Leading the entire service team and, in addition to my previous tasks, the directmanagement and boosting of the 5-person parts division and the 2-person PSSR(Parts Sales and Service Representative) team have also become my responsibilities.• Organizational development and management of a 30-person after sales team• Organizing technical trainings and communications trainings• Further expansion of the service network in line with regional capacity needs• Solving marketing and HR tasks• Establishing of service- and spare parts price strategyMain achievements:• Continuous compliance with management requirements (budget)• Building strong relationships with the TOP20 key customers through personalcontact and providing quality service• Concluding service framework contracts with key customers• Creating cohesion between the service and parts departments• Converting some service processes to digital solutions to increase accuracy andefficiency

• I was promoted while still employed by the company, and continued my previous jobwith nationwide responsibilities and powers• Streamlining, developing and managing the national service network• Solving HR challenges with a focus on both employer and employee satisfaction• Preparing monthly and quarterly reports for the Executive Director. Deliveringreports for the owners• Exclusive technical contact with the Komatsu factory• Liaising with key customers. Participation in end-user negotiations and consultations• Organisation and delivery of technical trainingsMain achievements:• Establishing and operating a nationwide service network• Recognised increase in service quality• Demonstrated significant increase in customer satisfaction• Adoption of innovative technologies introduced by the factory• Creating an integrated repository and access to technical documentation• Concluding long-term repair and maintenance contracts with customers• Keeping customer complaints to a minimum

• Managing the service network in Budapest and the surrounding counties• Customer contactMain achievements:• Improving technical and moral image of the service• Keeping customer complaints to a minimum

• Managing service and spare parts processes and scheduling of techniciansMain achievements:• Parts and service turnover up +42% in one year• Increased customer satisfaction feedback• Successful liquidation of a large inventory of immovable spare parts

• Setting up and managing the parts department of the new dealership, performingongoing commercial, technical, inventory management and marketing tasks• Single person responsibility for the company's entire materials and parts logisticssystem• Internal ISO auditorMain achievements:• Five-fold increase in parts turnover between 1997 and 2001• First place in terms of annual parts turnover among all Citroën dealerships in thecountry in 2000 and 2001• Ranked first in the country in 2001 for accessory distribution

• Developing, launching and running a vehicle evaluation project• Contributing to the development of vehicle damage collection modules