By Caryn Smith • Photos by Sonja Yearsley

Relying on years of experience working in the self-service sector for Foster Auto Parts and LKQ, Mark Forcum set out to apply his knowledge to his own venture. What started out as a “side hobby” has now become a top-notch three-location Certified Automotive Recycler (CAR) operation. Automotive Recycling magazine discussed his journey from acquiring the self-service Yakima location in 2013 to expanding his self-service and now full-service auto recycling business across three locations: Yakima, Pasco, and Kennewick.

Mark detailed the extensive renovations and expansions, including a new production facility in Kennewick to support the strategic shift toward electric vehicles (EVs). He also emphasized the importance of CAR certification for environmental standards and safety, which served as the basis for building the business. Here is what he has to say.

Automotive Recycling magazine: What is your background in automotive recycling?

Mark Forcum: I started my auto recycling career at Foster Auto Parts in Portland, Oregon, in 1980. I helped Fred Hopp’s team build it into a regional powerhouse with two full-service stores and five U-Pull-It Auto Wrecking locations. In 2004, LKQ acquired Foster Auto Parts, and I continued to work for LKQ as a district manager, then moved into business development. I was traveling around the country looking for opportunities to either buy existing self-service yards for LKQ or find property to develop self-service yards from scratch. We did quite a few of those, and I held that role for 7 years.

I already had extensive experience in construction and facility development for Foster Auto Parts, where I worked prior to their LKQ acquisition. So, this work felt natural to me, and I enjoyed traveling around the country, visiting salvage yards, talking to people, and seeing what was out there.

ARM: Provide details about your business and how it has developed.

Forcum: In the fall of 2013, I acquired the Yakima location while I was still working for LKQ. This was an existing full-service yard that was neglected. It required a major remodel of the existing buildings to make them useful and to develop a sales and production area. For the first year and a half, I started with a partner and store manager to run this operation. I would come home from the road on a weekend, spend a short time with the family, and then drive from my home outside of Portland, Oregon, to Yakima to work at the site. This facility opened in early 2014.

In 2015, I decided that working for LKQ was not going in the direction I envisioned and left to devote myself full-time to the self-service business.

I purchased a Pasco location, which was an existing junkyard—it was rough—so I tore everything down, regraded the yard, and started from scratch. The facility was properly engineered for stormwater, with a block wall perimeter fence, new buildings, and equipment. This facility opened in March 2016.

In 2019, I purchased property next door to my Yakima location to build a new production facility, expand my holding pen for incoming cars, and expand my customer parking. Yakima is now 7 acres total, with 15 employees and 900 vehicles.

In 2022, I purchased a scrapyard next to the Pasco location. I also tore down those existing buildings and remediated the soil. I built a brand-new production facility and a building to house a car crusher. I applied concrete to the entire two-acre property as a basis for hauling and processing. Pasco is now 8 acres, with 15 employees and 900 vehicles.

In September of 2023, I purchased 20 acres for the new Kennewick location. It was just raw farmland, but it was zoned heavy industrial, like my other two locations.

We built it from the ground up, with civil engineering for grading and stormwater. Pre-engineered built an all-new facility with 3 new buildings, a large car crush area for scrap, and a building to house a car crusher. We opened in May of 2025 with 900 cars in stock for self-service. This new location will co-locate U-Pull-It Auto Parts and Supreme Truck & Auto Parts. Eventually, we’ll have about 2,000 cars at this location.

Kennewick is staffed with 25 employees and serves as our corporate headquarters. I have our accounting staff, dispatch, and car buying at this location.

All my locations are ARA CAR, RECALL, and HVV Certified for electric vehicle handling.

Housekeeping has always been very important to our operation.

ARM: How far apart are these three locations, and what type of vehicles do you inventory?

Forcum: Yakima is 85 miles away from Pasco. Pasco and Kennewick are 8 miles apart. We form a nice little triangle. We focus on late-model vehicles, mainly what people drive in our weather and terrain—Subarus, Toyotas, Nissans, and lots of trucks.

That is what works for us. It is amazing how everybody has their own twist on this business; we do the same thing, but everybody has their own way of doing things. I don’t know if there’s a right way or a wrong way. If it’s working, keep going.

ARM: How did you begin work in auto recycling?

Forcum: I’d always been into cars. My mom was a hairdresser, and one of her clients was Fred Hopp, the owner of Foster Auto Parts. I was going to college part-time and was out of money. I asked my mom if she could ask if Fred could give me a job. Also, I needed some car parts for a car I was fixing up. I left college and went to work for Fred, and I never left. I started in the warehouse and, after about 6 months, became a salesperson at the counter. One of the guys went to lunch, and they sent me out to go find him because he had a history of going to lunch at the tavern and not making it back. I found him, but he wasn’t ready to come back to work. So that’s how I ended up at the sales counter.

This was before computers, so everything was on file cards. It was a lot different back then.

When I started with Fred, he had one location. By the time he sold in 2004 to LKQ, I had become a partner with him at a location in Salem, Oregon, and together we had seven locations with 150 employees. It was quite a ride.

ARM: Why did you pivot into full-service auto recycling?

Forcum: I saw an opportunity to sell more parts to more customers. It gives us an opportunity to buy more cars, and we have a place for them in the business model to maximize the return. When I look at the LKQ model and the other consolidators, I see an opportunity in the full-service model to serve the customer base that they’re not serving. I like the retail business, and I want to target independent auto-body shops, independent repair shops, and rebuilders. They need parts, and I think I can service them a lot better than consolidators. I can sell them a door and then sell them all the other pieces inside that car they need, and you can’t get that with their model. Sometimes they don’t keep the hulk of the car, so they don’t have those pieces available. We have always focused on mechanical parts, and this again gives us the opportunity to say yes more often.

