Pictured from left to right, Rob Kember, David Kember, Ezra Kember, Ira Kember, Tim Kember, Tyler Kember and Bruce Burden of Centennial CARSTAR.
FROM HANDS-ON LEADERSHIP TO DRIVING GROWTH ACROSS 12 LOCATIONS, ROB KEMBER’S PASSION FOR PEOPLE, PERFORMANCE AND FAMILY VALUES DEFINES THE SUCCESS OF CENTENNIAL CARSTAR
Rob Kember’s workdays are never the same—but that’s exactly how he likes it. On any given morning, you’ll find him pulling into one of Centennial CARSTAR’s 12 locations across Atlantic Canada. It might be Dartmouth— or it could be a quick drive to New Glasgow. Regardless of where he starts, Rob’s schedule centres on showing up, listening in and lending a hand.
“I like to be at the store for opening,” he said. “I usually get involved with the management staff to see what’s going on—if there are any hot issues. I like to be at the production meetings just to hear how they’re carried out.” From there, he says the rest of the day unfolds based on who needs him. Moving through operations, reviews analytics with teams and leans into one of his greatest thrills—helping shops perform better.
“I like running the business by the numbers,” he said. “I bring analytics to the team every day—targets, areas that need improvement. That kind of work excites me.” It’s a detail-driven passion that’s helped Rob and his managing partners guide Centennial CARSTAR through remarkable expansion: more than 15 acquisitions in the last nine years. But for Rob, the real story isn’t the growth. It’s the people—starting with his own family.
Centennial CARSTAR traces its roots back to Kember’s father, Ezra, and uncle, Ira who first found success in automotive retail and repairs decades ago.
“It’s nearly impossible to overstate the value of experience. Not the kind measured in weeks or months, but the nearly five decades of experience from which Centennial benefits,” Rob said.
Today, Ezra still works on the shop floor, training members of the third generation— Rob’s cousins’ kids, with his own not far behind, set to receive the same training from their grandfather.
“There’s just a lot of pride in knowing we have this option to include more family,” he said. “And we’re focused on keeping the values aligned, from top to bottom.”
That family-first approach doesn’t end with bloodlines. Rob makes a point of inviting staff families into the fold—through everything from community fundraisers to seasonal hiring.
“If a staff member’s kid needs a summer job, we find something. Maybe with the maintenance crew, mowing lawns or just being around the business. It introduces them to the industry.”
Though his job title may read “Managing Partner,” Rob keeps his boots on the ground. His leadership philosophy borrows from RISEN From The Shop Floor: Lessons from an Entrepreneur, a book by Sam Mercanti, founder of CARSTAR. The theme of the book is servant leadership and its effectiveness in serving those around you to make the greater whole.
“Servant leadership really resonates with me,” he said. “You lead by serving others— but you also lead by doing what you expect. If I’m going to jump up to greet a customer or take a call, I want my staff to see exactly how I would expect that interaction to go.”
His early days as an estimator left a lasting impression. Even now, if a customer walks into a shop needing an estimate and the schedule’s full, he’ll grab a clipboard and jump in.
“Executing on those focal points has noticeably improved our group’s overall stability and consistency,” he said. “There’s greater trust with our insurance partners.
And we’re now much more able to measure and quantify our goals and achievements.” With locations in Prince Edward Island, Nova Scotia and New Brunswick, keeping performance consistent across stores takes effort—but it’s effort Rob welcomes.
“We bring our entire leadership team together frequently—in person—so we can all learn from each other,” he said. “This is where our SOPs are built and put into practice, then shared with each store.”
For Rob, business success is driven by team success. Centennial’s leadership group includes standout contributors like Charlie Yorston, director of parts departments, who says the company’s commitment to growth has been central to his own journey.
“This is the best group of people I’ve had the privilege of working with,” Charlie said. There’s also Joe Potter, director of processes and standards, whose belief in the company’s vision has only grown stronger with every role.
“There are challenges,” said Joe, “but those challenges are really just opportunities for continual improvement.”
Then there’s Cory Gallupe in Dartmouth, who has grown alongside Centennial’s regional expansion.
“This isn’t a company that wants to sit back and rest on its laurels,” he said. “It’s great to be part of a team that is constantly pushing forward.”
Newcomer Courtney Barber, store manager at the Dartmouth TD Auto Centre, agrees. “There’s a level of transparency around goals and finances that’s really refreshing,” she said. “Centennial truly stands behind the values they promote.”
Centennial CARSTAR doesn’t just operate in Atlantic Canada—it contributes to it. Whether it’s food bank drives, cystic fibrosis fundraisers or school playground builds, the team prioritizes giving back.
“We do a lot of work locally—sponsoring sports teams, organizing Christmas drives or partnering with schools,” Rob said. “We even send staff to help build playground equipment. When staff get involved in those projects, it builds a real connection.”
That community-first mindset is reinforced by CARSTAR head office support, he says, especially when it comes to matching donations or helping fund local initiatives. Rob isn’t slowing down. With more than 350 employees and a growing management infrastructure, he’s thinking in decades—not quarters.
“We’re not interested in selling,” he said. “We thrive off the daily business. I want to see steady growth—manageable, measurable growth that supports our team and keeps the brand strong in Eastern Canada.”
He also hopes to see Centennial continue to offer opportunities for the next generation— whether they’re family or not.
“We’re always coming across people who have no idea the collision repair industry offers this kind of earning potential—or personal satisfaction,” he said. “If you prioritize great customer service, there’s no reason you can’t be successful.”
At the core of that vision is the idea of passing things on. Rob encourages today’s technicians, especially those approaching retirement, to take an active role in mentoring younger staff.
“I always say: help make the next apprentice a rock star. Treat them like family, and set them up for success,” he said. “That’s how you build a legacy—and keep it going.”
