Agile Auto is an automotive industry SaaS designed to constantly monitor and revealoperational health KPIs using our proprietary Agile Ratio, a dealer’s health score, that empowers dealers and group leaders to always know their current operational health to focus on efficient sustainbke growth.

The Automotive Advisor Team is an automotive consultancy created to help dealers in all areas of retail operations by improving departmental efficiencies and growing profit through market share expansion.

BEVEverything is an EV Consulting and Training initiative designed to help Auto Dealers build strategic plans of execution for their Retail Operations.

I am a member of the advisory board of a pioneering EV start-up founded by Tesla executives transforming the automotive EV wholesale industry into a dealer-centric asset.

I was the Director of Global EV Solutions, I lead the EV battery solutions GTM strategy for our Mobility Division. I work with our internal teams to help develop Cox Automotive Mobility’s go-to-market plan for our EV lifecycle services with our global clients. My mission is to grow our global footprint with our OEMs and Fleet partners. I support our company, partners, and clients in this emerging market by networking and resourcing to grow our battery services footprint and Cox Automotive’s thought leader in the industry.

I led teams that consult our clients in all aspects of their automotive operations. I developed the go-to-market strategy (GTM) that defined how our organization engaged the market and helped our clients think differently. With that consulting, we uncovered growth opportunities and increased efficiencies. We develop go-to-market strategies to capitalize on the market and the uncovered white space from that consulting. I work with our product teams to build those scalable solutions that meet the changing market demand and our evolving client needs. I am responsible for forecasting and associated sales projections to achieve targets and exceed the SG&A portion of my budget responsibilities. I manage a 60+ million-dollar book of business, and in 2020, we outpaced our annual target by 143% and are on a similar pace in 2021.

I led teams of our Digital Advertising Strategists who work with the largest dealer groups in the US. We helped them execute their retail marketing and operational strategies using our 3rd party websites, their websites, along with our software solutions. We also guided new strategy conversations using insights from our proprietary data and analytics. I was responsible for the Client C-Suite relationship with my company and our field team executed monthly rooftop consulting visits at the regional and rooftop levels. We exceeded our overall revenue growth goal for 2017 and 2018.

I sit on the Board of Directors of this multi-million dollar non-profit as their advising economist and financial analyst. As the former Finance Chairman, I helped lead the financing of a multi-million dollar expansion in 2007. We are in current plans for expansion in 2023 through 2025. I am leading as their Advising Economist for their market outlook and forecasting analysis.

As a non-paid guest teacher in Elgie Bright‘s Automotive Retail Operations program, I taught students in one of their night classes each week. The content was in every aspect of dealership retail operations. We reviewed how to look at market data and industry insights differently due to the new automotive landscape caused by the pandemic. My goal was to teach the student and dealership leaders in the class what was proven out in practice as important to know to run the dealership. The key shift was knowing what was important to monitor outside of historical dealership KPIs to stay ahead of the volatility and win in any market executing timely calculated pivots. Student feedback was the content was one of the more popular ones and very interactive.

This was the multi-million dollar expansion of Mt. Vernon. As the Finance Chairman of that board, I was asked to join their board as well as a Finance and Economic Advisor until just recently, when the business completed its fifth year of self-sustaining profitability.

JJR Transportation, Inc. was a SCorp trucking company I built from the ground up. I started with one class 8 and one driver and grew the business to 3 class 8s and two tandems (dump trucks). We hauled asphalt and gravel as our primary business for local construction companies. In my second year, I negotiated a regional agreement/contract with Vulcan materials to be a preferred contractor. We ran with Vulcan for two years and grew the business to 3,000,000 in annual revenue. With our trucks aging, maintenance cost rising that kept shrinking our margins and the pending DOT changing to electronic logs we decided to sell. We sold the business to another larger trucking company in Mississippi for a small profit rather than investing in a new fleet of trucks.

I led a team of Fixed Operations District Managers in the Central US. I was hired to change the culture from a captive OEM model to an entrepreneurial dealer consultant model. The goal was to become better partners with our captive dealer body and increase product/solution penetration. I completed that transformation in less than 12 months. I took the captive central region from the bottom region to the top-selling region in the country with an award-winning dealer satisfaction rate. The dealer body was anxious for and welcomed the new approach with accolades and recognition for the change in the direction of the field team directly. We earned their business instead of expecting it, as was the past culture. When I was recruited back to Cox Enterprises, we were on pace for 140% growth.

I led a highly professional team of top industry consultants who manage a multi-million book of business each. They are tasked with growing that book each year. Their portfolio includes digital advertising, software, and human resource solutions. Our offerings are designed to help clients achieve unprecedented efficiency levels while generating measurable new business results. Customer service, ROI management, and trusted advisors to our clients are the keys to our success. As the manager, my job is to find the best talent, develop and grow that talent to an even greater level and exceed company objectives. I achieve this by helping our people accomplish their personal goals uniquely aligned to their success. In addition, I invest in my team, constantly growing and preparing them for the next level. I achieved heavy weight district of the year multiple times and had many of my team members promoted and/or achieve presidents club.

I built a go to market team of indirect reports consisting of 5 District Managers and 32 Advertising Consultants. We were the leader in New Car growth in 2010 and 2011 for our division. I earned Regional Product Specialist of the Year for 2010, 2011 and 2012 for revenue growth and customer retention.

I grew my District from 27 accounts to 78 accounts. I grew and managed 1.2 million dollars in client revenue in the South MS area. I won the Sales Consultant of the Year for 2008 with over 700 consultants in the US.

I led a sales team of 7 B2B Account executives in Mississippi and Alabama. Our team of consultants helped their industry clients meet their goals using our mobile business solutions. Changing the culture from a retail model to a true business consultant model helped us to become better partners with our clients and increase product penetration. We were the top-selling team in our region with monthly gross units sole over 300.

I was responsible for building the Southwest division from real-estate acquisition to asset allocation and P&L development through the mature growth of the Houston, Austin, Dallas, and San Antonio markets. My region led in new business acquisitions with the lowest SG&A in the company. I was responsible for 100 million in annual revenue with Mpower guiding a team of ten executive sales and tech leaders in our 100-employee division. We sold the company to Xspedius communication in 2003. I was then recruited to be VP/GM of ICG Telecom, running their sales Southeast division from 2003 to 2005, when they sold their operations.

CompTech was an IT company I started that sold hardware and software solutions to the education and media community. I built the company to focus on the Federal E-Rate initiative in Louisiana. In the 4 years I ran the company I grew it to 2 locations and 18 employees. We were able to bid, sell, install and train many public and private schools in Louisiana against fierce competition. We were CAT 5 and Fiber certified in design and splicing. A few of our prominent area clients were St. Aloysius, St. Thomas Moore, Tara High School, Baton Rouge CC and many others. I sold the company to a bigger networking outlet in the area that is still thriving and grow in today.

Image IQ was a marketing company I founded that focused on image identification and brand building for small and midsize businesses in Baton Rouge Louisiana. I sold my share of the business to my founding partner in 1998 and started CompTech International, Inc. a VAR.