Robert Portesy Email & Phone Number

South Shore CDJR• Upfit and built wreckers and carriers, matching light and medium duty chassis with body’s, including but not limited to RAM, Ford, HINO, and International. • Drove incremental revenue through truck maintenance and warranty repairs. • Built and established a successful online parts store with over 12,000 skus, shipping nationwide Exited South Shore Autoplex and Jerdan to an unsolicited offer.

Inwood, New York, Us

Originally recruited by South Shore CDR, to turn around a severely underperforming dealership, experiencing year-over-year negative cash flow. Concurrently established a startup regional distributorship in New York City and Long Island of Jerr Dan, a well-known manufacturer of towing and recovery equipment, particularly recognized for its durable and efficient tow trucks. Their product lineup includes a variety of models designed for different towing needs, such as flatbeds, rollback trucks, and wreckers. • Improved MSR from 48% to 110%. • Increased new car volume by 64% and used cars by 65%. • Improved Total revenue by 100%, Net profit to total Sales 8%, and Fixed Gross profit by 80%. • Improved CSI to the top tier in the district. location, NY (2019 – 2024) • Awarded commercial Business Link program from Stellantis, leveraging that to personally secure contracts with Con Edison, NYS Parks, USPS, NYS Police, and several municipal and vocational agencies, resulting in an additional $ 14M+ in revenue. • In the face of COVID-19, immediately eliminated expenses, remained open, and drove sales across all departments, resulting in no financial P&L loss. Exited South Shore Autoplex and Jerdan to an unsolicited offer.

Westwood, Ma, Us

Directed the operations of 12 individual stores in NY, NJ and CT. Recruited and managed 630 personnel, including the regional management team, General Managers, Director of Fixed, F&I, Human Resources, Used Cars, Marketing, IT, and Construction. Full P&L for all stores. • Directed all regional operations, including manufacturer relations, establishing budgets and expense reduction plans, overseeing new construction, and facility renovations; consolidated CRM for all stores, improving reporting. • Streamlined regional operations to reduce overhead by approximately $2.5M. • Increased used car unit and revenue by over 16%, reducing day supply and eliminating significant wholesale losses. • Increased fixed operations revenue 14% and gross margin over 5%. • Increased combined F&I $200 PRU. • Improved Internet and phone closing ratios in all stores through improved quality leads, and sales processes

Fort Lauderdale, Florida, Us

Ferrari - Maserati - Porsche - VolvoPlayed key executive leadership role in growth of the enterprise from 3 to 8 stores, with 300 total personnel, including General Manager of all stores, Controller, and Directors of Human Resources, Marketing, Motorsports, Pre-Own, and IT. Established operating budgets and managed $100 million floor plan.Reporting to the CEO/Owner, charged with upgrading the company’s Long Island Ferrari–Maserati dealership, and within three months promoted to direct operations for the company’s three stores and named operator. Developed and implemented a new hiring process, including new compliance structure, that facilitated recruiting and retaining top talent to ensure success across all stores. Managed financials, including centralizing accounting, marketing and Human Resources. Established budgets and administered expense reduction plans. Conducted monthly, quarterly and annual reviews of all stores. Increased market penetration and customer retention while transitioning to a 100% digital marketing platform and expanding event driven strategy. Instrumental in planning and overseeing new construction and renovation of all facilities.

Houston, Texas, Us

Hassel BMW/MINI Directly responsible for all day-to-day operations and the P&L success of this Group 1-owned dealership. As General Manager, hired and managed a team of 150 employees. Responsible for setting departmental goals and objectives, overseeing facility management and upgrades, and ensuring regulatory compliance. Established pay plans to reward performance, encourage strong customer service, and strengthen employee longevity. Coordinated and facilitated management team activities and meetings. • Increased operations to generate $163M+ in annual revenues, thus improving net profit by 22%. • Streamlined operations to reduce overhead by approximately $2M. • Launched a new Certified BMW Collision Center using waterborne paint, which increased revenue by 41%. • Recipient of the “2009 Center of Excellence Award” from BMW of North America for dealership excellence

Santa Ana, Ca, Us

Directed all service department operations for the largest selling BMW dealer in North America. Managed operations for two facilities comprised of 60 workstalls. Defined goals and developed work plans to streamline operations and maximize profit potential. Managed a team of 175 employees, including 7 managers, 17 service advisors and 65 technicians. Ensured regulatory and technical compliance with BMW’s standards of excellence. Collaborated with the General Manager on the design, layout and equipment needs for a new facility. Partnered with a BMW certified body shop to provide the highest level of quality work while the new facility was under construction.•Increased MINI labor sales by 203%, and overall service labor hours by more than 10,000 hours.•Increased net profit from under-performing by -6% to a 23% profitability rate. •Restructured work teams to streamline HR overhead by 23%, while improving CSI.•Lowered turn rates and expense of a 200-unit loaner fleet.

New York, Us

Continuously promoted throughout tenure to the position of Service Manager. Responsible for the P&L success and day-to-day service operations of three franchises: BMW cars, BMW motorcycles and MINI. Directed. Accountable for the operations of 57 service bays and two workshops. Analyzed market trends, established annual forecasts, set budgets, and closely monitored financials. Focused on developing and meeting sales goals by labor category, targeting percentages of gross profit on labor sales, and minimizing hours expended per transaction. Restructured payroll cycles to ensure accuracy. Provided a high level of support to the new and used vehicle sales operations. Developed merchandising and promotional programs to promote parts and accessories. Determined staffing levels; hired, trained and mentored a team of 99 employees and managers. As Service Manager:•Increased service labor sales by 324% to achieve $14M in service labor sales.•Expanded market by 6,108 additional customers, while increasing labor hours by 4,800 hours per month.•Introduced new programs to maximize quality service and profitability, such as: the Dent Wizard “Elite” Program that generated $480K in annual sublet sales, a pilot BMW mobile technician program, a second shift to expand coverage, and numerous facility expansion projects.•Managed the fixed operations acquisition of Land Rover of Manhattan by Ford Motor Company. As Workshop Director:•Maintained high employee morale and low turn-over rate by being responsive to employees, developing employee skill sets, proactively resolving problems, and rewarding superior performance.•Reduced overhead by eliminating unapplied time and utilizing central dispatch and time control summaries.•Developed and implemented a “Comeback/Carry Over” tracking system to measure quality of work.

Class 064, Automotive, Management

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New Dealer Executive

Ao, Automotive, Diesel Engineering

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Master Technician

New Dealer Executive Training

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