Dwayne emphasizes that every apprenticeship program must begin with the end clearly defined. Before creating a schedule, selecting a curriculum, or choosing a mentor, the shop owner must identify:

• What does a fully trained technician look like at the end of the program?
• What skills, competencies, and behaviors must they demonstrate?
• What type of employee do we want to build culturally, not just technically?
• What statistics or milestones will indicate progress and success?

This alignment becomes the “north star” that guides every decision—from mentor selection to curriculum pacing to funding opportunities.

He stresses that if you don’t clarify the final product, the training becomes inconsistent, mentors improvise, apprentices get confused, and the program loses value.

When the goal is defined:

• Everyone moves in the same direction;
• Apprentices gain confidence because they understand the path;
• Mentors teach with consistency; and
• The owner can measure ROI and justify investment.

This concept threads through everything Dwayne teaches and forms the backbone of his successful multi-shop program.

Dwayne argues that the automotive industry is at a turning point. 88% of employees consider leaving the trade, largely due to:

• Poor communication
• Lack of trust
• No clear career pathway
• Weak or toxic cultures
• No visible leadership development

Apprenticeship programs directly counter these issues by:

1. Creating a Defined Career Path

People stay when they understand exactly how to progress, what success looks like, and how they will be supported.

2. Embedding Culture Through Training

New apprentices learn not only how to fix cars but how the shop operates, including:

• Professionalism
• Customer handling standards
• Team communication
• Accountability
• Time management
• Shop values

3. Increasing Retention and Loyalty

Apprentices who grow up inside a shop tend to stay longer, are more loyal to the culture, and grow into leadership roles.

4. Creating a Talent Pipeline

High schools, colleges, career centers, and military transition programs become continuous sources of new talent.

Word-of-mouth from former apprentices becomes one of the strongest recruitment tools.

Dwayne teaches that a shop does not need a full-blown registered program to start. Begin with:

1. A Simple Goal-Based Program

• Define 4–6 core outcomes (electrical basics, inspections, brake service, customer safety communication, etc.)
• Use existing online or college curricula as the foundation
• Build only the first 90 days at the start

2. Tangible, Measurable Milestones

Examples:

• Week 2: completes safety modules
• Month 2: performs LOF independently
• Month 3: performs brake job start to finish

3. Clear Documentation

• Training plan
• Mentor expectations
• Apprentice responsibilities
• Weekly schedule of classroom + hands-on
• Tracking sheet for progress

4. Feedback Loops

Constant communication between apprentice, mentor, and leadership ensures:

• Accountability
• Early correction
• Acceleration where appropriate
• Reduced frustration

This “minimum viable version” gives structure while maintaining flexibility and can later evolve into a formally registered program.

1. Use Existing Curriculum

Instead of reinventing the wheel:

• ASE foundation curriculum
• Local community college modules
• Online platforms
• OEM or aftermarket training

These should be tailored to your shop’s workflow and equipment.

2. Create a Structured Weekly Schedule

Dwayne’s programs consistently include:

• Classroom time (technical theory, soft skills)
• Mentor time (guided jobs)
• Hands-on hours (billable shop work)

Structure gives the apprentice rhythm and predictability, which increases confidence and learning speed.

3. Allow Limited Flexibility

Emergencies happen. But flexibility must not dilute the structure.

Apprentices should understand the program is part of their professional commitment.

Selecting the right mentors is critical.

1. Mentors Must WANT to Teach

Not every high-level technician is a mentor. Dwayne looks for:

• Patience
• Communication skills
• Willingness to invest in others
• Alignment with company values
• Leadership potential

He often identifies potential mentors through internal assessments or through their willingness to help younger teammates.

2. Mentors Must Be Trained

Dwayne provides mentor training that includes:

• How to teach effectively
• How to diagnose apprentice performance gaps
• How to balance productivity with instruction
• Emotional intelligence and empathy skills
• How to set expectations

3. Mentors Must Be Compensated

Compensation might include:

• Bonus structures
• Hourly uplift
• Leadership development opportunities
• Recognition

Pay must reflect the additional responsibility to ensure commitment and reduce resentment.

1. Utilize Department of Labor Resources

Most states offer:

• Registered apprenticeship pathways
• Wage reimbursement
• Training grants
• Tuition assistance

2. WIOA / WIOA Funding

Workforce Innovation and Opportunity Act funding can subsidize training costs for both new apprentices and incumbent workers.

3. ROI Framework

Dwayne teaches shops to compare:

• Cost of an unfilled technician position (lost revenue + stress + reduced throughput)
• Versus the cost of training an apprentice

He often notes that the cost of NOT hiring or training is far greater than the investment in building your own pipeline.

Dwayne recommends deep community involvement to recruit and influence future technicians.

1. Partner With High Schools and Colleges

• Career fairs
• Advisory boards
• Shop tours
• Student shadowing programs

2. Speak to Classes and Parent Nights

Parents are often the key decision-makers for young apprentices.

3. Leverage Former Apprentices as Ambassadors

Nothing sells the program like:

“I started as an apprentice, and now I’m a technician making a good living.”

1. Start Simple

Pilot the program with one mentor and one apprentice.

2. Refine Through Feedback

After the first 90 days:

• Adjust curriculum
• Strengthen mentor training
• Update goals
• Clarify responsibilities

3. Add Layers Over Time

As the program matures:

• Add certifications
• Create leadership development tracks
• Expand into service writer apprenticeships
• Build a pipeline for foremen, lead techs, and eventually shop managers

4. Maintain Quality as You Scale

Dwayne stresses that scaling requires:

• Strong documentation
• Consistent values
• Clear accountability systems
• Cultural alignment

Dwayne repeatedly emphasizes that your culture must be healthy before bringing in apprentices. Apprenticeships magnify culture—whether good or bad.

Key culture actions include:

• Clear communication
• Defined company values
• Accountability systems
• Transparent leadership messaging
• Celebrations and recognition
• Eliminating toxic behavior quickly
• Reducing micromanagement
• Sharing successes

Without this foundation, apprenticeship programs are likely to fail.

• Define the goal of your program before doing anything else.
• Start small and build upward.
• Pick the right mentors—this is non-negotiable.
• Structure the training and track progress weekly.
• Engage schools and the community early.
• Use funding—it accelerates implementation.
• Measure ROI and celebrate wins.
• Use apprenticeships to build future leaders, not just entry-level techs.

He sees apprenticeship programs as a multi-decade solution for the industry:

“This is how we survive the technician shortage.
This is how we build culture.
This is how we grow leaders.
This is how we build the future of our companies.”