Padula really can't remember a time when he didn't want to be in the body shop. "As a little kid, I knew I wanted to run the body shop. I've always had an interest in cars," he says. John worked with his father on Saturdays since he was 10 years old. Later he spent summers in the shop all through high school. Two months into his senior year, his dad died.
"My mother wanted me to go to college, because the body shop business wasn't that great at the time," Padula says. "We were going through the same thing economy wise as we are today and we saw our number of employees – 16 — drop to two. She said it was not a good business to be in, not profitable."
But her advice fell on deaf ears, and Padula pursued his interest in the shop and ran it during his senior year of high school. His aspiration paid off, as he's now in his 32nd year with the shop, currently as president. And his mother, Mary, still works at the shop one day a week.
While modest updates have been made to the equipment, the employee base has increased to eight. Most employees have some I-CAR training.
"We've got great craftsmen in the body shop," Padula says. "One guy has been employed with us since 1974. Our manager, Kevin Donaldson, has been here five years, and our painter, probably 16 years. A painter who died five years ago had been with us since 1967.
"The goal is to eventually add more employees, but with the way the economy is going, we're not going to jump on that anytime soon," he adds.Keeping employees happy has been pretty simple and straightforward for Padula. "Create an environment they enjoy coming to every day. Offer labor incentives, such as bonuses if possible. Always provide training as an option as well."
Padula, who has a business degree from the University of Akron and extensive training from ASAMI Management Institute, believes his personal management style — a down to earth, level-headed approach that always gives people the benefit of the doubt — goes a long way with his employees. "Respect is very high on my list," he says. "Respect people for who they are. They are respected for their expertise, and they respect me for my knowledge."
As a result, turnover is practically nonexistent. Padula has been able to lighten his load as a result of the well-managed operation. "I come and go as I please, usually spending about 15 hours a week in the shop. It helps that I have an excellent manager in Kevin Donaldson who came to us from a big-time DRP dealership," he says. Donaldson's management has freed up Padula to branch out and diversify into consulting other businesses — not necessarily body shops — in how to work more effectively with insurance companies.
Down the road
A better economy might translate to some equipment upgrades, but for now, Padula has learned to be content with what's on the floor. "We update as needed to remain profitable." That includes the management program, new computers, and an electronic measuring system in the last several years.
Padula has considered a new semi-downdraft paint booth. "Ours was state of the art in 1989 when we bought it. But right now, we just can't justify the money for a new one. We turn out top-notch quality product with the booth we have. If you have to justify why you're spending $100,000, you probably shouldn't do it."
Padula said the shop has a reputation of maintaining a consistent product. "We've heard the rumor: 'If you want it done right, go see Padula's. Customers know we are looking out for their best interest.
"We have to make sure the product that goes out the door is consistent," he adds. "Word of mouth goes a long way. For example, we had a physician come from 90 miles away to have us inspect and repair her van that had 'drivability' issues. She drove it for 9 months and the place where she had it repaired said there was nothing wrong with the van. Although the van ran fine, it just did not "handle" the same as when it was new. We ended up fixing the van. When she drove it home, she called to tell us how well the van drives now."
Advertising and Padula go hand in hand. "It is crucial to keep your name out there. Although your reputation keeps the business going, if people hear you on the radio, see you on cable, your name will remain visible."
And the Web site serves its purpose to advertise as well (www.collision-pros.com/).
As for lessons for potential shop owners, Padula stresses conducting a thorough and in-depth study of the marketplace and what is entailed in running a body shop. If you're still moving forward, he recommends joining the Coalition for Collision Repair Excellence (CCRE), an organization where he has spent much time educating himself.
"I've remained involved in a number of trade associations since leaving college. And don't be afraid to 'fight' for what is good and honorable and right. Just recognize that your opinion or voice may be singled out as a threat if you don't go along with what the new wave is," Padula says.
What has truly kept Padula successful? He points to his belief and faith in God, striving to do what is right, standing up for the principles that have stood the test of time, and working for excellence.
"All of these will allow you to set a good example, be the measuring stick for the marketplace, and allow you to beat the odds," he says.
