SOME people like cars so much that they end up going into a business that involves them. But Jason Sim started out the other way around - first he invested in a car business, then he slowly grew to love cars. Mr Sim, 42, is the managing director of Jason Parquet Specialist, a company which supplies and installs timber flooring. His clients include CapitaLand, Keppel Land, Guoco Land and Wing Tai Holdings.

"I provide the timber flooring for the bedrooms of their residential projects, as well as external work like trellis and pergola," the straight-talking businessman explains in a matter-of-fact manner.

He himself has won a number of business awards, among them Entrepreneur of the Year 2008, given out by the Association of Small and Medium Enterprises and the Rotary Club. All because of his life-long passion for timber, he says, he loves anything to do with wood.

"I have been in the timber business since after NS (national service), first as a general worker in the construction industry, then as an apprentice learning how to lay parquet flooring," recalls Mr Sim.

But it was something more mechanical that has kindled his latest passion. About nine years ago, he invested $200,000 for a 40 per cent stake in a motor workshop called AutoPlus with two friends.

"I was only a silent partner because I didn't know anything about the auto industry," he explains.

Along the way, the business floundered and more money had to be pumped in. Eventually, he says, both partners wanted out although for different reasons. Initially, he let the 20-odd staff take over the daily operations, but the auto service and repair company continued to bleed red ink. Six months ago, he reached a crossroads.

After going over his options, including whether he should just "close shop" or sell the business, he resolved to roll up his sleeves and run the business himself.

He told his management staff that he had to cut their pay but, in return, offered them a profit-sharing deal. They baulked at the idea and resigned. So Mr Sim recruited four new managers.

"I was losing money, but they were still willing to be my generals to fight the war," he says of the new hires. "I really appreciate their faith in me." In the meantime, Mr Sim assumed the role of commander-in-chief, plotting business strategy and mapping out the corporate goals.

"Car repair can be a viable business," he declares confidently, before rattling off numbers such as the roughly 100,000 new cars registered every year and the 25 per cent market share of parallel imports.

"Most parallel imports are now serviced at small workshops being run by old men who will retire soon," says Mr Sim, adding that "there is no one to hand over the business to". "That is where AutoPlus comes in."

Currently, more than 500 vehicles pass through AutoPlus's doors each month. Of these, 90 per cent are for service and maintenance, while only 10 per cent are in for body work and other repair jobs, which are more profitable. Mr Sim wants to grow this number and reverse that ratio - he is convinced there is a lucrative market for accident repair.

"I will tender for NTUC Income repair jobs. There are about 20 to 30 a day, or more than 600 a month."

More importantly, he believes it is the service quality which will make AutoPlus stand out from the rest of the service and repair crowd. "Personal relations are very important. Trust is very important. If my managers trust me, then they will understand my vision. The customers also have to trust the company. I know about trust. My timber business was built on customers' trust."

In the meantime, this personal involvement in the workshop business and his close interaction with his new managers have nurtured a greater appreciation for cars.

He owns a few cars, such as a Honda Odyssey MPV as well as a Ssangyong Rexton SUV and Chairman saloon. But the MPV was bought "to send the children to school" and the Ssangyongs because "my friend was the dealer". He also used to drive a Mercedes-Benz CLK coupe, but cannot remember which model it was. Cars, it seems, were merely vehicles for getting him from point A to B.

"But now, I understand cars better. I like my Lexus RX300 and how quiet the engine is," he gushes. "I admire automotive technology and how it is constantly improving." With a hearty laugh, he adds: "Maybe I learned to love cars and the business because I was forced to."

This article was first published in The Business Times on Nov 29, 2008.