I set up this business to specialise in two of the major contributors to motor dealership performance – recruiting the right people to the right role, and improving the performance of car sales professionals. Motor Trade Recruitment Division With considerable motor trade experience we are able to take on and fill vacancies with minimal client input and source quality candidates covering: - Dealership Management roles – from Customer Service Manager, Sales Manager to General Manager and Divisional Director we are able to offer a service tailored to the role and brief, and I take a hands-on role. - Sales roles – for new car sales and used car sales – we have developed a Recruitment Evening approach which is proving very effective, especially to attract people from outside of the car sales profession. It’s a bit like speed-dating – and is very cost and time-effective for all parties. - Service and Support roles – for technicians, customer service advisers, finance clerks, warranty clerks and similar roles we have had a lot of success through a mix of advertising locally and online, and our interview and matching process. Car Sales Training Division Results prove that well trained motor sales professionals sell more units and make a huge contribution to the Completely Satisfied ratings for dealerships. Our approach to sales training starts with prospecting and extends through the sales cycle as needed. - Sales Prospecting Training – I designed a Sales Training Day that is proving very effective with sales teams of 4-8 professionals. During the day we teach techniques, which leads into a prospecting evening where the new techniques are put into practice. Previous evenings have generated 15-20 appointments – generating sales that have easily covered the cost of the training. If you know someone with a vacancy in the motor trade that they need to fill, or with a skills and training need, please put them in touch with me on 07718 909 875 or 01275793726

As a independent consultant within the ASE network I regularly get called upon to undertake performance reviews and assessments of motor dealerships, motor franchises and motor dealer networks in the UK and overseas. With over 30 years experience in the Motor Trade it is relatively easy to assess where there are performance issues impacting the customer satisfaction index (csi), financial performance, etc, and identify the underlying symptoms. The challenging part is to then identify, prioritise and recommend a course of action that management can undertake to improve performance. Every dealership is different, in particular because of the individuals and the dynamics between the owners, managers and staff.I find these assignments particularly rewarding, helping people to succeed for themselves, their department and their company. Raising the professionalism of the motor trade is not just about front-line staff – in fact it is often at the level of owner and the management team where the most positive impacts can be achieved.If you‘d like to discuss, in confidence, a situation where you feel a motor dealership management team could perform better, please contact Pat Cambage - ASE Global Head of Business Development via 0161 493 1930.

Responsible for two sites and one stand alone body shop. Multi franchise with Alfa Romeo and Peugeot at one location and Citroen and Peugeot at the other. Total volume 2400 New Units and 1500 used units per year. 80 staff members.

I purchased a Nissan Dealership which was selling 100 retail units per annum. After 2 years we were selling 450 retail units. I then added a Fiat franchise, making that successful too. I then sold this business.

After setting record profits and csi results in Hartwell Ford Oxford I was promoted to Divisonal Director. In this role I was responsible for 20 Dealerships including Jaguar, Ford, Landrover, Citroen and Vauxhall. There were over 1200 staff members in the Division. I then spent two years with the parent company working in Saudi Arabia as Regional General Manager and Used Car Director.

Before 1995 I was General Manager at Hartwell Ford in Oxford. This was the flagship site for the group and one of the largest Ford Operations in the UK, with a fleet department selling more than 7000 new units per annum.Previous to that I ran a small dealership in Bristol before being promoted to the flagship site due to a fantastic financial performance.I've been in the motor trade since leaving school and starting my career as a technician apprentice, rising through roles as a mechanic, service engineer, service manager then moving into sales.