SAN DIEGO, Calif.—Enlyte, a leader in technology, networks and services for the property and casualty industry, announced today it has entered into an agreement to acquire PartsTrader, the industry's leading parts procurement marketplace.

The acquisition represents a strategic investment that brings together two complementary businesses within the Auto Physical Damage ecosystem. PartsTrader will become a wholly owned subsidiary of Enlyte and will continue to operate as an independent entity alongside Mitchell's Auto Physical Damage division. Both organizations will maintain their distinct identities and operations while benefiting from the collective strength of the Enlyte portfolio. Both Mitchell and PartsTrader will continue as open platforms—allowing the choice of other information providers, as well as suppliers and other partners within the ecosystem. 

“This acquisition reinforces Enlyte's commitment to the Auto Physical Damage industry and our focus on delivering comprehensive technology solutions that improve outcomes across the collision claims and repair sectors,” said Alex Sun, CEO of Enlyte. “By bringing together Mitchell's premier damage appraisal solution with PartsTrader's leadership in parts procurement, we're positioned to deliver even greater value to our insurer and repair customers and the market. We're excited about the natural synergies between our companies and look forward to the opportunities ahead.”

“Joining the Enlyte family represents an exciting new chapter for PartsTrader,” said Steve Messenger, CEO of PartsTrader. “As part of Enlyte, we'll have additional resources to accelerate our growth while continuing to serve our customers with the same commitment to excellence they've come to expect. Our companies share a vision for innovation and customer success, and I'm confident this partnership will create significant value for the auto physical damage claims and repair industry.”

The companies have signed an agreement and expect the deal to close in 2026, following regulatory approvals from both the United States and New Zealand. Raymond James & Associates and Goldman Sachs & Co. LLC served as financial advisors to Enlyte, and Kirkland & Ellis LLP and Quigg Partners served as legal counsel. The financial terms of the transaction will not be disclosed.

About Enlyte

Enlyte (enlyte.com) is a P&C industry leader providing claims technology innovations and connectivity solutions, specialty networks, case management, pharmacy benefit and disability management services. Serving over 2,000 entities, including a majority of Fortune 500 employers, Enlyte leverages its portfolio of solutions to simplify processes and improve outcomes for auto, workers’ compensation and disability claims.

About Mitchell

Mitchell International, Inc. is a leader in the development of innovative auto physical damage technology solutions. Combining decades of experience with an open platform, proprietary data and intelligent, cloud-first applications, we help insurance carriers, collision repairers and vehicle manufacturers protect dreams and restore lives. Each day, more than 20,000 organizations turn to Mitchell to support efficiently managing claims and safely returning consumers to the road. For more information, follow Mitchell on Facebook or LinkedIn.

About PartsTrader

As the world’s leading parts procurement marketplace, PartsTrader brings together repair shops, parts suppliers, and insurance carriers on one efficient, market-driven platform. PartsTrader helps repair shops make more accurate decisions regarding part-type, price, and availability. Suppliers can quickly grow their market presence and instantly reach thousands of new shops while improving the way they serve their current customers. Insurance carriers gain transparency into the parts procurement process and access to valuable market data, allowing them to increase accuracy and efficiency on every claim. PartsTrader LLC, based in Chicago, is privately held. For more information, visit partstrader.com.

Media Contacts

Mindset Agency for Enlyte
Jeff Miller
jmiller@mindsetagency.com
541.207.6413

Enlyte Public Relations
Tom Kerr
tom.kerr@enlyte.com
610.451.4996

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As Frank Abagnale, famed for Catch Me If You Can, warns: “The greatest threat to security is convenience.” Detoxing makes us less vulnerable. 

For many business owners today, mornings begin not with purpose but with pings: WhatsApp messages, email alerts, news updates, and social media feeds. By the time leaders get to their offices, their focus is already fractured. In the recycling and automotive industry, where fast decisions and problem-solving are daily requirements, distraction is costly.  

Digital tools promise efficiency, but often they become traps. According to a RescueTime study, people check their phones 58 times per day on average, and nearly half of those checks occur during work hours. Leaders often underestimate how much energy they waste in digital noise. 

The Myth of Multitasking 

Psychologists like John Sweller, known for his work on cognitive load, show that the human brain does not multitask; it task switches. Every time we move from email to a report, from a text to a meeting, our brain pays a tax. This tax is measured in seconds or minutes, but compounded over the day, it drains hours of deep focus. 