ARM: How is it working with your son Mitchell as the General Manager? How do you manage the father-son vs. boss-employee dynamics?

Forcum: It’s amazing. We treat business as a learning mentoring model; he wants to learn. He’s very good at catching on quickly. I’ve always tried to teach Mitch and all the other kids how business and life go hand in hand. Learn the value of hard work and why we do things to achieve the outcomes we want. If you can’t get the outcome you want, shift gears and do something different. It is great to have him here.

Mitchell’s been working full-time here for six years; he started when he was 19. He’s an owner. He’s a boss. We kick ideas around, and I like listening to what he has to say. Sometimes I agree, sometimes I don’t, but it’s just great to run things by each other. I think it makes us both better.

ARM: Does Mitchell ever get tripped up around the facility by his age?

Forcum: We’ve talked about that. I had the same problem. I was 20 when I started at Foster Auto Parts, and within 6 years, I was managing facilities. It’s important to lead by example. Mitchell is very calm and stays focused. He’s a hard worker. He can relate to the young people who work for us.

For our customers, he goes to dealerships and buys cars from sales managers. He presents himself in a way that they can tell that he knows what he’s talking about. He is very professional, and he represents U-Pull-It Auto Parts very well.

ARM: What trends or changes do you see in the self-service industry from when you started until today?

Forcum: I think the biggest thing is the various point-of-sale systems today, which are a great thing for the self-service industry compared to when we started. You basically had to create your own point-of-sale system.

Today, you’ve got several vendors that have out-of-the-box systems, and I think because there’s good competition, they’re getting a lot better. We’re excited to see what comes. Social media has become much more important for marketing self-service yards. I think there’s more value there than in traditional media.

We use Facebook, Instagram, Snapchat, and TikTok. The young guys run it—Mitchell, Edgar, Jeremy—so the people that are tuned in are doing it. I’m an old guy, so I’m out of the picture.

Customers demand more today than before. They want warranties, information about vehicle parts, and an easy shopping experience. We organize our yards by make and model. We put the most popular vehicles close to the sales counter so customers don’t have to search all over for the parts they want.

The complexity of vehicles has given self-service yards a lot more parts to sell. Just look at how many more items are on a 2010 Ford F-150 versus a 1980 Ford F-150. I think this trend will continue to provide a larger assortment of parts to sell.

ARM: Have you started using any AI tools?

Forcum: We just started using it for forecasting. For now, we use AI-generated data to compare it with our own manual forecasts when bidding on a car. That allows us to test and trust it, and it seems to be working well. I think there’s a lot more growth potential in AI for auto recycling that will change this industry. There might be an advantage for the early adopters who get a grasp on it. But AI is not going to be less work; it takes an awful lot of work to set it up and make it work in your system.

Mitchell is using it to write and update our policies and procedures. He is also using AI to record our equipment maintenance logs, which automatically send reminders when our production managers log the machine's hours and the date of service. It sends them a reminder of when it needs to be serviced again. AI and various models will help us run the business.

ARM: How do you plan to handle/not handle the EVs in your facility?

Forcum: We were handling EVs at all three locations. Now, we handle hybrid cars at all our locations because we buy lots of them. Then, we decided to move the pure EVs to our new Kennewick location. We store all EV and Hybrid batteries in a dedicated area of our facility.

At this point, we have sold some batteries to retail consumers. We have many that we’ll be selling to battery recyclers. Overall, the industry’s figuring it out, and I’m not going to lose any sleep over it.

Gas-powered vehicles are still the go-to here. Electric vehicles have their place in big cities. Here in Eastern Washington, people drive a lot of miles.

ARM: How important have ARA’s CAR, RECALL and HVV certifications been to your facility, and how has it helped you?

Forcum: Well, it helps us run and operate an efficient business. Personally, being CAR Certified has always been my number one goal; it’s just the way we run our business. We’ve always been housekeeping-centric. We feel that having a clean facility promotes a better, safer work environment not only for our customers but also for our employees. That’s just our policy and procedure; we live, eat, and breathe it. The CAR Certified model of best practices also prioritizes environmental protection.

I just wouldn’t want to do it any other way.

Honestly, I like to be able to sleep well at night knowing that we’re doing the right thing for everybody, and especially for our employees. I want to stay up to date on the best practices, so I don’t have to worry about someone getting hurt. That’s really the main push and goal.

We’re processing hybrid and electric vehicles. If we don’t train and want to have employees certified to handle those cars, we shouldn’t buy those vehicles.

We also use ARA University to train our employees on all aspects of safety protocol, forklift training, vehicle dismantling, and proper lifting.

The RECALL certification is a consumer protection. We should be trained to know which airbags we should and shouldn't pull so the customer won’t receive recalled parts. If you are not in the RECALL protocol, I don’t know how you can educate yourself to ensure you’re not letting the consumer access unsafe parts.

ARM: What is the nature of your volunteer service in the ARA?

Forcum: I am on the Certification Committee. In the fall of 2025, I was nominated and accepted onto the ARA Board of Directors. For me personally, it’s been a very educational experience. I’m thrilled to be on it. I have over 40 years of industry experience, and I’m humbled to be on the committee and to be part of a great group of people.

ARM: Why do you think others should be volunteer leaders?

Forcum: I’ve been going to ARA conventions regularly for 30-plus years now. Last year, Birmingham was a fantastic show. Getting involved with ARA, whether you choose to be a speaker to share your experience or serve on one of many committees, will help the association and your business.

ARM: Do you have any final thoughts?

Forcum: I’ve had the auto recycler bug since I was a young kid. I love coming to work every single day. I love the challenge. And I love people.

