Managing Director Driving automotive change, innovation and performance focused.

Dealer Principal for Subaru, Suzuki, Isuzu & Skoda

Managing Director & General Manager of the Marine Division within the OMZEST GROUP of Companies. The marine division holds the MTU distributoship for all MTU products. Supplying Diesel technology - sales, parts and afterservice to our customers.Responsibility for the Strategy, direction and performance of the business into Oman.Providing Leadership and vision for the division and establishing the MTU division within Oman.Working in partnership with the MTU Division in Germany.Negotiation on product placement, volumes, pricing, model mix and short to long term strategy.Presentations to the Board of Shareholders & Stakeholders.Production of a 5 year business plan with growth, financial performance ad brand alignment.Review of strategic, operational, financial and management capability. Hands on operational, strategic and financial support.Market analysis of performance and local market trends.Implementation of KPI'S driven from robust financial planning.Compliance to local and national standards.

2009 Managing Director - Perodua Cars & Piaggio LCV – Fixed Term Consultancy – UNITED KINGDOMPerodua UK holds the importer and distribution franchise for Perodua cars, Piaggio LCV & Piaggio APE brands in the United Kingdom and the Channel Islands. With over 100 retailers in the network the business will deliver in excess of over 1,500 units per annum. Responsibilities:• Reporting directly to the shareholders of the business serving as chairperson for all board meetings. Working in partnership with the CEO of Perodua Malaysia & Piaggio Italy.• Negotiations with the manufacturers on the pricing matrix for vehicles, parts, warranty, bonuses, volume contracts and marketing support.• Managing 20 people network of 100 franchised dealer sales operations, 115 franchised aftersales operations• Presentations to the manufacturers detailing strategy and UK performance against key objectives.• Controlling asset performance and best use of resources, ensuring appropriate due diligence and development of potential business opportunities & strategies.• Full responsibility for the delivery and implementation of the strategy, brand development, financial performance and balance sheet of the company and the brands.• Responsibility for marketing the brand, completion of a network strategy and recruitment of key dealers within strategic locations.• Responsibility and creation of a 3 year strategy plan for both the importer and dealer network.• Creation of a human resources policy for excellence and CSM.• Working directly with the factory & local legislation to ensure all vehicles achieve Euro 5 compliance standards.

Full responsibility for Chrysler UK owned retailer with a Turnover of £8m delivering 225 New Units & 350 Used Units with 6 Workbays and 32 personnel.Leading business negotiations to agreed levels of support and point of purchase.Mediator between Chrysler USA, Chrysler Germany, Chrysler UK.Prepare the business for sale to Chrysler UK Preferred Partner, preparing a transparent balance sheet, implement financial controls and report on potential risks / rewards.Negotiate and complete the sale of the business, project manager the transfer of ownership.Restructuring of all areas of the business, to include people strategy and structure (people, process and procedures), performance management and responsibility / accountability and physical environment Implementation of a clear concise financial reporting and correct accounting policies, to include DOC, WOC, cash flow forecasting, month end pack, with tight controls and procedures.AchievementsIdentified £120k savings in people costs & implemented people restructure to support this.Complete overhaul of the balance sheet and implemented new accounting policy commensurate with the current economic climate.Through completion of a comprehensive financial health check of the business, identified overstated profits by £250k. Immediate implementation of process changes, communicating current issues and remedial plans to all stakeholders.Increased New Car margins from -£225 per unit to £535 (Network Average £603) and Used margins from £351 to £691 (network average £856).Increased workshop absorption from 63.7% to 74.3 % (Network Average 73.5%).Increased workshop efficiency from 83.3% to 89.1% (Network Average 86.4%).Increased retail hours sold from 1.2 hrs per unit to 1.7 (Network Average 1.4).Introduced 90 day used car stock policy and reduced oldest new car stock from 332 days to 172 days old.

Volkswagen used car department was responsible for the strategy of used vehicles within the retail network, selling over 22,000 vehicles a year, assisting the network with quality used stock for onward sale to the end customers. The department would be responsible for the strategy, branding, marketing and associated elements of the approved Used Car programme. Responsibilities:• Leadership and development of business operations in excess of £190m p/a turnover, profit objective £5.1m, overheads of £7m.• Full responsibility for the strategy and development of Volkswagen wholesale used cars and the Volkswagen Approved used car programme.• Management of a direct headcount of 23 personnel and 3 national suppliers, responsibility for 100+ employees and contractors over multi sites.• Full responsibility for all external suppliers and contracts, setting and agreeing contracts, budgets • Negotiated rental residual value and return standards with the major leasing rental companies.• Managed 3 workshops and 3 bodyshops and refurbishment of 22,000 vehicle returns.• Managed a sales telemarketing team with a sales objective 22,000 vehicles per annum.Achievements:• Head of pan European project on used cars across all Volkswagen European manufacturers.• Exceeded annual profit objective by 58% - delivering £8.1m profit vs. £5.1m objective.• Implemented a cost reduction programme of £325 per unit to £225 per unit.• Increased used car volumes from 17,000 p/a to 22,000 p/a (average of 1,800 used vehicles per month)• Pioneered 43 day stock turn, to include 9 days for refurbishment (85 days when appointed).• Achieved vehicle refurbishment average of 22,000 in 9 days.• Pioneered the first online auctions.• Increased used Phaeton and Touaregs residual values by over 10%, with a over demand v’s supply scenario.

Network Development Manager -Area ManagerArea Manager Finance

Leadership and development of business operations in excess of £190m p/a turnover, profit objective £5.1m, overheads of £7m.Management of a direct headcount of 23 personnel and 3 National Suppliers, responsibility for 100+ employees and contractors over multi sites.Managed 3 workshops and 3 bodyshops and refurbishment of 22,000 vehicle returns.Managed a sales telemarketing team with a sales objective 22,000 vehicles per annum.Head of pan European project on Used Cars across all Volkswagen European manufacturers.Exceeded annual profit objective by 58% - delivering £8.1m profit vs. £5.1m objective.Implemented a cost reduction programme of £325 per unit to £225 per unit.Increased used car volumes from 17,000 p/a to 22,000 p/a.Sold on average 1,800 used vehicles per month via various routes to market.Pioneered 43 day stock turn, to include 9 days for refurbishment (85 days when appointed). 22,000 vehicles refurbished on average within 9 days.Pioneered the first online auctions.Increased Used Phaeton and Touaregs residual values by over 10%, with a over demand v's supply scenario.; Responsible for defining strategy and direction for the Group Sponsored Retailer programme consisting of28 retailers with 62 outlets and a total £21m loan to Volkswagen Group.Financial accountability for a £300k annual budget.Successfully negotiated and completed share acquisition for a £200m Audi business employing 150+ personnel - carrying out all due diligence, agreement of legal contracts and compliance with TUPE.Selected and appointed a Finance Director for an £80m turnover Audi business.Managed all negotiations on sale and purchase of Sponsored Retailers, including commercials, contracts, loans, security requirements, property and TUPE legislation.Reviewed and agreed all financial cash flow forecasts, business plans and funding requirements on a monthly and yearly basis and, additionally, for periodic expansion plans.