top of page

Ep. 011 Moody's Collision Centers


Host Jesse Tyler is joined by three wonderful employee-owners of New England-based Moody's Collision Centers: Lori Waddell, customer service representative, Mike Shaw, metal technician, and Matt Tervo, paint technician, who discuss what being an employee owner means to them, how they share EO outside of work and home, why Moody's is a great place to work, and their EO A-ha Moments.

The goal of this series is to have owner to owner discussions about a range of ownership, experience and culture topics, and bring more insight into the individual ownership experience.


About Moody's (From its website)

Moody’s Collision Centers began as “Moody’s Body Shop” in the fall of 1977 at its current Gorham location. Shawn Moody, then a senior at Gorham High School, had a vision of providing service to local residents that exceeded their expectations. As such, he launched Moody’s out of a small three bay garage.

With over 200,000 vehicles repaired and growing, Moody’s philosophy centers on community support, customer loyalty and co-worker dedication. The real strength of Moody’s is in our co-workers. We have the most dedicated, committed, and qualified co-workers in the industry. They care about you, your vehicle and the quality of the workmanship Moody’s performs. Because Moody’s is employee owned, each and every co-worker has a stake in the business and therefore a vested interest in being the best that they can be.

An ESOP is an employee benefit plan, which empowers co-workers of a company as stockowners of that company. Moody’s continues to grow the company’s net worth and the result: every member of the Moody’s team benefits by the increased value of Moody’s stock in their retirement accounts.

Moody’s Collision Centers has grown an average of 18.4% a year since the inception of the ESOP in 2003. This growth has occurred during very difficult economic conditions and a shrinking collision repair industry. The vision of the ESOP Association, through co-worker ownership, is to improve American competitiveness due to greater co-worker participation in the workplace. It aims to strengthen the free enterprise economy and create a broader distribution of wealth. Moody’s has been able to maximize human potential by enhancing the self-worth, dignity, and wellbeing of our co-workers.

Moody’s co-workers all have a key to the respective facility they work; no one that works at Moody’s has ever “swiped” a time card or “punched” a clock. We believe and promote co-worker ownership with responsibility to each other.

Every quarter Moody’s holds a meeting at which all co-workers are presented the company’s financial performance as well as 10 other Key Performance Indicators (KPI’s) that range from our Customer Satisfaction results to our Efficiencies and Utilization, etc. Everyone has an opportunity to share his or her suggestions, ideas and feedback.




bottom of page