The Marine Retailers Association of the Americas (MRAA) recently attended the digitalNow 2025 conference by Sidecar — a premier gathering of association leaders focused on harnessing artificial intelligence to drive innovation and improve member engagement.
Through immersive sessions and collaborative networking, MRAA gained actionable insights to strengthenAIMIE, our intelligent member experience platform and refine our content strategy. The conference provided a unique opportunity to explore how AI can be practically applied to better serve our members and elevate the boating industry.
(From left) Jerrod Kelley, MRAA Content Manager and Matt Gruhn, MRAA President, — seated with Mary Byers, CAE, CSP and author of Race for Relevance: 5 Radical Changes for Associations — attended Sidecar’s digitalNow 2025 conference in Chicago. Recognize a familiar face in the background? Yes, that’s Dealer Week 2025 SME Marcus Sheridan!
Programming That Delivered
The digitalNow programming struck a rare balance:
Forward-thinking enough to challenge assumptions.
Practical enough to leave with concrete ideas ready for implementation.
Thought-provoking enough to move beyond “What is AI?” to “How can AI work for us?”
It was a firehose of insights — much like Dealer Week can be for you dealers — and that’s exactly what we needed to stretch our thinking and vision. Learning is essential to our development — from daily sessions to deeper dives!
Shoutouts That Matter
While the entire SME lineup was strong, a special shoutout goes to the Grennans — Connor and his son Finn. Their father-son perspective on AI from both seasoned and emerging lenses was refreshing.
Finn’s stage presence and insights gave us hope for the future of AI and critical thinking. As a father of a 16-year-old, it was a confidence boost in the next generation of leaders.
And of course, Marcus Sheridan wowed the crowd. We’re excited to see him bring that same energy to Dealer Week next month in Tampa!
Human Connection in an AI World
Despite the tech-heavy focus, digitalNow reinforced the importance of human connection — a theme we also explored at the Discover Boating Marketing LeadershipSummit in October.
From breakfast chats to foyer conversations and bowling, the event fostered genuine relationships. It was a powerful reminder that even in an AI-driven future, relationships remain the foundation of everything we do.
By Chris Dominis, Manager of Customer Success & Enterprise Engagement, Motility Software Solutions, an MRAA Platinum Partner
No matter what happens across the marine industry, one thing holds true — your team is your dealership’s foundation. Without a dedicated, well-equipped workforce, it can be difficult to meet rising customer expectations. While product and pricing matter, the experience you deliver is what will set you apart and keep customers coming back.
From the service bay to the sales floor, every customer interaction is shaped by how well your team works together. But a strong, high-performing team isn’t just about hiring well. It comes from creating a work environment where employees feel supported, well-connected and satisfied.
Improve Employee Retention
Employee turnover is expensive because of hiring and training costs, as well as lost productivity, lower morale and inconsistent customer experiences.
To improve retention, start by understanding what drives employee loyalty and what drives them away.
What Improves Employee Loyalty
Although pay matters, it’s not the only reason employees stick around. In many cases, work culture outweighs compensation. A few key factors that keep employees committed are:
Growth and Recognition: When people see opportunities to grow and feel appreciated for their contributions, they’re more likely to stay on the team.
Efficient Modern Tech: Investing in helpful tools that simplify daily tasks, like a dealer management system (DMS), prevents job fatigue and ensures greater employee productivity. For example, using the system, employees can easily keep track of customer interactions, set reminders, improve communication and streamline daily tasks by bringing all customer data onto one accessible platform.
Ask for Feedback: Encourage employees to communicate their ideas for improvement at your dealership. If you’re MRAA Certified, you can use the Employee Satisfaction Survey (ESS) to get honest, actionable feedback from your team.
In short, compensation matters, but it’s rarely enough without a supportive work environment.
What Pushes Employees to Leave
Being in a toxic or uncomfortable work setting can quickly make employees reconsider their roles. When daily frustrations add up, even the most dedicated team members may start exploring new opportunities. Causes of unpleasant work experiences include:
Poor Communication and Lack of Collaboration: When your departments operate separately, frustration and inefficiency tend to follow.
Lack of Professional Development: Employees who feel stuck in their position or unsupported by leadership often seek growth opportunities elsewhere.
Discomfort Among Departments: Tension between departments or overly complicated processes can cause a steep drop in morale and job satisfaction.
Addressing these issues proactively will create a workplace where employees feel valued and motivated to stay.
Strengthening Your Departments
Disconnected departments can be damaging to productivity and efficiency. Here’s how to bridge gaps and build strong partnerships:
Start With Service
The service department is the foundation of your dealership. Lags in turnaround time, missed communication, or a lack of consistency between service and sales can stunt productivity. To help your team, consider:
Boosting Daily Accountability: Use simple scorecards or real-time dashboards to monitor progress, cycle times and backlog.
Enforcing Ongoing Training: Provide regular reviews for technicians and service staff, not just on mechanical skills, but on customer communication, documentation and system processes.
Providing Incentives: Reward quality work, timeliness and internal teamwork, with recognition.
When the service department runs well, the rest of the dealership will too.
Connect Departments
Even the best run dealerships can fall short if the departments aren’t working together. Sales, parts, service and finance may serve different functions, but things run better when they’re aligned. Here are a few ways to strengthen interdepartmental collaboration:
Cross-Departmental Meetings: Set up weekly dealership-wide check-ins to talk through roadblocks and customer feedback.
