Christopher Walker Email & Phone Number

West London

Swindon

Annual Turnover £55 million. 82 staff. 5 Direct Reports. Reporting to an offsite Brand Director.New Retail 685 units p.a., Used Retail 900 units p.a., Service Hours 27,000 p.a.• Sustained reduction in staff attrition from over 50% per annum to less than 20% p.a.• Reversed a FY loss in 2018 of £615K to break even in first half of 2019.• First time pass of Audi Standards Audits for first time in 4 years.• Improved relationship with manufacturer and other stakeholders via… Show more Annual Turnover £55 million. 82 staff. 5 Direct Reports. Reporting to an offsite Brand Director.New Retail 685 units p.a., Used Retail 900 units p.a., Service Hours 27,000 p.a.• Sustained reduction in staff attrition from over 50% per annum to less than 20% p.a.• Reversed a FY loss in 2018 of £615K to break even in first half of 2019.• First time pass of Audi Standards Audits for first time in 4 years.• Improved relationship with manufacturer and other stakeholders via financial performance, registration performance, customer satisfaction indices and staff engagement scores.• Improved dealerships ranking in Audi Balanced Scorecard lifting business out of bottom quartile for first time in 18 months.• Increase in Aftersales Customer Experience ranking from bottom 10 to top 10 nationally. Show less

Slough, United Kingdom

Division of Jardine Motors Group, Annual Turnover £63 million. 85 staff. 6 Direct reports.New Retail 790 units p.a., Used Retail 720 units p.a., Service Hours 19,000 p.a.• Sustained reduction in staff attrition from over 60% per annum to less than 20% per annum.• Successful passes of all JLR Standards Audits raising scores from 60-65% to 100% across the board.• Improved relationship with manufacturer and other stakeholders via financial performance, improved transparency… Show more Division of Jardine Motors Group, Annual Turnover £63 million. 85 staff. 6 Direct reports.New Retail 790 units p.a., Used Retail 720 units p.a., Service Hours 19,000 p.a.• Sustained reduction in staff attrition from over 60% per annum to less than 20% per annum.• Successful passes of all JLR Standards Audits raising scores from 60-65% to 100% across the board.• Improved relationship with manufacturer and other stakeholders via financial performance, improved transparency, customer satisfaction indices and staff engagement scores.• Improved dealerships ranking in JLR’s Scorecards lifting business out of bottom quartile in 3 out of 4 manufacturer scorecards. Jaguar Sales into upper quartile, both Aftersales into second quartile.• improvement in Jardine internal audit ranking from Unsatisfactory to Fully Effective.• Jaguar unit sales volume up 50% p.a. 2 years running.• Service sold hours increase from 14,000 to 19,000 per annum.• Successful relocation of business to new 4 acre site. Show less

Walton On Thames

Annual Turnover £50 million. 65 staff. 5 Direct Reporting to an offsite Group Managing Director.New Retail 750 units p.a., Used Retail 600 units p.a., Service Hours 19,500 p.a.• New Retail Unit sales up 46% from 2012 to 2014. • Used Retail Unit sales up 24% from 2012 to 2014. • Service sold hours increase in same period.• Net Profit up by 202% from 2012 to 2013 • Up a further 21% in 2014.• Successful passes of all Audi UK and Audi AG standards & quality… Show more Annual Turnover £50 million. 65 staff. 5 Direct Reporting to an offsite Group Managing Director.New Retail 750 units p.a., Used Retail 600 units p.a., Service Hours 19,500 p.a.• New Retail Unit sales up 46% from 2012 to 2014. • Used Retail Unit sales up 24% from 2012 to 2014. • Service sold hours increase in same period.• Net Profit up by 202% from 2012 to 2013 • Up a further 21% in 2014.• Successful passes of all Audi UK and Audi AG standards & quality audits.• Improved relationship with manufacturer and other stakeholders via financial performance and customer satisfaction scores.• Improved dealerships ranking in Audi UK’s balanced scorecard from 3rd quartile performer, consolidating place as an upper quartile performer. Show less

United Kingdom

Subsidiary of Qatari, S.H. Al Mana Group, aimed at establishing the Infiniti brand in UK.Direct preparation and execution of 5-year business plan. Design and implement weekly and monthly forecasting model for sites with group consolidation. Assist with all procurement and recruitment for 2 new businesses.• Delivered 5-year business plan within 4 weeks, enabling business owners and other stakeholders to make investment appraisals and re-evaluate expansion plans in UK.

Drove turnaround of business, transforming from ₤1.5M per annum loss back to profit for first time in 5 years.• Generated 74% increase in vehicle unit sales year on year, doubling gross profit.• Achieved 98.2% customer satisfaction, earning regional leader ranking (up from national bottom quartile).• Attained National Retailer Ranking growth from 134th to 43rd in 1 year (out of 136 total).• Earned highest score nationally in Mercedes-Benz General Manager’s Assessment.

Managed 6-member business analyst team. Controlled and directed all budgeting processes and timetables. • Built and led Finance & Administration team for Mercedes-Benz World with ₤70M in set-up costs. Delivered 5-year plan for same.• Designed and led Profit Clinic programme to identify, implement, and track improvement measures in operating businesses.• Delivered reduction in overhead from ₤7.8M to ₤3.2M per annum in just 3 years, designing and implementing cost reduction… Show more Managed 6-member business analyst team. Controlled and directed all budgeting processes and timetables. • Built and led Finance & Administration team for Mercedes-Benz World with ₤70M in set-up costs. Delivered 5-year plan for same.• Designed and led Profit Clinic programme to identify, implement, and track improvement measures in operating businesses.• Delivered reduction in overhead from ₤7.8M to ₤3.2M per annum in just 3 years, designing and implementing cost reduction programme.• Drove improvement in return on sales (from 0.7% to 1.8%) by designing and delivering site-by-site performance improvement plan (PIP) to share best practise from upper quartile businesses with other sites. Show less

Directed all financial and administrative aspects of multi-site motor group, controlling and leading staff of 13 across 3 locations. Developed, sustained, and enhanced relationships with stakeholders, including banks/lenders, manufacturers, and auditors. Provided all financial and statutory information.Operational Highlights:• Led all activities involving acquisition of 2 businesses (3 sites) with combined turnover of ₤50M per annum within 4-month time frame, coordinating all… Show more Directed all financial and administrative aspects of multi-site motor group, controlling and leading staff of 13 across 3 locations. Developed, sustained, and enhanced relationships with stakeholders, including banks/lenders, manufacturers, and auditors. Provided all financial and statutory information.Operational Highlights:• Led all activities involving acquisition of 2 businesses (3 sites) with combined turnover of ₤50M per annum within 4-month time frame, coordinating all financial and legal matters, as well as some operational considerations. Orchestrated strategic disposal of third business in same period.• Delivered significant contributions to doubling size of business, preparing strategic 5-year business plan, attracting necessary funding, and achieving buy-in from stakeholders on new business approach.• Designed and implemented quarterly business health check programme to measure and recognise financial performance in addition to identifying and rewarding best practises.Financial Enhancements:• Developed and implemented working capital reduction programme that produced cash inflow in excess of 6 times profit in first financial year. Show less