, exploration or long-term loyalty.

Those are the signals that build real momentum.

Authenticity Still Wins

Authenticity came up repeatedly throughout the Growth Garage discussion. Audiences can quickly tell when content feels forced, trend-driven or disconnected from the brand.

The panel pushed back on the idea of “going viral,” emphasizing that strong content comes from clarity and consistency, not chasing reach.

At the end of the day, brands need to show up in a way that feels natural to both the platform and their identity.

How to Know if Your Strategy is Working

While metrics like views, watch time and shares matter, they only tell part of the story.

The stronger signal is sentiment. How people respond to your content, whether they engage meaningfully, share it or come back for more, is a better indicator of impact than surface-level numbers.

Content that sparks real interaction and community is a sign that it is resonating.

Before the Camera Rolls, Get Clear on the Goal

Strong video content starts before production. Brands need clarity on the goal, the audience, the platform and what success looks like before anything is shot. The more clearly the story is defined upfront, the easier it is to execute effectively.

When content is built with that level of intention, it performs better and delivers more value.

The Hook Matters but So Does the Experience

The first few seconds still matter. Attention is earned quickly and lost just as fast.

But effective hooks are not about gimmicks. They are about creating immediate interest and pulling the viewer into the experience in a way that feels natural.

If the content makes the audience feel like they are part of the moment, it is far more likely to hold attention.

The Big Takeaway

The clearest message from this session was that effective video content starts with intention. The brands getting it right are not chasing every trend, reposting the same asset across every platform or optimizing for vanity metrics. They are creating content with a clear purpose, a strong understanding of their audience and a thoughtful approach to where and how that content appears.

That is the real attention shift. Attention is no longer something brands can assume they will get. It has to be earned through relevance, clarity and authenticity.

When video is built that way, it becomes one of the most powerful tools a brand has to capture attention, build connection and drive action.

Click on the icon above to listen to the entire episode, and here are our top five takeaways:

• The trades offer great career paths for neurodivergent individuals.
  

• Changing the traditional educational model to better fit the needs of TACT’s students required radically different thinking.
  

• Creating TACT required a “just do it” mentality but also the right team.
  

• The focus and loyalty of neurodivergent people can make them ideal employees.
  

• It is time for business owners to question the narrative built around autism.
  

There is a lot of Opportunity in the Trades (Especially for Neurodivergent People)
The massive increase in college costs and the rise of AI have led many people to consider vocational opportunities instead. With the previous focus on jobs that require degrees, there are also many unfilled jobs in the trades. These facts align perfectly with TACT’s mission and are a huge benefit for its neurodivergent students who might not thrive in a traditional college setting.

“The trades offer so many opportunities. I think part of the reason TACT has such a high placement rate is that those businesses (in the trades) are seeing how talented our kids are. They are recognizing that, oh my gosh, this is an untapped talent pool,” said Danny.

“When TACT started, it was me driving around in a ’58 Chevy, pretty much begging them to hire our graduates and look at all the things they can do. Now they come to us.”

A Shift in Thinking
Founding TACT required some significant shifts in thinking. First, Danny wanted to create an organization that focused on the abilities of autistic individuals instead of their supposed deficits. He also wanted to abandon the traditional time-based educational model, where people spend a fixed amount of time in programs before advancing. Both shifts played key roles in the success of TACT and its students.

“At TACT, it is competency-based rather than timetable-based. So you and I went to high school for four years, and if we went to college, it was for four years. If you ask any educator why it is four years, nobody knows,” said Danny. “It seems to be this arbitrary number that we have come up with. But if you can do the job and you can develop the skills, why can't you just move along at that point?”

Just Do It
Creating TACT seemed like a giant undertaking, but Danny’s advice for anyone considering something similar is to just do it. While he threw himself at TACT with an almost reckless abandon out of sheer passion, he was smart enough to surround himself with the right people. Recognizing where he needed help was key to TACT’s survival and success.

“It (starting TACT) was very, I wouldn’t say foolish or reckless, but more like a dad throwing everything into it and just going for it,” said Danny. “My education and trade background helped, but I had never written a grant before and didn't understand how it worked. Or how it works with the state and federal governments. I surrounded myself with people who did know all of that, and thankfully, those people have always ensured everything we do is very much above board.”