Cal Newport, author of Deep Work, warns that the constant pull of shallow digital distractions prevents leaders from reaching the states of concentration necessary for innovation and strategy. In recycling yards and auto parts businesses, that lack of focus leads to missed opportunities, poor employee guidance, and reactive leadership. 

So, why Leaders Resist a Detox? Many leaders secretly fear that if they disconnect, they’ll lose control. What if an urgent deal comes through? What if a crisis emerges? This fear is real, but it’s also exaggerated. In reality, most “urgent” notifications are noise disguised as importance. Julio Vincent Gambuto, in his manifesto Please Unsubscribe, Thanks, reminds us that our attention is the most valuable currency, and we’re giving it away for free. 

Components of a Digital Detox 

1. Device-Free Mornings. Starting the day without screens gives leaders control over focus. Instead of reading emails at 6:00 a.m., spend the first 30–60 minutes on exercise, reading, or goal setting. This practice aligns with Hal Elrod’s Miracle Morning framework and primes leaders for success. 

2. Notification Management. Turn off non-essential alerts. Keep phone calls for emergencies, silence group chats during work hours, and batch email checks. Leaders can set clear rules for when and how they are available, training their teams to respect boundaries. 

3. Tech-Free Meetings. One powerful practice: no phones or laptops during  

team meetings unless absolutely necessary. Research from Harvard shows that distraction-free meetings are shorter and more productive. 

4. Scheduled Digital Windows. Instead of reacting to every ping, leaders set fixed windows for communication: two or three times a day for email, one window for messages, and dedicated blocks for deep work. 

Let’s do a salvage yard scenario, one auto parts business owner in Florida experimented with a digital detox policy: employees could check email only at 10 a.m. and 3 p.m. At first, resistance was high. But within weeks, meetings shortened, productivity increased, and the owner reported less stress. Customers didn’t notice the difference, but employees felt it immediately. 

Epictetus, the Stoic philosopher, said: “No man is free who is not master of himself.” A digital detox is, at its core, self-mastery. In Dopamine Nation, Anna Lembke explains that constant digital stimulation rewires the brain’s reward system. Detoxing resets dopamine levels, restoring focus and motivation. 

I’m pretty sure you’ve heard or said this: “I can’t afford to disconnect.” In truth, you can’t afford not to. Every hour of shallow distraction robs you of growth. This comment is famous too: “My employees expect me to respond instantly.” Clear communication solves this. If teams know you check emails twice daily, they adapt. 

The Cybersecurity Angle 

A digital detox isn’t just about productivity; it’s about protection. Having experienced a serious hack myself, I know how dangerous it is to live constantly connected without safeguards. Hackers prey on distraction: phishing emails, suspicious links, or fake invoices catch us when we are rushed. 

By slowing down, creating intentional digital habits, and limiting exposure, leaders lower their risk of falling victim. As Frank Abagnale, famed for Catch Me If You Can, warns: “The greatest threat to security is convenience.” Detoxing makes us less vulnerable. 

Practical Steps for Business Owners 

1. Set phone-free zones: bedroom, dining table, meetings. 

2. Create a digital Sabbath: one day or a half-day each week without devices. 

3. Use physical tools: paper journals, whiteboards, and face-to-face conversations. 

4. Invest in cyber hygiene: password managers, two-factor authentication, and staff training. 

Get to It! 

Now let’s practice. Here’s an experiment: The 30-Day Detox Challenge.  

For one month, commit to: 

• No screens the first hour after waking. 

• Email only at scheduled times. 

• At least one meeting per week is completely tech-free. 

Track productivity, stress levels, and employee engagement. Most leaders discover that instead of losing control, they regain it. Are you willing to do it? Just try it, what would you lose? 

Therefore, we live in the most connected age in history, yet many leaders feel more disconnected from their purpose than ever. A digital detox is not about rejecting technology; it’s about mastering it. 

By reclaiming mornings, meetings, and mental focus from digital noise, leaders not only become more effective, but they set a cultural standard for their teams. True leadership is not about being always available; it’s about being present where it matters most. Blessings. 

Carlos Barboza is the owner of Eco Green Auto Parts, Orlando, FL. Their website is https://ecogautoparts.com and they can be found on Facebook @ecogreenautoparts. 

