After 45 years in BMW dealers in fixed operations and retiring, boredom set in. I can still use my experience in inventory control and excellent customer service to grow my business to the next level while working part time.

Assess the directions needed to turn the 35 member service department operation into a positive and profitable operation. Adjust productive and non-productive staff into a combined team all functioning on the same page. Analyze repeat visit log I created to determine why vehicles thru the shop were dropping. Carefully monitor advisor high declined work percentage to determine the cause. With extensive technician background spent large amount of time in shop working with shop foreman and gaining respect of techs which in a short amount of time mutual respect improved quality of work and productivity. This lead to an improvement in advisor declined work. Continued monitoring and adjusting resulted in leading centers in market 23 and congratulation from BMWNA in NJ and Atlanta. Using constant mentoring, training, reviewing, discipline and rewards for performance to build strong qualified teams.• Create a winning team focused on success by doing away with the “it’s not my job” attitude..• Lead the market in CSI and reduced customer complaints to a handful monthly. • Lowest goodwill in the market.• Streamline loaner process. • Increased monthly vehicle throughput maintaining a 79gp% warranty & 76gp% customer pay.. • Reduce policy in less than half to $1500 month.• 2015 won $70,000 1st quarter & $80,000 2nd quarter for customer satisfaction index

Oversee and manage 15 service advisors in daily write up of 100-150 BMW / MINI’s a day. Be the go to manager for all situations. Meet with 5-7 customers a day over dissatisfaction issues and form a fair resolution that would best satisfy the customers and the company. Interact with 55 technicians. Inspect vehicles to determine warranty situations, damage, CPO repairs, comebacks and charge backs. Determine in difficult diagnostic situations when to involve BMWNA technical staff to avoid buy backs or trade assists. Oversee and manage the loaner desk operation of 174 BMW’s, MINI’s, and VW’s. Deal with loaner damage, coordinate the charging of customer deductible and/or full payment of smaller repairs. Monitor/manage the 3rd party valet company in service drive efficiency. Oversee the 10 employees detail department for superior quality and efficiency. Monitor carwash operation to ensure superior quality. Monitor and enforce overall department appearance.• Reduced customer wait time at write up.• Raised and maintain CSI levels to top of market.• Improve morale through fair interaction.• Streamline the loaner process from 45 min-1 hr to 15 min-20 min• Build reports to display various areas of performance and share with service personnel.

Managed 30+ service personal to lead all in the same direction forward. Responsible for key personal training, marketing techniques to increase business, morale boosting, warranty deficiencies amongst several newly discovered major issues including a seriously untrained technical department resulting in a staggering amount of come backs. Monitored productivity, CSI and CORA. • Maintain top CSI in the market• Grand Travel Award winner. • Reduced warranty submission time from 17 days to 5 days.• Reduced daily average schedule in excess of $118,000 to less than $30,000.• Coordinate the use of an in house Hertz Rental company as loaner vehicles for service customers.• Reduce special ordered parts on shelf by 50%.

Positively manage 55+ department associates resulting in increased productivity to go from 4 service advisors to 6. Responsibilities include but not limited to maximized profitability while not sacrificing CSI. Meeting and sustaining all manufactures requirements for CORA. Track revenues daily. Recruit, train, instruct, counsel, reprimand and reward service associates as needed. Prepare and achieve monthly forecasts with utmost accuracy. Maintain an equal balance between Sonic Automotive, BMW/MINI of Nashville and BMW/MINI of North America.• Center of Excellence 8 consecutive years.• Profile & Achievement Grand Travel Award 2004 and 2005 - Trip to Alaska and Australia.• Organized the service operation setup for MINI’s beginning in 2003.• Orchestrate a smooth flow of 1,700 to 2,000 vehicles per month through service.• Keep a 6 lateral support teams organized and productive.• Maintain a 60 cars loaner fleet.• Extensive knowledge on Reynolds & Reynolds and ADP.• Achieve excellent standing in Delta Trend surveys.• Maintain a Top 5 Spot for profitability among the 14 BMW dealers belonging to Sonic Automotive.• Sales comp – supervisory comp – salary and wages & line # 30 a constant focus.• 1st, 2nd, 3rd most profitable of 14 Sonic BMW stores with a high percentage absorption rate..

Manage complete service and parts operations including CSI, ESI, warranty processing and index, work scheduling, parts return, car prep and clean up. Accountable for profit performance, inventory control and administration, pricing and rate strategy. Direct staff hiring/dismissal, supervision and performance evaluation.• Lowered warranty index under 90• Within a 12-month period raised CSI above 95• Part of the management team that led the dealership to obtain the Center of Excellence Award for 2001.• Improved customer relations by creating an open channel of communication with employees and establishing a firm control of customer satisfaction levels.• Collaborated with Reynolds & Reynolds Computer Company in the correction of work and invoice processing.

Directed Parts and Service operations for this exclusive BMW dealer. Major responsibilities included: service reception, booking, dispatching, appointment, scheduling, warranty processing and parts return, detail/daily clean-up, parts inventory, special orders/VOR’s, cashier and phone reception. Accountable for the recruiting, selection, training, supervision, evaluation and occasional discharging of personnel in reception and all After-sales Department. Oversaw the performance of Parts Department, inventory accuracy, price structures, shipping and receiving and the documentation process.• Key role in minimizing department expenses, maximizing profits, developing and implementing policies and procedures to comply with company and BMW’s Way of Doing Business.• Reduced warranty index from 178 to 103; increased CSI from 66 to 84.• Improved quality levels in repair area, all leading to higher customer and employee satisfaction levels.• Increased department productivity, growing number of vehicles attended from 256 to 600 per month.• Generated 15% increase in service GP and grew revenues from $1M to $1.2M.• Successfully utilized MNI system in Parts Department for increased shelf space and quicker return on inventory dollars.• Individually trained 38 After-sales personnel on their job descriptions.

Oversaw Parts and Service operations including appointment scheduling, repair quality, booking, warranty administration, the clean-up process, cashier and reception area and parts inventory. Managed operating expenses and established CSI priorities for both departments.• Led department to the number one position in Customer Satisfaction nationally for the year 1996, and achieved a number four position in 1997.• Implemented many innovative marketing techniques to achieve 100% of established sales goals for both departments.• Member of the President’s Club for eight consecutive years.• Obtained CSI ranking 96%; service sales profit growth from 70% to 75% GP.• Lowered personnel turnover 95% in a ten-year period.• Created a family environment for customers and employees to be one.