Muscat, Masqaţ, Oman
With over 2 decades of experience in senior automotive management roles, my leadership style is based around high performing teams, strong values and leading from the front. I like to push teams to succeed whilst driving a sense of engagement and accountability. My values are centered around transparency; honesty and integrity.
• Led the team to acquire 7 new franchises into MHD over a 2 year period. • Developed full operating business plans and strategic growth analysis for long-term sustainability. • Introduced our paperless / digital journey within the business utilizing our DMS platform to improve the customer journey and focus on cost savings
Significant increase in both Jaguar and Land Rover sales from 2017; as recognised by JLR MENA - highest ever volume for Land Rover in 2018. Responsible for long term business stratergy and volume planning Encouraged development; recogniition and Stability in team 48% growth in Service Turnover 32% growth in Parts Turnover Improvment of 20 points in CLP score for Service to 82 & 8 Points in New Car Sales to 90.5
Increased sales in established Land Rover business from 360 units to 504 units YOY Improved Land Rover Used car sales by 25% Project managed new build Arch Concept build for Jaguar Land Rover in Suffolk; followed by redevleopment of existing site to Approved Service Centre Recruited new team for JLR Ipswich Business recognised as GPTW by Marshall Passed JLR HoB Assesment
Highlights: • 18% growth for BMW MINI product in 2013 • 25% further growth for BMW MINI in Q1 2014 • 2nd highest growth in GCC • Increased sales of used cars by 40% to 1300 cars • Produced and communicated innovative and exciting quarterly campaigns • Reviewed business structure – streamlining reporting lines and providing clarity to staff members • Planned and presented new Business and Sales process to all team members Kingdom Wide • Developed new Autoline diary and CRM tool for use by Sales Teams • Reviewed and enhanced Used Car process – implementing pricing and stock reviews, reducing average days in stock to less than 50 • Monthly presentations are produced for discussion with the directors and senior team • 1:2:1 reviews used to identify training needs and help required by Senior team • Training sessions produced and held to help team improve managerial skills – focussing on Presentations/ Objective setting/ Action plans
Highlights: • Achievement of 2011/12 Sales targets in line with PRG expectations • Achievement of Porsche CSI target for Centre in 2011 and exceptional results in 2012 • Highest awards for internal audit within group • Consistent achievement of Porsche operating guidelines (variable margin)