Wise Wolf Consulting - George M. Keen

I help equipment dealers turn underperforming departments into profit centers. Whether it’s a service department bleeding margin, a parts operation running blind, or a sales team without the structure to close — I come in, diagnose the gaps, and build the systems to fix them. My clients typically see measurable margin improvements within the first year, and the results stick because they’re built on objective data, not guesswork.

I’ve been doing this work for over 40 years, across construction, materials handling, golf cars, transport refrigeration, and agricultural equipment. My ground-level experience at a John Deere Agricultural dealership and a Caterpillar/Jungheinrich forklift dealership gave me a real-world understanding of how dealerships actually operate — not how they’re supposed to on paper. That insight has taken me across North America, Europe, and Latin America, where I’ve designed and deployed training programs, performance management systems, compensation structures, and business turnaround strategies for dealers at every scale. Before consulting, I managed five retail hardware stores and spent a decade in software development inside the lift truck sector — including early adoption of computer systems for accounting and financial management in the 1960s and ‘70s. I’ve always believed technology should serve the business, not the other way around.

I founded Wise Wolf Consulting, LLC because the pandemic exposed something I’d been watching build for years: too many dealers were flying blind. They knew something was wrong but didn’t have the metrics to prove it or the roadmap to fix it.

At Wise Wolf, we don't hand you a report and walk out the door. We review department and employee performance end-to-end, identify what's broken, and stay alongside you while you fix it — building the controls that make sure it stays fixed.

The foundation of everything we do is our Department Critical Variables (Benchmarks) and the Performance Scoreboard Methodology: decisions grounded in objective facts and performance history, not gut feel.

What most consultants get wrong is thinking dealer success is primarily a strategy problem. It’s not. It’s an execution problem — and execution requires accountability, measurement, and the willingness to stay in the room until it’s fixed. That’s what I do.