Stabilised a fractured business by assessing management capabilities with a remit to prepare the business for sale.Implemented QR code vehicle repricing to assist with every day vehicle repricing using a formula of days in stock and key metrics.Increased stock turn to ten with faster preparation along with little overage stock, with a target to lower this to 7Refocused sales team and increased use of CRM to maximise closing ratio and burn ratePulled together a strong cohesive… Show more Stabilised a fractured business by assessing management capabilities with a remit to prepare the business for sale.Implemented QR code vehicle repricing to assist with every day vehicle repricing using a formula of days in stock and key metrics.Increased stock turn to ten with faster preparation along with little overage stock, with a target to lower this to 7Refocused sales team and increased use of CRM to maximise closing ratio and burn ratePulled together a strong cohesive management team who excelled with the targets set. Show less

I was employed at Farnham Honda as Dealer Principal with a very specific remit of dealership development. This business had been run for some time with no Dealer Principal; my immediate key tasks had been to rapidly appraise the business’s potential, put in place specific actions to improve productivity and profitability and to ready the business for substantial growth in the next year through the acquisition of new brands. After a short period in the business I had successfully managed in a… Show more I was employed at Farnham Honda as Dealer Principal with a very specific remit of dealership development. This business had been run for some time with no Dealer Principal; my immediate key tasks had been to rapidly appraise the business’s potential, put in place specific actions to improve productivity and profitability and to ready the business for substantial growth in the next year through the acquisition of new brands. After a short period in the business I had successfully managed in a series of key changes already resulting in a more effective operation. Show less

I bought and sold prestige cars and bikes using my industry connections to offer keen prices, exceptional profitability and excellent service.

I led and managed the running of the Magic Group’s UK operations, comprising two Harley-Davidson dealerships and prestige car trading arm, with a total turnover in excess of £11million, employing 40 staff.

Responsible for the development and implementation of sales strategy across the business leading to increased profitability in new and used bike sales vs. prior year, bringing Magic Group dealerships to the biggest Harley group in the country, responsible for 24% of all new Harleys sold nationallyHandled all company Personnel / HR policy and insuranceDirected the Magic Group’s marketing operations, streamlining press spend and investing in substantial web… Show more Responsible for the development and implementation of sales strategy across the business leading to increased profitability in new and used bike sales vs. prior year, bringing Magic Group dealerships to the biggest Harley group in the country, responsible for 24% of all new Harleys sold nationallyHandled all company Personnel / HR policy and insuranceDirected the Magic Group’s marketing operations, streamlining press spend and investing in substantial web presenceNegotiated the profitable sale of Oxford Harley Davidson in 2006, Silverstone HD in Feb 2008 and South London Motorcycles (BMW) in June 2008 Show less

Sourcing of prestige and exotic cars from Europe and America taking advantage of weaker currencies to maximise profit. Marketing and sales through existing channels whilst developing contacts with high net worth individuals.