SCOTT CLARK TOYOTA
Devin Proper
Service BDC Manager, Scott Clark Toyota
THE STARTING POINT
If you’re bringing AI into your service department, you want to understand the work your team will need to do along the way. Devin’s experience at Scott Clark Toyota offers a concrete place to start.
In a September 2026 interview, he described an already capable business development center (BDC). His team was answering service calls before Pam joined them. Bringing on Pam’s Receptionist Agent added coverage and service appointment booking, with Devin staying involved in how those conversations worked for his store.
Devin Proper, Service BDC Manager, Scott Clark Toyota
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During Scott Clark’s pilot, Pam took a portion of incoming calls while the BDC continued taking others. Devin valued being able to learn what worked and identify what needed attention as the rollout progressed.
The gradual approach was part of Scott Clark’s pilot. As calls came through, Devin and the teams had specific situations to work on.
Devin Proper
Service BDC Manager, Scott Clark Toyota
IN THE CALLS
01
Pam
↓
Service BDC
When the transfer went unanswered
↓
Returned to Pam
WHAT DEVIN NOTICED
One early problem appeared when a caller needed a person. Pam would transfer the conversation to the service BDC. If nobody answered, the call could come back to Pam, who would start again by asking for the customer’s information and reason for calling.
HOW THE TEAMS RESPONDED
Devin said the repetition frustrated callers. Scott Clark worked with Pam and its telephone-system team to address the problem. He described the result as an arrangement that worked with the store’s phone system.
For your service team, that example raises a useful question: what happens to the caller when the person receiving a transfer cannot answer?
02
Gathering information
Spoken acknowledgment
WHAT DEVIN NOTICED
Another issue was silence. Early in the pilot, callers could hear a pause while Pam gathered information. Devin described the teams exploring how to improve that part of the conversation, including an approach another pilot store had used.
HOW THE TEAMS RESPONDED
They added spoken acknowledgments during the pause. Devin said that hearing an acknowledgment helped customers understand the conversation was continuing.
03
Scott Clark pickup expectations
The store’s own instructions
WHAT DEVIN NOTICED
Scott Clark also needed its own rental-pickup instructions included in conversations. Devin wanted customers to know what to bring when collecting a rental vehicle. That wording was missing at first.
HOW THE TEAMS RESPONDED
He said the teams worked through it and added the store’s instructions so Pam could communicate them to customers. He was still exploring that area and wanted to keep working on the store-specific information.
INSIDE THE STORE
Devin was the dealership contact providing feedback to the Pam team. He brought in what the advisors needed and stayed involved as the teams worked through changes.
After the first week, he said, clearer communication became a priority. Scott Clark needed to understand progress and expected timelines so its own team knew what was coming. The work involved the Pam, Scott Clark and AMSI teams.
When asked what he would tell another store considering Pam, Devin emphasized having a dedicated person ready to work with the team and provide feedback.
If you lead a service department, that is a responsibility to assign during onboarding. Someone needs to know the store’s expectations, explain the specific call situations that need attention and keep colleagues informed as changes are made.
Devin Proper
Service BDC Manager, Scott Clark Toyota
For Devin, appointment scheduling was a central part of Pam’s role. He described using appointment filters to decide where he needed to take a closer look.
He also mentioned reviewing conversations where a customer’s sentiment suggested frustration. Pam booked appointments, and Devin could look for the ones that needed his attention.
HIRE PAM
Experience why 850+ dealerships trust Pam to book more service and sell more cars.