Offer an independent and objective perspective of the current practice and introduce industry best practice standards that make a profitable difference to automotive dealeships bottom line.- Enhance dealer profit in very challenging economic market by auditing business methods, identifying short and long term issues, pitching sales events, finding practical solutions, and providing recommendations. - Conduct sales and finance training to uplift performance in a way that connects with the customer, determines their needs, and promotes a fit-for-purpose solution within their budget. - Accelerated dealership performance in Sydney and across the NSW Central Coast via auditing operations, impementing carefully curated sales events and rolling out structured sales training.

Oversaw business operations, including the sale of new, used, finance, car care, and commercial vehicles within budget, including negotiating with vendors, stakeholders, and external contractors to improve the P&L.- Oversaw human resources, including recruitment and selection, then ongoing performance management for 5 direct department managers and 140 indirect staff members.- Tracked Toyota for Life compliance across the dealership via thorough auditing and reporting against the strategy, other policies, and procedures, including accountability for achieving exceptional customer satisfaction levels.- Monitored front-end, fixed operations, and administration area progress against the budget, involving a deep understanding of business analytics, marketing trends, consumer and client services.- Supported the Dealer Principal with dependable leadership and accountability for results and customer satisfaction.*Further achievements available upon request.

Assumed responsibility for 2 new car franchises and their front-end departments, including oversight of 250 used cars per month and approximately 30 staff. - Procured and acquisitioned wholesale and stock by trade appraisal and attending auctions.- Strengthened relationships with internal and external stakeholders through consistent, transparent communication.- Gained momentum for adopting change within the management and sales teams, while performance managing those who underperformed within the parameters of HR policy.- Nurtured powerful relationships with the manufacturer, often liaising with their senior management. - Managed over 30 staff, including recruitment and monthly performance appraisals.*Further achievments available upon request.

Responsible for the financial performance of the dealership’s new, used Mazda, F&I and aftermarket sales functions, including managing all expenses and debtors.- Set new, used, and F&I objectives and budgets then led, trained, and mentored front-end operation staff, new and used car managers, and the F&I team to exceed industry benchmarks for $GPU and finance penetration. - Recruited front-end staff, including new and used car managers and trained them to deliver exceptional sales and support for the sale of 200 new and 30 used vehicles each month. - Represented Mazda at Dominelli Group Leadership meetings, regularly liaising with C-level representatives from Ford, Nissan, Suzuki, and Peugeot to discuss bottom line, parts, sales, service delivery, and operational strategies, - Planned and implemented a 12-month marketing strategy as part of the budgeting process, incorporating radio, online, print media, and electronic database marketing campaigns. *Further achievements available upon request.

Purchased and valued all new vehicles with leadership responsibilities of direct reports, oversight of gross revenue, and forecasting to achieve sales and customer satisfaction targets. - Conducted face-to-face meetings with each sales consultant to review prospects and plan to maximise opportunities. - Increased monthly new car sales from 90 to 160 on average with year-on-year records obtained. - Responded to all inventory management duties, managing 30 – 35 days of stock consistently*Further achievments available upon request.