Sourcing and appointing retailers to represent, GWM ORA, Subaru & Isuzu, plus keep an eye on further franchise opportunities soon to be announced.

Dedicated to the appointment of a Retail Network to represent a very unique and extremely exciting new EV Brand, ORA.The Funky Cat First Edition will start from £31,995.Additional trim levels to launch during 2023Funky Cat First Edition is expected to be on sale in Autumn, with customer deliveries to follow soon after. Log on to uk.ora-eu.com to check out the market disrupting Ora Funky Cat First Edition

Overall responsibility. Find and implement a Network of UK dealers to represent a New Brand of Electric Vehicles, to be launched during 2022.

Overall responsibility.Find and implement new Automotive businesses for IMLPriority to find new Automotive Business for the UK market. Including all types of vehicle, motorcycle, franchises, including parts and accessories. Secondary priority,help and support finding new business for rest of our European Markets.Continue to support our existing car business when needed including implementation of a new ERP system.

Responsible for: • The import, distribution, sales and strategic growth of Subaru in the UK, for I. M. Group. By the 31st December 2018 Subaru had become the 3rd fastest growing brand in the UK.

Responsible for the import, distribution and strategic growth of the Citroen & DS brands throughout Ireland.Also responsible for our retail dealership Citroen & DS Dublin.

Locate and appoint partners to represent our franchise'sResponsible for:• All Franchise recruitment for Subaru, Isuzu & Great Wall• Manage the full new dealer appointment process, credit application & submission, showroom CI design, external CI design, introduction of both internal and third party colleagues, then hand over just prior to the dealership going live to our own Sales, After-sales Dealer Operations Managers. • Continue to support each new dealer via our new dealer, Dealer Development Program.

Locate and appoint partners to represent the Daihatsu franchise.

Locate and appoint partners to represent our franchises.

Maintain and improve sales performance for the dealers within the region I also organised and ran dealer recruitment days for all the UK regions. Responsibilities:• Manage the relationship between Daihatsu Vehicle Distributors Limited and the Region’s network of dealers.• All Franchise recruitment for Daihatsu within my own Region and assisting my colleagues on their Regions from time to time. Dealer motivation and training.• Wholesale vehicles and parts to the region’s dealers in line with company objectives.• Assist dealerships to achieve their objectives.• Assist the profitable growth of the dealerships in the region.• Locate new-dealer prospects for territory open points.• Closely monitor any “at risk” dealerships.

Mazda/ Seat/ Nissan/ Hyundai/ Daihatsu.Alexander’s of Lincoln a 5 acre 5 Franchise site with 150 used cars, 3 workshops and a body shop. Employing 72 people.The Lincoln business was not following an organised system, or procedure, leading to a case of anarchy. During the first month a new Management Team was appointed, then made the necessary staff changes and rebuilt the much-needed systems, procedures and moral within the business, enabling us to move it forward. The business was losing £125,000/ month and had lost over £3m in 3 years. The turn round was rapid, and by turn of the year improvements could be seen in financial terms, with loses down to £25,000/month, which included servicing the previous dept. In the form of an overdraft at the rate of £33,000/month. Responsibilities:• Management of all staff on site. • Reinstate profit to loss making departments.• Restructure the Business to reflect the modern motor industry.• Significantly improve C.S.I. rankings• All financial aspects of the business.• Structure a future growth programme for the area.• Negotiate targets and vehicle commitment levels.• Negotiate with the Franchises, termination and appointment.

On joining the group, I was asked to take on the role of General Sales Manager for six/nine months at the Newark branch, which was suffering from poor performance, leading to low morale among the staff. • Reviewing the business.• Make constructive suggestions to the newly appointed Dealer Principal for his agreement.• Implementing the suggestions through myself. This position was purely sales based in performance terms but dealership-wise regarding morale.• In December 1995 I took on the role of Dealer Principal at Wrights of Spalding (Rover) and W.M.G Spalding (Nissan).• Similar to Newark the Dealerships had been under-performing for some 12/15 months resulting in some staffing issues.• During the first two months of 1996 I resolved the staffing issues and began to concentrate on the two weakest performing areas of the business. • Such was my success at Spalding in March 1997 I was offered, In addition to Spalding, the Dealer Principals job at Wrights Boston (Citroen). Responsible for:• Management of all staff on site• Reinstatement of profit to loss- making departments• Profitable growth of represented Franchises• Maintain and improve market share• Maintain and improve Customer Service Index• Deal directly with finance companies, manufactures and franchises held• Negotiate dealer’s targets, confirm marketing plans• Frequent review of dealer financial operating standards. Putting into effect any corrective measures required • Ensure targets are reached in vehicle-sales, accessories approved financial services, labour utilisation, and parts sales• Financial aspects of the business • Stock levels• Stock Turn

Started a new business from scratch, firstly with used cars only, then moved to a new purpose-built site to coincide with our appointment as Mitsubishi dealers for Lincoln. Opened the first Shogun Centre in the UK with Mitsubishi’s support. (Featured in Motor Trader)Responsible for:• Day to day running and Management of the whole business including:• Sales/Service and Parts Departments• Management of all staff• All financial aspects of the business• Stock levels

At the time of my appointment Hartford Lincoln had changed the whole Management Team.The business was making losses. As a team we turned that around and within three years the depot was consistently making profit.In 1991 Hartwell was bought out and redundancies were happening throughout the Company. I was offered re-location, to Hereford as General Sales Manager or redundancy. Due to personal circumstances I chose redundancy. Responsible for running a team of 7salesmen and looking after 2 Retail Dealers

Fully responsibility for new and used car sales and marketing.Mazda/Peugeot When I joined the company, it was operating from very small premises. During my first year I concentrated on developing the Used Vehicle Sales. (The Mazda franchise had been held for many years and the new vehicle targets had always been hit)Used ratio increased from 1-1 to 3-1 during my second year and we out grew the premises and we moved to new premises in February 1983. Peter negotiated with Mazda for some extra to quota new vehicles. Even with these we maintained our 3-1 sales ratio. In 1984 our quota of new Mazda was cut and this seriously restricted the business. Not only did we lose profit, we also stopped generating the first part exchanges in the numbers we had been used to. After nine Months of poor supply, and many years with Mazda, Peter discussed with me the need for a change of franchise. Peugeot/ Talbot was the selected franchise and in April 1985 we commenced trading with them.

I sold cars, what felt like, 24/7. I started my industry career with a traditional apprenticeship, prior to joining the sales department I spent a year in aftersales and parts, before being allowed to join sales which was a great grounding and something that the industry should still do today. The experience was invaluable; I could not have been as successful in a DP/General Manager position without it.