Many dealership F&I managers spend their days in back offices waiting for customers to arrive, but luxury auto sales trainer Marion Cain believes they're missing the bigger picture by staying put.
"The thing that F&I folks don't do enough is they need to go into the service department and spend time in the lanes," Cain told Daily Dealer Live hosts Sam D'Arc and Uli de' Martino. "The best F&I person I've ever met in the United States–named Jason Merchant... came from service."
Why it matters: F&I managers who understand service operations (and the customer relationships built there) can better guide customers through complex decisions because they understand the entire ownership experience.
How it works: Cain recommends F&I managers spend regular time in service lanes to "listen, help, observe" by ensuring warranty claims get processed quickly and assisting with customer communications.
This exposure reveals customer pain points that back-office managers never see.
And when F&I managers witness repair frustrations and warranty issues firsthand, they can position protection products with an improved framework.
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As a result: F&I managers build loyalty that extends beyond single transactions, and they become true strategic advisors to customers.
But between the lines: Effective F&I performance also requires deep knowledge of each lender's current appetite and specialties.
"You have to know exactly what lenders are good for what," Cain said.
Meaning, managers need to consistently track which lenders are loosening or tightening their underwriting criteria as well as which ones are more income-based vs. FICO score-based.
Big picture: "The job has really evolved. By the time the menu's presented, the product should already be sold. Now the F&I manager has to create deals, make deals, but be a trusted advisor," Cain said.
Bottom line: The highest performing F&I managers are building relationships throughout the dealership to create systematic profit opportunities that drive higher profits.
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