Alitura Group
Built for Yard Owners Who Know Inconsistency Is Costing Them Money
Natasha Broxton is a 14-year automotive recycling operator and founder of Select Auto Parts, a 125,000 square foot indoor automotive recycling facility in Milwaukee. Alitura Group exists for operators who know the problem is not just technology. The real problem is inconsistency inside the operation — pricing that changes by employee, calls that slip through the cracks, owner-held decisions, and workflows that break down under pressure.
That kind of inconsistency quietly eats margin. It creates rework. It slows the team down. And it makes modernization harder because new tools get layered onto old operational problems.
Alitura helps established yards build structure around those breakdowns first, so modernization supports the way the operation needs to run instead of creating more friction.
Most Yards Do Not Have a Technology Problem First. They Have a Structure Problem First.
In many recycling operations, the business grew on instinct, experience, and owner knowledge. That works until the operation gets large enough that daily variation starts costing real money.
-
One employee prices a vehicle one way, another prices it differently, and margin gets lost in the gap.
-
Calls get missed or handled inconsistently, which means missed cars, missed quotes, and missed revenue.
-
Buying and quoting decisions rely too heavily on instinct instead of structured logic.
-
Workflows change based on who is working, which creates confusion, rework, and owner dependency.
-
Modernization gets discussed, but nothing is structured clearly enough to implement it well.
That is where Alitura comes in.
Before automation, before AI, before vendors build more tools, the operation needs structure around how decisions are made and how work actually flows.
This Was Built Inside a Real Yard — Not in Theory
Alitura’s modernization work was developed inside Select Auto Parts, a 125,000 square foot indoor automotive recycling facility in Milwaukee.
The work did not begin as consulting. It began as an operating need. Pricing inconsistency, owner-held decisions, workflow friction, call handling gaps, and missed revenue opportunities had to be addressed inside a live business first.
That is why this work speaks the language of the yard. It was shaped by real intake, real inventory, real quoting, real staff execution, and real operational pressure.
The proof lives in the yard.
That is what makes this practical for established recyclers. The work was built under operating pressure, not created to sound impressive on a website.
Natasha Broxton Built the Solution Inside Her Own Operation First
Natasha Broxton is the founder of Alitura Group and the CEO of Select Auto Parts. She is not an AI influencer, generic consultant, or theory-first strategist. She is an operator who built systems inside a live automotive recycling business because inconsistency was creating friction inside the operation.
How the yard began
Fourteen years ago, Natasha and her husband were operating businesses in the tire recycling industry and working alongside automotive businesses across the region.
When they were hired to clean out a large facility filled with discarded tires, they saw more than a cleanup project. They saw an opportunity and acquired the building.
Natasha’s husband suggested converting the facility into an indoor automotive recycling operation. Natasha then led the execution — licensing, permits, staffing, operating systems, and the day-to-day work required to turn the facility into a functioning yard.
That work became Select Auto Parts, a 125,000 square foot indoor automotive recycling operation in Milwaukee.
Over the years, Natasha developed systems around pricing, call handling, inventory, purchasing, and decision-making because the business needed more structure. That operator-built work became the foundation for Alitura Group.
This Is Designed for Established Yards That Need More Consistency, Not More Noise
Alitura is for recycling operations with facilities, teams, inventory, incoming calls, quoting pressure, and owner decision overload. It is not broad AI education. It is not founder coaching. It is not generic business consulting.
Modernization Should Make the Yard Run Cleaner, Not More Complicated
The goal is not to add more software for the sake of sounding modern. The goal is to make the operation more consistent, easier to manage, and less dependent on owner memory and employee variation.
-
Clear workflows so the yard runs with more consistency no matter who is working.
-
Consistent pricing logic so margin is protected instead of drifting employee to employee.
-
Defined decision pathways so owners are not forced back into every quote, exception, and call.
-
Implementation discipline so new systems support the operation instead of creating more friction.
Structure first. Then modernization.
That sequence is what protects margin, reduces confusion, and makes implementation more likely to work.
Ready to See Where Your Operation Needs More Structure?
Start with the modernization pathway that fits where your yard is now — whether you need architecture first, oversight during rollout, or a clearer view of where inconsistency is costing money.