Locked In and Loyal
Many neurodivergent individuals possess a unique skill sorely missing from much of today’s workforce: the ability to focus completely on a task until it is done. They are also highly appreciative of those who hire them and stay loyal to those employers. These facts can make them extremely talented and valuable employees.

“When you look at our graduates, they are on task. They do not want to talk about what they saw on Facebook, what they did at the bar last night or who won the Broncos’ game. They want to work. That is what they want to do, and they are there to work,” said Danny. “Likewise, they are incredibly loyal. Once they get placed, they are not looking to go to the

shop across the street for a quarter more because they are happy and feel valued and respected.”

Questioning the Narrative
For business owners thinking of employing neurodivergent individuals, Danny notes that it is important to question the traditional narrative built around autism. By doing that and keeping an open mind, they can wind up with an awesome employee. Hiring someone with autism also isn’t just for charity, as they can make as big an impact on your business as you do on their lives.

“I would encourage people to have an open mind and question the narrative that a lot of us have learned about autism. I would guess that when a lot of people hear the word 'autism,' they think it is a bad thing. That is what I thought when my son was first diagnosed with autism,” said Danny. “But as we are learning more, a lot of us are recognizing that this isn’t something we should shy away from or be afraid of. Maybe there is an opportunity for a demographic that we haven’t even recognized as there that we can bring into our businesses. I would encourage them to look for the programs that are supporting that talent in their area.”

Johannes experienced this firsthand when he launched his own e-commerce business focused on selling hot-rod and classic Mustang parts in Europe. As the company grew, adding more parts to the site quickly became challenging with data of varying quality. Pivoting from his original business, Johannes founded PDM to address the challenges of inconsistent, fragmented and complex data in the automotive industry.

On this episode of the “Only The Strong Survive” podcast, Johannes sits down with host Dan Kahn to discuss the important role product data plays. It is an in-depth and interesting discussion of an often-overlooked but critical subject.

Click on the icon above to listen to the entire episode, and here are our top five takeaways:

• Accurate product data offers many benefits.

• Product data affects every channel of your business.

• Understanding the reasons for having good product data makes your brand more successful.

• Create the right infrastructure to ensure product data is accurate across your company.

• Build the right team and continuously invest in it.

The Benefits of Good Product Data are Huge

Some think of product data as minuscule details that don’t really matter. However, it affects everything from how your product appears on a site to whether consumers can even find it in the first place. Not paying attention to or having bad product data can have a significant negative impact on sales, as online consumers have little patience for errors.

“If you take it (product data) seriously, you will come out ahead. It is such an opportunity for companies now to really differentiate themselves from knock-off products and other companies,” said Johannes. “Building a brand and having that effort you put into it pay off has never been greater in my opinion.”

All Channels Benefit from Good Product Data

Another misconception about product data is that it is narrowly focused. However, because it affects so many aspects of e-commerce, the benefits of good data reach far and wide. Sales, marketing, wholesale distribution and all of your other channels perform better when product data is accurate.

“The beauty is that while you have that one channel you are optimizing for, all of your other channels are going to benefit from good product data,” said Johannes. “All channels will benefit from you taking cataloging seriously, at least for one channel to start. Then companies start to see the benefits across all their channels.”

Don’t Just Check the Box

Product data is about a lot more than just checking a box. According to Johannes, the companies that win with product data are the ones that have a clear understanding of what it is for. Without that vision, perfecting product data quickly becomes just another mundane task on a to-do list.

“The most successful suppliers we onboard are coming with a very specific objective. If the goal is that they just want to have ACES and PIES because someone told them to, whether external or internal, then they typically fail, because they are just checking a box,” said Johannes. “The most successful suppliers come with an objective. They see that they have an opportunity to grow their business with a customer, but they need better product data.”

Build Your Infrastructure First

Johannes notes that for any entrepreneur starting a business, it is important to consider where product data lives and to build a proper infrastructure around it. Often, product data comes from multiple sources and resides in different systems. If that data doesn’t match across your company, it can be extremely frustrating for your customers.

“This is why it is so important, this is true whether you are a hard parts supplier or a performance parts supplier, as you are setting up your company, and if you are taking it seriously and it’s not a side hustle, to really start thinking through what are the data points that are relevant to your business and which system owns that data point and how are those systems connected,” said Johannes. “You don’t want to run down the road, and a year later, you are trying to normalize and sync a lot of different systems. There is nothing more frustrating for a reseller than if they get data from you, but your website tells a different story.”