I have an amazing group of employees who make this journey possible.

One of the things I like about our business is the customer interaction. It is great to see what people are buying, and I love to hear the feedback. We can sell them a set of tires for $300, and they just left a retailer where they were quoted $1,200 for the same set.

We only want to sell high-quality parts. It makes me feel good to give people a lot of value.

Caryn Smith is the editor of Automotive Recycling magazine, and has been covering the industry for over 25 years. She is a freelance writer for industry publications, such as Recycling Today.

Interview by Vince Edivan

The following is an excerpt from the on-stage interview at the ARA 82nd Annual Convention and Expo of JC and Holly Cahill, who are longtime members of the automotive recycling community on many levels.

Vince Edivan: We want to focus on your partnership and how you successfully navigated successfully working together as business and life partners. First, share with us a little on how you met.

Holly Cahill: We met in 1998 in South Florida, where we dated for a significant time. Then JC moved to New York for work, and I stayed in Florida to complete college. Eventually, we knew we wanted to be together, but we were not sure where. I didn’t want to be in New York, and he didn’t want to be in Florida, so as a couple, we loaded up JC’s ‘97 rebuilt Thunderbird and headed west.

JC Cahill: We drove for about two months, working our way to the west coast one stop on the map at a time. We both had our college degrees, and we were rich with the world, with $4,000 in our bank account and the wind at our backs. Eventually, we settled in Oregon, and that was in 2000.

We both started our careers, with Holly at Coca-Cola and me in sales and auto recycling. Eventually, I was hired as a salesperson for LKQ and worked my way up to high-level sales. Then, I was recruited to run a facility in Seattle, Washington, called Fitz Auto Parts. They had a larger facility in Nevada that was struggling, so I was promoted to run it.

Vince: Obviously, you migrated back east; when and why did that happen?

JC: My dream was always to work in a family business.

Fast forward to New England Auto & Truck Recyclers (“NEATR”) in Winchendon, Massachusetts. We ended up partnering with Mark and Joan Brown and purchasing an existing auto recycling facility, which we converted to a Brown’s Auto Salvage location.

Several years later, Holly and I were able to buy out the Browns from the partnership, and we created NEATR. In that process, we had hired a controller who eventually didn’t work out. Holly came on full-time as the controller and the main buyer and handled anything related to overhead.

Holly: We had always wanted to work together to build businesses, but timing was the issue. While establishing NEATR, I kept my corporate job until it was necessary that I be onsite day-to-day. That day came when the controller suddenly left. Before that, I was already spending time at the yard working with JC and with the team. During that process, we explored, ‘How do we do it? Is it the right thing?’ Ultimately, I really enjoyed the day-to-day of the business, as every day is different.

Vince: Did you all have any concerns about working together?

JC: We knew pretty quickly that this would work out; we enjoyed each other’s company. But that was probably our biggest fear, and we had a plan for ‘what if we work together, and it ruins our friendship and relationship.’ It can be difficult with two strong leaders running a company. We decided when we started that our relationship always was first over the company.

Vince: What challenges did you face?

Holly: As for challenges, I was trained in a corporate environment. I had to learn to implement rules and processes in a small business environment. I adjusted my expectations, especially when it comes to building and working directly with a good team, which was very important to us.

JC: Prior to working with the Browns and at NEATR, we had been employees for most of our work lives. We needed to define our ownership style. We incorporated the best practices of our previous bosses with what we learned from our mentors, as well as our combined work experiences.

Vince: What is your approach to being business partners and to building a team around you as owners?

Holly: We work to stay in our respective lanes.

At NEATR, JC took on more of the big picture, vision, and sales, and I had buying duties and managed the office.

We also always had a very strong operations manager.

JC: You try to surround yourself with smarter people. There’s no doubt that my wife is not only my best friend but also an extremely smart businessperson. The one thing I would say is that Holly was excellent at bringing people around her who matched her energy.

We always tried to hire the best people we could.

Honestly, most of the time we hired people who were outside of our budget. We would take less to make it work. We hired high-caliber, high-integrity people we trusted, regardless of their industry knowledge. It wasn’t about experience; it was about the caliber of the person hired. That was successful for us.

We also agreed that the job paid what the job paid, and we paid ourselves as employees.

We were building a business for our future. We learned from the Browns and others who mentored us that we had a responsibility to care for the families we employed. At the height of the business, we had 72 employees—72 families. It was our responsibility to build a company that was good for them and good for us.

As for work and home life, we made a very clear decision that we wanted home to be home and work to be work. So, we agreed that if we had a long day ahead, we would stay late at work to get it done, and when we got in that car, work was over.

Vince: How do you create a culture of respect?

Holly: As partners, we really respected each other’s decisions. We stood behind each other and for our managers as well. We wanted them to be empowered and have credible buy-in from their team members.

JC: We didn’t second-guess a lot. We made decisions. They made decisions. Sometimes our team’s decisions were different than what we would have done, but they were usually very good.

Remember, the people that we recruited had high integrity, and we trusted them. So, because it didn’t go the way I would do it, I said, “That’s your decision, and it’s your department.” We must allow people to make mistakes, right?

We would set directives that ‘this is where we’re going.’ In that process, Holly was the guardrail. We could all drive the road a little crooked if we were all going in the same direction. Doing things off-kilter was kind of our thing anyways, our special sauce.

We communicated well. We had regular meetings with the whole company and within our teams and allowed the meetings to be flexible. We always had full company and department meetings every month.

Regardless of whether the decision was right or wrong, we never publicly brought up that it was ‘Holly’s decision or JC’s decision’ kind of scenario. We never undermined each other publicly or our managers. Now, privately, I’m not going to say we have never shut the door and discussed it.