When good people leave, it’s rarely sudden. It’s a slow fade that begins weeks or even months before they hand in their notice. 

You won’t hear them complain, and that’s the problem.  

Most of the time, your best yard employees don’t storm into your office demanding changes. They don’t threaten to quit. They just stop caring, stop trying, and eventually stop showing up. 

By the time you notice, they’ve already mentally checked out. And by the time you try to fix it, someone else has already made them an offer. 

I hear the same story from yard owners everywhere: “We had no idea they were unhappy. They seemed fine.” 

Fine is the warning sign you missed. 

The Quiet Exit Starts Long Before the Two-Week Notice 

When good people leave, it’s rarely sudden. It’s a slow fade that begins  

weeks or even months before they hand in their notice.  

Here’s what that looks like: 

They stop offering ideas. Your lead dismantler used to suggest better ways to organize inventory or speed up teardowns. Now? Silence. He clocks in, does the work, and clocks out. 

They stop asking questions. Your parts puller used to check in about customer requests or ask how you wanted something handled. Now she just does the bare minimum and moves on. 

They stop complaining. This one throws people off. You think, “Great, no more whining.” Wrong. Complaints mean they still care enough to want things to improve. Silence means they’ve given up. 

They show up differently. Maybe they’re suddenly taking every call outside. Maybe they’re less engaged in the morning meeting.  

Maybe they’re first out the door at quitting time when they used to stick around. These aren’t dramatic red flags.  

They’re subtle shifts. And that’s exactly why most owners miss them. 

What Causes the Fade 

Good employees don’t disengage for no reason. Something shifts: 

They feel invisible. You haven’t acknowledged their effort in months.  

You don’t notice when they stay late or help a newer guy. They start to wonder  

if any of it matters. 

They’re bored or stuck. Same job, same way, for three years. No new responsibilities. No growth. No challenge. 

They’ve been burned. You promised them something and didn’t follow through. A raise. More hours. Fixed equipment. Now they don’t believe a word you say. 

They don’t trust leadership. You play favorites. You change policies without explaining why. You make decisions without their input. 

They found someone who appreciates them. Another yard offered them $2 more an hour. But it’s not about the money. It’s about feeling valued. 

What Good Retention Actually Looks Like 

Last fall, I had the opportunity to tour OEM Auto Recyclers in Bluffton, Ohio, with owner Tim Stout. His 25-person operation runs smoothly. Not because he pays people to stick around; it’s because he actually pays attention. 

Tim told me his office doesn’t have a chair. “It’s not that I don’t like people,” he said. “I always have stuff to do.” But here’s the thing: when his people need him, he stops and listens. 

He values different personalities. “We like people with different personalities, because everybody’s got a different personality,” he explained. But there’s one line he won’t cross: disrespect. “It has to be respectful. You cross the line here, and you’re just gone on the spot, because I have no temperament for meanness.” 

That’s not complicated. That’s just basic human decency applied consistently. 

Tim also respects that his people have lives. “These guys, they all have families. They all have lives outside this. Just because I don’t doesn’t mean they shouldn’t.” Most days, the doors lock by 5:10, and everyone walks out. 

When he hired Brandon, one of his dismantlers, Tim saw potential that others missed. Brandon processes 100 pieces of drivetrain while others struggle to hit 50 or 60. Instead of seeing high performance as a threat, Tim saw it as an asset. 

That’s the difference. Tim doesn’t just tolerate good workers. He creates space for them to excel. 

How to Spot It Before It’s Too Late 

You can’t fix what you don’t see.  

Start paying attention: 

Watch for changes in behavior. If someone who used to engage suddenly goes quiet, ask why. 

Track participation. Who’s speaking up in meetings? Who’s contributing ideas? When that changes, dig deeper. 

Listen to what’s not being said. If your crew stops giving feedback or bringing up problems, that’s not progress. That’s disengagement. 

Notice who’s checking out mentally. Are they present, or just going through the motions? 

What to Do When You See the Signs 

Don’t panic. Don’t overreact. Don’t corner someone and demand answers. 

Pull them aside. Not in front of the crew. Not in passing. Set aside real time. 

Say something like: “I’ve noticed you’ve been quieter lately. Everything okay? Anything going on I should know about?” 