And Build the Right Team

As an entrepreneur himself, Johannes has naturally had his fair share of struggles. The key to getting through them (and avoiding some of them in the first place) is to employ the right people. Just as important as building your team is to continuously invest in it, especially in a rapidly evolving workspace.

“Build the right team and invest in your people. AI has a sense of doom to it that everyone is going to be out of work. Frankly, some people will be negatively affected as AI becomes more present,” said Johannes. “But on the flipside, people who embrace it and don’t shy away from it will benefit greatly, especially in their own professional careers. This is why, for me, as a CEO with a team of amazing people, I want to make sure they are not falling behind. It serves us as a company, but it also makes all of us so much more successful professionally.”

Click on the icon above to listen to the entire episode, and here are our top five takeaways:

• Always be passionate and knowledgeable about your products.

• The restomod market is still going strong.

• You have to do something different to stand out in a crowded market.

• Sales are more than just transactions.

• Hire people, not resumes.

Be Passionate and Be Knowledgeable
Velocity’s offerings stretch well into six figures, so selling them takes different tactics than cheaper products. For Tom, it is not about convincing someone to purchase a Velocity build. Instead, it is about being knowledgeable and just as passionate about Velocity vehicles as potential customers are.

“The biggest thing I have learned, and that we train into our sales guys, is that you have to be passionate about what you’re selling and you have to have the knowledge,” said Tom. “The truth is, these customers are all ultra-high-worth individuals, and they don’t like to be sold to. They don’t need to be sold to because if they are passionate about it, they are going to buy from you. It is then about building trust, and that trust comes from answering their questions, having knowledge of the product and being equally as excited about it as they are.”

The Restomod Market is Huge
Yes, the restomod market can be thought of as a niche industry, but it isn’t a small one. In fact, it continues to grow every year and attracts even more customers. It is a fact that even an industry veteran like Tom is surprised by.

“What surprises me is how big this cottage industry has become. I remember back in 2017 or 2018 when I was doing Defenders and selling the first $100,000 Land Rover. We danced around like we invented fire,” said Tom. “Now, if you are going to build a restomod Defender, and that market is having a bit of a tough time at the moment, but certainly six to 12 months ago, you were going to be spending $350,000 for that sort of product. Seeing how this market has changed, seeing the appetite, the appeal and the fact that it hasn’t slowed down and continues to grow, that surprised me a lot.”

Create Something Different
If you want to compete in a crowded market, you have to differentiate yourself from your competition. While there are plenty of shops selling restomods, Velocity operates on a different business model: fixed pricing, warranties, quick delivery of a custom vehicle and inventory ready for sale. Velocity has also built many vehicles, meaning there are no bugs to work out.

“You can go to places and spend really good money and still have issues,” said Tom. “If anybody has owned a classic car before, they will know the worst feeling is being really excited on a Friday night because they know the weather is going to be good on Saturday morning. Then they get in their car, and it doesn’t start, or it leaks or something doesn’t work. So a thing you are paying for (with Velocity) is consistency and knowing you can enjoy your vehicle when you have the time.

Sales are Consultative, not Transactional
It is easy for a salesperson looking to meet a quota to see a sale as a transaction. However, when a customer is spending six figures, that logic doesn’t work. For Tom, sales should be more of a consultative process, with his role being to guide decisions and answer questions. If you view a sale as only a transaction, you’re more likely to lose it, regardless of price point.

“I think all good selling at whatever price point has to be consultative. Our sales are definitely more consultative than most, and they are also passive. You can’t push. There are some people who come in and know what they want immediately, and that can be more transactional,” said Tom. “But a lot of the time, people have lots of questions, and it might be the first time they have ever purchased a vehicle like this.”

Hire the Person, not the Resume
People can “look good on paper” with impressive resumes and backgrounds. However, for Tom, it is essential to look past a resume when hiring someone. A person might seem like a good fit on paper but not be the right fit for a company in the long run.

“Early in my career, I looked at the resume rather than the person. I was trying to hire people on paper who felt like an amazing fit,” said Tom. “I should have known better, because I knew nothing when I got started. People might not be interested in products, but they are interested in people, customer service and standing for the right things. I had to learn that the hard way. I had two or three people who were very well paid and had incredible backgrounds, but just weren’t the right fit here.”