We weren’t afraid to try something different and change a whole department and turn things around backwards and literally upside down. Sometimes that’s how really cool things happened.

Vince: What about the employee culture? How did you handle that?

Holly: JC was excellent at recognition for both big and little things. It doesn’t cost you anything, right? You can say good things to people all day long, and you always point to the good, not the bad.

JC: One of the things that we’re both proud of was what we called our “Iron Man.” Each department had one each week, like the best driver and the best dismantler. At the end of the year, we publicly praised them in front of their peers. That’s important, and it improved our company’s culture.

One day, a guy was wrapping up an engine, and I’m like, ‘That looks awesome.’ I grabbed him and called the whole department together to say, ‘This is what we do. Look at what Alan did. Alan is a talented professional. That looks awesome.’ For the rest of the day, he was like a superhero.

Public recognition really matters. When they go home, and their spouse says, ‘How was work today?’ and they share that experience with them, it reinforces that they matter.
Once we sold the company, our team told us that what they appreciated most was our praise for their work.

Employees appreciating fellow employees is critical, too. Your team needs to understand how important it is to do their job correctly and how it impacts others to do their job correctly.

Bonus compensation is important for a job well done. We had a very simple five-tier bonus plan for the whole company.

The first tier was for safety, and everyone was held accountable for it. If we had an accident, that safety bonus was taken away, regardless of the department you worked in. Safety was paramount to the business, and it gave employees assurance that everybody went home with all their fingers, toes, eyes, hands, and ears. Not only was it the right thing to do from a corporate perspective, it reinforced to everyone that we were all human.

Holly: Another unique thing in our culture was the process to hire new employees. When it was brought to our attention that we needed to hire someone, we evaluated if we really needed a new person. We would pull out our org chart in the conference room and hash out roles and responsibilities. We would move people around before hiring.

JC: Our theory was that with fewer people, the people we had could make more money. We found the highest caliber people we could hire, paid the highest wages that we could afford, and allowed them to expand and to grow within their range structure.

Vince: What led to the decision to sell NEATR?

JC: It was during COVID. We had some highly-engaged employees, and some who were not engaged at all. It was difficult to navigate the pandemic rules of our state.

The combination of those factors and the fair price we received from Fenix compelled us to take advantage of the opportunity. We are adventurous, so we sold the business.

When we started the company, we had 5 employees, and when we left, we had 70. We had 14 delivery trucks and were processing over 600 cars a month in full service. We were growing fast with a lot of irons in the fire. So, it was a very, very hard decision, but a good time to sell.

Vince: Then retirement?

JC: We took 90 days to travel and were now living in Florida. Together, we realized that retirement isn’t going to be as much fun as we thought it would be.

We work well together and had this goal. We had a purpose every day to push our company to be the best together with our people … and then you go to zero. Retirement was not as inspiring as we thought. We took the time to look at our lives to examine what we enjoy most about the journey of life and business. For us, we realized it we were not in this for the destination; it was always the journey we enjoyed.

We are two highly motivated people who enjoyed an extended period in corporate, non-corporate, and family business work, and all the things. Now, the resources are there, but we just didn’t have a hobby. Automotive recycling was our culture; this was our family. And suddenly we weren’t part of this, and it was sad.

We wanted to be back in this industry; it’s part of our lives, and we enjoy the people. I don’t think that’s going to change for us.

Vince: You begin now to look at new ventures; explain that process.

JC: We had the time, resources, and ability to work on other business ventures.

Along with that, we had always had a handful of people that we wanted to work with. We leaned into our strengths. We decided to determine how we could leverage our knowledge.

We came up with VIN Match PRO!

Holly: We also have other projects, like part-ownership in a self-service in Hudson, Florida.

JC: Yes, we have a partner, Doug Grose. He and I worked together 20 years ago, and we always said, ‘Someday we’re going to own a salvage yard together,’ and now here we are twenty years later.

Working with business partners, we are not so much focused on the day-to-day operations. They handle that and we provide the input for big-picture business and financial advice, as well as business strategy.

So, it is different now, yet still very rewarding to work in the industry we love with high-caliber people.

By Caryn Smith

“I had the privilege to meet a lot of people that are willing to share their knowledge,” says Julio Arreola, owner of AR1 Auto Parts, on his attendance at the recent Rocky Mountain Summit & Expo 2024, in Englewood, Colorado, held by the Colorado Automotive Recyclers Association. “I mean, it’s something you don’t see in any other industry. You get the same treatment from a person that owns a huge facility, just the same as a smaller one. They take the time to show you around their yard, even show their numbers,” which Arreola finds as a real benefit to attending industry shows.

AR1 Auto Parts is in Yakima, Washington, and sits on 10 acres, with two facility buildings, with 16 employees processing 450 cars a year. The operation is a full-service facility, although they often get a number of walk-in retail customers, too.

We caught up with Julio Arreola on his business growth and what he considers the keys to success. As an active member of the Automotive Recyclers Association (ARA), he has taken advantage of the ARA Mentoring Program, as well as ARA CAR Certification. He attributes his growth to the education he receives in networking with industry peers.

Automotive Recycling: How did you start your business?

Julio Arreola: AR1 Auto Parts opened in March of 2004 when I bought an existing yard in Yakima, Washington, and we have one full-service facility. We bought another one, like, 10 years ago in another city close to us. But I decided to lease that location out until we fully put our systems in place here, and have it running well. That way, we can duplicate that system, but I don’t think we’re ready yet.

AR: What industry were you in before you bought into the recycling?

Arreola: We had used auto dealerships. We still have one dealership. While operating them, I noticed that there was a big need for used parts. And then I noticed how much money a salvage yard paid for vehicles and the value of their parts, and I realized the potential of the business.

