Randall Blaum with His Dad

About Randall Blaum


Before There Was a CRM, There Was a Car Lot. 

My dad was a salesman at Courtesy Chevrolet. I spent childhood days cleaning the lot and washing cars. Across the street, my brother was a sales manager at Covey Lincoln Mercury.

Being a car guy runs in my blood.

My work in automotive went on to include the Ron Tonkin Group, Victory Automotive Group, and consulting with dealerships across the country on internet sales, BDC operations, sales processes, and better communication.


Today, that work includes helping people, CRM systems, and AI agents work together. But the question underneath it hasn’t changed:

What happens to the customer between what we intend and what we actually do?

Different Stage. Same Human.


My career also took me into Hollywood entertainment, major theater circuits, and work with senior executives inside large organizations. Across more than forty years, my experience has included major Hollywood studios, Honda, PepsiCo, American Express, Pfizer, and Lucasfilm THX.

Randall Blaum with Paula Abdul

A movie premiere and a dealership showroom might seem worlds apart. Both depend on people coordinating under pressure, keeping promises, and delivering an experience someone has chosen to pay for.


The customer sees what happens. Behind that experience are decisions about staffing, communication, authority, incentives, and accountability.

Working across those settings taught me to follow the connections. A problem that appears at the customer counter may have begun in an executive decision, a departmental boundary, or an expectation nobody questioned.

The Floor and the Executive Office

The Floor and the Executive Office

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?


The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Why does this system work the way it does?

The Floor and the Executive Office

The Floor and the Executive Office

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?


The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?


The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Why does this system work the way it does?


The Floor and the Executive Office

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?


The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?


The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?


The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Why does this system work the way it does?

Why does this system work the way it does?

The Floor and the Executive Office

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?


The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

I remember the people.

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

The Floor and the Executive Office

I spent forty-two days in Nepal directing a documentary from Everest Base Camp. Most people remember the mountain.


I remember the people.

Whether I was sitting with Buddhist monks, walking through remote villages, or filming at the foot of the world's highest peak, I found myself asking the same question that had followed me throughout my career:

Why does this system work the way it does?

Why does this system work the way it does?


My experience spans dealership operations, staff and management training, and executive consulting. I’ve seen what happens when a customer’s question gets lost in a handoff, a showroom visit never gets recorded, or follow-up is completed without moving the conversation forward.

I also understand the decisions leadership has to make: where to invest, what to measure, who owns the result, and how to get consistent execution from capable people.

Those two perspectives belong together.

A report can show management that tasks were completed. Looking at the actual conversation can reveal that the customer still has no answer. A strong process can exist on paper while the habits of a busy store quietly teach people to work around it.

That is where I look.

Your Dealership People CRM and AI with Randall Blaum

What Your Dealership Is Teaching


People learn from what gets rewarded, inspected, tolerated, and ignored.

If managers count calls, people learn to make calls. If managers inspect completed tasks, people learn to complete tasks.


Whether the customer understood the answer or had a reason to return can disappear between those measurements.

I call this Behavioral Gravity: the pull of incentives, expectations, habits, and consequences on how people behave.


AI enters that same environment. It needs a defined job, clear boundaries, and someone accountable when the conversation requires human judgment. Otherwise, a dealership can get faster at producing activity while leaving the customer’s problem unresolved.

Why I Founded Teach People to See


I founded Teach People to See to help leaders recognize these gaps while they still have an opportunity to act.

Through dealership training, keynotes, leadership workshops, C-suite advisory work, and FIELD NOTES, I connect what people do with the conditions producing it—and the decisions leadership can make next.

My automotive roots give me a place to begin. My broader experience gives me more ways to see.
The first job isn’t to fix it. The first job is to see it.

Tell me what’s happening in your dealership—and what you can’t quite explain.

Also check out Automotive, What Others See, About Randall, and Connect