Job Shadowing and Rotation: Let employees spend a day in other departments so they understand how decisions and actions elsewhere affect their own work.
Shared Metrics and Goals: Tie departmental KPIs together (e.g., service write-ups that go to sales, parts availability that impacts service).
Unified Communication Tools: Use a central platform to share information seamlessly across departments.
Evaluate Current Processes: There’s always room for improvement in any organization. By identifying inefficiencies in your current operations, you can drive positive development for your dealership.
In the marine dealership world, your people are your power. When every department feels like they’re part of the same mission, employees will feel encouraged to cooperate rather than compete. Exceptional teamwork and efficient systems are what will continue to set your dealership apart.
About the Author
Chris Dominis, Manager of Customer Success & Enterprise Engagement for Motility Software Solutions, has over 20 years of experience in software and support within the RV and automotive industries. He brings extensive expertise and valuable insights to the specialty dealer space. In his current role, Chris collaborates closely with Motility’s largest dealers, helping them maximize the capabilities of Motility’s DMS to drive business growth and improvement.
His previous roles include serving as the information technology and national parts manager for a large, multi-location bus dealership and working as an independent IT consultant for multiple dealerships.
As the sales season winds down and storage and winterization pick up, the tempo inside boat dealerships often does the opposite — it speeds up. Yard moves stack up, trailers cycle in and out and service bays fill with winterization tickets. That’s exactly when risk spikes. Slowing down — and enforcing strict, repeatable procedures — protects three things that matter most: your physical inventory, customers’ boats in your care, custody or control (CCC) and your people.
The biggest losses in our industry routinely trace back to hurried movements and inconsistent processes: boats bumped or dropped, trailers unlatched or unchocked, units stored improperly and service shortcuts that lead to failed winterizations. When winterization and storage demands increase, use these tactics, processes and checklists to avoid chaos and messy shortcuts and keep things slow and steady for your team this fall.
Why ‘slow’ is actually faster
Taking an extra minute to verify a coupler pin or to double-check a winterization checklist is cheaper than days of rework, angry calls, insurance deductibles or a workers’ comp claim. For example, a deliberate pace reduces:
Physical damage to inventory and customer boats (yard dings, transom and lower-unit impacts, trailer tongue drops)
CCC exposure from preventable mishaps and undocumented pre-existing damage
Employee injury from line-of-fire incidents, slips, crush points and heat-gun burns
Service errors — missed drains, wrong antifreeze concentration, forgotten batteries or seacocks — that cause failed winterizations and spring comebacks
Non‑negotiables for moving boats & trailers
Codify a Yard Movement Protocol and train to it. Additionally, post it where moves begin and empower anyone to stop a move if something feels off.
Stop‑work authority: anyone can pause a task without penalty
PPE basics: eye protection, gloves, slip-resistant footwear and hearing protection around grinders and travel lifts
Heat‑gun protocols for shrink wrap: distance, shields and fire extinguisher within arm’s reach
Near‑miss reporting: a one‑page form; celebrate submissions to learn before losses happen
Measure what matters (weekly scorecard)
Yard incidents per 100 moves
Rework rate on winterizations (% of jobs reopened)
Failed winterizations (freeze damage) per 100 jobs
Near misses reported and closed with corrective actions
Checklist compliance rate from random audits
Quick reference: moving a customer’s boat (sample mini‑checklist)
Verify unit vs. work/storage ticket; photos taken
Assign spotter, test radios/hand signals
Walk‑around: gear secured; clearances confirmed
Hitch-5 completed; jack stowed; safety chains crossed; lights checked
Chocks ready; path clear; speed ≤ yard limit
Park: chock wheels before unhooking; tongue jack down and stable
Final condition check; update movement log
Slow, steady & deliberate
Bottom line: Fall is not the season to “make up time.” It’s the season to make fewer mistakes. A deliberate pace, backed by checklists and visible controls, lowers CCC exposure, preserves inventory, prevents injuries and reduces spring rework. Slow and steady doesn’t just win the race — it keeps your boats, your customers and your team whole for next year.
About the Author
Mitch Belter holds a bachelor’s degree in risk management and insurance from the California State University, Sacramento Business School. Over the past 26 years, he has focused exclusively on the recreational marine industry—partnering with boat dealerships, marinas, manufacturers, watersports associations, and professional anglers to develop tailored insurance solutions that address their unique exposures
Born and raised in rural Northern California, Mitch spent every summer boating, camping, and enjoying watersports on Trinity Lake—a tradition he now continues with his own family.
Trucordia Marine, is the dedicated marine vertical of Trucordia Insurance, bringing together over 85 years of combined marine insurance expertise backed by an $8 billion+ premium platform. Trucordia is the group name for a top 20 U.S insurance brokerage. The Trucordia companies offer a broad array of commercial and personal lines, life and health, and employee benefits insurance solutions. For more information, visit trucordia.com.
• KICKER style! Proven workforce tactics and 6 leadership tips to help you build culture and create community
By Marilyn DeMartini, Marine Industry Marketer & Journalist
Attrition is not a problem at KICKER. The average tenure at the company is 14 years, compared to the quoted industry average of two years. But then there’s also a sizable skeleton crew that has been with founder Steve Irby, since the beginning, when he and a friend started Stillwater Designs, KICKER’s corporate umbrella, in a garage, in 1973.
