At the core of Sinclair’s efficiency is a smart division of labour. Used car prep is entrusted to a dedicated technician, ensuring that these vehicles are given undivided attention. “This Technician will only assist with New or Retail vehicles if the Used car prep is complete or there is no pending work,” explains Edwards.

Retail work always takes top priority, followed by new vehicle prep, which is used as infill work — typically tackled later in the day. Despite this tiered approach, every used vehicle has a report completed within 48 hours, and new car prep is consistently turned around within the same timeframe.

Effective interdepartmental communication underpins Sinclair’s productivity. Carcare is used for real-time collaboration around vehicle estimates and condition reporting, while broader updates and announcements are handled through email.

This blend of tools ensures communication stays targeted and efficient — a critical part of their high-performance culture.

When asked what’s propelled Sinclair Mercedes Swansea to the top of the global leaderboard, Edwards keeps it simple: Organisation, Communication, and People.

Their team culture is rooted in accountability and engagement. Regular catch-ups every two months give team members space to reflect and share ideas, but there’s also room for agile decision-making. “If a team member spots something that can be improved, we’ll arrange a meeting as and when needed,” adds Phillips.

Sinclair doesn’t wait for vehicles to arrive to start the work. Each car is pre-planned 24 hours in advance, with prep lines pushed to the service team, recalls checked, and parts pulled so that technicians are ready the moment a vehicle hits the site. This pre-emptive system removes downtime and keeps the workshop running at peak capacity.

Since implementing Carcare, Sinclair Mercedes Swansea has harnessed real-time data to sharpen their operations. Two standout improvements:

• Preparation days have dropped by 13.5% when comparing the dealership’s first two quarters using Carcare to their most recent quarter.
• Stock turn has increased by over 10% in the same period, a strong indicator that their improvements in vehicle prep are accelerating sales and turnover.

These metrics aren’t just impressive — they’re proof that structured workflows and data-driven decisions can have a direct impact on the bottom line.

Despite their global accolades, the team at Sinclair isn’t getting complacent. “We’ve had a rocky start this quarter due to stock levels, and we’re currently ranked fourth globally,” admits Edwards. “That’s not good enough—we want to be number one.”

The dealership is already strategising new ways to optimise, innovate, and stay ahead. And with a highly motivated team that takes pride in their performance, their return to the top seems inevitable.

Sinclair Mercedes Swansea is more than just a well-run dealership — it’s a blueprint for operational excellence in the automotive industry. Their success is built on preparation, people-first leadership, and a culture of continuous improvement. For any dealership aiming to raise the bar, the message is clear: structure matters, data drives progress, and the best teams never stop evolving.