By Hunt Demarest, CPA and Guest Brad Templin of Scott’s U-Save Tires & Auto Repair

Every once in a while, I get an email from a listener that turns into something bigger than a podcast episode.

Brad Templin from Scott’s U-Save Tires & Auto Repair reached out and said, “I don’t know if this will resonate with your audience…” — and then proceeded to describe fourth-generation automotive roots, a second-generation shop, a mom who ran the business for 20+ years, private equity knocking on the door, and the real-life dynamics of working with family.

Yeah, Brad. It resonates.

His story hits on something I see every single week with clients: the tension between legacy, growth, family, and opportunity.

Let’s unpack it.

From Corporate Track to the Shop Floor

Brad didn’t grow up planning to run a repair shop. Engineering degree. MBA. Corporate career path. He was doing exactly what most second-generation kids are told to do: go build a stable future somewhere else.

But a simple question shifted his thinking: Do you want to build something for someone else, or build something for yourself?

He came back to the business on a two-year trial. And instead of walking into leadership, he started as a tire tech. Oil changes. Mounting tires. Working Saturdays. Same schedule as everyone else.

That decision mattered.

In family businesses, respect isn’t automatic. Teams don’t care about your degree — they care whether you understand the work. By starting in the bays, Brad built credibility. So when he eventually introduced more structure, better reporting, and growth initiatives, it didn’t feel like theory. It felt earned.

His mom had built a strong foundation after stepping in and running the business for over two decades. Brad’s role became refining it, scaling it, and preparing it for the next chapter. That’s what healthy generational transition looks like.

The Reality of Working With Family

Family business is layered. You’re not just discussing margins and acquisitions — you’re talking to your mom. And then you still have to show up for holidays like nothing happened.

What stood out in Brad’s story wasn’t a perfectly scripted succession plan. It was mutual respect that developed over time. He proved he was committed. She reinvested in growth and trusted his ideas. The dynamic slowly shifted from parent-and-child to partners.

That doesn’t happen without communication. And it doesn’t happen without honesty.

Too many family shops struggle because resentment builds quietly. If you want a long-term partnership, you have to be willing to say, “Here’s what’s working, and here’s what’s not.” That’s true for ownership just like it’s true for technicians and service advisors.

When Private Equity Calls

As the company grew, private equity came knocking. Letters. Calls. Real offers.

Brad didn’t ignore them. He ran the numbers. He evaluated the return. But at the end of the day, the decision wasn’t just financial — it was personal.

He’s in his thirties. Selling today means deciding what the next twenty years of his life look like. Yes, the multiples can be attractive. But if you still enjoy building, still believe in the team, and still see opportunity ahead, that math changes.

Private equity isn’t the enemy. It’s validation that you’ve built something valuable. The real question becomes: do you want to exit, or do you want to keep building?

For Brad and his mom, they’re still having fun. They’re still aligned. And they’re still choosing the long game.

At the end of the day, succession isn’t just about valuation. It’s about relationships, fulfillment, and clarity around what kind of future you actually want to create.