Experience

MORRIS COMMERCIAL LTD

• United Kingdom
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• Sales Director - Head of Sales & Marketing

  • Sep 2022 - Present

  Working with local government and public sector to advise on how to implement electric vehicles into their fleets. Developing a multi-channel sales strategy including fleet and retail sales through online, brand partnership and contract hire/leasing. Managing the Marketing Team across a variety of tasks covering social media content creation and events. Planning, implementing and coordinating marketing campaigns with a focus on Brand awareness. Leading and managing the development of business and corporate partnerships. Developing detailed plans and KPI’s to meet customer and business target acquisitions. Responsible for price setting, working with industry partners to set residual values. Preparing the business to start the deposit taking process to reserve build slots 12 to 18 months prior to vehicle launch.



SUBARU (UK) LIMITED - International Motors

• General Manager

  • Nov 2018 - Sep 2022



Subaru UK, Isuzu UK - International Motors

• General Manager - Aftersales, Customer Care & Regional Service Managers UK and N. Ireland

  • Sep 2014 - Sep 2022

  International Motors Ltd. Importers to the UK for:Isuzu UK, Subaru UK, Great Wall Motors (UK) and Daihatsu UK.Responsible for the Customer Care departments for 4 Manufacturers. Implementing procedures to reduce the time taken to resolve customer and Dealer issues and increase NPS and CSI scores whilst driving customers back though the Franchise Dealer network to help to increase customer retention and dealer profit. Introduced a 'Customer First' cultural change within the Department which has transformed the customer journey.Responsible for the Regional Service Managers. Promoting the importance of Dealer training and ensuring it is carried out. Monitoring of composite to ensure that the Aftersales Departments are profitable by measuring set KPI's (productivity and efficiency). Reviewing Dealer CSI scores and implementing training where applicable



Hammonds of Halesworth

• Dealer Principal

  • Jul 2009 - Aug 2014

  Responsible for Isuzu, Iveco, Great wall and Ford Commercial selling cars, light and heavy commercial vehicles as well as a commercial workshop, Parts department, Recovery Department with contracts from the major breakdown companies and Norfolk and Suffolk Police and a Rental fleet of over 60 vehicles with approximately 40 members of staff covering two sites.I am accountable for all aspects of the business not limited to but including, Budgeting, Accounts, Marketing, Human Resources and Health and Safety.With responsibility for the companies vehicle operator’s licence covering 30 Recovery vehicles, working 24 hour rotas in a business that is purely reactionary I have managed to cut overtime by 50% in 4 yrs. Also Project Managed the building of a dedicated SOCO (scenes of Crime) bay for the police to use to inspect vehicles. The Commercial workshop has expanded by 4 Technicians and in 2012 took on the Iveco Franchise. Consequently I project Managed the building of a new Service reception and Parts Department and took on new staff to man it. In 2013 I project Managed the building of a workshop extension and opened a commercial MOT and tachograph bay, dealing with all aspects of the building and consulting with 3 VOSA departments. .I have also increased vehicle sales year on year for both units sold and profit per unit, moving us from 46th in the UK to the No.1 Isuzu dealer in England for 3 consecutive years and increased sales turnover by £5 million in 4 years. The sales teams are now selling more than 200 units per year each and have an Isuzu salesman voted Isuzu pick up professional of the 2013 as voted for by International Motors. As a Senior Manager within the group I was a key member of the group’s decision making team. I also have a very good relationship with the Manufacturers and am part of the Manufacturers Dealer Forum.



ECC Lease and Fleet re-marketing

• General Manager

  • Jan 2005 - Jul 2009

  Responsible for training and implementing both sales process and Business Manager Referral training on behalf of various Manufacturers and Dealer groups including FSA implementation.•Running training and prospecting events and interviewing new Team members on behalf of Manufacturers and Dealer Groups with huge success.•Data analysis and data cleansing combined with marketing and advertising programmes.Using psychology, passive control and body language, I have trained sales and service staff to improve both profit and customer service.Running propsect events.Training Business ManagersSales Process TrainingSales Manager TrainingSelf employed I travelled to various Franchise and non franchise sites working for large PLC's, Manufacturers and independent garages in the UK, Europe and Australia.



Eastern MG Rover

• General Manager

  • Jan 2002 - Jun 2005

  Responsible for New and Used Sales, Finance & Insurance, Fleet, Admin, Trade, Technicians, Parts and Valeters/Sitemen•Responsibilities included reporting to head office on a weekly basis, attending monthly operations meetings, advertising, buying and selling vehicles and negotiating with Manufacturers on sales and wholesaling targets. Have a good understanding of accounts utilising both the profit and loss and balance sheet.•Within 18 months, became the most profitable MG Rover Dealership in the 3 Southern CMA’s and were only £20,000 behind the flagship Dealership in Solihull . This achievement won me a place at the Pendragon Top Gun Awards.



Carshop

• Manager

  • Jul 2000 - Jan 2002

  Responsible for the smaller of 2 showrooms on a 13 acre car site with 1200 cars in stock. With 3 Business Managers, 1 Sales Manager, 2 controllers and 10 Salesman. When I first arrived with the company there was a sales process in place but nothing in between. The sales team knew they had to meet and greet but were not taught how to, or how to control a customer through the process. •Reporting to the General Manager on a weekly basis and controlling a team which had no controls previously.•Within 6 months Showroom 2 equalled the same number of sold units and F&I profit of the larger showroom 1 selling over 50 cars a week.



Hold-Em Cars Superstore

• Senior Manager

  • Jan 1997 - Jul 2000

  Up until 1997 the store had Business Managers supplied by the Finance houses. Due to cuts these were removed and left the store with 15 used car salesman, 300 cars and no one to sell finance and Insurance. I was initially employed to build an F & I Department, which I did very successfully and had 4 Business Managers working the department. I ended with responsibility for Sales, F&I, Admin and Service and was responsible for all the cash that passed through the business. We were selling over 200 units per month and although our finance penetration was around 50%, a lot of the acceptances were subprime and took up to a week to get bought, creating a huge amount of work.•Reporting directly to the Managing Director I was the most senior non family member of staff. With approximately 60 units a week and an F & I penetration of 75% we were approx. 50% up year on year.



Renault, Toyota and Nissan Dealers for AFG, Caledonia and Caverdale PLC's

• Service Reception, Parts, Salesman, Used Car Controller & Business Manager

  • Jan 1988 - Jan 1997

  Started in Parts, but with a quest for knowledge worked through all departments moving into Sales.Started as a Salesman in 1994 and quickly became the top salesman at the dealership. I was never motivated by money, I was always motivated by being the best. I always outsold my colleagues in both unit numbers and add on penetration such as insurance products. I became a Senior Salesmen and then Used Car Controller before training as a Business Manager. I put my success in part down to adhering to a Sales process and not being frightened to ask for the business. I firmly believe that people buy from people and therefore will not be offended if asked.