This blog is intended to provide readers—you—with insights into how we think and operate here at Oxlo. It also provides a less scripted, more stream-of-consciousness view of Oxlo and our perspectives on automotive retail. I hope that readers have seen both in the DCS series of posts.
But rather than always following such a strongly thematic series, let me share with you a personal observation on the culture of Oxlo.
Doing what it takes. What it takes to _______ (you the reader - fill in the blank) excellently. This is what people at Oxlo do. What you won’t find here is a “that’s not my job” attitude. Jim, our CEO, also refers to this as an ownership mentality.
Whether it’s working on a weekend or outside normal business hours to refine and improve on a deliverable, whether it is going the extra mile to listen to, document, follow through and then review how we did on a basic customer commitment, or whether it is simply picking up around the office—there are countless examples by every person at Oxlo that have created a company that does what it takes.
This doesn’t mean that everyone does everything. It means filling your role expertly, and contributing unselfishly where there are gaps.
Doing what it takes also means being supportive of colleagues, because one person can’t do it all on their own— it takes a well-coordinated, cooperative division of labor.
The last characteristic of Oxlo’s do what it takes culture that I think is worth mentioning is that quality and substance matter a great deal. Quantity of effort alone won’t cut it, although make no mistake, quality often takes quantity.
The result? We’re seeing that our customers, partners, investors, advisors and colleagues all get a remarkable experience and remarkable value. Most importantly, our customers get responsive, high quality, substantive results by working with Oxlo.
Do what it takes.
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