Since that announcement, TPS has shared 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 conclude with Ryan Young, president of Young Trucks.
How did you get into the truck dealer industry?
Ryan Young
While joining the family business wasn’t something I took lightly, I felt a strong responsibility to continue what generations before me had built. Becoming part of the fourth generation wasn’t just about a career choice, it was about preserving a legacy for our employees, customers, and community.
How have you risen in the industry and your company to reach where you are today?
I had a later start in the truck dealer industry as I began my career working in a completely different industry. Like the other fourth-generation owners in our family, I spent time working for someone else and gained outside experience, perspective and accountability before entering the family business. That experience proved invaluable and helped shape how I lead today.
When I joined the dealership, I worked my way up through multiple roles gaining hands-on experience across the organization. I started as a service advisor, where I learned the importance of customer relationships and daily operations. I later stepped into the leasing manager role and then assumed the general manager position, taking responsibility for overall dealership performance and leadership.
To accelerate my understanding of the business, I participated in the ATD Dealer Academy, which was instrumental in helping me quickly learn all aspects of the dealership and better prepare me for leadership. In 2020, as COVID reshaped our business, the fourth generation took on greater responsibility for day-to-day operations, and I was named president in September 2020. Each step along the way helped prepare me for where I am today.
What do you like most about being a truck dealer?
What I like most about being a truck dealer is how meaningful the work is. What we do plays a direct role in moving the goods/ services people and businesses need to survive and thrive. Every vehicle we sell or service is more than just transportation, it represents a business on the road, supporting the economy. Our trucks deliver fuel, medical oxygen, essential supplies and even are the vehicles that literally go to put out fires.
Being part of an industry that truly keeps communities functioning is incredibly rewarding. At the end of the day, being a truck dealer means helping keep America rolling.
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Describe your leadership style. How do you pilot your business?
My leadership style is grounded in integrity and trust. I believe in doing the right thing, being honest and surrounding myself with people who are smarter than I am. I pilot the business by staying engaged while giving our leaders the tools and training they need to succeed. We invest heavily in leadership development, encourage collaboration across departments and continually look for ways to improve our processes.
I also believe in being transparent with our employees, partners and OEMs, sharing both our successes and our challenges so we can grow together. Especially during challenging times like COVID, clear communication, consistency and caring for our people have guided my approach. I try to lead by example and create a culture where people feel valued, supported and motivated to do their best work every day.
What do you believe is the most important skill for a truck dealer? How have you cultivated that skill?
I believe the most important skill for a truck dealer is integrity (doing the right thing and doing onto others like you would want done to you), supported by transparency. Without integrity, trust disappears and trust is the foundation of long-term relationships with customers, employees, OEMs and the community.
I’ve practiced this skill by being open and honest in every aspect of the business, especially during difficult situations. That means communicating clearly, sharing information instead of hiding it, and doing the right thing even when it’s uncomfortable or costly in the short term.
I’ve also reinforced these values by setting expectations for our leadership team, modeling the behavior myself, and building a culture where transparency is encouraged and respected. Over time, this approach has helped transform transactions into partnerships and has strengthened trust throughout our organization.
As far as “cultivated” I look at a word that ends with “ed” as past tense and I believe in continuous improvement. Hopefully we are all continuously cultivating our skills.
How do you differentiate your business from your competitors?
We differentiate our business by focusing on long-term relationships, transparency, and investment in people and facilities. We try not to view our work as one-time transactions, we strive to become true partners with our customers by understanding their businesses and helping them succeed over the long haul.
We also differentiate ourselves through the investments we make. From expanding service capacity and parts availability (and delivery) to building and remodeling our facilities to better serve our customers, support our employees and strengthen our community. These investments allow us to minimize downtime for our customers and provide a better overall experience.
Internally, we place emphasis on leadership development, training and collaboration. By breaking down silos and encouraging transparency, including with our OEM partners, we create a culture that is responsive, accountable and focused on continuous improvement. I believe these elements set us apart in a highly competitive industry.
What is the most difficult part of your job?
Our industry is cyclical, but not always predictable. Events like COVID and shifting tariff policies can change our business almost overnight. Many decisions feel like double-edged swords. Every choice has consequences, and it’s important to think through the potential ramifications without becoming paralyzed by them. Finding that balance of making thoughtful informed decisions while still moving forward is one of the toughest parts of leadership.
[RELATED: Learn about ATD Truck Dealer of the Year Nominee Terry Martin]
How does ATD help you run your business?
ATD has played an important role in helping me run and grow our business. I participated in the ATD Dealer Academy, and what I learned there has been invaluable in helping me understand the dealership from a holistic perspective and prepare for leadership responsibilities.
Beyond the Academy, ATD’s news, resources and online training provide timely, relevant insights that help us stay informed and continuously improve. ATD and NADA also do an excellent job advocating for our industry at the federal levels, which is critical in an increasingly complex regulatory environment.
I also participate in an ATD 20 Group, which has been one of the most impactful forms of professional development I’ve experienced. Being surrounded by experienced, thoughtful dealers from across the U.S. and Canada has challenged me to think differently and grow as a Dealer. We’ve even brought our 20 Group moderator on-site to help train our team and guide key decisions, further extending the value of that collaboration.
Why do you believe you were nominated for the ATD Truck Dealer of the Year Award?
I’m kind of cheating here because I did get to read the nomination statement that was made for me. But I believe the nomination came because I make it a priority to represent our industry beyond our dealership, whether that’s hosting legislators, serving in leadership roles with ATD and OADA, or advocating for issues that impact heavy-duty truck dealers at the state and federal levels.
I try to lead by example and contribute in meaningful ways that strengthen our dealership, our community, and the industry as a whole. If I’ve earned this nomination, it’s because of the people I work alongside every day and a shared commitment to doing the right thing. I’m grateful for the opportunity to represent our team, our industry and ATD.
