In the weeks ahead, TPS will share in-depth conversations with this year’s four nominees, detailing how they found their way to the truck dealer business, how they’ve navigated the industry, their efforts to lead their businesses and more. These conversations will lead up to the announcement of the 2026 ATD Truck Dealer of the Year Award, which will be announced Feb. 5, at the ATD Show in Las Vegas by Procede Software CEO Larry Kettler and TPS Editor Lucas Deal.
These questionnaires begin with Patrick Chastang, COO and dealer principal at Chastang Ford.
How did you get into the truck dealer industry?
Patrick Chastang
I was introduced to the business at a very young age. By the time I was four years old, I was spending Saturday mornings washing wheels and starting cars at a buy-here, pay-here operation my father was involved in. My parents, Mary and Joe Chastang, built the dealership on relationships, integrity and service, and I learned early that success in the automotive industry is not about transactions — it’s about people.
Growing up in the dealership allowed me to see firsthand how my father treated customers and employees with respect and accountability. That experience shaped my values and continues to influence how I approach this business today. I now have the privilege of working alongside my sister and brother-in-law as owners and partners, continuing the legacy of hard work, honesty and service that has defined our family’s involvement in the industry for generations.
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How have you risen in the industry and your company to reach where you are today?
I truly worked my way up from the ground floor. From childhood through my teenage years, I spent summers and weekends washing cars, cleaning the store, and even cooking and handing out hot dogs during sales events. After earning my driver’s license, I worked in the parts warehouse and as a parts driver, which gave me early exposure to inventory management and operational discipline.
I later spent time in the service department as a porter, light repair technician, and service advisor, while also assisting in the accounting office when possible. These roles gave me a strong appreciation for fixed operations, internal processes and the importance of teamwork.
From there, I moved into vehicle sales, handling both retail and commercial accounts. I eventually stepped into my first management role as inventory manager while still selling, followed by multiple sales management positions. In 2013, I became general manager of the store, and in 2021, I became an owner and Chief Operating Officer.
Every role I’ve held has been part of my education. My father, Joe, was my greatest teacher — he taught me not just how to sell vehicles, but how to build relationships that last decades. Even today, I believe there is always more to learn, particularly in the evolving commercial fleet market.
What do you like most about being a truck dealer?
The trucks are the product, but the relationships are the business—that’s what I enjoy most.
In the commercial fleet world, we are not simply selling trucks; we are becoming partners in our customers’ operations. Whether it’s supporting a municipal fleet, an oil and gas company, or a local business owner who depends on reliable delivery vehicles, our role is to help keep their business running.
What makes this work meaningful is trust—when customers call me directly because they know we will help solve a problem, or when employees stay with us for decades because they feel valued and supported. Being a truck dealer also gives us the ability and responsibility to give back by supporting our employees, partnering with charities, and investing in our community. That commitment is central to who we are as a dealership.
Describe your leadership style. How do you pilot your business?
My leadership style is centered on relationships, accountability and doing right by people — both our employees and our customers. That approach is guided by a clearly defined set of values we call The Chastang Way, which serves as the framework for how we make decisions across the business.
The Chastang Way emphasizes integrity, transparency, respect and long-term relationships. These principles guide how we hire, train, resolve challenges and serve our customers. When decisions are difficult, we ask whether the outcome aligns with our values and supports the long-term success of our employees and customers.
I am present in the dealership every day and take a hands-on approach when needed, but I also believe strong leadership means empowering capable people to lead. My role is to set the vision, provide direction and support the team so they can execute effectively. I work closely with my sister and brother-in-law as partners, and together we have preserved the values passed down from previous generations while continuing to adapt to an evolving industry.
What do you believe is the most important skill for a truck dealer? How have you cultivated that skill?
The most important skill for a truck dealer is the ability to build and maintain long-term relationships based on trust.
In the commercial fleet business, customers are not making one-time purchases — their operations depend on reliable vehicles, responsive service, parts availability and honest communication. That trust is earned by listening, following through and being accessible when challenges arise.
I learned this approach by watching my father and have reinforced it over more than 30 years of working with businesses throughout Houston. Many of our fleet relationships span decades, and that loyalty is built one interaction at a time.
How do you differentiate your business from your competitors?
We have built Chastang Ford around serving commercial fleet customers across a wide range of industries. While many dealers focus primarily on retail transactions, our approach is centered on long-term partnerships with businesses that depend on their vehicles every day.
Our differentiation comes from execution — having the right truck inventory on the ground, a knowledgeable commercial sales team, the right parts in stock and a service operation designed to minimize downtime. Just as important is clear, transparent communication so customers always know where their vehicle stands.
Our employees stay because we value them, which provides our customers with consistency, experience and trust. I also believe strongly in accountability — our customers have my cell phone number because I want them to know we stand behind our commitments.
What is the most difficult part of your job?
My responsibility is to lead through change while protecting our culture, ensuring we adapt without losing sight of who we are.
The most difficult part of my job is keeping pace with constant industry and manufacturer changes while ensuring we have the right people in place to execute at a high level.
The commercial truck business continues to evolve rapidly, and staying aligned while maintaining operational consistency is a daily challenge. Equally challenging is finding and developing people who not only have the skills to succeed but who also embrace The Chastang Way. Skills can be taught; values cannot.
How does ATD help you run your business?
ATD creates valuable opportunities to learn from other truck dealers across the country, allowing us to benchmark performance and share best practices. Just as importantly, ATD serves as a strong voice for dealers at the national level, ensuring our perspectives are represented as the industry evolves.
ATD also plays an important role in helping us navigate an increasingly complex industry through advocacy, education and peer collaboration. The insights ATD provides on manufacturer policies, regulatory changes and market trends help us make informed decisions and plan for the future.
Why do you believe you were nominated for the ATD Truck Dealer of the Year Award?
Honestly, I am honored and humbled by the nomination. There are many outstanding truck dealers across the country, and I do not view myself as more deserving than others.
If I had to reflect on why I may have been nominated, I believe it comes down to consistency and commitment — to our people, our customers and our community. I genuinely enjoy being in the store and working behind the scenes to create an environment where employees can succeed and take great care of our customers.
Any success we’ve had is the result of a strong team that embraces our values and takes pride in serving others. This nomination reflects their efforts more than any individual accomplishment, and I am grateful for the opportunity to represent them.