However, as a natural entrepreneur, Mark decided to head out on his own and create his own path. The result is the Sport Fishing Championship (SFC), a unique saltwater fishing championship with over a dozen rounds of competition spread across the Atlantic, the Gulf and Cabo San Lucas. Using cutting-edge technology, the SFC delivers all the action from its tournaments to online viewers in real time.

Launching the high-stakes billfishing tournament with multi-million dollar boats, multiple stops and covering competition in the middle of the ocean was no easy task. Making it sustainable over the long run was an even bigger challenge. On this episode, Mark shares with “Only The Strong Survive” host Dan Kahn what he learned from launching the SFC, what it takes to keep it going and how it was the ultimate test of his entrepreneurial skills.

Click on the icon above to watch the entire interview, and here are our top five takeaways:

• Absorb as much knowledge as you can from those around you.

• Doing discovery before launching a business is critical.

• Understanding why your idea or product hasn’t existed before is also essential.

• Long-term thinking always wins over short-term profits.

• Successful entrepreneurs can’t be afraid of failure.
  

Be A Sponge
Mark credits a lot of his success to being around the right people early in his career. Whether they were mentors, leaders or successful entrepreneurs, Mark tried to learn as much as he could from them. His advice is to always “be a sponge” and absorb as much wisdom as you can from others.

“I had the great opportunity to work with all the people over at Teall Capital and Ben (Sutton) and all the people he had worked with for over 20 years. You know, just be a sponge,” said Mark. “I was younger back then, but I really was just a sponge. If you have an opportunity to have access to someone who really wants to mentor you and will tell you how they built their business, take it.”

Look Before You Leap
Most entrepreneurs like to move fast. However, not taking the time to understand what you are getting into can ultimately lead to failure. For Mark, a detailed, lengthy discovery process for his idea of a saltwater fishing league was hugely beneficial. It helped him get an idea of what potential pitfalls were ahead and how to best tackle them.

“Turn of the calendar year on Jan. 2, I told myself I was going to put 90 days on my calendar to do discovery,” said Mark. “For me, at the time, I didn’t even really know what the problems or opportunities were. I was just asking questions. So I started picking up the phone and calling major tournament owners and asking them why there isn’t a PGA Tour of fishing?”

Know the Why
Beyond discovery, Mark notes that it is also essential to understand why something you are trying to make doesn’t exist. The answer to that question for a saltwater fishing championship was that all of the action takes place in the middle of the ocean. There was simply no way to bring the fishing live to online viewers. However, that was about to change with the advent of new technologies like Starlink.

“If we did what everyone else was doing, we wouldn’t be here right now. Bass fishing has been live for a long time. Why? Because you can transmit from a lake, back to a truck, and up and out. But try broadcasting from 450 miles offshore in the middle of the ocean,” said Mark. “So I got into it with SpaceX and learned about the LEO grid and where they were in that project. That was March of 2021, and as soon as I had that information, it was go time.”

Always Think Long Term
For entrepreneurs, there can be a struggle between short-term profit and long-term thinking. Often, the two can be at opposite ends of important business decisions. However, for Mark, thinking long-term is key and leads to a more sustainable brand that also generates a profit.

“My thing early on was that we needed to build the PGA Tour of fishing. The PGA is a 100-year league, so we needed to build a 100-year league. We need to think about how we can build a sustainable product with a strong business model behind it,” said Mark. “Ultimately, I am a capitalist and an entrepreneur and a red-blooded American. We want to create jobs, we want to lift the community. The captains, the mates and the people who work on these boats are superstars. We have to do our part to elevate them across sports media and entertainment culture.”

Never Be Afraid of Failure
Fear of failure is something that paralyzes many. However, for entrepreneurs, that fear must be set aside completely. According to Mark, one has to accept that failure is part of entrepreneurship. If you don’t let go of that, you will never take the many chances required to be successful.

“As an entrepreneur, you have to be prepared to fail. I fail all the time. I have failed with SFC, with certain projects or initiatives, or things like that. For me, I have never been afraid of failing,” said Mark. “I am saying all of this because hopefully there is a listener out there who has an idea, has the know-how, and has thought of a business and wants to go out and pursue that business. If I could speak to that person, I would say that you can’t be afraid to fail.”

