Senior Manager for the Toyota & Lexus Service & Bodyshop business within the Kingdom of Bahrain.Re-engineering the business from ‘old school’ methods and mentality to a professional, system and process orientated business with a continual focus on Kaizen activities and staff development.Sustained significant revenue and net profit growth despite an uncertain economic and political environment through improved customer relationship activities, control of work in progress, efficiency and customer facing processes.Leadership and management of over 800 ethnically and culturally diverse staff split over 4 service centres, 4 bodyshops and 1 PDI operation with a combined throughput of circa 12,500 vehicles per month.Development and start up of one of the largest Toyota Aftersales facilities in the world (50,000 SqM) with 260 bay capacity.Re-Development of 2 existing sites including preparation of concept and business plans.Designed and project managed state of the art corporate training Centre.Developed and launched 2 new multi-brand vehicle inspection centres under the DENSO brand.Designed and launched a fully integrated Service & Bodyshop facility for Toyota Commercial vehicles and industrial equipment.Winner of the Toyota Distributor Gold Award for 10 years running.Former Chairman of the Toyota Middle East Skills Grand Prix CompetitionImplemented our first Employee Engagement SurveyImplemented a staff suggestion scheme using a mobile application

Recruited to bring in modern management methods and processes and provide direction to Aftersales team. Develop and implement coherent business strategy and marketing plan across the three dealerships. Introduced new financial controls and measures including resource and performance management.Re-structured department leading to immediate improvement in department profitability and customer satisfactionRecovered retail labour hours from 7% negative growth versus previous year to a 13% positive position within 6 monthsIncreased Labour gross profit by 37% and Parts gross profit by 11% within 1st 3 monthsIntroduced controls and measures leading to a reduction in work in progress of 65% Managed tender process for group oil purchase contract

Providing leadership and direction for Aftersales staff in the development, implementation and achievement of the departmental and Company objectives in financial returns, customer satisfaction, brand perception and people development.Board Member with full profit and loss accountability for Aftersales.Managed start-up of 2 new, manufacturer owned, Aftersales facilities and led them to become the largest BMW Aftersales operation in the UK within 2 years.Developed and implemented retail business strategy and marketing plans leading to growth in retail business volumes in excess of 40% in 2005.Developed and implemented corporate business strategy leading to a 100% increase in corporate business volumes in 2005.Introduced new processes and controls in Parts department leading to stock turnover ratios in excess of 12:1 and stock variance of less than 1%.

Responsible for all aspects of Aftersales business for BMW / MINI Importer, including Workshop, Bodyshop, Parts, Accessory Sales, Customer Satisfaction and Marketing.Senior Manager with full profit and loss accountability for Aftersales.230 ethnically and culturally diverse staff with 8 management reports split over 4 sites.Designed and implemented cross-border emergency service, extended warranty and used car programmes including cost/benefit analysis and management of competitive tender process.Acted as a mentor to QMA project team (BMW quality management program) leading to successful accreditation as the 1st importer in Asia to achieve the standards required.Project Manager for the start-up of 2 BMW dealerships in Thailand.Project Manager for two major re-developments with a combined cost of $1,300,000 including writing of proposal documents for main Board approval and liaison with architects and quantity surveyors.