Austin, Texas, United States
Award winning service advisor with several years of Management experience in all aspects of the luxury auto industry. An inspirational leader, driven by personal growth and Automotive. Proven record of Warranty and profitability results across multiple locations. I have strong focus on building team members to be highly effective and efficient to achieve their professional goals and aspirations. Always delivering a high level of Automotive Sales at all times
2020-2021 COVID While under construction parking 1.5 miles away for both finished and unfinished service vehicles • Ranked 2nd out of 383 MBUSA dlrs at the end of Q1 2021on the Workshop Scorecard (measures svc drive, workshop, CSI and WAR KPI’s • 2020 we increased GP 215% by managing ELR and HRS produced • Reduced Length of Loan to below 3 days • We re-furbished cars that would not meet MBUSA’s certifications, and them to put into our loan fleet, which had dropped to 105 vs 155. • We expanded valet svc with no contact processes. • We added Uber and Lyft to supplement our existing shuttle svc • We expanded our Mobile Service. We sought out MB’s at local sales and service lots. We then went to their location to perform recalls and updates remotely • We used the lists provided by MBUSA to contact guests who had missed their svc intervals and set up svc appts. • Maintained tire sells at .35 tires/RO –Target .32 tires/RO • CSI 20-30 was pts above national all year long • Reduced policy expenses by requiring all internal RO’s and all discounts to be signed by Svc MGT • Improved CSI from a 2017 3rd QTR 950 below the M-B Target of 952 to a 4th QTR score of 961 above the M-B Target of 952 • SOI – Service Opportunity Index a M-B measurement of loyalty and market penetration. We increased from 59.5% in Sept 2018 to 70.8% in Oct 2019. MBUSA target 63%. End of Q1 2021 67.1% vs target of 61.4%. We intentionally reduced the spread to max GP. • Installed a comeback process, RVR – Return Visit Required • Installed a QC process to improve FFVT and FFVC • Revamped Express Service, by introducing True Teams and dedicated S/A's • Reduced used vehicle recon from 10 days to less than 5 days • Installed a Tech Eff tracking process and increased HRS flagged 16.85% YOY. Increasing GP 26.67% • Increased the CP EFL from $115.36 to $121.21 W/O raising labor rates • Increased tire sales from .28 to .32 per RO. We were 8th YTD in the NAT • Mercedes-Benz Leadership Academy III 2-2019
Service Manager for Mercedes-Benz and Sprinter Managed all aspects of the service department which includes 14 OEM/ASE trained technicians, 4 service advisors, office & support staff, fleet loaner program, vendor and OEM relations. Position encompasses tactical service objectives, benchmarking, monthly/yearly budget and forecasts, warranty & customer pay metrics, and warranty compliance. I was intimately involved in planning the layout and equipment needs of a new service facility, while working out of a temporary off-site location. During which I built a successful team. • I was able to increase YTD Passenger Car CP RO count by 149% over 2016. • I was able to increase YTD Commercial Vehicle (Sprinter) CP RO count by 147% over 2016. • I was able to increase YTD GP by 120% over 2016. • Dealer Workshop Scorecard currently ranked 54th in the Nation up from 235th at the end of QTR 1 2017 • I reduced our loan car turn rate from 4.85 days to 2.35 below the MB Standard of 3 Days. • The service department is currently ranked 88th in the Nation out of 365 dealers on the Leadership Scorecard index at 971. • Mercedes-Benz Loyalty index 2016 Prior to my arrival: Jan 887 Feb 881 Mar 837 Apr 866 May 793 Jun 846 Jul 907 YTD always below the MB objective. QTR 1 869 goal 903 QTR 2 883 GOAL 912 QTR 3 887 GOAL 918. • Mercedes-Benz Loyalty index 2016 after to my arrival it took 2 and half months to climb above MB objective of 918 for QTR 4. • Mercedes-Benz Loyalty index 2016 – QTR 4 931 goal was 918. MB of El Cajon had beaten MBUSA’s objective for first time in since December 2015 and we were in the CSI green. • Mercedes-Benz Loyalty index 2017- Jan 978 Feb 969 Mar 955 Apr 963 May 981 Jun 970 Jul 981 – YTD always in the green, above the objectives of 948 QTR 1 and 952 for QTR 2 and 3. • Mercedes-Benz Leadership Academy II 8-2016 • Mercedes-Benz Master Service Manager
Service Manager for Mercedes-Benz, Jaguar, Sprinter, and Lotus Manage all aspects of the service department which includes 30 OEM/ASE trained technicians, 7 service advisors, office & support staff of 15 employees, fleet loaner program, vendor and OEM relations, and extended service contract sales. Position encompasses tactical service objectives, benchmarking, monthly/yearly budget and forecasts, warranty & customer pay metrics, and warranty compliance. Major contributions: 2013 Mercedes-Benz Service Laureates - Service Manager 10% in CSI in the Nation 2012-13 Jaguar Master Guild Member - Top 4% of Service Managers in the Nation. 2012 Mercedes-Benz Best of the Best Dealer - In the top 10 in the Nation. 2012 Mercedes-Benz Service Laureates - Service Manager 10% in CSI in the Nation Increased sales 53% at our peak. Grew customer pay to warranty revenue ratio from 50/50 to 80% customer pay and 20% warranty. Implemented an apprenticeship program for both Jaguar and Mercedes-Benz which allows us to instill our business culture into our technicians which reduces employee turnover. Reduced non-productive staff by 30% while maintaining CSI and Loyalty Levels Winner of the prestigious Mercedes-Benz "Best of the Best" award in 2010. Winner of the prestigious Mercedes-Benz "Best of the Best" award in the top 3% for 2011. This award is only given to the top 15% of Mercedes-Benz Dealers in the Nation. 2009 winner of the Kundendienst Trophy for Service – The Kundendienst Trophy is awarded for customer service, which we won while working out of trailers during construction of our new service facility. Mercedes-Benz Loyalty index 986 out of 1000 for 3 years