* Defines and oversees all customer related account management, customer support, performance consultation and retention activities
* Oversees the performance management playbook, processes and execution
* Jointly establishes KPIs and goals with Executive leadership
* Drives outcomes in delivering to goal by ensuring process follow through, process effectiveness, utilization, retention, and overall experience.
* Responsible for tracking, reporting implementation KPI metrics and goal progress
* Coach and develop team members and direct reports.
* Responsible for internal continuing education and training.
* Participate in group and special demos as needed.

In addition to managing the performance and account relationship of Automotive Groups through service and consultation, the Director of Group Performance also manages all regions and assignments while supervising the consultation of other performance managers. This role reports directly to the Vice President of Sales and Marketing.

As a Performance Manager I am responsible for client retention, harvesting additional accounts and expanding within current automotive dealer groups. My role is to help customers at the group level visualize their work as processes and help managers visualize workflow and efficiency. I do this by using improvement methodology and tools; they are the guides or facilitators of improvement projects at the group and store level. I use our software and tools for analyzing complex performance problems and designing or suggesting effective solutions to ensure customers achieve the maximum ROI at the minimum Time to Line using Rapid Recon.

Director of Greenway's Reconditioning and Prep CenterThe reconditioning and prep center department is responsible for mechanically repairing and cosmetically detailing all New, Used, and Purchased vehicles that are sold for Greenway Ford, Dodge, Chrysler, Jeep, Ram, and Fiat Stores. The department also repairs and details vehicles sold at local auctions. We service approximately 1,000 vehicles a month with a staff of 50 team members, composed of mechanics, detailers, porters, and office management.• Managed 50 employees, the service of thousands of vehicles and the P & L gross over $500,000 a month.• Effectively reduced the cycle time from start to finish of the entire process from over 7 days to under 3 days. That time saved cut holding costs and expenses in half while pushing inventory turn.• Responsible for maintaining all FCA and Ford standards for New, Certified Pre Owned and preowned vehicles.• Implemented Lean production and Six Sigma practices and standards changing the process of vehicle reconditioning. This process has now been adopted by other stores in the group as a standard.Responsible for all HR management of the departments including: hiring, terminating, training, benefit enrollment, payroll, and time clock management.• Constantly worked on innovation to increase gross and reduce costs. The two latest examples included adding new car services and reducing detail supply costs by over 10% through price negotiation and inventory control.• Featured in “Automotive News” for achievements in cycle time reduction and process implementation.

Responsible for improving the “First Time Complete” Builder Signoffs and for assessing, monitoring and making recommendations for improving all aspects of quality within the Builder Center. This included the entire product life cycle: Design, Order Processing, Measurement, Manufacturing, Delivery, Installation and Post-Installation review.• Analyzed cost to resolve data, identifying areas of greatest opportunity and work with other center personnel to define and implement action steps which can reduce these costs • Worked with teams to provide feedback on areas which can impact quality including:Sales Team• Monitored the sales process to minimize any impacts on quality, including the customer set-up process. • Worked with Sales Manager to monitor pricing variances and identify/recommend improvement actions. • Worked with sales professionals to ensure expectations/processes have been adequately set/explained with the builder customer. Developed training and other communications tools as appropriate. Customer Service Team• Provided feedback on customer performance (quality-related costs, etc.) to Center Management and communicate with customer.• Provided feedback on center performance related to individual customer expectations and, as appropriate, work with the customer and the customer service team to resolve issues. Operations & Logistics Team• Provided feedback on installation quality by conducting field reviews of installations. • Analyzed results of Installs to determine root causes for incomplete jobs. • Monitored and report on the quality/effectiveness of the delivery process • Worked with Area Logistics Managers to identify deficiencies in the delivery process. Corporate Quality Team • Supported Corporate teams for SOP, Lead Time Reduction, Initial Quality & Process Improvement

Planned, coordinated and budgeted the construction of over 5 different communities in accordance with the Inland Home Building Standards. Supervised over 400 activities from different building partners for each home. Provided personal customer service to each home owner during construction and after ensuring company exceeded their expectations. Managed sales professionals in prospect and realtor relations.* Active in Lean Culture with the help of consulting team by coordinating and leading PDCAs, Kaizens and waste elimination.* Conducted Value Stream Mapping and continuous improvement practices.* Current Florida Residential Contractor’s License holder and OSHA certified.* Responsible for continuous budget analysis and forecasting.* Partnered with investors and land devlopers for land aquisition and start ups.

Construction Manager/Project Consultant: Responsible for managing the scheduling, execution and inspections for public works building projects and improvements. Priority clients and projects are railroad and tunnel improvements. Provides consultation to project and territory managers on construction management and engineering plans and specifications.

Supervised over 400 activities from different building partners for each home. Provided personal customer service to each home owner during construction and after ensuring company exceeded their expectations. * Lead company transformation into Lean Culture with the help of consulting team by coordinating and leading PDCA, Kaizen and waste elimination efforts over three years.* Conducted Value Stream Mapping, time tables and continuous improvement practices.* Florida Residential Contractor’s License holder and OSHA certified.

Responsible for all phone prospects and lost floor sales. Other duties included floor sales rotation and cold calls. Worked with Finance Director to monitor gross income on sales and coordinated with financial lenders for loan approvals

Tank Company Executive Officer: Second in command of an Abrams Tank Company and responsible for the training, discipline and safety of 74 people. Maintenance manager for 14 tanks, 3 light tracks, and 4 wheeled vehicles valued in excess of $45 million. Performed additional duties as the Unit Movement Officer and Hazardous Materials Officer. Awarded Top Secret Department of Defense Security Clearance.• Decorated Combat Veteran for Actions in Baghdad and Fallujah, Iraq• Supervised transportation units shipping/railing containers, vehicles and weapons from Iraq to Savannah, Ga with 100% accountability equaling over 100 million dollars. • Commanded dozens of combat patrols in downtown Fallujah, Iraq with a 100% mission success.Armor Battalion Assistant Operations Officer: Tracked and reported operations in garrison and tactical environments for 600 soldiers and 50 combat vehicles. Monitored activities and assisted in the planning phase of operational orders for combat missions. Responsible for 12 month training calendar and all training briefs.• Served as Task Force “Battle Captain” during the initial attack into Baghdad for Operation Iraqi Freedom.• Managed land occupation of coalition forces in downtown Baghdad and coordinated with British and Australian Special Forces to establish an embassy for the United Kingdom and Australia.Tank Platoon Leader: Supervised 18 non-commissioned officers and soldiers. Responsible for the maintenance of 5 Abrams tanks and ancillary equipment, valued in excess of $16 million. Served as the Brigade’s Breach Main Effort platoon and was commended by the Assistant Division Commander of Maneuver for the best executed operation he has seen in all his rotations.

Enlisted Infantry Soldier in the Florida National Guard.