Enquirer Consulting Group

Reachable Buyer Map

Prepared for Taylor Moss · Quality Collision Group · August 2026
From the outside, Quality Collision Group reads as growing two ways at once: repair volume that arrives because somebody else made a routing decision, and locations that arrive because an owner decided to sell. Both are named-seat problems, not advertising problems. This map covers the United States, where those seats sit in and around your thirteen states, who signs inside each group, and roughly how many there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Independent collision shops, the acquisition pool
The pool an acquisition program actually draws from. Most US collision facilities are still single location and owner held, and the ones worth buying tend to be the ones nobody has approached, because a shop that arrives through a broker arrives with its price already decided.
Who signs: the owner operator, the second generation family principal, the general manager who would stay on, and the outside accountant who advises the sale.
30,000 to 33,000
US collision repair facilities in total; the single owner majority is the part of that number nobody works systematically
Multi-shop operators, two to nine locations
The band that moves the needle in one transaction and is still decided by a person rather than a committee. Big enough to have real process, systems and technician retention, small enough that the principal takes the call himself.
Who signs: the founder or principal, the operations lead across the group, and the family trust or holding entity where one exists.
Low thousands nationally
operators running two to nine locations; shop counts by owner are not published anywhere public, so this layer is estimated and deliberately loose
Franchised new-vehicle dealers and dealer groups
The adjacency your certifications already argue for. A dealer without its own body shop still owns the customer relationship and still has to send the work somewhere, and certification is the reason it goes to one network rather than to the shop nearest the lot.
Who signs: fixed operations director, service director, dealer principal, and at the larger groups the regional VP of fixed operations.
16,500 to 17,000
franchised new-vehicle dealerships in the US; several hundred sit inside groups of ten rooftops or more, where one relationship reaches many
Commercial and municipal fleets
The only segment here that buys on downtime rather than on a claim. Fleets running roughly twenty five to five hundred vehicles are the workable band: large enough to feel a unit sitting still, not large enough to run their own shop.
Who signs: fleet manager, director of transportation, risk manager, VP of operations, and in public fleets the procurement officer.
Tens of thousands
US organizations operating fleets in that range; vehicle counts are not published company by company, so this is a market estimate rather than a register count
Carrier claims and repair network owners
Small by count and decisive by weight. Personal auto is written by a limited number of carrier groups and the largest handful carry most of the market, so network placement is a short list of named people rather than a volume exercise.
Who signs: repair network manager, direct repair program lead, regional claims director, vendor management.
150 to 200
carrier groups writing personal auto nationally; the top ten hold the majority of what is written, which makes this a list of dozens in practice
Rental, subscription and last mile operators
High volume per relationship and no list to work from. Rental branches, delivery and last mile fleets, vehicle subscription operators and transit authorities each concentrate damage in a small number of hands, and each one decides regionally.
Who signs: regional operations manager, head of maintenance, national accounts lead, procurement.
A named list, not a register
reached company by company; the absence of a list is exactly why this group stays underworked by everybody

Where the openings are

1
An acquisition list has the same shape as a sales list. Several thousand owner held shops, no broker in the middle, and a first message that has to read like it came from somebody who knows what it takes to stand up a certified aluminum bay. Writing that several thousand times, on a schedule, is mechanical work. In this market it usually depends instead on who somebody already knows.
2
Certification does not travel by itself. Certification with more than thirty manufacturers across 105 locations is an argument a fixed operations director understands in one line, and in this market that argument usually reaches only the dealers already sending work. That is a distribution gap, not a credibility one.
3
Fleet and dealer volume is bought by a role, and roles turn over. A new fixed operations director or transportation manager reopens the vendor question within weeks of arriving. A channel built on named seats catches that moment. A channel built on relationships hears about it after the decision is made.
4
Two motions, one calendar. Buying shops and winning volume need different lists, different messages and different follow-up rhythms, and inside one company they compete for the same attention. Running both properly is a staffing question before it is a marketing one. That is the part we design, staff and run, then hand over.
Built from public registries and published market counts, banded deliberately. Facility, dealership and carrier counts describe established businesses that appear in public filings and industry reporting, not the whole market. Ownership structure, shop counts per owner and fleet sizes are not published company by company, so those layers are described and estimated rather than counted.
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