David Zuercher

David Zuercher

Director of Variable Operations

I started my automotive career in 2000 at age 18, selling Courtesy Chevrolet, a Van Tuyl Automotive Group store. After three years and a strong sales run—averaging 24.5 units a month—I transitioned into finance, where I discovered my passion for leadership and team development. Over the years, I progressed into Sales Management and eventually became a General Sales Manager. In 2011, I moved into a Sales and Development role supporting dealerships—specifically focusing on Finance performance and process improvement. That same year, I began working with the Cable Dahmer Automotive Group, which was then just two stores. Thirteen years later, Cable Dahmer has grown to eight stores, and I’ve had the privilege of growing alongside it. More than half my career has been spent here, and I credit much of my personal and professional growth to the leadership and culture built by Carlos Ledezma and the Cable Dahmer team.

My role within the Cable Dahmer Automotive Group isn’t just to move numbers—it’s to build a team that operates with loyalty to each other, leads with integrity, works with effectiveness, lives with passion, and leaves behind a legacy of excellence. That’s how we win—and stay winning.

HOW DO YOU BRING CORE VALUES INTO YOUR ROLE?

• Loyal - Commitment to our team, the company’s mission, and its people—even when it’s hard.
• Integrity - Leading with honesty, fairness, and transparency—especially under pressure.
• Effectiveness - Driving measurable results through the already established Cable Dahmer processes and common sense, not just hard work.
• Passion - Bringing energy, belief, and urgency to everything I/we do.
• Legacy - Building a lasting culture and team that continues to grow after me and you. (100-year legacy) 

WHERE ARE WE LOSING MONEY OR OPPORTUNITY THROUGH OUR WARRANTY PROCESSES? 

Cable Dahmer Automotive Group’s goal is to become the most trusted place to buy a car—first in Kansas City, then the Midwest, and ultimately across the United States. Achieving this requires a relentless, unified strategy that is customer-obsessed, process-disciplined, and values-driven. This commitment must show in everything we do—from the showroom floor, to service, to our digital reputation, and in the way our leaders lead internally. Trust is not just built by words or marketing; it’s built by experiences that are so consistent and exceptional, they become a story customers tell for you. I believe that we must first define what “trust” means to our team, our people, and our customers.

WHAT WOULD IT LOOK LIKE IF WE TURNED WARRANTY INTO A PROFIT CENTER, NOT A LIABILITY?

At Cable Dahmer, gross profit erosion in Variable can significantly affect store performance and long-term viability. Recognizing and controlling the key drivers of erosion is essential to maintaining profitability.