There is an old saying that too many cooks spoils the broth. That adage is disproven by three co-owners of Grease Monkey in Omaha, Nebraska.
A partnership was formed when owner Marc Riewer brought in a new manager and associate 27 years ago. The sole owner offered his new employees the incentive of becoming part owners. The continued success of the shop shows it was a sound decision.
Turning Around a Troubled Shop
Marc Riewer bought an existing shop in Omaha, Nebraska. As a business owner, he became interested in the quick lube industry when he visited a Grease Monkey location near the restaurant he ran with his wife. After negotiations, he purchased the Omaha location, which had previously been shut down and was then run by corporate.
“At the time, an insurance executive had opened the franchise location,” Riewer says. “He didn’t make it a year.”
Grease Monkey reopened the shop, but soon sought a buyer.
After negotiations, Riewer purchased the shop, along with significant inventory and funds for marketing. He kept the staff for a time, until he discovered theft.
“On a Sunday, I randomly picked up invoices on the desk,” Riewer tells NOLN. “I went in and this very first one was not on the system.”
He soon discovered the cash sales were not being recorded, and the money was being pocketed. Riewer let the manager and some employees go and began searching for a new manager. He called a competing shop and spoke to the manager, who had just given notice after becoming unhappy with the way that shop was run.
A Partnership is Forged
“In the early ’90s, I started managing another business,” says Monte Thurston. “It got to the point I didn’t feel like I was working for a caring company. It went from a seven-store business to a 600-store business. I didn’t feel like I had a name but a number.”
Soon after putting in his two weeks’ notice, Thurston answered the phone and found an opportunity. Riewer was on the other end of the call.
“I said you can earn ownership with your sweat if you’re the right guy,” Riewer says.
Thurston came for the opportunity and brought Doug Rushing and another employee with him. The three worked together to turn the shop around.
“We pretty much fell into our strengths,” Rushing remembers. “Each of us has different personalities and strengths.
There was a learning curve growing up and understanding each person’s strengths and weaknesses,” Rushing states.
No Monkey Business
As the largest stakeholder, Riewer operates remotely, holding monthly in-person meetings, although the three communicate daily through text messages and other means.
Rushing handles many administrative roles, including payroll, taxes, bills, hiring, and day-to-day operations. Thurston ensures the business runs smoothly. Riewer brings the ideas and facilitates growth.
When it comes to making decisions, each owner has a say.
“Usually with decisions, we collaborate over the problem at hand and each puts in our own input,” says Thurston. “The person most involved in that situation ends up with the final decision.”
That means if it is a payroll issue, Thurston takes the lead on the decision.
Making a Better Business Through Employees
The franchise location has received recognition from Grease Monkey, Carfax, NAPA, and other organizations for top-rated service. The efforts go beyond the confines of the shop. The partners seek ways to support its 20 employees. This comes in the form of training, as many shops offer, and also by helping employees where they need it.
Rushing conducted the phone interview for this article from the bank, where he was assisting an employee in opening a line of credit. The part owner has cosigned for loans and opened credit cards with a $1,000 limit to help employees build credit.
“We want to help employees become the best version of themselves,” says Riewer. “Our goal is that when you leave us, you leave a better person and worker.”
Of course, Riewer and partners hope those employees will remain part of the family, but they also understand opportunities emerge.
Although the shop does not prioritize DEI in its hiring process, the Grease Monkey location has a diverse workforce of skilled workers. Included in their shop is a deaf mechanic, as well as staff from Africa, Afghanistan, Mexico, and other countries. In the latter case, Thurston says employees can speak with customers who come in from other countries and struggle to communicate the problems they have with their cars.
The Nebraska-based Grease Monkey has seen expansion, including the acquisition of a neighboring car wash and an increase in the number of bays following its merger with the car wash. The partners discuss opportunities and are open to growth. Riewer may present the opportunities, but he listens to his partners.
“We’ve talked for a long time,” he says. “I’ve always said we’re never going to expand unless I hear from you guys.”
The partners do seek opportunities. “We also think Omaha is ripe for a couple more locations,” Riewer says.
A partnership lends itself to discussion, allowing decisions to be made with the perspective of multiple viewpoints.
“There’s less stress, you have other people to communicate with,” says Rushing. “You’re able to use more people’s strength, not one person doing everything.”
Partnerships can offer a business more potential when the parties involved work well together.
“We all hit it off really well with our own strengths,” says Thurston.
About the Author
Enid Burns
Enid Burns is a writer and editor living in Grosse Pointe, Michigan, and is a freelance contributor to NOLN. She has covered a wide range of topics from video games and consumer electronics to online advertising and business. When living in Manhattan for 20 years she did not own a car, and is often mistaken for that woman who brings her car to the shop and knows nothing. She has learned a great deal from writing for NOLN, but also learns from those shop owners who try to educate her on their services. Enid is a news junkie who spends evenings streaming TV shows and time off on long walks, bike rides, and fiber arts.