Jeff Smith, owner of Crossroads Chevrolet GMC, was sworn in as the 2025-26 MADA chairman in June. He brings with him 40 years of industry experience, having spent almost half of that time in the Corinth, Mississippi, community. 

Under Jeff’s direction, the Crossroads dealership has risen to one of the top three performers in GMC sales in Mississippi. His people-first frame of mind and commitment to transparency, efficiency and community have made Crossroads a standout in the automotive world. Of note, each month, Jeff and the Crossroads family give back to the Corinth community through Crossroads Community Action Now (CAN), providing a hand up to local nonprofits as well as scholarships to local students.

Jeff’s leadership, dedication and vision make him the perfect choice for this important role. We recently sat down with Jeff and learned more about his career, his thoughts on the industry and what he hopes to accomplish as chairman. The following are excerpts from our conversation.

How did you get into the business?

I got into the business in 1985 when my father-in-law bought a Chevrolet Mercedes-Benz dealership. The day he took over that dealership was the day that my oldest daughter was born, and he asked me to come to work for him. Those were both big turning points in my life. Today, my son-in-law is in the business with me. It’s funny how things come around.

What has been the most rewarding part of your career? 

The most rewarding part of my career is simply the opportunity I was given by my father-in-law. He opened the door, and it was up to me what I did with that opportunity. I was in charge of how that turned out. Through hard work and commitment to this business, I found success. I was in control of my destiny. It’s frustrating to see when people in the industry let so many opportunities pass them by.

What are the biggest challenges the industry is facing?

I think the number one issue — and it’s been this way for a long time — is being able to attract and retain quality people. That’s always the case, no matter where I’m at or who I’m talking to. 

This business is all about people. We’ve made some changes at Crossroads to try to show our people we value them. We moved to a four-day work week, which is unheard of in the car business. Most of the time in the car business, it’s a six- to seven-day work week. I give my current general manager credit for this change. When he first brought the idea to me, I said, “Have you lost your mind? There’s no way.” After we discussed it, I said, “OK, we’re going to try it. But if business drops, we’re going away from it.” Interestingly enough, both business and production have increased. 

Initiatives like these are worth it. We’re constantly trying and are very conscientious about creating a fun work environment so that folks want to come to work here and stay working here. We call it the Crossroads family, and we truly try to make it a family. 

The second challenge is the manufacturers. I’ve worked with many manufacturers over my career, and the dealer-factory relationship is a struggle. It always has been, and I don’t see that changing in the near future. 

What inspired you to take the role of chairman, and what aspects of your background have prepared you for this? 

First and foremost, I’m a Christian and I live by the motto “To whom much is given, much is required.” I’ve been involved with MADA since the late 80s, but I hadn’t taken on an active role. When Marty approached me about becoming a board member, it was a no-brainer. It was my way to give back to the association that has helped me so many times over the years. It’s incredibly humbling to me to be asked to be in this role. 

As far as my background goes, the past 40 years of experience have taught me a lot. From dealing with many manufacturers and running a new car dealership to the financial crisis of 2008 and the pandemic, I’ve learned a lot. By no means am I saying I’ve learned it all because that’s never the case. I’ve experienced a lot and learned from it, and I am constantly learning something new. 

From my perspective, running a new car dealership is unlike anything else: There are many profit centers in just one store. It’s like spinning plates at the circus. Once you get all the plates spinning, you’ve got to keep your eye on all of them; if you don’t, the next thing you know, the plates are about stopped and about to fall off the stick. My time in the business — keeping all the plates spinning — is what’s prepared me for this new role.

Do you have any goals or things you’d like to accomplish now as chairman, and what can members do to help you?

My goal is to support Marty in any way possible. It’s interesting, for most of my adult life, I have been so anti-politics. I didn’t want anything to do with them. However, my involvement with MADA helped me realize how important it is for our industry to have spokespeople, like Marty, looking out for our best interests and fighting for us every day. 

I don’t want it to sound like I’ve got all the answers because I don’t, but as I previously mentioned, attracting and retaining people into this business is vital. I want to share some of those things we’re doing to try to make a difference in this business. As car dealers, we’re painted with a broad brush. It’s nearly impossible to change perception, but in some way, if we could do some small part and help to accomplish that change, then I would love to be able to do that. 

As far as the members go, keep supporting the association. Give to the MADA PAC. Give to the NADA PAC. We need to put our money where our mouth is and help Marty, our association and NADA protect the franchise system. 

How do you manage to balance your professional responsibilities with your personal life?

I still spend a lot of time at the dealership, but would like more time away. Overall, I think I have a pretty good balance. I have people I trust in place, so when I’m not here, I can be away without having to worry about how things are running.  

I’m a little bit different than a lot of car dealers, maybe a whole lot different. I just want to live a comfortable life and give back. I want to be able to have peace in my life; it’s not about chasing the dollar all the time. Buying another store, or doing this and doing that at the expense of my health or my family relationships is not worth it. 

At the end of the day, when you’re gone, people don’t remember what you had. They remember how you made them feel. That’s what’s important. I try to get to know all of my employees on a personal level. They’re not just a number to me; they’re an asset.

Please tell us about your family. 

I will have been married to my wife, Brenda, for 42 years this November. We have two daughters: Kristy and Holly. They’re both married, and like I said, one of my sons-in-law works for me, the other is in the ministry. My oldest daughter lives about 10 minutes from me and has my two granddaughters. My youngest daughter lives in Birmingham with my two grandsons. It’s been said that grandchildren fill a hole in your heart you never knew you had. That is so true.