Dave Wilmore Email & Phone Number

Fort Lauderdale, Florida, Us

Fort Lauderdale, Florida, Us

Ft. Lauderdale, Fl, Us

• 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝘃𝗶𝗲𝘄: Helm 250 stores nationwide comprised of 4,800 technicians and 1,800 service providers, plus 2 Regional VPs (direct reports) and 21 District Managers reporting to the RVPs. Lead all aspects of daily operations (including sales, budgeting, and customer service) for all service, parts, collision, and wholesale, through daily and monthly operational initiatives.• Currently improving efficiency for technical team and convenience for customers by installing a complete digital and mobile service experience for the customer, after 10 years of working toward it.• Streamline reporting and daily metrics and reduce KPIs to a core group of metrics (versus many).• In a challenging climate, implement creative new ways to attract / retain high-quality technicians, like social media outreach, better benefits, and long-term retention bonuses. • Enhance in-house parts quality, improve in-stock position, and increase VIN penetration to record levels by transitioning to higher quality parts vendors. • Increase competitive position within a high-competition market by championing a winning customer service culture, creating customer service rep roles, increasing staffing, and using in-store surveys. • Increase average mobile transaction amount 18% (in the first test across 40 stores).

Ft. Lauderdale, Fl, Us

• 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝘃𝗶𝗲𝘄: Directed service, parts, and collision operations for 135 stores in Florida, Georgia, Alabama, Tennessee, Ohio, Maryland, New York, and Virginia with 11 District Managers as direct reports. Led strategies and execution to drive increased service/parts/collision sales gross while maintaining expense control to budget.• Increased sales gross in the Central Region of 91 stores, leading to being asked by the COO and EVP to become Region VP of the Eastern Region in July 2016.• Improved sales growth, productivity, and customer satisfaction by conducting frequent and regular store visits to ascertain operational excellence and problem solve obstacles.• Developed operational store visit checklist currently being adopted and implemented company wide.• For a market team with 2/3 new staff, quickly improved performance by clearly establishing expectations, developing training on managing multi-unit operations, and focusing first on low-performing stores. • Improved metrics and KPIs and increased gross profit by identifying root causes of issues, prioritizing low-hanging fruit first, and providing hands-on coaching to address challenges.

Bala-Cynwyd, Pennsylvania, Us

• 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝘃𝗶𝗲𝘄: Promoted to lead full P&L responsibility for Sales and Operations for $330 Million annual sales across 9 states, 12 Area Directors supervising 100 stores and 3,500 staff, plus a Regional Commercial Sales Manager, Fleet Manager, and HR Director. Evaluated store performance for customer service excellence, goal attainment, and associate development.• Maximized gross margin by leading company initiatives to produce sales, control payroll, and increase profit.• Increased sales by implementing ‘related sales’ program with a 40% conversion rate of related sales.

Bala-Cynwyd, Pennsylvania, Us

• 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝘃𝗶𝗲𝘄: Recruited back into the company to manage all aspects of store sales, productivity, profitability, inventory control, merchandising, workflow, and operations compliance for 16 stores with $38 Million in annual sales. Championed customer service excellence in automotive retail and service store operations.• Exceeded sales goals 3% and profit goals 12%, and reduced prior three-year shrink trend from 3% to 1.5%.• Built high-performance management and hourly teams by focusing on clear expectations, improved productivity, powerful trainings, and high-positivity coaching and motivation. • Improved profit margin through effective P&L management, budgeting and cost controls, and shrink reduction / asset protection.

Minneapolis, Mn, Us

• 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝘃𝗶𝗲𝘄: Steered revenue growth along with financial accountability for store with annual sales of $30-$40 Million. Supervised 6 salary managers, 12 hourly supervisors, and 175 team members.• Oversaw grand opening of new store, including selection of leadership and team members; managed talent development by conducting quarterly talent reviews and succession planning with store leadership team.• Built team and store operations from the ground up, taking on the massive learning curve that comes with incorporating Target’s incredibly effective, though complex, processes and procedures.

Bala-Cynwyd, Pennsylvania, Us

• 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝘃𝗶𝗲𝘄: Managed store sales, productivity, staffing, merchandising, inventory, and shrink control along with adhering to strict operations compliance for 10 stores in Northern California with $23 Million in annual sales.• Exceeded sales budgets by an average of 5% and achieved sales budget 14 out of 16 quarters. • Helped 4 stores off the Divisional Bottom Store List, delivered positive budget increases, and maintained <1.5% shrink in the first year through quality talent acquisition/development and process improvement.

Dublin, Ca, Us

• 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝘃𝗶𝗲𝘄: Oversee operations, financial accountability, and team development and manage operations of the backroom to ensure timely delivery of merchandise and meeting customer expectations.• Completed successful double-digit YoY sales growth pacing to achieve $5 Million in annual sales through disciplined execution of backroom management, merchandising/sizing, and inventory management.• After five months, promoted to manage flagship $12 Million store, 5th most difficult in the company and one of the top 10 stores in sales volume.• Delivered YoY sales growth within two months, breaking an 18-month negative sales trend by executing company playbook on backroom management, merchandise receivables, sales floor sizing, and merchandising.