AR: Are you the sole owner or do have partners?

Arreola: I have two employees, Misael Martinez and Edy Aguilar, who have worked for me, probably, since I opened. Now that I’m 52 years old, I don’t see myself in the business for more than 15 years. So, I am preparing to have them eventually take over. Each of them owns 15% of the business, and I own 70%. They run the daily business as owners/operators, and I focus on business growth.

AR: How long have you been a member of the ARA?

Arreola: I first heard about ARA through Car-Part.com. They shared that there was going to be a convention. We decided to give it a try, and we were impressed. It was the first time we had the privilege to meet a lot of people and the ARA staff. They were all good people that were willing to share information and knowledge that is very useful for us. So, we’ve been going to the ARA Convention ever since; I think this year in Reno, Nevada will be the ninth one that I will attend.

AR: Why is ARA membership and show attendance important to you?

Arreola: I don’t see any other ways to network with key people in the industry. You are exposed to the main players. It’s always better to learn from the best, right? They’ve been through experiences and had successes they share about, and they also have had failures. I mean, the main purpose is to learn from the people that are way ahead of you.

There’s another important aspect, and that is to comply with all the regulations, to put in practice social ethics. To do that, you must learn what are the rules, and exactly what you need to do to follow those rules to be complying at the federal, state, and community level. You also need to practice social ethics with your employees, with your partners, with everyone.

AR: You are ARA CAR Certified? Tell us about your involvement.

Arreola: When you go to the ARA Convention, you know, you learn about the ARA CAR program. It is basically the roadmap to comply in order to do business the right way. ARA has created a very, very useful program that is step-by-step. If you are willing to do it and follow all the steps, you’re going to end up improving a lot of how you do business.

Currently, we have the CAR Certification; we’re not yet ready for the Gold Seal Certification. We would like to, though, and are working towards the next step.

AR: Tell us about your ARA Mentoring Program experience.

Arreola: In the beginning, when we started with the ARA Mentoring Program, we were working with RD Hopper, and also Marty Hollingshead. I remember RD paid his travel expenses out of his own pocket to come visit our facility, which for us was very remarkable. He helped us a lot, and then we went to his facility to see exactly how he was doing his processes. It is very, very valuable to hang out with these advanced industry people. I think there’s always room for improvement, right?

Traveling to the Rocky Mountain Summit, we had the opportunity to tour Daurio Auto Truck; really nice people, and very sharp people, but also very humble people.

Then we went to Stadium Auto Parts. We learned a lot from Norman, too. We are always trying to get help, visit different yards, and learn from them.

AR: Why do you think more are not involved in industry networking?

Arreola: There’s not a lot of collaboration in my state. It seems like many are ‘old school’ operations. They don’t see the value. The business has changed a lot. And I mean, obviously, there are a few big industry active yards here in Washington State, like Spalding, B&R, and others. But that is why we see value in traveling to other state’s shows to see what they’re doing.

AR: What is the biggest change to your business that you learned through networking?

Arreola: I think it would be two aspects: The first one would be the numbers. I’m not a very analytical person, and not very good with numbers. That is something that I struggle with. I want to buy and to sell, I’m good at that. The aspect behind the numbers is one thing that I have been learning to understand. Such as knowing my overhead, how many cars we process, and how much money we are spending to open our doors every day in order to improve our profit level. So, that’s the most important aspect – being able to understand the numbers on exactly what we’re doing and how we can improve operations.

Also, secondly, I think we are more responsible about our operation, environmentally wise. The ARA CAR Program explains how we need to do business in a way that minimizes the impact that we might have on the environment.

AR: Do you have anything else to add?

Arreola: We process 450 cars a year right now, and it’s a healthy number. We mostly sell our used auto parts to mechanic shops and body shops, as well as walk-in customers in retail. We sell through eBay, as well, and have a team of three people dedicated to eBay sales.

At the Rocky Mountain Summit, we were talking to people when we realized that the way that we’re processing our vehicles is not the right way. So now, our plan for this year is to double that. Our goal is to process 900 cars, and we already figured out a way to do it. These findings wouldn’t have been possible without going into that kind of convention or without being part of ARA.

I hope this information and its value can reach other salvage yards that are not part of the ARA. If they are not, they are missing the boat. There’s definitely a different way to do business. And the only way to get that information and the only way to learn is to be a part of ARA, to network with the people that are doing it successfully.

The information coming from ARA is useful, like interesting articles in magazines, emails about news, learning about vendors and how the industry changing. Every day, something comes up that we need to know about. 

By Maura Keller

All photos: Mark J Media

Sitting on 20 acres in Western Pennsylvania in the town of New Brighton, Novak Auto Parts has been servicing the Tri-State area of Pennsylvania, Ohio and West Virginia for almost 60 years as a full-service automotive recycler.

With second and third generations working side by side, Novak Auto Parts personifies a home-grown, family-run business that has improved to become a Certified Auto Recycler with Recall Certification, and was named the Star Award Winner for 2023.

Novak Auto Parts services domestic and foreign makes and models of all types. The company is active in the PARTS affiliate chapter in Pennsylvania and is focused on doing things the right way. Automotive Recycling connected with the Novak family to learn more about their operations and their overall business acumen that has led to their success.

Automotive Recycling: When was your business opened/started? And how did the family discover automotive recycling? Can you share some information about the early days? How did you grow the business?

Novak: Novak Auto Parts was opened in 1958 by Roger’s mom and dad on property at their home. In 1971, they moved Novak Auto Parts a few miles away to its current location on 20 acres. Roger’s dad wrecked a car and it was at his house in his yard. A gentleman stopped and asked to buy a part off of it. That gave Joe the idea of starting a business and this was the beginning of Novak Auto Parts.

