Saint-Jean Hyundai increased average F&I profit by $500 per transaction after implementing August. The result came from a more disciplined operating model: more structured in-person customer conversations, tighter follow-through, weekly team reviews, and a higher standard of execution across the department.
In F&I, performance comes down to discipline. Saint-Jean Hyundai needed a more consistent way to capture in-person customer conversations, maintain strong follow-through, and hold a high standard across every transaction.
With August, Saint-Jean Hyundai increased average F&I profit by $500 per transaction and built a more disciplined F&I operation. The team captured in-person customer conversations, scored them against their playbooks, and used those insights to improve coaching and execution. Leadership gained better visibility, follow-through became more consistent, and successful strategies became easier to repeat across the team.
August helped Saint-Jean Hyundai get more value out of every in-person customer interaction. Instead of relying on memory alone, the team had a more reliable way to capture details, preserve context, and follow through with greater precision. That made each customer conversation more actionable and reduced the likelihood that important opportunities would be lost between discussion and decision.
This improved both the customer experience and the business outcome. Customers received clearer, more thoughtful follow-through, while the F&I team operated with greater consistency from one transaction to the next.
Every customer conversation became a chance to improve. With August, we could capture conversations, measure them against our standards, and coach the team in a much more targeted way.
— Finance Director, Véronique Fiset
Weekly in-person customer conversations were reviewed as a team to identify the strategies producing the best results and apply them more broadly across the department. August reports were also reviewed regularly by finance managers and directors to monitor performance, uncover coaching opportunities, and reinforce continuous improvement.
This created greater rigor across the operation. Every transaction received the same standard of effort, shortcuts became less common, and top performers helped raise the level of the entire team by sharing what worked.
The biggest shift was discipline. Once we started reviewing in-person customer conversations and scoring them against our playbooks, coaching became more objective, more consistent, and much more effective.
— Training Partner, Benoit Mellillo
Saint-Jean Hyundai did more than improve profitability. The dealership built a more disciplined F&I operation, where customer conversations were captured more effectively, best practices were reinforced more consistently, and leadership had the tools to coach with precision.
The result was not just higher profit per deal, but a stronger team and a more scalable standard of performance.