DriveTime Automotive Group reviews

They have let go at least 50% of IT, and another 20% have left on their own if not more within the last year. The good old boy club is very strong, was told there's no where to move up. Years in a row never having any actual achievable goals to show accountability for promotion. They are running out of technical knowledge and the only one's who are staying are those who've been there for a long time, only. Even some of those are getting laid off unexpectedly. Having connections outside of work seems to matter more than skill or contributions wether that's code or hours spent. Be wary of applying here, they are running on a skeletion crew on just about every team, this was not the case a year ago. What's left is not the biggest contributors or most impactful team members. Once the CTO (Greg) left, it all started a shift, a little over a year ago. No sense of ownership on any of the teams, while every team is so fragmented. One could be implimenting something affecting the whole company and get laid the same day.

Teams are expected to handle nearly every aspect of dealership operations—selling 60–100 cars per month, cleaning and prepping vehicles, light repairs, shop transfers, title paperwork, audits, lot maintenance, calls, metrics, and staff development—often with a lean staff of 4–7 people. Pre-COVID, locations were staffed with 8–14+ people for similar work with slightly higher sales volume. Budgets and incentive programs change frequently and are difficult to achieve, while promotions are limited and sales compensation can exceed management pay. Vehicle program benefits are highly restricted. The removal of AGM roles concentrates operational and compliance responsibilities at the GM level, which negatively impacts culture, work-life balance, and overall sustainability, with only modest pay increases (around $7k–$12k). Overall, expectations continue to increase while internally attempting to move closer to fully automated systems with a lean staff, high metrics, and heavy oversight from management will inevitably lead to poor outcomes. Lastly removing AGMs is going to be a huge load on GM and a blow to the team It will reduce real-time coaching and preventive oversight. GMs often sell car a few time a month due to limited staffing already so that while also managing operations, deals, compliance, etc.. Concentrated responsibility increases hidden underwriting and documentation risk, with issues surfacing post-sales. Stores will become more reactive and difficult to sustain in high-volume, especially in locations with higher deal exceptions. It’s just a bad idea. I foresee lots of turnover of good people that have worked with this company a long time. They are probably banking on people leaving and also utilizing the economic conditions to take advantage of staffing changes. Used to be a great company to work for. Stimulating and growth based. A company for the employees! I like how customers enjoy our process more but there is a huge imbalance in how employees are valued. And little things like “win a few shirt, shoes, or $15 gift cards this month” dosent make up for increased staffing issues, removal of lot techs, no OA’s, less agents, no AGM’s, driver restrictions, no company trips, less dealership funds, increased monitoring, etc..