Desires a high-level position either retail or corporate in a professional environment. Performance driven self starter who has always excelled at any position, tasked presented or given. Skilled in talent recruiting, asset protection, sales, marketing, financial management and customer relations.
Over see operations of Parts, Service and Body Shop. Service was grossing 50 to 60k. Parts was in the same boat, not good. We had an Inventory of 350k with 100k over 24 months/no sale.The Body Shop was the one I had built with Toyota. We now have a Service Department that is running 180 to 200k in gross. We have grown from 2 Asm's to 5 Asm's. We have launched our own Express Service and not used the Chrysler program. Our RO average is $110.00 plus for the Express Service Lane. Our owner loyalty/retention has been the best in in our group and in the top for the SEBC. 32% to 37% in a military town. Our parts department is now clean and has grown. We have 21k over 10 months and grown to 560k in inventory. operating with a 41 days supply. We have built a new Collision Center with 24,000 square feet. with parts and labor sales going over $950,000.00 We are now getting ready to reopen the old BS with 9k square feet.
Manage day to day operations. Improve Quality and processes at this facility. This BS had lost all DRP and was known for poor quality. we were able to get Toyota Certified and regained USAA insurance which was huge due to this being a military town. Implemented training processes and goals for the techs. Installed management system. Hired 2 Estimators and up fitted shop equipment. We were able to go from 60k gross to 150-160k gross. This job was to get me in company and wait for the FOD job to come on line. This BS would move to Chrysler Jeep When Toyota moved to its new facility.
Manage a stand alone Collision Center.Responsibilities included sales, accounting, facility, production, all legal aspects,HR, IT and developing new processes an procedures. Developed a QC process that involved everyone from estimate write up to detail and clean up. Installed management system which helped with tracking and cycle time. I also had inherited a facility that had no DRP's and a poor reputation even among our own 19 dealerships in Denver. Due to quality all insurance companies had pulled out. We were able to get reestablished with State Farm, USAA, Liberty Mutual, AIG, ANPAC and the Ford DRP Program. We also became the BS of choice for 16 of 19 stores in Denver. Distance being the biggest hindrance for all stores. Increased our labor gross from 200k to over 750k.
Manage day to day service operations. Challenged with improving CSI. When I started the store had been on 5 Star probation for 2 years and was about to loose 5 Star completely. Within 6 months we went from 5 Star probation to 5 Star Elite status. We implemented a customer follow up program,a fix it right the first time for the techs, an active delivery process, warranty controls and expense process, improved the owner clinics and instilled pride the shop and drive. We were able to achieve this with the existing employees.
Manage the day to day operations of the service department. Improve warranty expense, implement technician training program, developed service write up process, initiated QC process, implemented New Owner clinics,service adviser training and a common phone answering process.When I started in September the CSI score for the store was 18.My last month at the store we were 13 points above group average in the Denver market. with a score of 71 we were #1 in our group We passed our Blue Oval with a 98 % This was the 4th time the store had tried never getting above 51 % on the previous attempts. We had 35 techs and increased our gross from 500k to 750k consistently. We were able to break the 800k gross twice.
Manage day to day operations of service department. Developed New Owners Clinic program. Managed the move into a new facility for pats and service. We maintained a CSI score above Subaru set standard for our store. We were awarded the Subaru Silver Service award in 1999 and Gold Service award in 2000. we were able to double our sales by the second year in the new facility.Developed a tech apprentice program through DADC and Subaru.
Responsible for truck and equipment purchases, maintenance and resale.
This really a part time job for me because i was looking for a break and change at the time and it was a great learning experience.
Managed the Service Department,Used Car Recon Department,Detail Department and the Import service department. At this facility they were all set independently. I was able to bring everything together and manage the operations. Other than service the other departments operated for 4 different brands spread all over motor city in Colorado Springs.Greatest challenge was to improve the CSI. We went from the bottom 15% of the group to the top 15% of the group. Increased main shop service revenue over 1 million YOY.
Manage day to day operations of the Service Department. 20 to 25 technicians and 4 ASM's. Developed service drive process and procedures. Implemented Appointment System on the service drive.Trained the employees and managed the conversion from UCS to Reynolds and Reynolds. Implemented new warranty controls and a QC process that improved our CSI to above the benchmark that Ford had established for that market.
Managed Medium sized Facility that handled Cadillac, Oldsmobile,Jeep,Renault and Subaru.Responsibilities included Parts, Service Department and Body Shop. Cleaned up our aged inventory. This had become a problem due to the multiple lines, poor training and the way we controlled inventory. With training , current processes and accountability we were able to clean up 100k of bad inventory. With Marketing and Training we increased our gross by 20k a month within the first year. Improved our CSI to above benchmark for all manufactures. The Body Shop was non existent with monthly sales at 30k to 35k per month parts and labor. By the end of the year we had grown that to over 90k parts and labor.
Started out as Drivability and Automatic transmission Tech
November of 1982 promoted to Shop Foreman
January of 1984 was promoted to Service Manager
November of 1984 was promoted to Parts and Service Director
April of 1986 was named Fixed Ops Director for Heckler Twardowski Inc.
Responsible for Bayshore Motors Lincoln Mercury, Bayshore Jeep Eagle and Heckler Twardowski Chevrolet.
Coursework in Marketing and Advertising
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