To uncover the secret to KICKER’s retention, we spoke with Global Trainer John Myers, who is celebrating his 29th year and Aaron Malin, Global Training Manager, who has been with the company for 19 years. They explained why after 50 years, Steve Irby is still Kickin’ it every day in the company’s Stillwater, Oklahoma headquarters.
Leadership Tip 1: Build your dealership culture from the top-down to establish long-term loyalty. KICKER has led with passion from the start helping it to avoid turnover’s frequent and revolving door. Leading from the top daily with strong values — and without micromanaging tactics — can help you overcome your workforce challenges. Leadership’s willingness and desire to be present can boost trust.
A Little Background
KICKER/Stillwater Designs started with Steve Irby being a “Beatles-inspired” garage band teenager with a passion for transmitting music with concert-like quality — just as the recording artist envisioned it. He began building large event sound systems but got sidetracked in 1980 when a friend with a music store asked him to build one of his full frequency range sound boxes for his truck.
The success of the truck sound system, which reportedly “Kicked @$$, changed the name and the focus of the company, which flourished during the conversion van, oil and rock ‘n roll boom of the 70s, 80s and beyond. KICKER built its reputation on sound clarity and is known for its resounding bass, created by strong lower frequencies converted to sound waves by speakers, woofers and subwoofers. The company won numerous sound competitions as it grew into a powerhouse in the automotive and powersports fields. KICKER even developed the popular GMC MultiPro™ audio system that brought a strong KICK to Americans’ infatuation with tailgating.
The Marine Audio side of the business began more than 20 years ago with a quick learning curve on developing a purposefully-built Real Marine™ quality product. KICKER Marine Audio set the gold standard for durability, reliability and a strong warranty, relying on its design, engineering and use of top-technologies, talent and materials.
Today, KICKER’s impressive 280,000 square foot headquarters in Stillwater, sits on a lake, housing a lobby showroom, museum and various sound testing facilities. Irby and his mentees listen to each system before releasing it to the public. Over 200 team members work in design, engineering, service, sales and quality control. They provide components to over 2,000 authorized dealers internationally in more than 50 countries.
KICKER Founder Steve Irby makes daily appearances and engages employees at the company headquarters located in Stillwater, Okla. Photo by Chris Peters, The Stillwegian
The KICKER Culture – God, Respect, Family, Trust
“We live the culture, we don’t talk about it,” says Malin, and part of that spirit is immediately reflected on entering the lobby of the KICKER headquarters where “Soli Dio Gloria,” Latin for “Glory to God Alone” is inscribed in stainless steel on the granite floor. “Christian values are part of who we are,” Malin further explains, “We don’t flaunt it, but we don’t hide it.” The resulting camaraderie and confidence are palatable when visiting KICKER as each team member radiates an amiable contentment, stemming from true satisfaction in what they are doing as well as where.
Natural light fills the modern building and the landscape is strikingly colorful, beautiful and inviting. It’s ideal for lunchtime walks around the lakefront. On the interior, KICKER product becomes artwork adorning the walls, including in the lobby showroom, filled with celebrity vehicles loaded with KICKER equipment. The infamous “Wall of Boom,” — an impressive and massive assembly of speakers, woofers and subs — demonstrates the raw power of KICKER sound. It seldom blasts to full volume. Its 23,000 watts of sound can shake the windows of area neighborhoods, testing the “Golden Rule.” Special events end as early as 6 p.m. to honor and respect neighbors’ quiet time.
Respect and family are integral to KICKER Culture. Bart Deal, VP of Product Strategy and OEM, has said, “The job supports the family, not the family supports the job.” On occasion, Deal may excuse himself from a meeting to take a call from his wife. He respects others in the room, but his teammates understand that his spouse would not call unnecessarily.
“There is a lot of leniency to take care of family first,” says Malin, adding that clemency is built on trust.
Leadership Tip 2: Respect and flexibility create happy, balanced employees. KICKER’s family-first approach and compassion for others builds unity and trust. So often, when you support employees in caring for their families it has an impact on their work life. Employees are more engaged, value and appreciate these small-but-important levels of leniency.
Freedom to Take Action
Myers shares a story that impacted his early career, “The day I started here, they gave me a key and an alarm code and said, ‘It’s yours, do what you want to do!’ I always worked on people’s cars and was busy, so I worked a lot of nights and weekends in the shop, doing installations.” One day he ran into Steve Irby who said, “Do you like it here? I heard you were working on cars here for other people.”
“I got scared, thinking I was going to get fired, but I knew I had to be honest and admitted that I was working on cars in the KICKER shop. He said, ‘I need some work done on my car, but if you don’t want to do it, it’s OK. I’m happy to pay you for it.’”
KICKER employees look forward to the annual Fourth of July picnic that includes games like cornhole, food and choice seats for the Boomer Lake fireworks show.
Myers learned that Irby’s stereo had been broken, but he didn’t want to bother anyone there with it. While Myers quickly fixed the car and established a deeper relationship with Irby, imagine the owner of a premier sound company, driving with a broken stereo out of consideration for his employees. That insight demonstrates the top-down respectful culture of KICKER.
Malin says staff members are coached to do what you think is right and if it’s wrong, tell somebody and don’t do it again. “We are allowed to screw up because a lot of innovation comes from screw ups,” adds Malin. Such leniency shows KICKER giving people the freedom to take action and responsibility. When asked about employees who have been fired, Malin laughed, “You have to do something really stupid to be asked to leave!”
