Mark Stephen McCollum is a respected name in the automotive world, with over 35 years of hands-on experience. Born and raised in Conroe, Texas, he grew up in a close family and learned early the value of hard work.
He studied business finance at Lon Morris College and Texas A&M University, building a foundation that would carry him through a long and successful career.
Mark worked his way up from the ground floor, starting in dealership operations before taking on senior leadership roles. He served as General Manager at Sonic Automotive and later became Market President at AutoNation, the largest automotive retailer in the United States. There, he oversaw 22 franchises across 18 rooftops, managing over $1.5 billion in revenue.
His approach to leadership is straightforwardâprioritise people, stay close to the work, and make decisions based on real-world experience. Mark believes that trust and culture drive performance more than numbers alone.
More recently, he founded Automotive IntelliQence, a software company helping dealers use data to make smarter decisions without losing the human touch. He remains active in mentoring others and giving back to his community, supporting the Centre for Child Protection in Austin.
Whether leading large teams or building new tools for the industry, Mark Stephen McCollum stands out as a thoughtful, steady leader who knows the business inside and out.
Mark, take us back to the beginningâhow did you first get started in automotive retail?
I started in dealerships not long after finishing at Texas A&M and Lon Morris College, where I studied business finance. I grew up in Conroe, Texas, in a working family where getting stuck in and figuring things out for yourself was the norm. I didnât have a big plan, but I was drawn to the energy of retail. Once I got inside a dealership and saw how everything workedâfrom sales to serviceâI was hooked.
Back then, I was the guy who showed up early, stayed late, and asked questions. I wanted to understand every part of the business, not just my lane. That helped me move up quickly.
What were some early lessons you learned on the ground?
Donât assume you know more than the people doing the work. I remember early on, I tried to change a service process without speaking to the technicians. It backfired. They knew the process better than I did. From then on, I always walked the floor, asked questions, and listened before making decisions. That approach served me well throughout my career.
You eventually became Market President at AutoNation. What was that like?
That role was intenseâin a good way. I was responsible for 22 franchises across 18 rooftops, managing more than $1.5 billion in annual revenue. Every day was different. Youâd be talking strategy one minute and solving a customer issue the next. But at that scale, the challenge is consistency. You need systems, yes, but you also need strong local leadership and a clear culture.
I made it a point to spend time in the stores, not just behind reports. When youâre dealing with thousands of employees and customers, the only way to keep things on track is to stay connected to the people. Itâs not glamorous, but itâs effective.
After decades in operations, you moved into tech. What led to the founding of Automotive IntelliQence?
Over the years, I kept seeing the same issue: dealers had tons of data, but they werenât using it in a way that helped their people make better decisions. I wasnât looking to build the next shiny dashboardâI wanted to build tools that worked in the real world.
Automotive IntelliQence came from that. Itâs about giving frontline teams the insights they need without adding friction. The aim wasnât to replace peopleâit was to support them. I believe tech should fit into the flow of work, not disrupt it.
What changes in the auto industry have surprised you most?
Honestly, Iâm surprised by how quickly digital retail has been embraced on the surfaceâand how slowly itâs being implemented underneath. Thereâs a difference between offering online car sales and actually integrating digital into how your team works.
Thereâs also a growing gap between customer expectations and dealership processes. People want transparency and speed, but many systems are still clunky. Thatâs where smart tools, better training, and leadership make the difference.
What was one of the hardest leadership challenges youâve faced?
Hiring the wrong leadership team in a new market. They looked great on paperâimpressive backgrounds, polished resumes. But culturally, it was a mismatch. Morale dipped, and turnover followed. I had to step back in, reset expectations, and rebuild the team from scratch.
That experience taught me that values alignment matters more than experience. You can train skills, but you canât train character. Since then, Iâve always hired with that in mind.
How do you define success at this point in your career?
Itâs changed a lot. In the beginning, success meant numbersâhitting goals, earning promotions, growing revenue. These days, I think about legacy. Did I help someone grow in their role? Did I build something that lasts? Thatâs success to me now.
Also, balance matters. I used to run myself into the ground. Now, I make time for golf, family, and quiet mornings. You canât lead others if youâre running on empty.
What advice would you give to someone starting their career in this industry?
Start by listening. Spend time learning how the business really worksâon the ground, not just in reports. Show up early, stay curious, and help solve problems. And when you make a mistakeâand you willâown it. Thatâs how you earn trust.
Also, donât chase titles. Chase value. If you consistently create value for others, the titles and promotions will follow.
Looking ahead, what do you think the future of auto retail looks like?
I think weâll see a mix of high-tech and high-touch. Customers want efficiency, but they still want trust. The dealerships that succeed will be the ones that blend the two wellâusing tech to remove friction, and people to build relationships.
And leadership will matter more than ever. You canât automate culture. That still comes down to whoâs in the room and how they lead.
Final thoughts?
Show up. Stay grounded. Donât stop learning. Thatâs whatâs worked for meâand it still does.
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