To ensure long‑term stability and profitability, Camping World should continue refining its human‑capital strategy by balancing disciplined cost control with targeted investments in high‑margin service capabilities. Based on current market performance and organizational restructuring, the following recommendations outline how the company can strengthen its workforce while supporting long‑term growth.

1. Maintain a “Lean and Optimized” Workforce Structure

Camping World should continue prioritizing workforce and dealership optimization rather than broad layoffs. Recent organizational actions including the consolidation of 17 store locations have improved the efficiency of the remaining 196 dealerships (RV Business, 2026). These structural adjustments have also contributed to meaningful reductions in overhead and personnel‑related expenses.

Advice: Continue refining the dealership portfolio and eliminating underperforming assets to maintain a lean, sustainable cost structure.

Logic: This disciplined approach allows the company to preserve its 13% market share while operating with a more efficient fixed‑cost base (RV Business, 2026).

2. Prioritize Hiring in High‑Margin Technical Roles

While overall headcount should remain tight, Camping World must continue investing in the technical workforce that drives its highest‑margin business segments. Leadership has emphasized the importance of technical training as a key focus area for 2026 (Camping World Holdings, n.d.).

Advice: Concentrate hiring and development efforts on service technicians, not general sales staff.

Logic: Service operations can generate margins approaching 60%, making a highly trained technical workforce essential for reducing repair cycle times and improving customer satisfaction (Moreau, 2026).

3. Strengthen Talent Attraction Through Succession and Internal Promotion

Camping World should continue leveraging its strong internal succession model to attract and retain high‑potential leaders. The recent promotion of Matt Wagner to CEO demonstrates the company’s commitment to internal advancement (Camping World Holdings, n.d.).

Advice: Use internal promotions as a recruitment and retention tool by clearly communicating pathways to leadership.

Logic: Employees promoted from within are already aligned with the company’s culture and long‑term vision, supporting the disciplined execution required to navigate inventory and market challenges.

4. Systematically Release Underperforming Personnel

Underperforming employees particularly those tied to low‑margin or “stressed” locations should be released through ongoing portfolio evaluation. The company’s dealership optimization process provides a natural mechanism for this.

Advice: Use the portfolio optimization process to identify and phase out low‑performing personnel as part of broader location consolidation efforts.

Logic: Closing or merging underperforming stores allows for natural attrition while protecting EBITDA targets and improving overall workforce quality (RV Business, 2026).

5. Align Labor Deployment With Shifting Product Demand

Camping World should remain agile in reallocating labor to match fluctuations between new and used vehicle demand. When used vehicle sales increased 13.8%, management successfully shifted labor toward used reconditioning and away from warranty and customer‑pay work (Moreau, 2026).

Advice: Continue reallocating labor dynamically to match demand patterns, especially between new and used segments.

Logic: This “leveling” approach maximizes productivity without requiring immediate hiring. The upcoming service CRM launch will further centralize workflows and improve labor efficiency (Camping World Holdings, n.d.).