During financial model development, key operating metrics were back-calculated from historical P&L data (FY21–FY25) to validate the assumptions in the Value Builder worksheet. Discrepancies were identified that needed clarification before finalizing the forecast model.
Greg’s input ensures the Base Case forecast is built on accurate foundations.
Source: VB Rapid Review Worksheet, December 2025. Greg’s additional inputs from FY2025.
| Metric | VB Value | Notes |
|---|---|---|
| Sales Department | ||
| Retail Units per Month | 38 units → 40 | Current monthly retail volume |
| Average Sale Price | ~$35,000 → $28,000 | Estimated average transaction price |
| Front-End Gross per Unit | $4,000 – $6,000 | Gross profit on vehicle sale |
| Wholesale Units per Month | 10 units | Auction/dealer sales |
| Wholesale Gross per Unit | ~$500 (actual 2025: $0) | Minimal margin on wholesale |
| Lot Capacity | 120 | Current physical capacity |
| F&I Department | ||
| F&I Penetration | 50% | Percentage of retail sales with F&I products |
| F&I Gross per Deal | $1,800 – $2,200 | Average F&I profit per deal |
| Service Department | ||
| Service Bays | 10 bays | Current bay count |
| Monthly Service Revenue | ~$200,000 | Average monthly (have done $300K) |
| Revenue per Bay | ~$20,000/month | Derived: $200K ÷ 10 bays |
| Technicians | 8 FTE | Current tech headcount |
| Labour Rate | $155/hr → $175 (2026) | Posted shop rate |
| Productivity | 75–80% | Current utilization |
Source: Elite_Historical_Base_FINAL_2.xlsx (Verified FY21–FY25 P&L)
| Metric | FY21 | FY22 | FY23 | FY24 | FY25 | Method |
|---|---|---|---|---|---|---|
| Sales Metrics | ||||||
| Retail Revenue ($M) | 14.16 | 13.05 | 13.37 | 12.38 | 13.56 | Vehicle Sales–Retail |
| Retail Cost ($M) | 12.81 | 11.78 | 11.98 | 11.12 | 12.20 | Cost of Vehicle Sales |
| Retail Gross Profit ($M) | 1.36 | 1.27 | 1.39 | 1.26 | 1.36 | Revenue − Cost |
| Est. Units (@ $35K ASP) | 405 | 373 | 382 | 354 | 387 | Revenue ÷ $35,000 |
| Est. Units / Month | 33.7 | 31.1 | 31.8 | 29.5 | 32.3 | Annual ÷ 12 |
| Gross Profit / Unit ($) | 3,358 | 3,405 | 3,640 | 3,567 | 3,508 | GP ÷ Units |
| F&I Metrics | ||||||
| F&I Revenue ($M) | 1.57 | 1.60 | 1.47 | 1.64 | 1.39 | F&I Sales line |
| F&I $ per Retail Unit | 3,892 | 4,280 | 3,839 | 4,628 | 3,581 | F&I Rev ÷ Units |
| Est. F&I Deals (@ $2K) | 787 | 798 | 733 | 819 | 694 | F&I Rev ÷ $2,000 |
| Est. Penetration | 195% | 214% | 192% | 231% | 179% | F&I Deals ÷ Units |
| Service Metrics | ||||||
| Parts Revenue ($M) | 1.10 | 1.27 | 1.38 | 1.41 | 1.31 | Parts–Sales |
| Labour Revenue ($M) | 1.10 | 1.16 | 1.26 | 1.27 | 1.21 | Labour line |
| Subcontracts ($K) | 29 | 27 | 45 | 28 | 22 | Sub Contracts |
| Total Service Rev ($M) | 2.23 | 2.46 | 2.68 | 2.71 | 2.54 | Parts + Labour + Sub |
| Monthly Service Rev ($K) | 186 | 205 | 223 | 226 | 212 | Annual ÷ 12 |
| Rev / Bay / Month ($K) | 18.6 | 20.5 | 22.3 | 22.6 | 21.2 | Monthly ÷ 10 bays |
| Metric | VB Assumption | FY25 Actual | Status | Issue / Question |
|---|---|---|---|---|
| Retail Units / Month | 38 | 32.3 | ⚠ CHECK | VB is 18% higher than calculated. Is ASP wrong, or does 38 include US? |
| Front-End Gross / Unit | $4,000 – $6,000 | $3,508 | ⚠ LOW | Actual is below VB range. What does VB include that P&L doesn’t? |
| F&I Penetration | 50% | 179% | ⚠ ANOMALY | Impossible if retail-only. F&I must include US/wholesale sales? |
| F&I Gross / Deal | $1,800 – $2,200 | $3,581/unit | ⚠ CHECK | Per-unit is higher because fewer units than VB assumes. |
| Monthly Service Revenue | $200,000 | $211,928 | ✓ OK | Validates well — within 6% |
| Revenue / Bay / Month | $20,000 | $21,193 | ✓ OK | Validates well — within 6% |
2025 we wrote down $100K+ in inventory, half of which was due to poor buy-ins, and the other half to aged inventory. This is higher than a normal year for us. We have noticed a trend in new car dealers focusing more on their used car sales departments due to higher new car pricing. Thus leading to our inventory sources — which mostly consist of new car dealer trade-ins — being less available to us. The quality of inventory has suffered as a result and is much lower than it has been in the past (i.e. higher mileage, more reconditioning required, older and aged, poor colour selection). The dealers are holding on to their premium trade-ins. The majority of our inventory averages over 100K kms.
Shop note: Shop sales suffered in 2025 due to the loss of our top tech. His productivity was over 90% and efficiency was over 125% so it was a big loss for us. A shortage in available qualified techs in the workforce has made it difficult to make up the deficiency.