Don Carlos Lee Gibson

Please introduce your organization and describe your role in shaping its direction and operations.

I serve as General Manager of Marietta Motors and Westfall Towing. My role is to run daily operations and maintain performance across the business. That includes financial oversight, staff management, vendor coordination, and process improvement. I focus on building systems that are clear and repeatable. My responsibility is to make sure the business runs consistently, not reactively.

How do you build teams and systems to execute effectively?

I start with structure. Every role needs defined expectations and measurable outcomes. I keep core operations in-house so I can control quality and accountability. I use external partners when it improves efficiency or fills a gap we don’t need full-time. The goal is clarity. If people know what to do and how success is measured, execution improves.

How do you stand out in a competitive service industry?

Consistency. Most businesses lose ground because their systems break under pressure. I focus on process discipline, response time, and reliability. Customers remember how you perform on a bad day, not a good one. If your operation holds up under stress, you stand out.

Who do you primarily serve today?

We serve customers who need reliable automotive and towing services. That includes individuals, businesses, and partners who depend on fast, dependable response. Earlier in my career, I served golfers and club members. The common thread is service delivery. You meet expectations and manage the experience.

What problems do clients bring to you most often?

Urgency and reliability. In towing and automotive, people need fast solutions. Delays create bigger issues. I focus on reducing response time and improving coordination. If we can solve the problem quickly and correctly, we’ve done our job.

How do you stay ahead in your industry?

I focus on fundamentals. Systems, safety, and performance tracking. Trends change, but operations don’t. I also rely on my background in military intelligence. You assess risk, review data, and adjust. I don’t rely on assumptions.

What does long-term trust look like in your work?

It comes from consistency. If a customer or partner knows what to expect every time, trust builds. That applies to response time, communication, and follow-through. You don’t build trust with one job. You build it over time.

How do you define success for your operation?

Success is predictable performance. Jobs completed correctly. Costs managed. Team aligned. If the system works without constant correction, that’s success. I track outcomes and hold the team accountable to standards.

What responsibility do you have after a job is complete?

Follow-through matters. If there’s an issue, we address it. If there’s feedback, we use it to improve. The goal is not just to complete the job, but to improve the system for the next one.

How do you approach pricing and value?

Pricing has to reflect the work, the risk, and the reliability. If the service is consistent and dependable, there is value in that. I focus on sustainability. The business has to operate efficiently to support both the team and the customer.

How do you balance accessibility with maintaining standards?

You set clear expectations. Not every job is the right fit. Fair value means the work can be done properly without cutting corners. If you lower standards to meet price, you create problems later.

Have you ever said no to opportunities? Why?

Yes. If the work doesn’t align with our standards or capacity, I say no. Taking on the wrong work creates strain on the system. Discipline matters more than short-term gain.

What challenges have shaped your leadership most?

Transitioning between industries. Moving from military intelligence to golf, then to automotive operations. Each required adjustment. The lesson was that structure applies everywhere, but you have to understand the environment.

How do you create space for improvement while staying disciplined?

You improve within the system. Small adjustments. Clear feedback loops. I don’t chase constant change. I focus on controlled improvement.

What role does culture play in performance?

Culture drives consistency. If the team understands expectations and takes ownership, performance improves. I model discipline, accountability, and follow-through. That sets the tone.

What impact do you want your work to have long-term?

I want to build systems that last. Operations that don’t depend on one person. I also want to continue mentoring through programs like First Tee and recovery work. Impact is measured by what continues after you step away.

How has your leadership approach evolved?

Earlier, I focused more on doing. Now I focus more on structure and delegation. Leadership is about building systems others can execute.

What changes in your industry interest you most?

Safety and operational efficiency. Tools that improve coordination and reduce risk are important. But technology only works if the system behind it is solid.

What advice would you give to emerging leaders?

Focus on discipline. Build systems. Don’t rely on motivation. One lesson that changed my perspective is this: “You don’t fix problems by reacting. You fix them by improving the system.”