His dad worked a full-time job, but on the side built up the salvage yard. Their family grew and in 1971, he and his wife, Joanne, bought 20 acres and moved the business a few miles away. While all five of their children were involved in the business at one time or another, three sons primarily took interest and became owners. In 1990, Roger, as the youngest of the sons, pushed to computerize the inventory and the business grew quickly. In 1994, we also bought a Columbiana, Ohio location. Roger and Penny again worked together to computerize that inventory as well and update the facility. Once it was running at full capacity, the oldest brother became the owner/operator of that location, running it until he retired a few years ago. Roger became sole owner of Novak Auto Parts, Inc. in 2013 when he bought his middle brother’s shares. Roger and Penny’s children, Casey and Nathan, became integral in all aspects of Novak Auto Parts, Inc. along the way. Roger feels very blessed to have his children join him as third generation auto recyclers. With his first grandchild, Hudson, just born in December, he is hopeful that the fourth generation will follow suit in protecting the environment and serving the community.

AR: Where are you located?

Novak: We have always been located in the heart of New Sewickley Township, approximately 30 minutes north of Pittsburgh, PA.

AR: How many employees do you currently have?

Novak: 15

AR: Who are the owners currently?

Novak: Novak Auto Parts is owned by Roger Novak and has been family-owned since it began. His parents started the business and now the second and third generations are working side by side. Roger’s wife, Penny, is the secretary/bookkeeper; their son, Nathan, is the general manager, and their daughter, Casey, is the office manager.

AR: What is your service area and main customer base?

Novak: Novak Auto Parts proudly serves its community and beyond. As an affiliate member of Team PRP, we are connected with other recyclers across the entire United States. While our focus remains on the tri-state area of PA, OH and WV, we ship UPS and freight lines daily. Our specialty includes late model inventory. We have been on the Midwest Road Runner since 2014. When PRP bought that, we were brought on as an affiliate member, as everyone was. It still remains to be seen if that affiliation offers any advantages. Our standard warranty is 90 days, but we do offer extended warranties: six month parts warranty, six month parts & labor warranty, twelve month parts warranty, twelve months parts and labor warranty

AR: How long have you been a member of ARA?

Novak: Not really sure, but at least since 2005. Honestly, it has been so long that we don’t remember the exact circumstances. More than likely, we learned about ARA from WPADRA, the Western association that pre-dates PARTS as the state association for all of Pennsylvania. But our aim has always been to learn how to do things better, whether that translates to new processes, new equipment, new safety training or new legislative updates. So we definitely see great value in ARA, where we can all learn from each other and work for the good of the industry. All of that benefits our employees, our customers and our community.

AR: How many conventions have you attended?

Novak: We’ve attended five conventions.

AR: Why is it important for you to attend ARA and industry conventions/shows?

Novak: Our industry is always changing so it’s extremely important to keep learning. We find that ARA conventions are the best place to learn about new innovations, new processes, regulatory changes, etc. The ARA conventions also create a perfect space for networking with and learning from other auto recyclers.

AR: How does your membership help your business? What specific resources do you use?

Novak: ARA keeps us abreast of what’s going on in our industry with their informative e-mails. And if we have a question, they are always just a phone call away. The resources they provide regarding industry services are very helpful as well. We have developed our own training plans over the years. But we do use ARA University to some extent and appreciate the insight and availability for our employees – for example, Airbag & Explosive Pretensioner Safety and Forklift Operator Safety. But the other resources we appreciate are the vendors that ARA recommends. We are currently in the market for a new credit card processor and we turned to ARA for trusted vendors.

AR: What do you value most about the ARA?

Novak: We appreciate that ARA has a handle on and advocates for auto recycling on a national level. This is something we don’t have the bandwidth for on our own. ARA keeps an eye on the things that matter to us and brings them into focus. Alone we don’t matter much on a federal level. But as a group, we do matter. We all need each other to survive and thrive in this industry. ARA is the glue.

AR: Do you participate by serving or attending state association meetings or committees, or ARA committees? 

Novak: Yes. In the past when Pennsylvania’s associations were regional, Roger served as President of WPADRA as well as various other capacities. Like father, like son. Currently Nathan is chair of PARTS and serves on the Executive Board. He is deeply committed to helping auto recyclers understand and attain the rigorous standards expected of a quality recycler. It’s important to him not only because we have a duty to the environment and our community, but also for the protection of our employees and our businesses.

AR: In your service, what is a highlight of some of your roles that stands out in your mind?

Novak: Nathan worked to put a program into place that allows Pennsylvania auto recyclers to have a free consultation with an environmental firm in order to get their questions answered. Currently he is working to put voluntary environmental audits into place for PARTS members at no cost to them so that they can be assured they are in compliance with all regulations. His view is that you can’t fix a problem that you don’t know you have.

As recyclers we are called to be good stewards of the environment and we take that very seriously. We also believe as a natural extension, we should be a positive influence in our communities. We try to do that in different ways. From supporting local teams, school functions, and community nights to supplying cars for fire departments’ practice, hosting surrounding communities’ police K-9 exercises in our yard, and sniper practices for law enforcement from other states and as far away as Saskatoon, we try to give back to the community. We see this heart for others so much in this industry from small family-run auto recyclers. It truly is a pleasure to be among them as a part of this industry.

AR: What is the reason you decided to get certified?

Novak: We are always striving to do better. Since we know ARA has best management practices and procedures set in place, working toward certification gave us concrete goals to shoot for… a path for success. Attaining those certifications has given us a tremendous feeling of accomplishment, knowing that we are doing our best for our customers, our employees, the industry, and the earth.

AR: What was the process and experience like for you to get certified, or what is your experience to maintain it?