Leadership Tip 3: Support them with real autonomy or ownership of their role and responsibility. Allowing your team to fail, learn and grow — together — is an essential trust builder. It can help reinforce that you not only believe in them, but need them as mission contributors. Onboarding new service advisors or technicians while allowing room for screw ups empowers them and enhances decision-making.
KICKER celebrates family year-round, hosting an annual July 4 picnic at the facility. The event has games, a cookout and prime seats to watch fireworks explode across “Boomer Lake.” An elegant Christmas party is also a highlight for employees and spouses. Dress up is optional as KICKER is a “casual company.”
Company benefits are also family-friendly, including a Christmas bonus, 401K plan, profit sharing, funded health, disability and life insurance. KICKER, an MRAA Platinum Partner, believes in treating and rewarding people well — the result is appreciation and loyalty.
Leadership Tip 4: Go beyond the baseline benefits if you can. To do so, though, don’t guess at what your team wants and needs — ask them! Do an employee survey to pinpoint low-cost and valuable improvements. From family-based perks to more scheduling flexibility, give your team a voice to share their priorities. Ultimately, it should turn up morale.
Community — Caring, Sharing & Giving Back
Irby and his wife, Becky, lead by example, encouraging employees to participate in the Stillwater community. They generously support the area United Way, donating and serving on the Board. Other staff commit time to city government committees and boards. KICKER support work contributed on company time. Team members voluntarily give back to help improve the community in which they live.
KICKER also supports its hometown Oklahoma State University Spears School of Business. KICKER has hosted “Startup Weekends” in conjunction with the University’s Riata Center for Entrepreneurship. Students enter a competition and come to the offices and for three days. They work alongside KICKER staff to develop new business presentations. They also meet mentors, possible investors, partners and learn how to launch a business.
Additionally, KICKER backs the OSU sports teams and coaches, equipping the ski team’s boat with KICKER gear. They help faculty and students with installations on their vehicles and vessels.
The KICKER Soundstage — part of the Block 34 community connection effort — features local acts and national bands Photo by Chris Peters, The Stillwegian
Every month, area car enthusiasts gather at KICKER for “Hot Rod Friday,” to share their passion and cruise to lunch together. KICKER plans to add “Motorcycle Monday” soon.
A major example of giving back to the community is “Block 34,” a 10-year public-private development project of a vacant city block, spearheaded and largely funded by Steve and Becky Irby. They had experienced an interactive park in Boulder, Colorado and sought to replicate it in Stillwater. They worked with the City, a local bank and other stakeholders to create The KICKER Soundstage, an amphitheater for use by national acts and local bands. The park also features a splashpad and beautiful play space. On opening day, July 26, 2025, as Irby watched kids playing, he was quoted to say, “This is what it’s all about, you know, this is what we’re here for.”
Another example of the KICKER team in community support occurred during the pandemic. KICKER received pallets of face masks from an Asian supplier. It then donated them to area hospitals and urgent care centers. In addition, the company let staff choose between working from home or coming to the office with mandatory safety protocols in place.
Leadership Tip 5: Your dealership knows how to do events, from in-house boat shows to demo days. However, do you allow your workers to find time for dealer-supported, community-based efforts? How often do you let them give back and serve their community and go beyond the daily grind? They remain associated with the brand while actively adding value beyond their job description.
The KICKER crew volunteered to clean up the community as part of the company’s support of the local United Way.
Charity Begins at Home
For its own corporate community and family, KICKER hosts a Sound Quality Competition for the International Auto Sound Challenge Association (IASCA) and Mobile Audio Sound Quality (MASQ), both trade groups that set standards for the industry. KICKER invites the community, and the parking lot rocks all day until the 6 p.m. quiet time.
KICKER also hosts bi-annual trips to reward top-ranking dealers, both big and small. The group has enjoyed cruises to exotic islands, and for the past few years, an all-expense paid trip to Puerto Vallarta, Mexico, that included KICKER’s sales and marketing team, along with spouses. The company commandeers the entire Hard Rock Hotel, and employees leave business and training behind to fish, lounge and forge camaraderie. Irby attends, mingling with dealers and staff as his people are part of his passion.
Irby’s passions for music, sound and business are fundamental and extend to his immediate family. Irby’s son Joel owns the Stonecloud Brewing Company in Stillwater and while embracing his father’s passion, he was free to pursue his own, which include brewing beer and climbing mountains. The two men co-exist happily, proud of each other’s accomplishments.
Distributors and dealers from Australia are part of the KICKER “family” and make up the circle of care Irby cherishes.
Contagious Leadership from the Top
An employee once asked Irby, “Why do you do this? After building a large, successful company, most people are eager to sell out and move to the beach!” Irby’s response was insightful and clear. He relayed that he loves what he does, “If I didn’t own KICKER, I’d have to pay someone to do what I do!” He also explained that 200 families rely on KICKER and he wouldn’t be able to protect them if he sold the company. In addition, hundreds of stores sell KICKER and hundreds more manufacture the product so in reality, there are thousands of people who count on KICKER to support their families. Such is the powerful motivation for a man who could retire but chooses not to.
