Led the region sales and vehicle distribution team. Through improved market analysis and proactive tactic and strategy implementation grew the region from 10th in the world in 2017 to a top five global sales market by 2020. Developed and implemented processes to overcome supply chain and external uncontrolled influences. Adept at allocating scarce resources.

-Led Southern Region Commercial Vans team to 30% Year over Year New Vehicle sales increase and 24% Year over Year Aftersales increase in 2015.-Through team, relationship, and dealer development, led Southern Region to double digit year over year sales growth in 2014.-Superior performance resulted in promotion to Senior Leadership Role in Southern Region-Established direction, provided coaching and feedback, demanded and displayed accountability resulting in double digit year over year sales increase.-Continued focus on Satisfaction, Development, and Relationship Building resulted in 38.9% year over year sales increase in 2012.-Dealer and Market Development efforts led to 94% year over year sales increase in 2011. -Established new dealer onboarding process which standardized multiple activities. -Increased active dealer body by over 80%. -Established customer focused sales strategy.-Created Uniform Dealer Financial Review Process.

• Through OEM, Dealer, and Client relationship building originated over $500 Million in new acquisitions in Q4 2007.• Developed organic sales and marketing approach in partnership with OEM resulting in an industry leading market share for target product in target market within one year of product launch.• Achieved 120% of target revenue acquisition in 2007, 110% of target acquisition in 2008.• P/L, Budget, Performance/Behavior Target Setting, and leadership for a national team of 8 Commercial Finance Relationship Managers.• Conceived and rolled-out Inside Sales Team to ensure top rank service.• Spearheaded a team to secure funding for business unit ahead of collapse of secondary capital markets.• Established National Dealer Advisory Council to solicit feedback to continuously improve product and service offerings.• Delivered keynote addresses and product seminars in front of groups exceeding 1,200 commercial vehicle clients and dealers.

• Led the evolution of start-up business unit from pilot phase to national launch.• Developed and implemented credit strategy, standards, and policy for unique business unit.• Established business development plan, organizational direction, and employee incentive system.• P/L, Budget, and Human Resource Planning responsibility for a team that grew to exceed 20 contributors.• Relationship lead for key accounts, National Dealer Council, and Top 25 volume accounts Conceived and rolled-out Inside Sales Team to ensure top rank service.• Acquisition portfolio topped $1 Billion within 18 months of national launch, $2 Billion within 30 months of national launch • Maintained below national average loss frequency and severity while achieving above target ROI.

• Created and implemented Control Self Assessment process encompassing all aspects of operational risk in the Commercial Finance division.• Rolled out final process under budget and 45 days ahead of schedule. • Undertook diagnoses of immature internal processes and recommended corrective actions resulting in cost savings exceeding $500,000 in 2004.• Recommended and implemented controls within Fleet Pricing process that resulted in an increase in ROI of 28% in 2005.• Recommendations directly resulted in a 40% increase in operational efficiency while reducing overtime expenses by over $90,000 in the funding department.

• Directed the re-engineering of Dealer Services, Dealer Credit, Inventory Auditing, and Wholesale Processing departments into a single unit.• Implemented a new financial analysis system that led to a 235% decrease in credit losses year over year.• Lead player in four major dealer defaulted loan workout plans, resulting in loss avoidance on financing provisions ranging from $2.5 Million up to $110 Million.• Created a rating system synthesizing risk based financial analysis and empirical data to better forecast and anticipate trouble dealers.

• Implemented automated credit evaluation process resulting in operational efficiency and immediate cost reduction of over $175,000 in 2000.• Facilitated introduction of standardized employee productivity and performance appraisal process still in use today.• Created “Strong Bench” program which identified high performers and developed them for future career opportunities.• Increased credit approvals, contract booking percentages through increased coaching, communication, and feedback in 2000 and 2001

• Highest Ranked Dealer Relations Manager in Pittsburgh Zone in customer service satisfaction J D Power Associates Survey in 1997 and 1998.• Increased acquisition revenue each successive year.• Developed sales strategy for dealer group of over 50