Obtained highest annual department PVR in the history of ZEIGLER Ford - Lowell in 2019, currently at 3rd highest in 2020 through AugustImproved processes and procedures in the F&I office utilizing Zurich's electronic menu presentation that has led to following personal gains when compared to the previous 2 years before my hire: VSC profit increase 21.97% (AVG $1014.85,) GAP profit increase 15.19% (AVG 498.81,) highest profit per VSC in the history of the company, PVR increase of 11.23%Responsible for facilitating performance improvements throughout the sales system to maximize F&I PVR, including evaluation of current performance, planning and rolling out process improvement initiativesChanged and implemented a multi-department cross functional approach to F&I lead to the best PVR year in the history of the company for 2019, resulted in a 14.72% PVR increase year over year

Increased PVR by 7.11% when compared to previous year - 2 year average PVR $1465.00 - highest in the history of the companyIncreased vehicle service contract penetration by 12.33% when compared to the previous year before my hire date - 52.94% penetration on retail contractsIncrease Vehicle Service Contract profit by 19.16% when compared to previous year, $201.35 per contract average increase simply by educating the customer on limiting risk and exposure associated with automobile ownership Increased GAP penetration by 12.7% when compared to previous year with a very slight increase in profit per contractUtilized a "tank" approach to analyze credit and set up 4 square customer proposals which allows to close on actual numbers to enhance the customer experienceFilled in for the Special Finance department on days off, vacations and vacancies utilizing nationwide lending sources, thereby allowing no gaps in finance offerings in order to enhance the customer experience

Developed processes and procedures that led to an increase in profit of $1.4 million when compared to the previous 4 1/2 years - resulted in the highest annual PVR in the history of the company Increased department per unit gross by 30.04% in a market where lease and cash percentages were up 17%Utilizing a multi-department approach, increased lease profit by 45% adding an additional $119,634 to bottom line profitInstalled processes and procedures that increased extended warranty profit by 39% for additional profit of $246,832 while increasing penetration by 2%Identified and installed additional product offerings which enhanced bottom line profit by $8877 per yearInstalled a menu system for product offerings that was more consumer friendly leading to more satisfied customers and higher penetrationDeveloped a close working relationship with dealership management to maximize the effectiveness of all departments which led to increased profits

Responsible for consulting on the purchase of used Class 8 Semi Trucks in an internet/phone driven out of state business to business setting, checking credit history and arranging financial terms for clients, checking in inventory, handling customer complaints, and closing sales to maximize profitsDeveloped current customer relationships to enhance and boost future salesDeveloped a broad nationwide network of financial institutions in order to arrange for acceptable financing terms to a wide variety of customer credit situationsMaximized profits when closing sales which helped increase the net profit of the company by $100,000 while gross sales were downDeveloped and initiated a check in procedure of the inventory to assure that the merchandise met the company criteriaHandled customer complaints with an eye on corporate image, company profit and customer satisfaction

Responsible for analyzing and initiating performance improvements during all phases of inventory reconditioning leading up to the sale of product to maximize profitability, identifying / planning improvement initiatives and setting them in motionAnalyzed and identified Used Truck shop deficiencies, then implemented changes that utilized individuals strengths resulting in a savings of $60,000 per yearInstalled processes and procedures to quickly identify unwanted inventory which allowed for the disposal of inventory before costs mounted too high prohibiting profitable disposalDeveloped a broad network of transportation vendors which allowed the company to balance costs versus timeliness of incoming inventory to keep costs as low as possible with a keen eye on turn ratiosDeveloped and implemented advertising strategies that enabled department growth or maintain market share in a declining market yet cutting the advertising budget by $14000 annuallyAt dealer principle/general sales manager's request, developed an inventory tracking system based on Procede software that could be used company-wide which would allowed for the termination of a monthly fee based programProvided insight and support to sales people during the negotiation process to close deals and maximize market penetration leading to an approximately 20% increase in market shareManaged customer complaints with an eye on both customer satisfaction and departmental profits lowering after sales adjustments by 25%Assisted in the purchase and selling of inventory to balance out the inventory and fill gaps in the inventory allowing for a 20% increase in market share in a declining market

Responsible for facilitating performance improvements throughout the sales system, including the evaluation of current performance, planning improvement initiatives, and ongoing sales performance reviewsIdentified sales training deficiencies; then developed training processes utilizing the Joe Verde Management sales process reducing new hire employee turnover by 50%Provide insight and support to salespeople during the sales process which let to an increase in closing ratios of 25%At dealership principle's request, analyzed lease performance and profit, advised and eventually contracted with Lease Star to provide outside lease support which lead to 50% increase in penetration and 10% increase in per deal profitInitiated an activities tracking log to track customers, demo ratios, write up ratios, closing ratios, and unit delivery ratios; all managers have adopted and use this tracking systemCreated marketing plans utilizing various media to control target market area; dealership has one of the highest market control percentages in the nationCustomer Satisfaction Index - C.S.I.Developed process and procedural changes that had a positive effect on dealership C.S.I. ratings; then directed deployment that has lead to a 12% increase over a 5 year period Co-created processes and procedures to obtain Mazda Elite status largely based on C.S.I.; qualified in the first and second years; ensuring a $165,000 per year manufacturer to dealer bonus At dealerships principles request, analyzed sales processes to identify C.S.I. delivery root/baseline issues; changed procedures to raise C.S.I. scores that top all other dealers our size or larger in the Mazda Midwest RegionAchieved a #2 and #3 C.S.I. Dealership Sales rating for the Mazda Midwest Region for 2002 and 2001