Returned to the Dallas area to buy into an Acura dealership in Fort Worth, TX. Unfortunately the dealership was in serious cash flow deficit prior to my arrival. We ended up selling the Acura store and our stand alone used car operation. My family were still in the area as they had not relocated to McAllen, TX. Open to relocation.

Oversaw all daily operations and P&L for Group consisting of 9 stores, and grew it to 14 (import and domestics) in south Texas Valley area. Established monthly and annual goals in coordination with General Managers. Determined areas for improvement and growth. Implemented action plans to accomplish set profit and operational goals. • Increased fixed gross to $2.5M per year. Increased used car variable grosses to $6M+.• Opened 5 used car supercenters in the area in 12 months. • Supervised two General Managers as direct reports, while supervising 12 through General Service Managers.• Grew annual unit sales from 9,000 in 2014 to 15,000 in 2017.

Hired by Stanley Automotive Group as consultant but quickly progressed to Vice President of Operations. Oversaw operations and P&L for the Group's 15 locations with 3 platforms throughout Texas. Installed processes in all areas across the North and Central Texas in our 15 Domestic stores to ensure consistent delivery of sales, fixed operations and customer service. Collaborated closely with 15 General Managers to develop monthly and annual store goals, determine areas for improvement, and tailor HR initiatives supporting 500+ employees. • Stanley Auto Group experienced its most profitable year in the Group’s history 2011, and ROI improved by another 300% in 2012.• Launched new tracking and monitoring programs for all dealerships to maximize cost control and ensure profit goals are achieved.

Recruited by Poulos Automotive Group as a consultant to revitalize under-performing operations that were near bankruptcy. Assessed existing operational infrastructure and determined strategic plans to keep the Company afloat despite being out of trust with the bank, and $7.5M in negative retain earnings. Established strict finance monitoring, accounting procedures, and streamlined cost controls to maximize ROI, without compromising dealership integrity.• Successfully turned around operations a starting at $4.5M loss in 2009, to generating a profit within only 180 days of hire.• Consolidated dealership operations from five dealerships and one pre-owned Super Center, to three Central Kia stores and one Super Center. Spearheaded the sales of one Ford dealership, turned a second Ford store into a pre-owned Super Center.

Provided “Process-to-Profit” solutions in all areas of dealership operations for dealerships. Supported stores nationwide to assess problem areas and implement policies and processes that would maximize profit potential. Responsible for assessing existing operations, identifying operational strengths and deficiencies, and developing improvement plans to maximize P&L and position stores for sustainability. • Introduced manufacturer training programs to improve product knowledge and strengthen customer service integrity. Restructured sales pay plans and schedules, which significantly reduced employee turnover.• Converted one store into a pre-owned supercenter and revitalize operations for two additional locations for the same Ford Group. • Listed are 2 of the long term contracts I have done, also performed consulting work for Orr Automotive group, Graff Automotive group, Payne Auto group, Walker Auto Group and Mac Churchill Auto• Consulted for 13 dealerships with both domestic and imports brands.

Oversaw the daily operations and accountable for the P&L success for this Chevrolet dealership. Focused on developing business objectives and implementing processes to maximize profit potential. Introduced pre-owned policies and procedures to reduce inventory and ensure a fresh stock; authorized disposition of aged or obsolete inventory. • Increased volume from averaging 335 to 475 units per month while reducing overhead by $200K per month.• Ranked as the “#1 Chevrolet Dealership in the Southeast Region” and the “#8 Chevrolet Dealership in the Nation.”

Recruited to revitalize under-performing operations for this Metro Dallas Chevrolet dealership. Managed all day-to-day operations, including sales, service, body shop, parts, and finance. Held departmental manager meetings to review progress and develop goals. Hired, managed, and motivated 100+ support personnel and managers. • Increased volume by 280+ units per month; raised CSI score 25 points in 6 months; and improved P&L from losing money to generating $150K per month. Generated $3M+ net during the first year of turnaround.• Ranked as the “#1 Used Certified Chevrolet Store” in Dallas and earned the “Mark of Excellence Award” from GM.

Promoted throughout tenure to the position of Executive General Manager to revitalize under-performing operations in two of the Group’s Cadillac dealerships in Dallas and Houston. Responsible for day-to-day operations, representing new and used Cadillac vehicles. Oversaw operation controls, process improvements, and final decisions on budgets and capital improvement projects. Ensured P&L success for sales, advertising, finance, parts, and service; restructured pay plans, sales and service processes, customer retention programs, advertising campaigns, and other programs. • Executive General Manager: Turned around the Dallas store from -$1M+ per year in 1997 to +$3.4M net in 2001. And grew the Houston store from a -$1.5M annual deficit to $800K annual net profit. Recipient of the “Master Dealer Cadillac Award” for Dallas.• Assistant to Dealer: Traveled throughout the country to assist nine dealerships in various markets improve operations. Assisted with setting up new acquisitions, organizational restructuring, human resources initiatives, marketing and advertising programs, and ensuring a consistent corporate culture in each store.• General Manager for Massey Cadillac - Rolls Royce: Directed a team of up to 150 employees. Grew parts department from $300K-to-$1.2M in monthly sales, improved service operations from “breaking even” to generating $700K per year net, and improved sales to generate $150M in annual revenues in the first year.