Irby demonstrates the KICKER Culture through his leadership. It trickles down to each of the 200+ members of his team. God, family, respect, trust and passion result in loyalty, long-term commitment and enjoyment of doing a job well. No wonder no one leaves KICKER, it’s like home.
Leadership Tip 6: How do you celebrate team successes? Your leadership’s recognition, from incentive trips to team cookouts, builds up your team and reinforces your belief in them.Furthermore, it strengthens your culture. Remember, it’s your team, your brand and your culture that makes you unique, not necessarily the products you sell. Investing in your staff improves your workforce and the experience of your customers.
About the Author
Contributor Marilyn DeMartini has been a marine industry marketer and journalist for nearly 30 years. She writes for a variety of marine consumer and trade publications. DeMartini hosts “Factory Fridays” tours for Boats.com and conducts video boat reviews for Boat Trader and Yachtworld.
• Why proactive marine industry hiring strategies will set up your dealership for success
By Amanda Funk, Founder, Compass Maritime Group, an MRAA Partner
Building strong sales and service teams in the marine industry has become one of the biggest challenges facing dealerships today. Candidates are scarce, competition is fierce and the roles themselves are changing. The traditional methods of hiring simply don’t work anymore. There are more open positions than available candidates, and dealerships need to stand out to appeal to qualified candidates. So how do you attract and keep the right people? It starts with rethinking the way we hire.
Identify Your Hiring Needs Early
Most dealerships don’t plan to fall behind in hiring. They just wait until a vacancy or busy season forces their hand. That’s reactive hiring: rushing to fill a seat instead of strategically building a team. Proactive hiring looks different. It starts with a clear understanding of what your dealership needs, not just today, but three to six months from now. It means asking questions like:
Which positions are critical for spring operations?
Who might be retiring, relocating or moving into a different role?
Where do we have growth opportunities that need the right people in place to support them?
When you plan ahead, you gain options. You can take time to recruit selectively, train properly and onboard effectively. You can create internships or part-time roles to build your future talent pipeline. Reactive hiring costs more. Not just in wages, but in lost efficiency and morale. Proactive hiring saves time, protects your culture and ensures you’re ready when business ramps up.
Market the Opportunity, Not Just the Job
We spend plenty of time marketing boats, but what about marketing our careers? Job seekers respond to stories, not checklists. A posting that says “Service Technician wanted. Competitive pay. Must have experience” won’t stand out.
Instead, describe the purpose: “You’ll play a key role in keeping our customers on the water diagnosing, repairing and fine-tuning the boats that bring families joy all season long.” For sales roles, highlight the opportunity and lifestyle: “If you love the water and enjoy helping people find their perfect boat, this is a career that lets you share that passion every day.” Think like a marketer. Emphasize what makes your dealership unique: your culture, team, values and connection to the water. That’s what draws people in.
Expand Where and How You Look
The best candidates aren’t always scrolling job boards. Many are working in adjacent industries such as automotive, small-engine or outdoor recreation where their skills translate easily. Consider these recruiting channels:
Referral programs: Reward team members for bringing in quality candidates.
Trade schools and technical programs: Students are eager for hands-on experience and can grow into full-time techs.
Local partnerships: Sponsor a class, speak at a school or host a “Marine Industry Career Day.”
Social media: Post short videos featuring your team in action. Real faces and authentic enthusiasm are your best advertising.
Recruiters: Partnering with an industry-focused recruiter can expand your reach, screen candidates efficiently and free up your managers to focus on customers. A good recruiter should feel like an extension of your team, not a replacement for it.
You don’t need every channel, just the right ones, used consistently.
Hire for Culture, Train for Skill
The best hires aren’t always the most experienced; they’re the most teachable. Technical ability can be developed. Drive, integrity and curiosity cannot. “Some of my best hires were those with the least amount of experience,” Amanda Funk recalls of her days as a marine retail store manager.
Get a helpful staff planner template from Compass Maritime Group.
During the interview process, focus less on checking boxes and more on uncovering motivation, character and cultural fit. Instead of asking, “Do you have marine experience?” try questions that reveal how candidates think, learn and interact.
Build a Structured Interview Framework
A good interview process should be intentional and repeatable. Every candidate should move through the same core steps:
Initial phone screen: Confirm basics: availability, interest and communication style. This can be done by a manager or recruiter and helps you quickly identify candidates worth pursuing.
In-person interview: Dive deeper into experience, problem-solving and attitude. Include at least one situational or behavioral question that relates to real dealership life.
Team involvement: Bring a few existing team members in and let them ask a question or two. Culture fit is a two-way street. This step helps both sides gauge whether it’s the right match.
A structured approach not only creates consistency but also reduces bias and speeds up decision-making. When using an industry-focused recruiter, much of the interviewing is done for you, and only the top candidates are presented for your final review.
Look Beyond the Words
Pay attention to tone, curiosity and confidence. A candidate who asks thoughtful questions, “What kind of training do you provide?” or “How is success measured here?” is demonstrating long-term interest. Body language matters too. Are they engaged? Do they light up when talking about teamwork or customer service? These cues often predict job performance better than technical credentials alone.
Close the Interview Strong
Every interview should end with clarity. Explain next steps and your decision timeline. Be transparent about what the role entails including seasonality, expectations and growth opportunities. Even if you don’t extend an offer, every candidate should leave with a positive impression of your dealership. That goodwill strengthens your reputation in the local labor market.
