Mark Pocock Email & Phone Number

United Kingdom

• Relocated to UK after 14 years overseas, established automotive consulting business, working on automotive industry projects for a variety of clients including start-ups, manufacturers and distributors from Europe and the Middle East

Azerbaijan

• Engaged to lead operations and strategy to turn around and lay foundations for growth for automotive importer division with turnover in excess of US $ 72 Million representing 11 brands, multiple locations and 160 staff• Developed and executed plan to restructure and develop key value drivers across the business, introduced coherent operating controls, financial policies, resolved legacy operational issues and re-built previously strained manufacturer relationships to transition the business from a substantial loss to generating R.O.S of 2%• Liquidated legacy overage inventory by +70%, enriched product profile and model mix, negotiated manufacturer support, generated YOY sales increase of 42%, grew market share from 6.5% to 14% • Won 2 government tenders to supply 245 commercial vehicles with a value of US $ 5 Million, generated gross margin of US$ 720.000• Re-negotiated average 6.5% reduction on vehicle wholesale pricing for FCA products and additional savings of US $ 375.00 per unit• Cut advertising spend per unit by c. 50% by migrating 70% of marketing budget to cost-effective e-commerce platforms • Restructured aftersales operations, delivered 27% year on year increase in service absorption, grew Service and Bodyshop revenues c. 100%, increasing utilization across both operations by an average of 45%, boosted recall revenues US $ 385.000 by increasing completion rate 45%• Introduced a consumable and paint management system to generate a 25% gross margin from a previous loss• Improved parts first time pick availability rate from 45% to 80+%• Negotiated with FCA alternative supplier and transport arrangements for Parts achieving a reduction on the “Landed Cost Factor” by an average of 28%, increased stock turn from 1.5 to 5 times• Spearheaded start-up of a Jaguar Land Rover and FCA 3S facility and separate aftersales facility for Fiat Commercial vehicles• Cut ongoing stock maintenance costs by 35%, accelerated delivery turnaround from 4 days to 1

Jeddah, Riyadh, Al Khobar

• Led operations and strategic business development for 3 Prestige dealerships with US $ 30 Million T/O and in 2018 negotiated a one off £8 Million compensation payment from principals• Managed and developed 65 staff, monitored performance, championed success across Sales & Marketing, Aftersales and Dealer standards, launched AM Owners Club, Used vehicle sales, Procurement, Stock funding, Network Development and Consumer Finance initiatives• Re-structured the division, ensured CI compliance, embedded operational processes and cost controls in HQ office to manage and support branch activities, drove economies of scale, introduced a controlled sales environment, best practice processes, delivered 20 % savings on operating costs• Defined Commercial strategy, innovated financing schemes, increased HLS market share from 2.5% to 8%, generated 200+ % increase in sales volumes and a 45% increase in conquest sales, transformed the business from a wholesales push to retail pull• Achieved 34% cost saving by establishing in-house marketing division, generated a 20% increase in showroom traffic, increased website enquiries by 50%• Negotiated highest level of manufacturer support, c. US $ 1 Million each year, to liquidate ageing inventories, optimized stock turn from 1.5 : 6 times• Resourced, streamlined and expanded aftersales operations to increase labour sales by 45%, increase parts stock turn from 2 to 6.5 times and achieved the highest customer satisfaction score 87%.• Increased prospect and follow-up calls by 70%, reduced lost sales by 20%• Developed retail finance partnerships, grew finance led sales from 0 % to close to 25%• Oversaw relocation, designed and project managed fit out to latest CI standards of 3 new dealerships at budget of US $ 5.5 Million• Established used vehicle operations at all 3 sites achieving a new to used car ratio of 2 : 1 over a 2-year period• Advised MD of MAN heavy truck/bus business on production, aftermarket network expansion

Saudi Arabia

• Played a pivotal role in transitioning this business from a contracting to a service and solution business· Prepared tenders for supply of commercial vehicles, heavy plant and aftersales services/support, won two large contracts with TCV of US $148 Million, negotiated preferred supplier status, secured contracts worth US $ 270 Million in total, increased revenue growth by 40% • Developed pricing models and value-added propositions, led negotiations with suppliers to improve bid-win ratio by 25% which subsequently led to further requests to tender for multimillion US $ projects• Introduced mobile service operations and on-site service facility to improve operational performance, cut down time by 15%, whilst also reducing maintenance costs by close to 20% vs budget

Saudi Arabia

• Managed sales & marketing operations and strategy for US $ 580 Million business, controlled 16 branches and 20 sub-dealers, consistently achieved the 3rd/4th highest market share %, grew business footprint across Saudi• Grew annual sales from < 10,000 units to 15,000 + cars and pickups plus 3,500 heavy trucks, achieved R.O.S of 7%• Launched Export Sales division, sold an additional 3,500 -5000 vehicles per annum generating incremental net profit contribution on Export sales alone of between US $ 5 to 7 Million per year• Grew sub-dealer sales volumes by 25% after introducing new commission structures, access to funding customer transactions and a tiered dealer structure with benefits linked to sales targets• Aggressively targeted retail, sales through CRM mining and multi-channel advertising funded by incentives negotiated with manufacturer to clear slow-moving inventories• Reconfigured sales funnel, created in-house Government and Fleet sales team to form relationships with key buyers, lifted retained margin by 3.4 % on government sales, increased tender invitations 60%• Delivered 9 major new product launch events, retailed 1,200 Pajero models over 3 days across just 3 locations• Innovated sales incentive bonus schemes and training, increased conversion ratios on retail sales by 15%• Negotiated partnerships with 20 large national fleet accounts, increased fleet sales by 28% to US $ 168 Million constituting 32% of domestic sales volumes, adding US $ 13 million to the bottom line• Drove operational efficiencies, re-organized head office and branch systems, cut fixed operating expenses by 20%• Managed manufacturer relationships, led negotiations on pricing, allocation, model mix, marketing, funding and brand expansion with Sumitomo Corporation, increased margins across all categories by average 4%• Negotiated a 2% interest charge reduction for usage fee charges, increased stock turn from 4 to 8 times reduced stocking charges by +50%

Title Earlier Roles:• E.K. Kanoo – Toyota/Lexus, Bahrain - General Manager Operations, April 2005 – May 2006• Automarque Business Solutions – Various Automotive Brands – Managing Director, UK 2003 -2005• Hunters Land-Rover (Inchcape Plc.) - General Manager, UK 2000 - 2003• Wessex Land-Rover (William jacks Plc.) Land-Rover – General Manager UK, 1997 -1999• Lancaster PLC – Mercedes, Porsche, JLR, Isuzu, Subaru, Ssangyong - Divisional GM, UK, 1991 to 1997.

Bachelor'S Degree Equivalent, Motor Industry Management And Automotive Engineering

Activities and Societies: Member of The Institute of Motor IndustryB. Tech - Higher National Certificate in Motor Industry Management.

Top Grade - Course Prize Winner

Education record