Jason pivoted to real estate but soon missed the creative process of building something with his hands. While searching for another career path, his father-in-law had an old pickup that they both rebuilt. After selling it for a profit, buying another and doing the same, the idea for Fat Fender Garage was born. Now, Fat Fender Garage has gone from a one-man shop to a leader in parts, restorations and complete high-end builds of vintage trucks with over 70 employees.

Achieving success with Fat Fender Garage wasn’t instantaneous or easy for Jason. Along the way, he learned several hard lessons about entrepreneurship and running a business. On this episode of the “Only The Strong Survive Podcast,” host Dan Kahn discusses with Jason how he rose to the top of the highly competitive restomod market and the lessons he absorbed along the way.

Click on the icon to watch the entire episode, and here are our top five takeaways:

• Most entrepreneurs consider quitting at some point.

• You have to identify mistakes and take action to fix them.

• Your needs can often be the same as your customers.

• You will never succeed if you aren’t willing to work hard.

• Integrity is everything in business.

The Go/No-Go Period

Every entrepreneur faces a moment when they have to decide whether to move forward or to fold. For Jason, that time came when his neighbors finally got tired of his backyard shop. He either had to take on the cost of moving into a much larger, legitimate shop or close his doors. The decision really came down to how much he believed in himself and his product.

“This was a go/no-go period for me. Do we take on the risk of moving and all the extra expense and money? We are barely making it as it is. Deep inside, I had this belief that we had created something and started something that could be pretty good,” said Jason. “We had a really good product and brand that we were developing, and I always felt like I was almost there. I kept saying that for several years. So we decided to go ahead, let’s lease the building and committed to a three-year lease.”

Figure Out What Went Wrong and Fix It Quickly

Recognizing mistakes and then rectifying them is pivotal for any business. That lesson is especially true for brands just starting, as Jason learned after moving into the new shop. A handshake deal fell apart, costing the business significant money. Jason knew he had made a mistake and had to fix it quickly for Fat Fender Garage to succeed.

“We made a lot of changes. We put contracts in place and took the good-guy handshake deal out of it. We just said that we are running a business on these terms, and if you don’t want us to build for you, you don’t have to hire us. But if you wanted us to work for you, it was based on these terms,” said Jason. “I just decided we weren’t going to be the cheapest shop in town anymore, and we weren’t going to be doing things the way we did before.”

Find a Need and Fill It

Originally, Fat Fender Garage had no plans to be in the parts business and only wanted to focus on vehicle builds. However, after making their own parts to simplify those builds, Jason thought others could use those same parts on their trucks. His notion was correct, and his customers had the same needs. The parts side of Fat Fender Garage was born.

“I could buy all these parts, but they aren’t technically designed to go into the vehicle. They are designed to go into any vehicle, but they are not designed to go into my vehicle exactly the way they should. So we learned quickly that, in order to do it correctly, it was going to require fabrication,” said Jason. “I didn’t want to make a one-off of something five times; that is annoying. So what we started doing was making a part that works for us, because we are doing the same vehicle over and over. When that comes up next time, we just grab it off the shelf, and it makes it easy. That is how we got into the parts business.”

You Have to Put in the Work

Jason freely gives advice to others who ask him how to succeed. However, all the knowledge in the world won’t help if you aren’t willing to put in the work. If you are going to start your own business, you have to be prepared for it to take a lot of effort to succeed, because it absolutely does.

“We have people show up at the shop, and I give them the tour. I tell them that I will tell them everything that I am doing. I can show it to you, I can tell you about it, and I can give you all the tips and tricks,” said Jason. “But I can’t actually do the work for you. So if you are not willing to do the work, you are never going to get there. You have to be willing to put the time, the effort and the work in.”

Integrity is Everything

With a business that sells a six-figure product, integrity is everything for Jason. Without a stellar reputation, clients will look elsewhere. However, he notes that integrity isn’t enough for oneself, but should apply to everyone you do business with. And you need to be prepared for those who don’t think the same way.

“I want to have the utmost integrity in everything I do. However, I learned that not everybody is like that, not everybody is that way. So, as we are working in our businesses, only align yourself with people who have the utmost integrity and show who they are by the way they live their life and the things they are doing,” said Jason. “You can align yourself with those people, but those who don’t have that kind of integrity, just be careful because they are probably only going to be looking out for themselves. That might get you if you are not prepared for that.”