Novak: Over the years the process has changed, but we have found it really helpful to work with a great environmental partner, which in our case is VET Environmental Engineering, LLC. They always give us suggestions on how we can improve. We love to see progress and try our best to implement both ARA and VET’s processes and procedures.

AR: How many certifications do you have?

Novak: CAR – Mid-year, 2012; GOLD SEAL – March, 2023; EV – November, 2023; RECALL – January, 2023.

AR: How has your certification helped you and your team?

Novak: It honestly bonds our team, knowing that we are reaching for professional certifications that add value to our customers’ experience, our employees’ work atmosphere and the quality of our processes.

AR: What would you say to people who are thinking about getting certified, why should they do it?

Novak: We’d reassure them that getting certified is a process and ARA is there to answer all their questions along the way. It may not happen overnight, but these criteria give us a clear path toward progress. Using ARA’s tried and true practices will help their business be the best that it can be.

AR: Tell us what it means to you and your team to win the CAR award. 

Novak: Winning the 2023-2024 Certified Automotive Recycler of the Year award is an incredible honor and very humbling at the same time. Roger became the sole owner of Novak Auto Parts just 10 years ago, and this feels like an amazing acknowledgment of all the hard work and dedication that went into revitalizing and restructuring operations. We couldn’t be prouder of our team or more appreciative of the help from our industry partners. We will use this amazing moment as fuel to keep climbing and improving. Our industry is so important and we’re excited to continue pushing forward for its betterment. 

Based in Minneapolis, Minnesota, Maura Keller is a seasoned writer, editor, and published author, with more than 20 years of experience. She frequently writes for various regional and national publications.

By Caryn Smith

At the 80th Annual ARA Convention & Expo, Nick Daurio – owner of Daurio Auto Truck in Pueblo, CO, with his brother Mike Daurio and son Greg Daurio – takes the gavel for his year as president of the Automotive Recyclers Association (ARA). His term on the Executive Committee (EC) began during 2020’s epic COVID-19 pandemic, and culminates during the 80th year of the Association’s history. During these milestone years, Nick brought a stable common-sense approach to very complex issues to the EC. Much of his strength in leadership is rooted in his heritage, learning from his father who was the son of an Italian immigrant and the anchor of their family business.

Daurio Auto Truck started by John Daurio in 1957.  He quickly landed insurance contracts in the mid-70s that set the business up for future success. While he passed away a little over a year ago, his no nonsense work ethic, high standards of integrity and forward-thinking vision is a legacy that is present in the operation today. The full-service facility currently encompasses 30 acres in four lots, with entire buildings devoted to specific parts – with nothing touching the ground.

Under Nick’s leadership, the business is now an ARA Certified Automotive Recycler (CAR), and ARA Gold Seal Certified. We interviewed Nick on his thoughts on ARA, the industry, and his certification story.

Automotive Recycling: You came into the ARA Executive Committee during the pandemic, how was that experience for you?

Nick Daurio: Scott Robertson was president at that time, and the EC was organized in structure, which was a benefit to the time we were in. They all made me feel very welcome and made sure I was up to date on every agenda item that was being discussed and voted on from the very first day. It was important to them that I understood the issues and the potential solutions in a very positive manner.

The main difference between our state association in Colorado and ARA really is the magnitude of the agenda items. From the government affairs involvement, the number of auto recyclers that ARA serves to its advocacy, education, and training. In the ARA organization, every facet is large and very complex, with so many moving parts every single day.

The most rewarding part is seeing the progress being made and the vision that develops looking forward, and the many accomplishments achieved in the last three years.

As a member, I would go to a convention, meet a lot of people, and learn about what the industry had to offer. When you’re looking from the outside in, it’s totally a different picture than seeing it firsthand the inside operations. You just really can’t see as a member how much work and structure it takes for the organization to flow and thrive.

As an organization, especially from the EC, the staff and the board perspectives, we need to make sure that every member feels like they are valued, and their voice is heard. We need to educate them and get them involved as much as we can, even with the affiliate chapters.

AR: What is the value of being a part of ARA in your perception?

Daurio: With all the various groups and business models available to our industry, ultimately, we all need to fit in together as a community. That is a hallmark of our industry in how we collaborate.

We’re stronger in numbers then we are as small groups or individuals. We need to figure out a way to unite on common ground, not only as ARA members but also as certified auto recyclers to improve our image. We need to educate the world on our value; we are probably the most misunderstood industry in the world.

ARA is the advocacy for our entire industry. The importance of being involved as a member of the association is for the betterment of the industry. Participation in the certification programs, government relations and industry relations are key to our progress to actively build better relationships and to make sure that our voice is heard and considered in matters that directly or indirectly impact our business and livelihood.

Teamwork in the organization is the only way we can succeed. One person can’t do everything. And that’s where involvement in committee work comes into play; it’s very important for all recyclers to contribute, no matter what your business model is. For me, being on the EC is like getting a master’s degree in teamwork. Everyone involved must feel their worth, believe that they count and their opinion matters. We all think differently, yet we must work towards a common goal and a viable solution.

AR: What are initiatives that the EC has advanced during your EC tenure?

Daurio: When I first started, there were only a few electric vehicles on the road. In a few short years, the numbers are increasing exponentially. The future is here now.

I must commend Scott, Marty, Shan, and Sandy for the initial vision to get involved in training and education for all members on electric vehicle dismantling. We are now seeing the development of the secondary use suppliers for spent EV batteries. The ARA team opened the doors for communication so that we could face the future challenges with a seat at the decision-making table. Going back to teamwork, the proactive decision to develop the relationship with NAATBatt and its members [an organization promoting the commercial interests and supporting developments in advanced energy storage technology] is a game-changer.