Then shut up and listen. Really listen. Don’t defend. Don’t dismiss. Don’t problem-solve yet. Just hear them out. 

If they open up, take what they say seriously. Even if it’s hard to hear. Thank them for being honest, then follow through on what you can control. 

If they say they’re fine, don’t push. But keep watching. Sometimes people need to know you care before they’re willing to talk. 

The Bottom Line 

Your best employees won’t quit loudly. They’ll leave quietly. And you’ll be left wondering what you missed. 

The answer? You missed the moment they stopped believing their work mattered to you. You can’t automate appreciation. You can’t delegate engagement.  

And you can’t wait until someone quits to start caring. If you don’t value your people, someone else will. 

Your move: Pick one person on your team who’s been quieter than usual. Pull them aside this week. Ask how they’re doing. Then listen. That’s where retention starts. 

Lisa Ryan, CSP is Chief Appreciation Strategist at Grategy ®, helping manufacturing and trades leaders keep their best people through gratitude-driven retention and engagement. She’s the author of Thank You Very Much and host of The Manufacturers’ Network podcast. Learn more at LisaRyanSpeaks.com.

The Vehicle Recyclers’ Association (formerly known as the Motor Vehicle Dismantlers’ Association—MVDA) was formed in 1943, and has been representing the interests of UK vehicle recyclers ever since. VGA members are spread throughout the UK, in England, Scotland, Wales and Northern Ireland. 

A key highlight of the AGM was the celebration of the individuals whose leadership and dedication have shaped the VRA’s journey. 

Graham Hall, the outgoing President, was recognized with lifetime honorary membership and a special presentation for his years of service, guidance, and unwavering support. His legacy is woven into the association’s fabric. 

Long-standing Treasurer Jason Bishop was presented with a well-deserved trophy marking more than a decade of committed service—his financial stewardship has been central to the VRA’s stability and growth. 

In his absence, the immediate past Chairman, Ray Kirk, was also honored with an award for his significant contribution and leadership.  

These individuals have laid the foundations for the next phase of the VRA.  

Members voted in a refreshed leadership team committed to driving the association  

forward with energy and focus. 

• Chair: Andy Latham 

• President: Terry Charlton 

• Treasurers (shared role): Rob Austin & Savo Vavan 

The full committee remains in place to ensure continuity, and the VRA signaled a commitment to broadening representation by welcoming more expertise, diverse voices, and industry engagement as the association grows. 

At the heart of the AGM was the unveiling of what we are calling VRA 2.0—an ambitious plan to modernize how the association operates. 

This new vision for VRA centers on four strategic priorities critical to the future of the industry: 

To deliver on these priorities, the VRA will adopt a more structured, accountable governance model. An executive committee, supported by a wider management committee and a dedicated administrator, will ensure each area receives focused attention. Clearly defined roles, measurable progress, and transparent use of resources will underpin this transformation. 

The goal is simple: to create a proactive, future-ready trade association that supports its members with professionalism, credibility, and purpose. 

Members were unequivocal in calling for continued transparency and strong governance. The association’s reserves belong to its members, and every decision must respect and protect that responsibility. 

There was also widespread recognition that the VRA’s drive for professional standards in recent years has elevated the entire sector. The ambition now is not just to maintain that momentum—but to accelerate it. 

With stronger governance, a broader base of expertise, and a sharper focus on the issues that matter most, the association is positioning itself—and its members—to stay ahead of emerging regulations, evolving technology, and new commercial opportunities, and now the real work begins as we come together to build a VRA that is more resilient, more influential, and more valuable to every member. 

NEW—CHECK OUT ARA’S PODCAST! 

ARA UNSCRIPTED is a candid, open-format podcast where ARA Executive Director, Vince Edivan sits down with interesting people from across the automotive recycling industry and beyond. We dive into real conversations about work, life, leadership, challenges, wins, and everything in between. No scripts. No filters. Just authentic stories and insights that inspire, educate, and connect. 

Representing ARA at SAE’s Government/Industry Meeting 

Emil Nusbaum, Vice President of Strategy, Government & Regulatory Affairs for the Automotive Recyclers Association, attended SAE’s Government/Industry Meeting (GIM) in Washington, D.C. January 20th – January 22nd. GIM provides a unique, neutral forum where policymakers, regulators, academia, OEMs, and industry leaders come together to share perspectives on critical mobility issues, including safety, emissions, and environmental policy. Emil’s participation helps ensure automotive recyclers are part of these important discussions—supporting the kind of informed dialogue that leads to practical, effective policies and a stronger future for our industry. 

