Felicia Barr shared that she entered the dealership world in 2013 as a service greeter with limited automotive knowledge and no long term plan to stay in the industry. She described early intimidation paired with opportunity, including learning basic terminology and processes on the job. Over time, she moved through roles as a greeter, advisor, and manager before stepping into leadership across multiple stores.
Her growth came through relationships with customers, coworkers, and the local community rather than technical expertise alone. The variety of roles inside automotive opened career paths she had not anticipated.
As service director over several locations, Felicia Barr explained that each store operates with its own culture and pace. Leadership required flexibility. Time management and adaptability became priorities as she adjusted to different people and situations.
She emphasized staying teachable at every stage of experience and learning from different perspectives regardless of tenure.
Felicia Barr described a turning point during a staffing crisis when she stepped into a director role unexpectedly. She worked the service counter herself and communicated directly with customers and technicians. That visibility earned respect, especially from technicians who valued leaders who understood workflow and sales conversations.
She explained that confidence grows through effort and presence, and technicians respond when leaders help them work efficiently and earn hours. Leading through action strengthened credibility within the team.
After losing 6 technicians following COVID, Felicia Barr focused on recruiting through partnerships with local vocational schools. She described value in co op programs that introduce students to multiple fixed ops roles, including parts. Some students advanced into certified technicians and parts advisors, creating internal growth and culture. Community involvement also played a major role. Felicia Barr organized charity events, car shows, Jeep runs, and partnerships with Unbroken Wings and Bay State Children’s Hospital. These efforts increased dealership visibility, unified teams, and modeled generosity.
She also stressed respect between parts and service. Drawing from personal experience picking parts for a commercial building, she described shared accountability and communication as essential.
Mistakes happen, but solutions come from collaboration.
Felicia Barr’s journey highlights growth through adaptability, hands on leadership, and investment in people. Building trust, recruiting locally, and respecting every department strengthens fixed ops performance and culture.