How Viva Fiesta Increased PVR by 17.5% and PPD by 22% with Siro
About Viva Fiesta
Viva Fiesta is a family-owned automotive dealership group with approximately 15 stores across Texas and New Mexico, representing brands including Chevrolet, Subaru, Hyundai, Kia, Volkswagen, and others. With 29 F&I managers spread across two states and a significant Spanish-speaking customer base, the group operates at a scale that makes consistent F&I performance both critical and difficult to achieve.
The Challenge: Flying Blind Across 15 Rooftops
Before Siro, Viva Fiesta's F&I operations ran on instinct and incomplete information.
The group relied on aging camera systems that created as many problems as they solved. Storage limitations caused system failures, forcing a choice between functioning computers and recording deals. Recording compliance dropped as low as 10% at some stores — meaning the vast majority of F&I conversations were never reviewed.
For Abby, Viva Fiesta's F&I Director, the frustration was real:
"I didn't really enforce it because there was just no storage... it was all going to the computers and then the computers weren't working. So I was just like, what do you want me to do with this?" — Abby, F&I Director, Viva Fiesta
Without visibility into the box, leadership operated on gut instinct. The standard — every product, every customer, every time — was well understood. Whether it was actually happening was anyone's guess. As Jamie, a regional leader, put it:
"Just being able to actually measure that would be huge gains. I think most dealerships, including us, missed the ball a lot." — Jamie, Dealer Principal Leader, Viva Fiesta
Training was reactive and inconsistent. With stores spread across two states, Abby couldn't sit in on deals at scale. Top performers held the keys to their own success. There was no systematic way to identify what they were doing differently — or replicate it.
The Solution: Full Visibility Into Every Deal
In November 2025, Viva Fiesta launched a Siro pilot at two stores — Fiesta Subaru and Viva Chevrolet — with six F&I managers. Within weeks, the experience changed how leadership thought about training, accountability, and performance management.
Siro replaced the camera system entirely. F&I managers record conversations directly on their iPads. All recordings are stored in the cloud with unlimited retention. Siro's AI automatically transcribes every conversation — including Spanish, critical for locations like Viva Chevrolet where 60–65% of deals are conducted in Spanish — and analyzes them for product mentions, objection handling, rapport building, and compliance.
For the first time, Abby had real visibility into what was happening in the box at every store:
"I'm so excited because now I can be really involved, whether they like it or not." — Abby, F&I Director, Viva Fiesta
By December 2025, the pilot results were clear. Viva Fiesta expanded Siro across all stores in the group.
How They Use Siro
Daily coaching built into the routine. General managers like Jesus at Viva Chevrolet run daily morning meetings where the team reviews three recordings together — listening for customer objections, timing breakdowns, and missed opportunities. The format is peer-driven:
"Miguel will tell Luis, hey, you know what, I do this, I do that. So most of the things — I just put it like that, and then they'll talk to each other. I just stay quiet and laugh." — Jesus, General Manager, Viva Chevrolet
Real-time feedback between appointments. After each deal, Siro surfaces specific coaching notes — what went well, what could have landed better, what product went unmentioned. Managers don't wait for their next one-on-one. They adjust before the next customer walks in.
Re-engagement that closes deals after the fact. When Siro detects that a customer showed interest but didn't close on a product, it flags the opportunity. "We go back in and call the customer a couple days later. We're able to close the sale after the fact and get more products."
Cross-store learning without travel. Before Siro, best practices lived inside the heads of top performers. Now they're searchable. F&I managers at one store listen to standout deals from another. The Kia team, barely a week into the platform, was already texting each other clips: "Hey, listen to this one — nice job, you killed it."
Scalable oversight for a multi-rooftop director. Abby oversees F&I across all 15 stores. Sitting in on deals at that scale was never realistic. With Siro, she reviews performance data and listens to flagged conversations without traveling. As one general manager noted: "If she had to listen in and sit in on every deal, it would take her weeks and months. It doesn't make sense. Siro probably lets me do 60% more training work."
Results
The numbers tell the story — particularly at the Fiesta stores, where Siro's impact is already significant.
Fiesta Stores (Group Total)
Standout Performers
The results at Fiesta VW are especially striking — PVR more than doubled in a single quarter.
At Fiesta Subaru, PPD climbed from 1.15 to nearly 2.0. "That's a huge bump," as their general manager put it.
Beyond the aggregate numbers, individual product lines show the behavioral shift clearly. Maintenance plan penetration at Fiesta Subaru went from 2% to nearly 35%.
Improving maintenance penetration drives more repeat service visits, which creates more parts and service revenue. And it keeps customers coming back, which often leads to future trade-ins.
That's not just a better F&I number — it's a customer relationship that adds revenue across the dealership for years. It all starts with knowing what's actually said in the box.
Recording compliance went from roughly 10% to over 90% — giving leadership visibility they had never had before.
What's Next
Viva Fiesta continues to refine how they use Siro, with plans to incorporate upcoming DMS integration and deepen their use of AI-powered analytics across locations. The organization has moved from a compliance-driven recording headache to a performance culture grounded in real data — one where F&I managers coach each other, leaders identify opportunities before they become patterns, and every deal contributes to getting better.
As Abby put it: "I want them to understand that this is a tool I'm using to help them make more money and be better... I want to make sure it's a positive experience."
The results suggest it is.