Urgent NHTSA Industry Alert: Two More Deaths from Substandard, Dangerous Chinese Air Bag Inflators 

The National Highway Traffic Safety Administration warns all vehicle suppliers, dealerships, mechanics, distributors, and law enforcement agencies that ruptured replacement air bag inflators made by China’s Jilin Province Detiannuo Automobile Safety System Co. (DTN) have killed or injured vehicle occupants in at least 10 crashes. NHTSA urgently advises to not install substandard inflators from this company and to ensure any used vehicles that have been in a previous crash where the air bag deployed now have air bags that are legitimate replacements. All parties should be extremely cautious about sourcing air bag modules and utilize verifiable vendors. 

NHTSA is now aware of eight drivers who were killed in otherwise survivable crashes, while two other drivers suffered severe injuries. Each vehicle had its original equipment air bag replaced after a previous crash. Although all known crashes have occurred in Chevrolet Malibu and Hyundai Sonata vehicles with salvage or rebuilt titles, NHTSA does not have information to suggest the risk is limited just to these makes and models. The agency is issuing a Consumer Alert to used car buyers and owners after the two most recent crashes in December claimed the lives of two more drivers of vehicles with DTN replacement air bag inflators likely illegally imported from China. 

These dangerous, substandard air bag inflators have malfunctioned in crashes, sending large metal fragments into drivers’ chests, necks, eyes, and faces, killing or severely injuring people in otherwise survivable crashes. NHTSA has an open investigation into these DTN inflators. 

As DTN has acknowledged on its website, the inflators are prohibited from sale in the United States. Whoever is bringing them into the country and installing them is putting American families in danger. The auto repair industry should be on the lookout for these dangerous inflators and should alert NHTSA immediately with any additional information. 

Your customers trust that you are providing quality components that comply with the highest safety standards. Use reputable vendors and be on the lookout for any dubious transactions that could involve DTN replacement air bag inflators. For dealers, it is important to know the history of vehicles in your inventory. If a vehicle has been in a previous crash where the air bag deployed, it should be inspected immediately for one of these inflators, especially if it has a salvage or rebuilt title.  

If you find a DTN inflator, the vehicle should not be driven until the inflator is replaced with genuine parts. If you know of the sale or distribution of DTN inflators or encounter a vehicle with one of these suspect parts, contact the local Homeland Security Investigations office or FBI field office to report it, or submit an online complaint to the National Intellectual Property Rights Coordination Center.  

Also, report it to NHTSA online or by calling the agency’s Vehicle Safety Hotline at 888-327-4236, Monday through Friday, 8 a.m. to 8 p.m. Eastern time.   

By:  Caryn Smith

The group identified a list of ARA’s strengths and opportunities, weaknesses, and threats. They agreed that the Automotive Recyclers Training Institute (ARTI), a 501c(3), was unique to ARA.

Steeped in history, America’s oldest city, Saint Augustine, Florida, was founded by the Spanish explorer Don Pedro Menéndez de Avilés in 1565 and served as the backdrop of the Automotive Recyclers Association’s triannual Strategic Planning Meeting. While acknowledging its historical roots, the ARA diligently seeks to move beyond what has worked in the past to remain relevant, timely, and in sync with its membership's needs. 

To accomplish this, ARA and its leadership—the staff, executive committee, directors, committee chairpersons, and other invited representatives—gather every three years to map the association's priorities. This effort has proved effective in keeping leadership focused on agreed-upon priorities and ARA staff focused on implementing specific goals.  

As each executive committee member moves through their five-year leadership journey, having a documented goal-setting process ensures continuity and progress for the members’ greater good within ARA. 

“I'm excited by the enthusiastic participation of our leaders who took time away from their business to come here this week. There’s been a lot of great discussion, a lot of ideas, a lot of foresight, and thinking about what our membership needs now and in the future,” says Vince Edivan, Executive Director.  

Tom Andrade, ARA’s Second Vice President/Treasurer and owner of Everett’s Auto Parts, notes, “I am excited to be part of the ARA Strategic Planning Event. Many intelligent, dedicated recyclers are donating their time to set ARA's goals for the next three years. These pillars provide the roadmap for the ARA staff and committee chairs to advance the ARA agenda for our membership.” 

