General Manager
Fire House Car Wash And Detail
(after March 2009 merger)General Manager of our Salt Lake location. We had between 45 and 65 employees throughout the year. Brand building was accomplished through community involvement, evaluation and control, market-product focus, and a strong orgazitional structure. Our reputation was quality and customer service. A reingeneered business to maximise the latest technologies to both increase speed and efficiency. My goals are met by maintaining a properly trained staff that can be an example to the community, adapt to change, and continue to produce a service that is both profitable as well as convenient and unconstrained for our customers to satisfy their needs and wants. Combined elements from the old business model with the Fire House business model to take full advantage of the two merging company's strengths and weaknesses, resulting in a successful first year with labor percentage a full 50% lower than the previous year.Focus on customer has produced a business of loyal, repeat clientele of over fifteen years.Direct, coordinate and conduct all employee classes including production crew, detail staff, cashiers and service advisors.Coordinate all accounts receivable, accounts payable, payroll, labor control, product and equipment ordering.Perform human resource functions of recruitment, new hire training, continuing education, performance evaluations, employee retention, disciplinary issues and terminations.Accountable for creating training events and ensuring employee satisfaction and compliance with company initiatives. Lead marketing efforts, including the coordination of fundraising events from local schools, businesses and charities.Maintain profitability through labor control, effective yet affordable marketing and through the analysis of financial statements to control cost and account for all company expenditures.Delegate responsibilities to mentor lower management as well as create and maintain a team atmosphere among all management levels.