Get a sample sales and service team interview questions from Compass Maritime Group.
Hiring in the marine industry isn’t getting easier, but it can get smarter. By shifting from reactive to proactive hiring and treating every position as a story worth telling, dealerships can build marine workforces that reflect the passion and professionalism of our industry. As the season winds down, use this time to review your dealership hiring strategy, strengthen your job postings and build your candidate pipeline. When spring arrives, the dealerships with prepared crews will be the first ones off the dock.
About the Author
Amanda Funk founded Compass Maritime Group, a workforce development and business solutions firm serving the recreational marine industry, after 23 years of working in various roles throughout the industry. Through Compass Maritime Group, she helps dealerships, marinas and service operations attract, hire and retain the right talent to keep their businesses growing. During her time off, you can find Amanda cruising the Chesapeake Bay on her Sportsman Heritage with her 5-year-old daughter and 4-year-old son. They enjoy anchoring and swimming, trot lining for blue crabs and fishing. With her family, Amanda also enjoys spending time in the mountains of Western Maryland, where they hike and spend sunny days at the lake.
Highlighting a workforce tactic based on expert guidance from SHRM HR leader Gloria Sinclair Miller, a previous Dealer Week educator
Morgan Wallen put out a hit country song in 2021 titled “Bandaid on a Bullet Hole.” Essentially, his song croons about a failed relationship and the many ways he (or people in general) try to fix their critical problem with quick or temporary solutions. In your world, an example would be your marine tech duct taping a busted prop on an outboard motor, hoping it will save your customer’s fishing weekend. It’s not a sound decision even if it would provide a very short-lived “fix.”
The marine industry and dealerships have struggled with workforce pain for years. The good ones — those who excel at employee retention and building workplace culture — know it takes real effort, NOT an adhesive bandage. Half-hearted efforts lead to half-hearted results.
Moreover, failed fixes can amplify burnout and erode trust, leaving your team discouraged and seeking greener grass elsewhere. That’s why you need proven tactics that help your team stay committed (loyal), productive and delighted to perform. Their satisfaction directly effects your company culture and customer experience. By taking a proactive stance to engage them, you will not only enhance their creativity and innovation, but also boost retention.
Consider taking proactive steps to manage your workforce and engage your employees to gain trust and vital feedback to truly know them!
Here’s a tactic to consider adding to your dealership’s employee connection efforts.
Run Quarterly Stay Interviews + Pulse Checks
Stay interviews aren’t done to try to keep an employee who is set on leaving. No, according to Gloria Sinclair Miller of the Society for Human Resource Management (SHRM) they are done quarterly to engage, build trust and bring to the surface issues that create pain for your employees.
It’s wise to schedule short 20-minute check-ins with every team member each quarter to capture their pulse. You seek to grasp their current state of happiness and to record genuine feedback. Additionally, do so without blame or condemnation. Listen intently and take action. Gloria calls it “knowing your talent.” Futhermore, through this level of frequent communication, you can do that WITH buy-in.
Take Action and Engage
Watch Gloria Sinclair Miller’s complete course “Rethink How to Engage and Hold on to Your Employees” on MRAATraining.com, where you will unlock more expert insights and workforce guides you can roll out as part of your 2026 plan.
The Marine Retailers Association of the Americas (MRAA) celebrates an incredible achievement for our industry’s advocacy efforts — the industry’s political action committee, BoatPAC, has set a new all-time fundraising record! Thanks to the generosity of more than 400 donors across the recreational boating industry, BoatPAC raised $359,000 during the 2025 fiscal year, surpassing last year’s record and marking the most ever raised in a single year.
Supporting & Protecting Boating Businesses
This milestone comes at a critical time. With the 2026 midterm elections quickly approaching and key issues facing our industry on the line, these contributions ensure the recreational boating community speaks with one strong, unified voice in Congress. Moreover, BoatPAC’s work helps strengthen relationships with policymakers, advocate for the more than 800,000 American jobs supported by recreational boating, and protect the future of boating businesses across the country.
“The MRAA thanks each and every one of our members and staff who contributed to the BoatPAC and helped us break our previous fundraising record,” said Matt Gruhn, MRAA President. “Supporting BoatPAC is crucial in helping us maintain and improve our relationships on Capitol Hill, allowing us to support our champions and advocate for industry priorities.”
The MRAA extends a special shoutout to our board of directors, who achieved 100% participation in supporting BoatPAC this year. It’s a powerful reflection of their leadership and dedication to advancing our industry’s advocacy goals.
Get Involved: Connect with BoatPAC at Dealer Week 2025
Looking for an opportunity to connect with industry peers and celebrate this milestone in person? Join BoatPAC at the BoatPAC Reception, taking place from 6-8 p.m., Monday, Dec. 8, at Jackson’s Bistro in Tampa during Dealer Week. Furthermore, the reception offers a fun and engaging environment that enables you to:
Meet fellow advocates
Learn more about the PAC’s work
Hear firsthand how your support strengthens the boating industry’s voice in Washington
Want to further support BoatPAC and help protect the future of recreational boating? Become an MRAA member and complete a prior approval form to stay informed about BoatPAC events and contribution opportunities. Take the first step by filling out the short form here.
Your continued support helps ensure that the interests of marine retailers and the boating community remain strong and well-represented in the policy conversations that shape our industry.