Corky took over what, at the time, was a small niche of the business, focusing on finding tires for classic and collector cars. Having flipped cars before he could legally drive and working in the tire shop since he was a kid, Corky quickly found success. Over the years, he painstakingly grew that niche into the main business, turning Coker Tire into a global leader in tires for collector, antique and restored vehicles.

On this episode of the “Only The Strong Survive” podcast, Corky shares with host Dan Kahn how he grew Coker Tire from a small family-run business into an iconic brand. Filled with deep insight from decades of experience, Corky’s knowledge is valuable for any entrepreneur, leader or CEO.

Click on the icon above to listen to the entire episode, and here are our top five takeaways:

• Success is all about finding the right niche and owning it.

• There are pros and cons to private equity.

• Suppliers play a larger role in a brand’s success than most people realize.

• Investing in quality always pays off in the long term.

• Work hard, but don’t ignore your family.

Find Your Niche and Own It

Coker Tire is a prime example of how crucial it is for a business to find its niche and own it. The company initially started as a more general one, selling tires and performing small maintenance jobs. However, zeroing in on manufacturing specialty tires for collector and antique cars unlocked growth that never could have been achieved in Coker Tires’ original, more generalized form.

“Anything that you do, do to the best of your ability. Just explore and learn everything there is about it,” said Corky. “A niche, a specialty, our business was classified as a niche. I basically owned that niche because I knew everything about it. I knew what the customer wanted, and I knew how to find out what the customer wanted. You have to stand before them and show them empathy and integrity, and that you are one of them.”

The Dilemma of Private Equity

Private equity has made a significant entry into the automotive aftermarket, purchasing multiple businesses. With his children not interested in running the business, selling Coker Tire to private equity made sense for Corky to retire. However, he notes that the move did not come without some unforeseen downsides.

“Private equity has a different attitude about people,” said Corky. “Most private equity firms hire smart people, but they don’t hire people from the industry very often. That is a big mistake because they tick off their customers, their suppliers and their employees. That is their dilemma, and they have come into our industry and paid a lot of money (for companies).”

Your Suppliers Are Extremely Important

Many companies focus on introducing new products and services to stay constantly ahead of their competitors. However, according to Corky, your relationships with your suppliers are just as important. You can create as many products as you want, but none of that matters if you can’t get the supplies needed to manufacture them. Solid relationships with your suppliers are a key to success.

“The hardest part of making Coker Tire a success was sourcing product. We developed products at great places, and we became partners with our suppliers,” said Corky. “That is what some of the private equity folks don’t get. They go and hire buyers from big corporations who believe everything is a commodity, and they try to save five cents here and there. We developed relationships with our suppliers to begin with, so I was always able to get on their production schedules.”

Quality Doesn’t Cost, It Pays

Coker Tires’ ability to grow and scale over the years has been impressive. Central to that growth was a relentless pursuit of quality with its products. While some may view quality as a cost, Corky explains that investing in it always pays off in the end.

“Quality doesn’t cost, it pays. The pursuit of the best you can do pays. People look for it, they desire it and they will tell others about it,” said Corky. “When you have a problem with a product, and you don’t handle it, that guy will tell seven people. If you have a product that is wonderful, you might be on a podcast with a guy who has your tires on his hot rod and loves them. Quality does count, and it does pay, and I am thankful for that.”

Advice for Entrepreneurs from Decades of Experience

Having built Coker Tire from a small family shop to a global leader in specialty tires, Corky’s knowledge runs deep. Thankfully, he doesn’t gatekeep any of that expertise that comes from decades of experience. His best advice for aspiring entrepreneurs is a simple mix of hard work, family and sticking to what you know.

“Make a list and be about it. Number two, do what you know and do it well. Work half the time, that is 12 hours a day. Pay attention to your family and don’t ignore them. I did when I was a young adult, and I was out on the road doing 200,000 miles a year on airplanes, etc. My kids grew up without me, and that is one of the reasons they didn’t want the tire company,” said Corky. “But that was God’s grace for me, too, by the way. I sold the company in December of 2018, and the market just started declining somewhat, then COVID happened, and it hasn’t been the same since.”

For this special episode, we decided to take a look back at some of our best episodes from “Only The Strong Survive.” Rather than just one guest, this unique episode features a multitude of leaders, authors, experts and entrepreneurs sharing their deep insights with host Dan Kahn. Give it a watch to see our favorite and most impactful moments from “Only The Strong Survive,” and we have even more in store for 2026.

