I am responsible for the multi-shop operations within assigned territories that are highlighted for improvement. For stores in the Pittsburgh and Detroit areas, I have developed and executed customized strategic plans to improve overall profit and loss (P&L), customer service index ratings, and staff development. My multi-faceted approach includes management of a $2.3M monthly budget, expenditures, quality control, and process improvement implementation. In addition, I was instrumental in developing the dynamics of corporate integration and engagement for four major acquisitions that enabled growth from 100 to 343 repair centers nationwide.

In this role, I directed quality control and acquisition engagement for a portfolio of nine states and 76 repair center locations. This included extensive travel to support corporate integrations and operations along the East Coast and Midwest with a team of specialists to onboard people and systems to Service King standards.

After Service King acquired Sterling Autobody, I was quickly promoted to an in-house business integration team created to streamline onboarding and operations management for newly acquired units. After less than a year, I advanced to a management-level position with control over a team and a territory.

For more than a decade I was instrumental in a variety of repair shop roles and learned the compounding disciplines of customer service, teamwork, insurance carrier communications, repair planning, and repair estimations for large and small projects. This solid framework of shop operations enables me to identify and implement wide-scale process improvement and training from a senior leadership perspective.