Welcome to another edition of the Car Dealership Guy Podcast Recap newsletter—the key lessons from top operators, founders, and execs shaping the future of auto retail.
Today’s guest is Ivette Dominguez Drawe, Dealer/Owner of Alpine Automotive Group.
We unpack her incredible journey from the sales floor to building a thriving dealership empire—leading one of Colorado’s top-performing teams and driving a group that now sells one in every three GM vehicles in the state.
Taking the leap into ownership means betting everything you have.
Ivette and her husband Mike left the security of corporate dealership life in 2005 with a three-year-old daughter and enough money saved to buy their first store, but just barely.
"We had enough money for the business. We had to mortgage our home to get some of our working capital, and we just got lucky to be honest with you, that in the beginning somebody believed in us."
That first opportunity came from Sonic Automotive's Jeff Dyke, who presented them with a store that didn't fit the corporate portfolio, and they seized it without hesitation.
Working moms in automotive face scrutiny that male counterparts never will.
During Dealer Academy at Sonic, Ivette dealt with constant criticism from male colleagues who questioned why she would leave her baby to pursue a career in the industry.
"I would go to class in North Carolina and…you know, a lot of southern men were at the class, they would say ‘Oh, my wife would never leave our baby.’ So, I would be upset for a couple of days, and then I would say, screw this I'm going to just figure it out."
She pushed through with support from her mother and a live-in nanny, refusing to let outdated expectations limit her ambitions.
Successful partnerships require clear role separation and mutual respect.
Ivette and Mike have complementary strengths that drive Alpine's success.
"We're actually very different. I mean, we work well together and we've obviously created 20 years of a legacy and a business together. But we both have different strengths."
Mike focuses on used car acquisition, facilities, and operations, while Ivette owns the people side.
Becoming the market leader requires earning manufacturer trust over time.
Alpine didn't become Colorado's #1 GM dealer overnight—it took years of consistent performance and strategic inventory management to earn that position.
"We have worked really hard over the years to build the inventory, to get to where we needed to be, because it doesn't happen overnight. Doesn't happen because all of a sudden you say, 'Oh, I want to be the number one store in the west.'"
Today, Alpine sells 33% of all GM vehicles in Colorado, a market share that reflects years of disciplined execution.
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Retention matters more than front-end gross in today's market.
Ivette believes that keeping customers coming back is the foundation of long-term profitability, especially as the industry faces headwinds.
"If you're not retaining your customers, you're really going to miss the boat long term. You're going to be spending excess dollars where you don't you don't need to be."
Alpine employs a dedicated retention manager whose sole job is to resolve customer issues across all stores and ensure no one leaves unhappy.
Mobile service solves convenience problems and drives customer loyalty.
Alpine has rolled out mobile service across all stores, taking maintenance and repairs directly to customers' homes or offices.
"We want to be able to take care of the customers. If it's not convenient for them to come in, we want to address their needs in their own home or in their business office."
Ford's mobile service program proved the model works, and now Alpine is expanding it to create a competitive advantage across all its brands.
Culture building requires intentional programs and consistent recognition.
Over the past two years, Alpine has doubled down on peer-to-peer recognition, monthly kickoff meetings, and peak performer awards to strengthen culture.
"I think that those are ways to really get buy in from from your people, improve your culture. We do a great monthly kickoff meeting. We're always looking for ways to kind of really improve, bring everybody together."
These programs ensure employees feel valued and connected, even as the group expands across multiple locations.
Female leadership creates opportunities for others who don't see themselves in automotive.
Ivette believes her presence as a female dealer principal opens doors for people who might not otherwise consider a career in the industry.
"I think that people look up to me and maybe they accept a position in automotive where they hadn't really thought about being in automotive."
That’s why she's intentional about mentoring women and creating a workplace culture that reflects diverse perspectives and experiences.
Legal battles with competitors can delay growth, but ultimately strengthen your position.
Alpine spent five years fighting Auto Nation through Colorado courts over a dealership relocation before finally prevailing and securing a prime location.
"We went through every court in Colorado, Department of Revenue, District Court, Court of Appeals, and then we got selected to be heard in the Supreme Court for this dealership move."
The move ultimately positioned them in the best demographics in Colorado and proved they were willing to fight for what they believed was right.
Next-generation dealers need mentors and relationships to find acquisition opportunities.
Ivette's Toyota store in Oklahoma City came through a business partner who had the manufacturer connections they didn't have, because he had previously run a Toyota store for Mike Shaw in Texas.
“To be honest with you, he's the one that had the Toyota connections and we partnered with him on a store in 2017 in Illinois, a GM store.”
Both partnerships worked because of years of trust, given that he had worked for Alpine from age 19 to 33 before moving to Texas, and that they had already successfully partnered on a GM store in Illinois before pursuing Toyota together.