A special thank you to our guests and viewers who have helped make it a great year. Here are our top five takeaways from this episode:

• Company culture is just as critical as the products you make.

• Running a modern business involves having lots of emotional intelligence.

• True leaders aren’t afraid to ask for help.

• Building a community around your brand is central for creating a connection with your customers.

• Ikigai is a path to happiness.

BluePrint Engines CEO Norris Marshall on Crafting Company Culture

Company culture is often overlooked in the drive to produce more products and create new ones. However, it is essential and should never be ignored. Recognizing this fact long before company culture became a more recent focus, Norris Marshall carefully built the right one. The move proved wise, as Marshall built a brand that employees want to be a part of and move forward.

“I guess the culture comes from me, how I want to treat our employees and how I expect our managers to treat our employees. I start with the idea that everybody wants to do a good job, and you just have to find a way to let them,” said Norris. “I also do believe that people are capable of a lot more than we realize if we challenge and encourage them. So, I am big on challenging and encouraging. I’ve got a lot of push, and I am not easy to work for. At the same time, I am on their side, and I want to help them. I think you need to make it personal, too. People need to know that you care about them, and when the moment arises to show that, you really need to show up.”

Hellwig CEO Melanie White on How Running a Modern Business is Different

Melanie White wasn’t always sure that she wanted to run the family business. In college, she pursued a degree in psychology instead of the “usual suspects” of business, finance or marketing. However, that choice proved to be a wise one, as running a business today is different. Now, understanding how to motivate and interact with a wide range of employees is just as important as technical business know-how.

“I feel like it (the psychology degree) has helped me quite a bit,” said Melanie. “Now, it is a very different time when businesses are lucky to have team members. So, it is a shift that we have to make that is subtle but really important. As a business, we have to look at how to motivate our team members, attract them and be a really good place to work.”

Not Your Average Joe’s Tim Herbel on True Leadership

Business leaders often have pretty big egos, and sometimes, rightfully so. However, that same ego that helped build a business can also destroy it. Thinking you know the solution to every problem is a surefire way to slow or reverse your brand’s growth. A true leader will recognize their limitations, ask for help and surround themselves with people who can assist them.

“Once upon a time, I had a lot of talent, and I knew it. The ego got in the way, and it wasn’t until I failed miserably at life and had some time on the anvil that I realized that I don’t have all the answers,” said Tim Herbel. “It wasn’t until I failed and learned from failure that I learned what leadership is. Leadership is about being transparent and saying, ‘I don’t know, and I could use your help.’ Learning to ask for help as a leader is hard. But if you do it, you get surrounded by a good team.”

Author and Marketing Expert Mark Schaefer on the Importance of Community

Brands can be hyper-fixated on the next great product or idea. However, building community is just as crucial for a company as its products. Developing a community creates a connection with your customers that keeps them consistently returning to your brand, rather than your competition.

“As human beings, we don’t just want community; we need community because it helps form our identities. No matter what happens in this world, if a brand can create a community, it is the ultimate emotional connection,” said Mark Schaefer. “People don’t just love your soft drink or your cosmetics; they love each other in a community, and they will literally belong to a brand.”

SEMA’s RJ De Vera on Ikigai

Ikigai is a compound of the two Japanese words “iki” and “kai,” which roughly translates to “a reason for living.” However, the concept of Ikigai builds on this translation by finding fulfillment through aligning one’s passion with their skills and talents. For anyone looking to start their career, RJ De Vera notes that Ikigai is well worth exploring.

“Everyone says to find your passion, but I think there is more to it than that. There is this philosophy called Ikigai. It comes out of Japan, and it is this idea that you merge your passion and your skill,” said RJ. “So, what do you love, what are you passionate about, what are you good at, what does the world need and what can you get paid for? My advice to people would be to find the center point of all of those things. If you love car culture, develop the right skill set in something that can help you make a living, which is hopefully something that this culture and world needs. I think that is where you find success.”

Having been passionate about cars since childhood, Peter realized that modern cars were quickly losing their character and were overburdened with technology. In response, he founded Gunther Werks in 2017. Zeroing in primarily on the Porsche 993 platform, Gunther Werks completely reimagines the 993 to perfectly blend modern technology with an analog driving experience. Today, Gunther Werks is well-known across the automotive world for pushing the boundaries of performance and bringing back the joy of driving with its meticulously crafted and highly sought-after vehicles, such as the Turbo, F-26 and the GWX.