What Members Say Matters 

“This is my first strategic planning meeting,” says Amber Kendrick, owner of Pete’s Auto Parts and chair of the ARA Awareness Committee. “This is my second year on the ARA Board of Directors. When I was invited to the Strategic Planning Meeting, I thought it would be a great opportunity to help shape the association's direction. It’s always great to meet up with other recyclers, talk shop, and forge those connections. I’m here to learn and to participate, because I think it’s really important that we’re engaged in the association.” 

The event agenda started with a review of recent Member Survey responses.  “It was important that we solicit feedback from the general membership prior to this meeting,” said Edivan. “We want to know what our members think the Association should be working on, and for them to have the opportunity to contribute their thoughts to the discussion of ARA’s future.” 

On what ARA did well in the past year, some responses included: 

• “ARA was really good at getting messages out to the industry. I saw more of an online presence with postings of information, all the way to videos showcasing our industry.” 

• “The moves the association has made to strengthen ARTI and its ability to create relevant and best-practice resources for the automotive recycling community have been huge.” 

• Advocacy—fought against bad legislation in multiple states, promoted our industry to key players.” 

• “The quality standards program that teams ARA with URG will benefit our industry long-term. In the short term, the EV battery handling guidelines will help recyclers and save lives.” 

• Providing information for recyclers with ARA University and the Certification program.” 

On industry trends or issues, respondents believe that some of these issues will affect ARA members in the next 2-3 years: 

• Insurance 

• Salvage Acquisition 

• Training 

• Technological Change 

• E-Commerce 

• Electrification of the Vehicle 

• EV Battery Handling 

• Workforce shortages 

• Political Uncertainty, especially Around Right to Repair 

Overall, members felt that ARA should continue to focus on increasing communication and inclusivity across diverse business models—especially independent operators —improving public perceptions of the industry, and strengthening mentorship, conferences, and overall member engagement. 

Discussions on 2023-2025  

Key Strategic Pillars 

A review of prior strategic pillars was conducted to measure progress and to determine what should be carried over to the new plan. The 2023-25 pillars were Strategic Partnerships and Branding, Data, Advocacy, and Education/Certification/Compliance. Of the objectives under each pillar, there were many completed, such as the new ARA website, establishing video engagement for storytelling, excellent headway on advocacy and expanded partnerships, especially around the electric vehicle, the implementation of ARA’s new customer relations management (CRM) system, the WPI/ARA Carbon Savings Study, increasing interchange data to expand sales, growth of the Certified Automotive Recycler program, and the establishment of a new Quality Compliance Program in collaboration with URG (rolling out in 2026), among other wins. 

The consensus was that what was accomplished was sufficient to meet the needs of the 2023-2025 Strategic Plan. Discussions shifted to brainstorming to expand on those achievements. 

“This year’s strategic session has solidified some of the work that’s already in process,” says ARA President Shannon Nordstrom, owner of Nordstrom’s Automotive Inc. “Since I’ve been involved in the executive committee, we have undergone various changes in the last few years, and from what I’ve witnessed being on the inside, it gives me huge amounts of optimism for what ARA can do for our members. I’m really excited about the future.” 

Brainstorming High Points 

What stood out as a theme that tied into every objective discussed was ARA’s brand identity as “the voice of the automotive recycling industry.” Everyone agreed that it was paramount that ARA and its members be viewed across all supply chains as the thought-leadership for advancing and promoting the use of recycled auto parts for their wide array of benefits. This influence is opening doors and getting ARA to the table to lead discussions on what matters most to the industry as a whole.  

At his fourth Strategic Planning Event, ARA Past President Scott Robertson Jr., of Robertson’s Auto Salvage, says, “The whole industry is a lot better. It’s improving. There is a lot more collaboration. That ARA and URG are now working together is progress. And as for our Advocacy and Government Affairs, ARA is being invited to the table. You know, not so long ago, we weren’t even invited, we weren’t even recognized, and now we are. That’s probably the biggest change I can point to.” 

“It’s always important, every three years, to reset everything,” he continues. “We can review what failed and what did well, and then plan for going forward. Sometimes you must change your business model, your plan. You think it’s going to go one way, and you get roadblocks. It is important to also adapt and re-maneuver.” 