In conclusion, if you have questions or want to learn how to get more involved with BoatPAC? Contact:
Chad Tokowicz, MRAA Government Relations Manager, at Chad@mraa.com
Mike Sayre, Director of Government Relations, at Sayre@mraa.com.
With winter boat shows on the horizon, it’s time to align your team around the full consumer experience and build your 2026 playbook — pre-show outreach, on-site experience and post-show follow-up — to turn traffic into qualified leads and sales.
Boat shows are more than product showcases — they’re one of the few channels that deliver true face-to-face interaction, and not just with loyal customers but with the next generation of boaters. Use boat shows to spark new relationships and accelerate sales.
A few things to think about in boat show planning
How will you attract new boaters? First-timers are coming to shows in greater numbers. Make your brand unmistakable with immersive displays and hands-on experiences (brief education, tech demos) to welcome younger audiences and next-gen buyers.
Lead with innovation and product ease. Shoppers want tech that makes boating simpler, safer and more fun. Highlight and demo product features that remove confidence barriers — then connect those benefits directly to ownership.
Use offers to convert. Limited-time show specials, value bundles and clear financing options can pull fence-sitters over the line. Coordinate with your show team to promote these offers across your channels before and during the event. And, be sure to communicate these offers with show management so the Discover Boating team can help promote!
2026 Discover Boating Boat Show Calendar
Discover Boating New England Boat Show®, in partnership with Progressive® — Jan. 7–11, 2026
Discover Boating Atlanta Boat Show®, in partnership with Progressive® — Jan. 8–11, 2026
Discover Boating New York Boat Show®, in partnership with Progressive® — Jan. 21–25, 2026
Discover Boating Minneapolis Boat Show®, in partnership with Progressive® — Jan. 22–25, 2026
Discover Boating Chicago Boat Show™, in partnership with Progressive® — Jan. 28–Feb. 1, 2026
Discover Boating Louisville Boat, RV, & Sportshow®, in partnership with Progressive® — Jan. 28–Feb. 1, 2026
Discover Boating Mid-Atlantic Boat Show®, in partnership with Progressive® — Feb. 5–8, 2026
Discover Boating Atlantic City Boat Show®, in partnership with Progressive® — Feb. 25–Mar. 1, 2026
Discover Boating Norwalk Boat Show®, in partnership with Progressive® — Sept. 24–27, 2026
You can manage a sales team without ever leading one. Management can make sure the numbers add up. And yet, when management is just managing, the whole dealership knows something is missing. The difference can be subtle until it isn’t: managers focus on the process alone while leaders sustain the people who give it power and purpose. This is why having strong sales leadership training is so vital for dealerships.
Leadership vs. Management in Sales: The Real Difference
To be blunt, management is about compliance. The manager ensures tasks are done, boxes are checked, reports are submitted.
Leadership is about commitment and inspiring people to believe in why all the compliance and the tasks matter.
While a manager may get the salesperson to reply quickly to a lead and fill in the CRM, the leader helps them understand the person behind the lead: a potential boater and buyer and that there is more behind the lead than just a phone call and a voice at the other end of the line.
There is no doubt that management matters. Without structure, the most talented team will drift. All the tasks, the targets, the process add up, but the structure alone won’t create lasting success and growth.
The Core Skills of Effective Sales Leadership
Effective sales leadership combines the ability to manage the systems while creating, developing and refining a team. They will:
Communicate a clear vision
Model accountability
Teach the why behind the tasks
Invest in professional development
Give the team a mission to achieve
Help every member rise to success
Effective leaders will use coaching tools like one-on-one meetings, listening skills, and positive accountability starts the change. Setting goals that are measurable and meaningful and that are regularly reviewed and discussed drives behaviors that lead to success. Always celebrating wins and communicating openly about challenges keeps the team positive and improving.
What Great Sales Leadership Training Looks Like
Delivering leadership skills takes training. Natural leaders still need to refine and improve. Great sales training includes much more than generic sales theory. It needs to be based on real marine centered dealership scenarios and details.
The best programs offer:
Clear examples and frameworks you can use right away
Skill checks and assignments that build momentum
Action steps that improve both the leader and their team
Guidance for new and experienced managers alike
All of that is why MRAA’s Sales Leadership Certification (SLC) is so influential for dealerships. The program creates momentum and helps bring the best performance out of the team. SLC ensures you are indeed both successfully managing and leading your department. When clear management and inspired leadership are at work, a sales team doesn’t just meet expectations, it truly exceeds them.
FAQ’s
How long before we see results from leadership training?
The program should lead to results in hours or days. Participants are guided to pause the program and to implement their learning each step of the way. There is no need to wait until the end to make changes and to improve leadership. SLC is built with implementation of skills in mind and those taking the program are given the tools to make the learning come to life with their team.
How is SLC different from generic sales leadership content?
The SLC program uses actual examples from the marine world. From boat show success and planning to sales floor training as well as listening and communication skills focused on marine dealerships the entire program is linked to marine retail sales.
Can seasoned salespeople benefit or is this only for new managers?
From my seat as a GM at a dealership I would suggest that the program is going to help both the seasoned, experienced manager along with the new one. A new manager will find certain topics they need to start on and implement. While an experienced manager is likely to find new ways to approach specific situations and new tools that further improve their leadership skills. Both will be reminded of communication tools, reinforcement of training skills and coaching suggestions sure to improve their teams.