On this episode of the “Only The Strong Survive” podcast, Peter discusses what it was like to build two successful businesses from the ground up and the vital lessons he learned along the way.

Click on the icon above to hear the entire insightful interview with host Dan Kahn, and here are our top five takeaways from the discussion:

• Success never comes easy.

• Entrepreneurship involves wearing many “hats.”

• Learning on the job and rapidly adapting is a key to success.

• Efficiently producing a product will be your biggest challenge.

• Don’t count on people changing their ways.

Expect to Struggle

Most people only see Vorsteiner’s current state as a highly successful brand. However, like many startups, there was a long struggle to get Vorsteiner where it is today. Success never comes easy, and you should expect plenty of adversity along the way. If you don’t like struggling, then entrepreneurship probably isn’t for you.

“It was quite a struggle, actually, trying to penetrate the market where people were used to buying from high-end German tuning brands, and here I was, an American-based brand, trying to make products for BMWs,” said Peter. “It was a struggle to convince people that our brand and our products were on the same level as our competitors. It took years for us to break through and penetrate that market.”

Expect to Wear Lots of Hats

Unless you have significant financial backing for the launch of your brand, you will have to fill many roles yourself. In its earliest days, Vorsteiner was essentially a one-person operation, with Peter handling product design, shipping, invoicing and everything else to keep the lights on. Even as the company grew, there wasn’t the budget for financial or management specialists. Peter had to fill these roles himself and try to learn on the fly.

“We were very lean top-down. It was mostly manufacturing and operational staff that I hired. I couldn’t go out and hire a CEO or CFO for $100,000 or $200,000 a year,” said Peter. “We didn’t have the budget for that, so I basically had to wear those hats myself and have people who were manufacturing the products and doing the operations and shipping to support me. I had to wear a lot of hats both operationally and management-wise in my earlier years, and I had honestly no idea what I was doing.”

On-the-Job Learning

Launching what was essentially a low-volume, high-performance bespoke car company with Gunther Werks was definitely a new direction for Peter. Hiring engineering experts and other specialists was a massive help in bolstering the areas where Peter needed specialized knowledge. However, a significant factor in Gunther Werks’ success was Peter and his team’s ability to quickly learn on the job and rapidly adapt.

“There is no book you can read from Barnes & Noble about how to build a car company. You have to learn on the job. Even if I were to work in the finance field and investment banking, just because I have a finance degree, it doesn’t mean anything,” said Peter. “Most of the learning actually happens on the job. You have to adapt and constantly be learning and constantly improving your processes. It is a never-ending process. I am learning every single day, and the more I learn, the more I realize how much I don’t know.”

One-offs are Easy, Production is Not

Most startups have a hyper focus on developing the products they will sell. However, Peter notes that the challenge isn’t coming up with a product or prototype, but rather how to produce it efficiently and on a large enough scale to make a profit. While they are entirely different products, the hard-fought production lessons that Peter learned with Vorsteiner were critical to the success of Gunther Werks.

“When you are building a concept car or a proof of concept or a show display vehicle, anybody can do that in their mom’s garage. It is actually not very difficult for me to build a one-off concept car. It is actually productionizing that car, which is really an incredibly painful challenge,” said Peter. “It is so difficult, and this is where most of the car builders fail. They build a one-off car, and they don’t know how to productionize it and make money doing it. This is why you see so many car builders, a majority of them, fail after two to three years.”

Don’t Try to Change People

One painful lesson that Peter has learned through hiring people for both his companies is that people don’t really change. While most of us want to mentor and develop employees, it can be nearly impossible if the person is unwilling or unable to change. For Peter, holding onto substandard employees with the hope that they might one day change their ways is a recipe for failure.

“One of the things I have learned from hiring hundreds of employees for both of my companies is that it is very difficult to change somebody. I thought, ‘Okay, he could work out, and I can change him and mold him into what I want him to be.’ I would say that is almost always a recipe for disaster,” said Peter. “I think that is the biggest mistake I have made when dealing with poor-performing employees who didn’t have the right vision, and I thought I could change them. I wasted many years trying to mold these people, and it just didn’t work out in the end.”