Michael Werner Email & Phone Number

Fort Collins, Colorado, United States

Increased total Fixed Operations Gross Profit YoY 28% Ford/Lincoln, 16% Chevrolet/Hyundai, 5% Kia in spite of losing Mazda franchise. Total Fixed down 20% gross profit YoY MtM for 26 consecutive months prior to my tenureIncrease Total Fixed Net YoY 31% Ford/Lincoln, 22% Chevy/Hyundai, 12% Kia through expense management and the renegotiating of all vendor contracts and employee wages Top 5 Kia Service CSI Score in the NationIncreased Ford/Service GCVP from a 12 month average of 26% to 81% and achieved Ford FCP status and dealer funds for the first time in store history Increased Chevrolet/Hyundai to above National Average in CSI index score for 12 month Average dealer scoreIncreased technical staff (productive) by 31% over 16 months through effective career advertisement, relationships with college recruiting programs, apprenticeship programs and local area technical school partnershipsAchieved 80% productive staff manufacturer required training, up from 40% in 16 monthsoduction and vendor conquest marketing Reduced Ford parts inventory by over $65,000 in 16 months through obsolescence management, new aged inventory procedures and the use of outside third party vendor sales in addition to creating online stores though eBay, Amazon and local area salesCreated the first digital marketing team for dealer and together wrote, produced, edited and created digital content and video for social media accounts and dealer website

Greater Denver Area

Oversaw 180 Service Employees including two Service Managers, two Production Managers, one Express Manager, 18 service advisors, 68 service technicians Trained management staff in dealer financials, business development, customer handling, leadership and culture Processed the store from the ground up including basic service fundamentals such as NPF/TNI, Customer Perceived Repeat Repair, CSE Process, service advisor A-Z and dispatch Developed a Honda compliant Express shop within the store inside of the first 90 days as Service Director Corrected the existing warranty audit to a clean warranty review report in under 60 days by processing the diagnostic and repair steps, in-house prior approval programs, parts strategies and team bonuses Oversaw and processed the move from multiple small buildings in Littleton to a 98,000 square foot facility in Highlands Ranch with all departments consolidated Hired and developed new staffing, increasing the employee count by over 10% in 6 months allowing for effective and long lasting growth in the department. Recruiting strategies implemented in all stores after proof of concept Produced a 180% increase in repair order traffic through new location, marketing, grass roots movements Worked with social media team and marketing to create programs targeted at different age demographics Along with the GSM structured inter-store customer handling processes and escalations Processed and trained 20 team BDC in call training, process guides and escalation handling Increased CSE score over 4% (88% to 91%) through effective training of a newly developed process. Included ‘Customer Handling’ coaching on a daily basis. Process was implemented into BMW and Mini with similar results

Greater Denver Area

Operated the dealership as the Fixed Operations Director and personally managed over 55 employees with no service manager, parts manager or medium duty manager Directly supervised three different shops on two pieces of property through a disciplined work schedule, effective delegation and empowered employees Developed people internally for promotion, raises and high standards by listening to, and having relationships with all fixed operation staff centered on behaviors and results Grew and maintained a strong culture by structuring and holding Leadership Meetings with managers and employees of all dealership departments Created goals and objectives to lead the departments to exceed Ford and NCM benchmark goals in profit, expense and customer satisfaction Maintained warranty compliance and performance in keeping with the manufacturers guidelines by developing easy to follow processes for all staff Personally structured all contracts for the Fixed Operations departments with vendors, Ford Motor Company and partners Maintained top performing Customer Satisfaction Index scores by working personally with customers and employees to create action-oriented solutions to any concerns Maintained benchmark performance standards in profit and expense commiserate with NCM dealer’s top performance nationally Developed all print, electronic, social media and traditional marketing for the departments Created inter-departmental team to increase the aggregate score for online business rating sites (Google. Yelp, Cars.com, DealerRater etc) from 1.9 to 4.8 on nearly all sites by giving the best quality of service and asking happy customers to share their experience online Operated a nationally recognized Quick Lane department, recognized as one the nation’s strongest in sales per repair order, customer satisfaction and innovative solutions to day to day operations