Pinewood.AI spent decades hidden inside a dealership empire. Now it is selling one database, fewer bolt-ons and automotive-trained AI to dealers around the world - with a £545 million take-private deal waiting at the next junction.
A Toyota dealer went looking for proof that his advertising worked and found something more useful: the conversations his store was mishandling. Two decades later, CallRevu is trying to turn every ring, pause and missed appointment into a dealership operating signal.

From a 22-year-old media planner to the executive retiring a 20-year tagline, Sarah Lane built her career by studying how people choose - then giving them more control.

A first exit paid for the car that pulled a young software founder into dealership culture. His second company is turning all those missed calls, scattered logins and neglected leads into one very large systems problem.

A paper packet inside a West Virginia dealership became a software company. Seve Astorg’s enduring idea is disarmingly practical: when a car comes with proof, the conversation changes.
The Windsor dealership is not merely moving metal. It has built a practical retail loop - inventory, credit, trade-ins, Mopar parts and unusually heavy-duty service - around customers who cannot afford to leave a work truck parked.
iPacket began by replacing a 20-page folder nobody enjoyed assembling. Four thousand dealer partners later, its real product is not the packet - it is the proof that helps a car, a salesperson and a price survive scrutiny.

The former BMW Korea manager spent years turning dealer activity into data. Now his company, EPIKAR, is taking that operating system from Seoul to American showrooms.
LeadVenture built a portfolio for the dealerships that mainstream auto software often overlooks - the shops selling motorcycles, boats, tractors, RVs, trailers, tires and used cars. Its advantage is not one flashy app, but a network that turns scattered inventory into a coherent digital storefront.

After three decades across the car business, Group 1 Automotive’s chief marketing officer is betting that local scale, useful technology and human attention can turn a transaction into a customer’s next decision.
Jim Ellis turned one Chamblee Volkswagen store into 22 dealerships and 17 brands - and built a half-billion-dollar business on a handshake rule he called the Jim Ellis Promise.
Sheehy Auto Stores turned one Beltway Ford dealership into a regional retail network. Its pitch is deliberately simple: more choice, less haggling and a relationship that continues in the service lane.
Cars.com built the audience. Now its parent is connecting that traffic to dealer websites, appraisals, advertising and wholesale auctions - a bid to own more of the messy journey from search box to showroom.
Group 1 Automotive built a $22.6 billion business by treating the dealership as the beginning of a relationship, not the end of a sale. Its real engine sits behind the showroom door: service bays, parts counters, finance desks and a digital platform designed to keep drivers in the network.
The company that killed the haggle in 1993 now sells three-quarters of a million used cars a year - and is trying to prove that a car lot can also be a website.
Penske Automotive Group looks like a dealership empire from the curb. Under the hood, it is a carefully diversified machine spanning luxury cars, commercial trucks, repair bays, power systems and a valuable slice of one of North America’s largest managed fleets.