About Petar Popov
I built ClearPath because great tools were not enough.
The missing piece was a practical structure for communication, decisions, and follow-through.
I’m a former dealership General Manager, Project Management Professional, and Lean Six Sigma Black Belt. ClearPath grew from the operating changes I led, the meetings that worked, and the ones that went nowhere.
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Former dealership GM
Hands-on responsibility across the operation
PMP
Project Management Professional
Lean Six Sigma Black Belt
Disciplined process improvement
Why ClearPath exists
Different changes.
The same constraint.
As a General Manager, I helped lead a CRM conversion, changes to the service process, better Parts–Service handoffs, a redesigned customer path through the dealership, a core-system change, and a move to a new website provider.
Each initiative involved different technology and different departments. But the hardest part kept coming back to the same thing: how managers communicated the change, involved the right people, kept a discussion focused, and turned it into action.
Good managers had strong intentions. Employees wanted to do better. We had capable people, useful training, strong operating tools, and more data than ever. Yet a meeting could still overwhelm the room, leave out a needed perspective, wander into an unrelated problem, or end without a clear decision and owner.
The technology was available. What was missing was structure.
How PATH took shape
Built for the meeting a manager has tomorrow.
In 2020, I began studying project management and process management more deeply. Ideas such as stakeholders, scope, meeting cadence, standard work, and evidence gave me a clearer language for challenges I had already experienced in the dealership. My PMP and Lean Six Sigma work added further discipline.
Those methods are valuable, but managers should not need a methodology lecture before they can run a useful morning huddle or department review. I wanted a practical bridge between proven management thinking, the way people receive and act on information, and the pace of dealership work.
That bridge became the PATH Meeting Method.
The method
Four questions that keep the meeting useful.
Purpose
Name the one result the meeting must produce.
Assemble
Bring in the people and information the result requires.
Talk
Keep the conversation grounded in facts, blockers, and decisions.
Hand off
Close with a clear owner, due point, and next check.
What you can expect from me.
ClearPath is not a promise that every meeting will be easy, and it is not theory for theory’s sake. It is a repeatable system for preparing thoughtfully, involving the right people, keeping the conversation grounded, and closing with clear ownership.
The program is tailored to automotive retail because that is where my deepest operating experience lies. The principles can travel to other industries: change the vocabulary, keep the structure, and make the handoff visible.
I built the practical help I could not find when I needed it. My goal is for you to enter your next important meeting prepared, guide it with confidence, and leave everyone clear about what happens next.
Choose one meeting. Follow the PATH. Make the next step clear.
Put the approach to work
Start with your next meeting.
Explore the $169.00 Individual Manager Program: six practical lessons, a course handbook and practical downloadable toolkit, and your Personal Meeting Runner in one purchase.
Explore the Manager ProgramPMP is a registered mark of Project Management Institute, Inc. ClearPath is an independent program and is not affiliated with or endorsed by PMI or Harley-Davidson.