Bernie DeGraw is the Senior Education Developer at the MRAA, where he has spent over two years advancing industry education. A lifelong educator and dealership co-owner, Bernie has worn every hat from yard attendant to service manager and general manager and has helped grow two of their brands from zero sales to top 15 in the world. Blending his passions for education and the marine industry, he develops practical training that empowers dealers to succeed.
Why the speed of AI is the biggest competitive threat — and opportunity — dealers face.
The challenge I have in writing this column, as I sit here in the mountains of Montana in late September, is that by the time you read it, my words will already be out of date. The imperative I have in writing this is that if you don’t get this message, your dealership risks being out of date, too.
Short and simple: Don’t blink, because AI won’t wait for you.
Artificial intelligence has gone mainstream at lightning speed. What was once a parlor trick is now inside search engines, CRMs, ad platforms, and even the way your customers shop. By now, you’ve heard the buzzwords. But what you may not realize is just how fast AI is changing the rules of retail and how directly it will affect you and your business.
Here’s one story that should stop you cold: According to Fortune (in an article researched and drafted by AI, then edited and approved by a human) 30-year-old entrepreneur Zach Shefska has built an AI negotiator that can haggle down the price of a car. His company, CarEdge, launched the tool this summer, and within weeks it had already been used more than 10,000 times. Customers pay $40 for access, tell the AI exactly what vehicle they want, and then let the software negotiate with dealers directly. In one example, it cut nearly $1,800 off a Toyota RAV4. In another, it saved $5,000 on a Corvette. On average, it saves consumers more than $1,000 and five hours of back-and-forth haggling.
Think about that for a moment. Buyers who only shop for a vehicle every three to five years are now represented by an AI that negotiates every single day, with six years of pricing data behind it. It methodically compares offers, identifies hidden fees, and pushes for better terms with the persistence of a seasoned negotiator. It’s not hard to imagine similar tools entering the boating market.
This is the velocity of AI. It’s not tomorrow’s technology. It’s here, and it’s already changing consumer expectations. Your next customer may walk into your showroom having consulted an AI about your pricing, your reviews, and your competitors long before your sales team shakes their hand.
And this isn’t a fringe development. The global AI market was valued at roughly $184 billion in 2024. By 2030, it’s projected to reach more than $826 billion — quadrupling in size in just six years. That makes AI one of the fastest-growing technology sectors in history. To put that in perspective: it took smartphones more than a decade to become mainstream; broadband internet spread over nearly 20 years. AI is on pace to outstrip both in under six.
Think about what that means for your customers. The same buyers who resisted online boat shopping just a few years ago are now using AI every day to write emails, to plan vacations, to price-shop cars. It’s not a leap to imagine them expecting the same speed, personalization and convenience when they shop for a boat.
What makes this even more staggering is the pace of the underlying technology itself. The computing horsepower behind AI is doubling roughly every nine months. For perspective, that’s like going from a 150-horsepower outboard to a 300 in less than a year — and then doubling again before you’ve even broken in the engine. By the end of 2026, the AI models available will be several generations ahead of what we’re experimenting with today. In dealership terms, while you’re just getting comfortable with chatbots, automated lead follow-up and asking AI to write your social posts for you, your customers will already be using AI to research, compare and even negotiate boat purchases in ways we can’t yet imagine.
If that sounds like a lot to keep up with, you’re not alone. At last year’s Dealer Week, two of the top-rated sessions were on AI, delivered by Marcus Sheridan, a best-selling author who, as a marine dealership investor, understands firsthand your daily grind, the pressures of meeting sales targets and the constant challenge of standing out in a crowded market. His messages were so impactful that other organizations immediately hired him to speak at their own events. At Cobalt’s 2026 dealer meeting, the audience heard that the manufacturer booked Marcus because a dealer said one of his Dealer Week sessions alone was worth the investment in sending their whole team to the event. That’s the kind of credibility and clarity Marcus brings.
And this December, Marcus is back for Dealer Week 2025 (Tampa, Dec. 7-10; DealerWeek.com). He’ll be delivering two all-new sessions: one on How to Market and Sell to the AI-empowered Boat Shopper, and another on the Seven AI Tools every dealership can and must deploy in the next 12 months. We’re talking about practical, immediately usable applications, from greeting web leads in under 60 seconds, to delivering trade-in valuations before the prospect leaves your lot, to creating searchable transcripts that double as coaching tools for rookie sales pros.
Marcus won’t be the only one to provide opportunities for you to further explore how AI can move your business forward. The Dealer Week Expo Hall will feature numerous exhibitors showcasing AI-powered technology designed specifically for dealerships. And the opening keynote, delivered by one of the world’s foremost business futurists and retail industry experts, Doug Stephens, will map out a straightforward, practical approach to improving your business strategy and sales tactics in light of this rapidly transforming technology landscape.
Here’s the bottom line: By the end of 2026, AI will be deeply embedded in how consumers shop, how they expect businesses to respond, and how efficient dealers remain profitable. Some of these changes will feel threatening, but many will create enormous opportunities for those who evolve. Dealer Week is your chance to position your dealership for success in this new reality — to learn from some of the best communicators in business today and to bring home tools you can implement immediately. I hope to see you there.
Regardless if you attend or not, don’t blink. From the time you started reading this until now, AI has already evolved further. The question is, will your dealership evolve with it?
