Promoted through multiple roles from Account Director to Sales Director. Managed Strategic Account Manager Group for the remainder of tenure. Created structure, travel tracking and accountability processes as well as accountability for days in the field and optimized training process for implementing new clients.  Created framework and processes surrounding new group of new and underperforming resources to attain mandated KPIs.  Recruited additional high performers to fold into the existing team through two reorgs including sales and account management. Developed high-performing management team working in synergy with our sales teams and partners to meet the needs of our new and existing clients.

Polly (Dealerpolicy at the time) is an insurance company that created software to allow sales departments to quote insurance on the sales floor. I was an account manager in an emerging market for a short time before being promoted to a new role.  The market I managed started with a group of four stores that were engaged and the remainder had no performance. I met with all the management teams of all the stores, and assed the possibility of engagement and commitment to doing so. Established a strong working connection with the performing group that remained even after I stepped out of the role. The remainder of the stores we created a plan to relaunch, I resigned contracts with them to the new agreement, and worked with management to slowly bring performance up.

I managed multipole teams of Process Consultants through this timeframe, as the company grew and reorganized to accommodate the new business, I worked across multiple software platforms we had, with multiple roles within the dealership’s fixed ops teams and with 10+ OMEs. I established my relational leadership style in this role and created a cohesive unit with each team I managed through the years. I gave my reports a place where they felt they could come to me with any challenge they had and it would result in a collaborative effort to resolve the issue, creating an environment where no issues got swept under the rug. I spent 50% of my time in the field in service departments on the drive and in the shop shoulder to shoulder with my team. I led high profile dealer launches and worked hand in hand with our OEM partners to establish success within our stores, as well as met with OEM field team management to collaborate with them and their teams about both up and coming stores as well as problem stores. Dealer FX was purchased by Snap On and the metrics for success changed from days in field to billable dollars. Across the two platforms we contracted for, one was billable one was not but had to be serviced none the less. I converted the organizational data we had been using for days in the field to represent dollars. I leveraged the goodwill and relationships across my team to increase output, promoted a sub leader to help with problem stores and in filed training of our staff. Net result was new billable metrics were met at 95%-110% monthly, while maintaining employee retention and utilization metrics for the largest region in the company.

As a Regional Performance Manager I was assigned a territory and OEM, Nissan in my case, and along with our field team worked to enhance performance metrics across the board. I was and am a believer in top down management involvement in performance management, so that was the prescription for each store and group: assess current performance, metrics and engagement and work my way of the chain of command at the store to gain the highest level of buy in possible. The Nissan market had been stagnant in this area and across our platform, for the past two years. I engaged the Nissan field team, established relationships, spent time in the field with them and their management team in order the gain buy in and demonstrate the value of both myself and our product line. We ended up with a long lasting turn around in the perspective of the field team of the OEM in our region/s (my territory spanned to Nissan regions), which significantly enhanced our ability to retain existing stores and allow our sales team the opportunity to start being fed leads from the Nissan team again.

My initial role at DFX was training our software to advisors, as well as create and implement the processes to make the presentations successful. I conducted classroom training, then live training on the drive with the dealer staff. I engaged management and kept the OEM reps in the loop to help drive performance. There was a significant amount of problem solving with both hardware, software and integrations with DMSs throughout the role and the my other roles in the company. I joined the company when there were less than 100 employees, and as we were trying to establish a business model and process for our field trainers. I grew significantly within the role during these two years, establishing skillsets to navigate dealer politics, teach adult professionals who were sometimes resistant, and bring a consultative approach to coaching both ground level employees and management in stores. The last three biannual bonuses were paid out in full, solidifying my performance was above expectation in both KPIs and the soft skills required to fulfill our clients needs, resulting in my promotion.

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