We also have contracted with the Worchester Polytechnic Institute (WPI) to conduct a national study on our industry to officially verify our carbon-negative impacts on the environment. I’m really proud that this has happened. It ties in with the ARA strategic plan. It ties into certification. It ties into industry awareness. It holds a lot of weight in many places we visit, but we need outside verification through a carbon study on the carbon savings data. Will carbon credits have a value someday? I think they will.

As far as the Environmental, Social, and Governance (ESG) corporate factor, governments are requiring it now. You must know what your impact is on the environment as a business. In our business and our industry partners, we want to be able to answer: What do you do with that metal? What do we do with the parts? How do we get the parts? Are we creating new parts? What is the energy savings? It will become very important information going forward, I think.

AR: What do you believe are the strengths of the ARA?

Daurio: The annual convention is always a strength of the organization, and it continues to get bigger and better – from the number of quality exposition vendors to the growing participation from attendees to the educational program, including the Tech Talk track. It is a critical asset for the industry to understand trends and strategies for growing operations.

The Mentoring Program brings quality operators together with those that want additional growth and insight, which again points back to industry teamwork. You can see the success that it’s brought to recyclers who went through this program. It takes a lot of time and effort to make it work from both sides – mentor and mentee, but it is important for our industry to elevate all operators who want to achieve greater success.

This past year, we had a strategic planning meeting, where we developed four pillars on ARA’s three-year path. The pillars include Data, Advocacy, Education and Certification Compliance, and Strategic Partnerships. They impact every one of ARA’s committees.

We initiated the Awareness Committee, which works to guide effective member and outside communications, with the goal of attracting new members. This committee is conducting a professional marketing audit of ARA communications to determine what direction is best to meet internal and outreach goals. Also, they will create a new website in the next year make it more useful for members and to maximize our exposure to the world.

The training through ARA University is a great educational resource for members, and we are also creating new training to update and refresh it, including Spanish translations on some courses. The Certification Committee and Interchange Committee continue to increase their impact on a recyclers’ credibility and profitability.

AR: What lessons did you learned from the certification process?

Daurio: I was serious about the becoming certified, and for many years, it was a goal of mine. Unfortunately, I felt that I was too busy, and my staff was too busy. I believe this is the same for others who are not certified. We decided to do it, even though we always kept our property and warehouse very clean. We had our house in order, you know, as far as our grounds, containment, signage, storage, freon removal, tires, oil, and antifreeze, all the things you want to do right.

So, I visited a few auto recyclers how they were accomplishing their certification. After doing my homework, I thought it would be a shoe in, no problem. We started working on it and, when ready, hired a third-party auditor to come out. Let’s just say, I got my first “F” I’ve ever gotten in my life. We failed.

We didn’t have our rainwater permit done correctly, for which I was surprised. We didn’t have tires covered outside. Our rainwater outfalls were good, but not perfect. Our record keeping was good, but it wasn’t perfect.

We accepted our failure and instead of quitting, we got things corrected. Now, we’re in rural Colorado, so I could have thought, ‘who’s going to check me,’ but that wasn’t my attitude. If I was going to start something, I was going to finish it. In one year, we went from failing to A+ on the next audit.

It took time and a little bit of money, but what I learned in that year was that every staff member in the company started holding one another accountable, and it made the leadership’s job a bit easier. The importance of having an emphasis on what happens in day-to-day operations to prevent things from getting out of hand just takes the right training.

Fast forward four years, one day recently three auditors show up from the state of Colorado, with two EPA officers. They gave us two business days’ notice of their impending visit. I was very nervous about it, but also, I was excited to really know how we would rate knowing the success that we should have from our certification work. There wasn’t one question or one item that our auditors asked us to provide that we didn’t have an answer for. And for the most part, my son Greg knew most of the answers to questions about our numbers of fluids processed. If it was a regulatory question, those answers are also documented in our CAR paperwork.

One auditor even asked to take some photographs to illustrate to other recyclers in other places on how to do things the right way.

Greg asked the auditors if they knew how to determine what a professional automotive recycler is, and then asked if they knew what the ARA is – and we were surprised they really didn’t know. So, it goes back to the earlier point on awareness. Who knows who we are? Where are we failing? Who do we need to educate? Not only governmental and regulatory, but insurance companies, repair facilities, repair shops, our neighbors, our city, local government – the list is long.

And at the end of our audit, I asked the auditors, ‘would you have a chat with our staff and tell them who you are, what agency you’re from, and why you were here.’ And they said, ‘Absolutely.’ So they introduce themselves. They explained what our audit was about and why they were there. The praise that they gave our staff was incredible on how our audit went, and on the performance that they achieved.

Just recently, we achieved ARA Gold Seal Certification was a real highlight of mine. It was a very, very proud as a company and probably one of our proudest moments as a team.

AR: This year, what is your goal?

Daurio: My emphasis going forward, besides what we have discussed already, is that I strongly feel that we’ve been junkyards since day one, and people are going to look for us on Google that way. We can accept that fact, but we don’t have to operate like the name reflects.

AR: I’m always asked, what is your return on investment for certification? Or, what does it cost you in the time involved with a certification program?

Daurio: Yes, Whatever effort it took us is far surpassed by the ongoing results we experience.

Yes, we’ve increased our sales since getting certified. Our process efficiency is ongoing every day. We’ve saved time by always keeping the facility clean and efficient, instead of wasted time spent on big cleanup days. Yet, the biggest return on this investment for me, personally, is knowing that if five regulators show up at our facility – as they did – I have confidence that our team effort in certification will result in passing with high marks, every time, and pride knowing that we did the work to make that happen.

We all have a next step, what is yours?