Aged units trap capital. Customers leave when you can't find the right car fast enough. The process to move inventory between dealers doesn't exist — so the capital stays locked and the customers go somewhere else. Perry changes both.
Dealer operations have two persistent capital problems. Both are simple to describe. Both are devastating when they go unresolved.
Find cars your customers want — fast. A buyer walks in ready to sign. You don't have the unit. Another dealer does. But there's no system to locate it, verify equivalency, or execute the trade before the customer buys somewhere else. It's phone calls, voicemails, and waiting.
Move the cars your market doesn't want — at the last responsible moment. Give yourself maximum runway with every unit. When it's time to act, Perry finds the dealers most willing to trade with you for it — before a car you stopped watching becomes a cash crisis.
Both problems require the same thing: product knowledge, speed, transparency, and follow-through. The infrastructure to deliver any of that has never existed.
You've got a customer ready to sign on a Wrangler Rubicon. You don't have it. The dealer 80 miles south does. You know this because you looked it up yourself — nobody else has gotten around to it.
So you start the process. You call the other store. Leave a message. Wait. Call again. You get their guy, who says he'll "run it up the flagpole." Now you're waiting on someone else to do you the enormous favor of selling you a car that's been sitting on their lot for 140 days. You'd think they'd be thrilled to move it. They are not thrilled. They are performing.
Two days later you follow up. "Still working on it." Working on what? It's a car on a lot. It has a VIN. It has a price. It's either available or it's not.
Your customer found three other Rubicons online last night. They weren't going to wait around while two people played phone tag for a week. The gross profit, the F&I, the service relationship, the future referrals — gone. Not because you couldn't find the car. Because the process to get it was too slow and too opaque to keep a ready buyer engaged.
You have a 2025 Ram 1500 Lone Star that's been sitting for 335 days. It's not going to sell here. Everyone knows it. Your floorplan is Chase. In 30 days, you hit the 365-day gate. Chase policy: full payoff required. That's $55,045 you'll need to wire — principal and admin fees. All at once.
You told someone to move it. Three weeks ago. You ask for a status update. "Still working on it." Working on what? Who have you called? What did they say? Is there a deal or isn't there? "It's complicated." It's not complicated. It's a car. See exactly when holding it becomes unrecoverable. Tell me what the unit coming back is. Tell me the check difference and the transport. Three numbers. That's all you need.
But you don't get three numbers. You get "I'm talking to a guy." You get the performance of effort without the evidence of progress. No system. No transparency. No economics. Just phone calls and hope.
That $55,045 forced payoff isn't a line item on a spreadsheet. That's payroll money. Friday's register is $55,000. You don't have $110,000 sitting in the account to cover both. If you'd moved this truck six months ago, you wouldn't be choosing between the lender and your people. But you didn't, and now the gate is 30 days out.
Friday comes. The register runs. The floorplan wire goes out. The account can't cover both. If you're lucky, you can float it for a few days. If you're not, an employee walks into your office on Monday morning asking why their ACH bounced.
¹ Based on actual lender and inventory data: 2025 Ram 1500 Lone Star at $54,945 dealer cost on Chase floorplan. Chase terms: 365-day gate with full payoff required (100% principal + admin). Interest is charged and paid monthly on a per-vehicle basis. Forced payoff at day 365: $54,945 principal + $100 admin = $55,045. Source: Floorless lender terms database and live franchise inventory data.
Whether you're trying to find a car or move one, the failure mode is identical: no system to start, no visibility to track, no economics to evaluate. The dealer loses the deal or the dealer loses the cash. Both were preventable — if the infrastructure existed.
The franchise is fixed. The lender terms are fixed. The local market dynamics are fixed. Sitting idle while new-car inventory runs your working capital into the ground isn't strategy — it's structural surrender. The network gives you a different option: move aged units at the last responsible moment — before a car you forgot about forces cash you need for payroll. Moving inventory between stores isn't a favor. It's how dealers protect capital the OEM and lender can't touch.
For locates, Perry fixes the broken process — the waiting, the theater, the gut-feel economics, the silent failures. For aged inventory, Perry introduces a process that has never existed: proactive matching, transparent economics, and a real workflow to move units before capital is destroyed. What dealers need but have never had.
Perry knows the product. Every trim, every option code, every package dependency, every regional restriction — across every franchise brand sold in the continental United States. When a match surfaces, Perry already knows whether the equipment aligns, the configs are compatible, and the MSRP math works. No phone calls to verify. No guessing.
Perry watches your lot. It knows your lender, your terms, your gates. It tracks every unit's days in stock and carrying cost — and flags the ones approaching curtailment before they become emergencies. You get a daily brief on what needs attention. Nothing sneaks up on you.
Perry reads your inventory. It quantifies the capital damage per unit per day — floorplan interest, opportunity cost, curtailment timelines. When Perry flags your aged Ram 1500, it's not a generic aging alert — it's telling you the exact day the carrying cost crosses the recovery threshold. The intelligence is grounded in real capital data, not hope.
And when it's time to act, here's what the process looks like:
When a match surfaces, Perry has already confirmed equipment alignment, package compatibility, and regional eligibility. Both sides know it's a real match before anyone reaches out.
Perry evaluates trim alignment, option compatibility, MSRP parity, market demand, and franchise constraints. Both sides see exactly what they're getting.
The selling price isn't negotiated — it's set by the market. Perry shows the check difference, transport cost, and what you free up. Real numbers from real lender terms. No handshake math.
No ghost deals. Every transaction has a visible state: requested, accepted, confirmed, evidence submitted, ready to execute — or rejected with a reason. Nothing dies in silence.
Lot technician does the video walkaround. Office person handles MSO/CO signing and cuts the check. Driver moves the car. Your managers run their floor — not phone tag.
Join the dealer network building the infrastructure to protect capital, move inventory, and keep stores running.
Request AccessSee a match. Review the score and economics. Click request. Instant notification.
The other dealership sees the match, score, and economics. Accept or decline.
Both sides said yes. The deal is locked. The system shows it — not hearsay.
Video walkaround and current odometer from both sides. No delivery surprises.
Lot tech. Office person. Driver. The unit moves. Capital frees up.
See a match. Review the equivalency score and the economics. Click request. The other dealer is notified instantly.
The other dealership sees the match, the score, and the economics. They accept or decline. No flagpoles. No ambiguity.
Both sides have said yes. The deal is locked. Both parties know it's happening — because the system shows it.
Both dealerships submit a video walkaround and current odometer reading. No surprises on delivery day.
Lot tech. Office person. Driver. Three people. The unit moves. The capital frees up. The store keeps running.
Aged inventory bleeds capital. The infrastructure to stop it has never existed. We built it.
Freed capital. Better inventory. Faster turns. Lower carrying costs.
Customers who don't buy somewhere else while you wait.