Masqaţ, Oman
I am a very determined individual with my goals in life clearly defined and a plan of how to achieve them very clear in my mind. I spend most of my days putting into practice all of the things I have learnt whilst still constantly looking for new challenges in which to develop myself further. Specialties: CSi improvement Motivation of Staff Sales Process Negotiation Composite translation Staff Training Time Management Web Site Management Marketing Motor Trade Law Employee Legal Rights
I am responsible for the Automotive Sales Division at OMASCO Honda and Volvo in Oman. This includes all the elements of the Brands in Oman - New/Used/Fleet Cars, Motorbikes and Power Products. In my time at OMASCO Honda I have implemented various new initiatives that have helped improve the processes and streamline the company towards becoming a profitable business. This has included focus on stock control and significantly reducing the Vehicle and Part stock which has enabled us to focus on profitability within these channels. With a strong focus on customer service and profitability. New cars has moved from a loss making department in 2021 and by the end of 2022 achieving an average of 7.6% GM, 2023 averaging over 10% and 2024 look to finish at circa 12%. Used cars was also completely rejuvenated in 2022 from another loss making department to a profitable part of the business, averaging over 10.1% margin in 2022, 12.4% in 2023 and 11% in 2024 with an increase in volumes. Following these changes we have seen an improvement in CSi/NPS with customers now being more likely recommend us than ever before. The result has seen a 10 point lift in 2022 to 70% and achieving 80% in 2023 we are also on target to maintain the 80% in 2024. This has come from better staff morale and improved process that delivers a better customer experience.
I joined Maserati at a time of rejuvenation, the brand is at the start of a complete new product cycle which in 2019 included the launch of the Levante V8 including GTS and Trofeo (Most powerful production Maserati). In 2021 the new super sports car called the MC20. 2019 was both exciting and challenging at the same time with many changes in the network and a huge amount of strategic planning required. Being part of a small team, I have received exposure to many parts of the business including, marketing, network development and finance. In 2019 I successfully moved our sales volume from being sixth in the EMEA region to second with only the home market of Italy beating me. In 2021 (Jan to Sept) in a market that was up 5.87% YOY I achieved an improvement of 23.39% and in the key month of September where the market was down 34.36% I achieved an increase of 49.35%. Profitability in the network has improved by 9% YOY in a 2019 in what has been extremely challenging times for the motor industry. This has been driven by focused sales campaigns that relate to the customer demand and therefore allow dealers to focus on the customer experience rather than simply "selling" a car. This has predominantly been driven by the SUV sector (Levante) and PCP campaigns based around affordability. We started with 0% APR offering and have recently developed alternatives which are more tailored to the current climate. In 2021 the network was tracking to have its best year since 2016 and likely to improve moving into 2022, this along with Maserati GB also seeing the same levels of improvement On top of all of this I have also driven customer satisfaction and NPS to the highest in Europe at 97%. Customer satisfaction has always been a key part of my role and I strongly believe that sustained strong customer experience helps to make for long term success and in turn profitability.
In this role I assumed responsibility for 15 centres/dealers mainly in the North West of England including the New Oldham Destination Centre. I worked directly with business owners and 4 Brand Directors to ensure the business's achieve their full potential. During 2018 and in to 2019 the industry will see many changes relating to WLTP which has required manufacturers to make significant changes to the products As part of my role I have needed to ensure that businesses are both knowledgeable and importantly not exposed to any risk during this transition. This has involved working very closely with the product planning team and stock management team. I have also had a good level exposure in to campaign development to ensure that the campaigns we release are relevant to the vehicles in the market and the customer requirements I have been running work groups and presented planning relating to sales for both retail and fleet as well as covering aspects of the national role. Overall sales for Audi UK depleted in the in 2018 due to many factors including product availability during this WLTP period. However, sales within the area I was covering achieved their objectives for 2018 and in particular one of the focus centres I worked with in the Lake District not only achieved its sales target but also achieved profit for the year against a loss in the previous. This was achieved by close focus on the detail of the centre including sales process, stock management and marketing to name but a few. I have been involved and helped to lead an innovative new sales process that was roled out to the network during 2018. This involved a new way of interacting with customers who came in for service and managing their experience but also looking for potential new sales. This was extremely successful and the dealers I worked with where the highest achieving nationally in 2018.
I am currently responsible for sales operations within a region of the UK for VW Commercial Vehicles. I have responsibility for 15 Managers who on a day to day basis run VW Commercial vehicle centres. I manage/assist with the ordering, marketing and sale of vehicles within these 15 centres along with responsibility for budgets and target achievement. My current achievements in this role are as follows: - Overall Satisfaction in CS is currently 4.71 out of possible 5.0 YTD - Worked with a poor performing centre and helped them to hit target for the first time in 2 years, achieved 110% in 2016 and is currently at 100% YTD ( 2017) - Currently 112% of New Sales Target YTD vs National at 103% (Mar 2017) Number 1 Area in the UK - Achieved 115% of Used Sales Target vs National at 103% YTD (2017). Number 2 area in UK - 2nd Highest Area in the country for Finance Penetration (2015) - Create and host Business Development Groups on an area and National Level - Represent the Sales Operations Team at National Customer Quality Meetings - Instrumental in the Development of the Sales Aid IPad App– BDM App for Commercial Vehicles
My role as National Sales Manager gave me full responsibility for all aspects of sales operations for the Mitsubishi Passenger Car and Truck Range including FUSO buses. This included 11 outlets which are based all over Oman and range from small retail only outlets to large 800+ dealership in Muscat along with our Business Development operations based in Buraimi. - Oman is a very diverse country with the managers reporting in to me coming from a wide range of cultures and experiences. In total I manage 16 Department Managers and 3 Regional Sales Managers. - As at the end of May 2014 my combined sales departments performance is 25% ahead of this time in 2013 in a market which is currently 2% back. - Also achieved 102% of 2014 budget. - Mitsubishi is the most profitable brand in the Zubair Automotive portfolio with the largest number of units being sold. - I personally conducted several of the recent product launches in Oman along with training events, having most recently managed to successfully launch the All New Outlander and I am very proud to say we were the number one selling country in the whole of the GCC at the time of Launch. - I also created and implemented an approved used car program called Diamond Approved Cars and managed to produce a profit from a standing start in a market where used cars are merely seen as a disposal outlet to sell the new cars. - Customer satisfaction was also improved by just over 10% in 2014 vs 2013 using training of new skilled initiatives and dedication to providing the best possible service in a very demanding market.