Boyd Group Services Inc., better known as Boyd Group, marked its 1,000th location with a community event at its Gerber Collision & Glass facility in Murfreesboro, TN. The achievement was first flagged in its Q2 2025 results.
President and CEO Brian Kaner credited employees, customers, insurance partners and suppliers. “What an amazing accomplishment for our organization … We are excited to continue to execute on our growth strategy moving forward by opening and acquiring many more locations,” Kaner said in a prepared statement.
5-Year Growth Road Map
Boyd has tied the milestone to its five-year plan, unveiled in February, targeting $5 billion in revenue and $700 million in adjusted EBITDA by 2029. The plan includes sustained new-store growth, efficiency gains and margin improvement through “Project 360,” a cost-transformation program already delivering $30 million in annualized savings as of Q2 2025, with more to come in subsequent years.
Expansion in a Fragmented Market
The company has opened 12 new locations since Q2, including the acquisition of an eight-shop operator, and expects 16 greenfield sites by year-end. Analysts note this pace is calibrated to take advantage of a fragmented industry where about 70% of collision centers are single-location businesses, providing runway for national consolidators like Boyd to build share.
With more than 875 U.S. shops and over 125 Canadian sites, Boyd is now the second-largest collision repair operator in North America, behind Caliber Collision. By 2029, Boyd aims to grow market share to around 10%, up from its current ~6%.
Leadership Transition
The milestone comes during a leadership handoff. In May, longtime CEO Tim O’Day stepped down, succeeded by Kaner, formerly president and COO. O’Day oversaw Boyd’s expansion to hundreds of sites in the U.S. following the 2004 acquisition of Gerber Collision & Glass. Analysts credited his tenure with building insurer partnerships and operational consistency across markets.
Kaner inherits a company that has consistently pursued growth through M&A and greenfield openings, while investing in training programs and workflow tools to scale operations. The strategic plan emphasizes talent development, technology investment and insurer collaboration as cornerstones of profitability in a market facing technician shortages and evolving repair demands.
