Utilize expertise in customer service, operations, and problem solving to benefit Ramsey Subaru. In this dynamic role, enhancements to existing processes are planned and implemented, as well as developing new ones for continuing improvement and growth.• Day to day operations quality control. Shop oversight ensuring client's daily needs are addressed in a professional and timely manner.• Customer satisfaction scores (quarterly) improved from 88% to 92% as a result of changes in customer interactions and development of process improvements.• Serve as the primary point of contact for all Sales to Offsite Service operational interactions.• As a Product Specialist, address customer concerns and when needed, educate them on thevehicle’s technology.• Working directly with the Service Manager, Dispatcher and Ownership in order to maintain ahigh level of customer service and retention.• Assistance to entry-level technicians provided on an as needed basis.• Worked as a client advisor between 2015 and 2016 in order to gain a grounds-up approach tothe auto industry.• Service Drive process development. Established a sales pipeline between the offsite ServiceDepartment and the Sales Center.

Directed the overall financial strategy of an organization with 5 team members in the United States, and a $1.2MM annual budget. Developed new business through excellent customer service strategies, in addition to ongoing quality control and testing. Identified, assessed, and procured product lines/existing products from overseas manufacturers. Utilize expertise in customer service and logistics to benefit auto manufacturers. +Established and maintained a manufacturing center in Beijing, China through regular visits. +Sat on the Board of Directors due to knowledge of company, products and customer base.+Started NAC in 2007 with $0 and grew to $1.4MM in five years.+Streamlined warehouse protocols and reduced shipping expenses by 19% in six months, 2011.+Reduced shipping costs by another 16% by restructuring the ordering system and switching to ocean freight for non-expedited orders, 2012.+Collaborated director with China producers to improve product quality.+Chosen to be a team leader of the liaison group that worked with independent auditors.-->Completed a full company audit in six weeks during public offering.

Oversaw operations in Asia and the Americas (North and Latin), with responsibility for 15 team members and an annual budget of $1.7MM. Developed new business through proper product implementations, installations, and user trainings. Planned and administered the annual budget, as well as directed accounts payable and receivable. Acted as the company’s main representative at trade shows. Traveled to Japan, Canada, Mexico, and Brazil on a regular basis.+Maintained customer relations through site visits and ongoing follow-up practices.+Implemented controls, testing, and inspection systems to ensure 100% print quality.+Coordinated Sage ERP system implementation, maintenance, and updates.+Automated accounts payable/receivable processes to be competed by ERP system.+Switched bookkeeper position from full time to part time. (saving $30k per year).+Integrated UPS Supply Chain Solutions to handle many exporting duties, reducing the shipping department from 3 employees to 1. ($55k per year in savings)+Eliminated outside installation team by working with Japanese parent company in making Japan built systems. +Designed detailed installation manuals to aid the maintenance team in installing systems on their own. (saved $200k per year in overhead).+Eliminated outside sales positions by hiring regional reps. (saved $150k/year in overhead).

Responsible for the management of weekly inventory analysis reports. Managed the product levels and quality within the international supply chain. Ensured shipment coordination vs. order availability with global suppliers (e.g. Shanghai, China).+Assessed inventory levels in Pharmaeuropea de Colombia, a subsidiary of Nubenco Enterprises.+Shipped ~4 containers per month, each averaging about $100k in products. +Increased inventory turns from 2 to 8/year in the Colombia store and from 3 to 6/year in the Chile store. +Increased profits by 6% and decreased costs by ~11% by targeting individual product lines and prioritizing manufacturing and shipping items.