Consolidated operations from two remaining dealerships into a used car operation while in search of a replacement franchise. When replacement franchise was not realized, was charged with liquidating all assets associated with four different Saturn locations over a three month period after store closing.

Beginning with the first full month, increased units sold by 25% and grew net profit to over $1 million. Strategies implemented helped gross profit (including F&I) grow from $1,500 to $2,800 per unit. Improved utilization of human resources and operated more efficiently from a personnel cost standpoint by using lean business concepts. More efficiently allocated expenses in the areas of floor plan and advertising, resulting in increased profits. Head marketing manager for all three Nashville-area Saturn dealerships with a focus on web, television, and events. An expert in reducing turnover retaining the large majority of my staff on all levels, for upwards of 8-15 years. Established and maintained an excellent rapport with factory representatives while operating in the factory's local area; acted as host/model dealer facility for special factory guests.

Owners and General Managers, best practices group.

Selected by ownership to temporarily lead staff during a prolonged transition period while also charged with existing duties at Saturn of Rivergate, 50 miles away. Improved the expense structure, new and used car sales, and hired, mentored, and trained successor before transitioning responsibility.

Consistently outperformed Saturn's sales market penetration and sales goals, as well as customer-enthusiasm scores. Highly profitable from year one. Identified four future leadership team members from the Mobile store, trained, and transferred them to new store at opening. Created and implemented an annual marketing plan (television and print), which helped boost sales of both fixed and variable operations, and also introduced the market to the new brand. Organized many different dealer-sponsored customer-appreciation events and new owner service clinics aimed at long-term customer loyalty. Maintained strong relationship with Saturn factory representatives. Innovative, successful, and well-respected enough that Saturn Corporation heavily influenced a move to a larger market, which led to an opportunity

Exceeded Saturn's sales market penetration and sales goals, as well as customer-enthusiasm scores. Created a separate entity promoted as a "$5,995 and Under" store for used vehicles previously sent to wholesale, which enhanced business by doubling used car sales and improved net profit by nearly $15,000 per month. Created and implemented an annual marketing plan (television and print), which helped boost sales of both fixed and variable operations. Organized many different dealer-sponsored customer-appreciation events and new owner service clinics aimed at long-term customer loyalty. Identified leadership team, selected and began mentoring a successor. Opened temporary dealership; led retrofit of an existing facility that became Saturn of Pensacola while also splitting time and exceeding expectations in Mobile, 70 miles away.

Was successful in building and maintaining top-level CSI scores. Integrated fixed operations of original store (Oldsmobile) with additional stores over tenure, all of the following were added: Hyundai, Audi, Suzuki, Mitsubishi, Honda, Infiniti, and Saturn. Managed eleven parts, service, and body-shop managers and their 80-90 employees across five locations and eight different automotive franchises. In addition to leading the transition in fixed operations, was also charged with hiring, training, promoting, creating reporting lines, and setting processes and procedures as new businesses were established. Early adopter of a computer system focused on customer retention, which assisted in following up with service customers, resulting in doubled gross profit.