Purchase parts and products for globally recognized brand in the performance automobile industry. Work directly with vendors to reduce costs and increase profits through production and purchasing cost effectiveness. Manage 11 employees in 2 locations.● Decreased inventory obsolescence by 10% in 12 month period.● Increased product margins by 20% in 23 months.● Accomplished increased revenue and decreased inventory by vendor consolidation and skillful renegotiation of existing contracts.

General ManagerDirected the Service, Sales, Finance, General Merchandise and Parts Departments in a dealer with $12 million annual sales. Insured profitability and sales margins were above levels set by Harley-Davidson and dealer ownership, as well as keeping a 25-person team motivated, while assuring customer satisfaction and dealership growth. Sales Manager from 2011-2014; promoted to GM in 2015.● Dealership achieved coveted awards from Harley-Davidson from 2011 to 2014. Awards were based on retail performance, operations management and customer satisfaction.● Implemented new sales practices and training, taking sales from a 225 to 450 units per year, while enhancing customer experience.● Coached 6 sales and finance professionals through closing and finance process, approved deals, and built long-standing relationships with lending institutions.

Oversaw 20 employees in the Service, Sales, Parts and General Merchandise Departments. Daily routine included team meetings to review expectations and motivate towards common goals. Customer satisfaction and sales increased dramatically allowing the dealership to gain market share and profitability.● Established processes for sales path allowing interaction with department heads for new and repeat customers, resulting in a personalized feel to every transaction. ● Increased market share by investigating and implementing fresh advertising areas and actively participating in local community activities to enhance dealer visibility.● Improved unit sales by incentivizing sales and finance employees with unique performance based pay program.

Managed two areas, including parts inventory and service department. Responsible for oversight and motivation of 6 service technicians to insure maximum gains while guaranteeing repeat business.● Reduced old stock and non-moving inventory. Brought in top-selling counter items to keep inventory turns maximized and customers satisfied with current selection.● Grew revenue by eliminating parts vendors, resulting in higher purchasing budget and maximum margins for profitability.