The group identified a list of ARA’s strengths and opportunities, weaknesses, and threats. They agreed that the Automotive Recyclers Training Institute (ARTI), which is a 501c(3), was unique to ARA and had the capacity to fund a plethora of much-needed resources for the industry, especially in the area of grant awards for environmentally driven efforts. They also agreed that many people do not know the purpose of ARTI, which requires some work. Other strengths and opportunities included the new working relationship with other industry groups, like URG and Team PRP.  

Industry vendors were identified as a valuable alliance for the association, with a focus on providing them with greater appreciation and opportunities to support and add value to ARA efforts. ARA Affiliate Chapters were also an area of opportunity for ARA to improve communications and support.  

Overall, there was the opinion that ARA does many great things, but often falls short of sharing the value and ways to engage with the membership. 

This led to an idea that excited the group into a lengthy discussion—the need for a mapped-out “member journey.” Jessica Andrews, ARA Senior Director, Operations, noted, “Depending on your level of membership and how long you’ve been a member, the journey is going to look different. We need a new-member journey, an existing-member journey, and an associate-member journey; those would be the basics. Existing membership is going to look different and is going to need different touch points throughout the year.” Jason Howell, board member and General Manager of All Import Auto Parts, added that there is also an important affiliate chapter member journey to consider.  

This led to another idea: a “membership toolbox” to be sent to new members and housed in the members-only portal of the website. It would cover all the ways ARA can help members, from connecting with committees to providing plug-and-play marketing materials for recycled auto parts. This has endless applications and will be fleshed out in the three-year plan for timelines and content. 

Once the past plan was reviewed, five “placeholder” pillars were identified for the 2026-28 plan, and the larger group was divided into smaller groups, each of which added ideas to accomplish the themes. This is where attendees put their ideas on paper that could help advance ARA in the next three years. Common themes discussed on day two emerged.  

Nordstrom commented at the end of the event on what excited him most: “I think the ‘member toolbox’ and really defining what the journey of a member looks like are most exciting. I want to be very deliberate about them. Why is that important? Member retention and the member experience are extremely important, so they see the value in their dues payment. If you’re asking someone to give you a check, you don’t want them just to do it out of obligation. We want them to do it because they feel good about it. There are things that are helping me. It has always been this way: people want to know, ‘What’s my return on investment?’ You always have an intrinsic value, but I want to be able to see those things in a more organized format.” 

Defining the Next Three Years 

“I look forward to taking time with staff and our leaders in the coming weeks to really flesh out the great ideas that came out of this meeting,” says Edivan.  

“We will add implementable details and timelines to the plan that will best serve ARA membership for the next three years.” 

Ultimately, the one and a half days of brainstorming and idea creation yielded many ideas that will be funneled under these tentative headings, given timelines, and will focus the efforts of all tasked to implement them. Next steps are for the ARA staff and the Executive Committee to formalize these ideas that were agreed upon by the strategy working group into a plan to present them Board of Directors to consider, discuss and approve to release to the ARA membership. 

“It’s been really fun to brainstorm with people and see all the different ideas coming from all different directions,” said Kendrick. “Honestly, going to dinner with industry leaders and talking about what they’re doing with their reinsurance program or what they’re doing with car buying right now is so valuable to me in my own business. You know, that’s totally separate from the strategic planning, but it’s a huge benefit to being involved in ARA.” 

ARA is a volunteer organization, and members attended this meeting to support ARA on their own time. But not all ARA volunteer work is that time-driven. “Not only is it good for the association to be involved,” Kendrick continues, “it’s been good for me, too. It doesn’t take a lot of time. It’s a once-a-month Teams meeting, and I get a lot more out of it than I put in. You know, we come up with the ideas, and then the ARA staff executes them.” 

“As a first-time attendee of the strategic planning meeting,” says Greg Condon, owner of Condon’s Auto Parts, “I was impressed by the depth of information discussed and all the behind-the-scenes work that members may not realize happens on their behalf. I’m grateful to have participated and hope to contribute value to the strategic plan for the next three years. I am glad I took the time from my schedule to do so. The effort that the EC and staff at ARA put into our industry is phenomenal, and the opportunity to help guide the direction for the next three years was valuable to me. I’m proud to be a member of ARA!”