Derek Betzer did not stumble into construction leadership. His career has unfolded deliberately, shaped by early hands-on experience, steady exposure to increasingly complex projects, and a growing interest in how the built environment can support people and values, not just operations. Today, as director of construction for Christian Brothers Automotive, Betzer sits at the intersection of growth, culture, and execution for a brand expanding nationally while remaining grounded in a deeply relational model.
Derek Betzer | Christian Brothers Automotive | Director of Construction
Christian Brothers Automotive is a franchise automotive repair company operating more than 330 locations across 30 states, with its first Wyoming shop currently under construction and Nevada to follow. The company’s structure is distinctive, built around a true 50/50 monthly profit-share model between franchisees and the Support Center. That framework reinforces shared accountability and long-term partnership. Growth is intentional and selective. While the company receives well over 1,500 franchise applications each year, only a few dozen advance to interviews, reflecting an emphasis on cultural alignment alongside operational readiness.
Roots in the field & an early pull toward leadership
Born and raised in Springfield, Illinois, Betzer attended a small country school and gravitated toward construction early. From high school onward, he worked in the field during and after school, developing an understanding of how buildings are constructed and how crews operate in real-world conditions. Those early experiences shaped both his technical foundation and his leadership instincts. Long before formal titles, he learned how decisions made in design and planning affect schedules, budgets, and the people doing the work.
After studying construction management at Southern Illinois University, Betzer joined a nationwide general contractor, a move that required him and his wife to relocate to Colorado. The role exposed him to large-scale, multi-market projects and accelerated his path into construction management earlier than he had expected. While his long-term goal had once been to build custom homes, he recognized that national project management would broaden his skills and open doors.
It was during this period that Betzer first encountered Christian Brothers Automotive from the builder’s side. As a general contractor, he worked on CBA projects across multiple markets, traveling to Houston and interacting with leadership at the Support Center. Over several years, those interactions evolved into a professional relationship built on trust, consistency, and shared values. Betzer saw how the organization approached franchise development and how seriously it took its responsibility to franchisees.
When an opportunity opened at Christian Brothers Automotive during a period of internal growth and restructuring, Betzer saw it as an opportunity to move from execution to ownership-side leadership. The decision to leave Colorado’s mountains for Houston’s heat and humidity was significant, but the move aligned with his belief in the company’s mission and long-term vision.
“This is what I want to do,” Betzer says.
Building a national footprint, one project at a time
Betzer works within Christian Brothers Automotive’s Development Department alongside Chief Development Officer Michael Suttle, Vice President of Development Jacob Steele, and Director of Land Acquisition and Permitting Billy Green. The department manages a wide-ranging pipeline. At any given time, roughly 25 projects are actively under construction, while another 70 to 80 are moving through land acquisition, design, and permitting.
Betzer’s construction team oversees projects from preconstruction through turnover and remains involved for a one-year warranty period to support franchisees as they begin operations. The responsibility extends well beyond delivering buildings. The goal is to ensure that new shops are easier to build, easier to operate, and aligned with the realities of the field.
His team comprises five project managers who are not assigned to specific regions. Instead, projects are distributed evenly to balance workload and ensure consistency. Each project manager sends jobs out to bid among preferred general contractors and coordinates closely with local teams on the ground. Betzer has been intentional about shifting away from a one-size-fits-all national contractor model toward more state-specific general contractors with established subcontractor relationships.
That approach has proven increasingly important as labor shortages, regulatory challenges, and enforcement actions impact construction schedules. Local contractors bring familiarity with municipalities, inspectors, and trade availability, helping reduce risk and improve predictability. Betzer’s background as a general contractor informs these decisions. He understands how field conditions shape outcomes and designs processes accordingly.
“We’re always trying to make it an easier process,” he says.
Servant leadership & the work behind the scenes
Betzer’s leadership style is rooted in service, patience, and visibility. He sees himself as a resource for his team rather than the other way around, constantly asking what changes to process or design could make their jobs easier. That mindset extends to how he approaches hiring, where he remains directly involved and is currently recruiting an additional project manager.
Working closely with the company’s HR group, known internally as the Neighborly department, Betzer collaborates on job postings and screening criteria. Positions are pushed through SmartRecruiters, with Neighborly pre-screening resumes and conducting initial calls. Candidates complete experience surveys, which Betzer reviews before deciding who advances to interviews. Final interviews typically include Betzer, the Vice President of Development, and a Neighborly representative.
The process is structured but human, designed to balance efficiency with cultural fit. Betzer acknowledges that finding great construction talent is difficult and remains open to solutions that could improve recruiting without compromising standards. His first interview as a hiring manager was daunting. Over time, experience sharpened his ability to assess alignment, communication style, and leadership potential.
Availability is central to his leadership. Jobsite cameras feed live footage into the department, keeping leadership connected to active projects. Betzer encourages questions, invites feedback, and treats learning as continuous. He is quick to credit his team and emphasizes humility, acknowledging that construction is constantly changing and no one ever knows everything.
Projects that shape people, not just buildings
One of the most visible projects under Betzer’s leadership is the new Christian Brothers Automotive Training Center in Katy, Texas. The 13,500-square-foot, single-story facility sits on a CBA-owned campus and is designed to serve as both a classroom and a workshop. It includes three training lifts, a dedicated ADAS bay requiring a 35-by-40-foot clear span, and approximately 4,500 square feet of training garage space.
The Training Center replaces makeshift setups with a purpose-built environment where franchisees, technicians, service advisors, and managers can train using real vehicles and equipment. Typical cohorts range from 10 to 25 participants, supported by three classrooms of roughly 900 to 1,200 square feet. Construction is targeted to begin in early 2026, with opening planned by year’s end.
“Construction is never static,” Betzer says.
The project reflects Christian Brothers Automotive’s investment in people and technical excellence. Better-trained teams return to their shops with increased confidence, improved diagnostic accuracy, and shared best practices. For customers, that translates into safer repairs, shorter downtimes, and a more professional experience.
Alongside new development, Betzer’s team leads a rolling systemwide remodel program overseen by Project Manager Sun’Dee Marsh. The initiative refreshes 25 to 30 existing shops annually, typically at the 15-year mark, updating offices, customer areas, bay doors, flooring, lighting, and layouts. Remodels are completed in four to five weeks, often while shops remain open, requiring careful phasing and operational sensitivity.
The program ensures long-time franchisees are not left behind as the brand evolves and reinforces the idea that construction stewardship extends throughout the life of each property. Early planning is also underway for a future Support Center headquarters on the same Katy campus, aligning training, development, and corporate functions for long-term growth.
For Betzer, success is not measured solely in schedules met or buildings delivered, but in whether the spaces his team builds make life easier for franchisees, employees, and customers, and reflect the values the company stands for.
