I have solid project management experience, business development strategies and extensive background in customer service. Managed a number of automotive business departments (After Sales, Quality Assurance and Training) for more than eighteen years with excellent track records of growing sales and after sales business to the highest standards by implementing Kaizen theory (continues improvement). Build teams that achieve the highest levels of customer satisfaction and retention while also maintaining high gross profit levels and expenses control to produce a strong net profit.
Education:
▪ DeVry University – Downers Grove, IL, USA
Bachelor of Science in Business Administration and Technical Management (B.A.Sc.) (Project Management) 2015
▪ Universal Technical Institute (UTI) – Glendale Heights, IL, USA
Diploma in Automotive and Diesel Engineering Technology 2006
▪ Universal Technical Institute (UTI) – Glendale Heights, IL, USA
Toyota and Lexus TPAT, Toyota Professional Automotive Technical Program.2006
Professional Experience:
Al Fardan Sport Motors Doha, Qatar Feb 2020 – Present
Ferrari & Maserati
After Sales Manager
• Responsible for targeting, budgeting and profitability of the After Sales Division.
• Developed Standard Operating Procedures for the After Sales Department incorporating with our group policy and the manufacturer.
• Developed new customer care process to increase CSI scores, customer retention, efficiency and productivity.
• Developed and strengthened KPI reporting program for daily analysis of Service financials and business activity.
• Developed and launched seasonal marketing campaigns, service packages and accessories program.
• Improved profitability YOY by 18%
• Improved absorption ratio YOY by 6% (was 71%).
• Increased workshop proficiency YOY by 18% by enhancing our eVHC process. (current proficiency 113%).
• Increased customer satisfaction score from 74% to 98% by implementing effective communication plans internally and externally. • Awarded the winners of Maserati Masters of Care for 2022 global contest.
Audi Westmont – Chicago IL, USA May 2017 – Feb 2020
After Sales Manager
• Responsible for targeting, budgeting, and profitability of the Service Division.
• Reviewed P&L turnover, margin, and expenses training for my team to assist in departmental management of expenses and increasing net profit.
• Developed and strengthened KPI reporting program for daily analysis of Service financials and business activity.
• Developed internal training plans for all service personnel and parts sales staff.
• Developed and launched seasonal marketing campaigns, service packages and accessories program.
• Captured inactive opportunity customer’s data and input into our database to be used for
• marketing purposes to increase our unit counts and market share.
• Average daily throughputs– 85
• Improved profitability YOY by 12%
• Average workshop overall efficiency – 121%
• Average workshop productivity – 109%
TBC Corporation – NTB Naperville IL, USA
After Sales Manager Aug 2016 – May 2017
• Generated and continually strived to increase labor and parts sales.
• Developed marketing plans and pricing strategies to facilitate profitable business growth in alignment with the company’s established revenue goals.
• Ensured that proper service sales techniques and tools are being utilized by the service team.
• Developed an effective service team through proper hiring, training, counseling, and performance standards.
• Daily monitored our customer satisfaction score and handled any issues professionally and properly.
Wackerli Auto Group (Cadillac, GMC, Buick, Subaru) ID , USA July 2015 – Aug 2016
After Sales Director
• Managed Service and Parts departments for all the brands.
• Responsible for targeting, budgeting, and profitability of the Aftersales Division.
• Ensured each division operates a future growth plan including operation capacity and manpower requirement.
• Captured inactive opportunity customer’s data and input into our database to be used for marketing purposes to increase our unit counts and our market share.
• Improved profitability YOY by 8%
• Improved absorption ratio YOY by 10% (it was 68%).
• Increased workshop proficiency YOY by 17%. (it was %75).
• Increased customer satisfaction score from 89% to 95% by implementing effective communication plans internally and externally.
Porsche Center Riyadh / Saudi Arabia July 2012-June 2015
Regional After sales Manager
• Managed the central region service centers.
• Ensured the accurate tracking and monitoring of all net sales, direct and indirect manpower operating expenses and capital expenditure for service and spare parts departments.
• Responsible for targeting, budgeting and profitability of the retail After Sales Division.
• Developed and implemented improvement strategies to maximize market penetration and profitability of service and parts.
• Ensured that the service and spare parts departments are adequately staffed in order to achieve departmental objectives and provide a prompt service to customers.
• Ensured that relevant financial and statistical reports are compiled, analyzed and presented to top management, determining what further actions are required.
❖ Achievements and KPI Data:
• Average monthly throughputs– 1140
• Average overall efficiency – 116%
• Average productivity – 104%
• YOY increase gross labor sales between 5% - 10%.
• YOY increase gross sales for parts between 7% - 13%.
Porsche Center Damascus / Syria June 2008 – May 2012
After Sales Manager
❖ Foundation Stage:
• Project managing the coordination for the construction phase of the dealership including the design and layout for all departments.
• Conducted material price surveys, analyzed data for the best suppliers and contacted contractors to get the best prices.
• Recruited, trained, and developed all after sales employees in their job duties.
• Designed, developed, and introduced efficient and effective workshop and spare parts department process/ procedures, increased repair workflow, reduced customer lead time and increased NP.
❖ Operation Stage:
• Developed detailed budget and business plan for the service and spare parts departments.
• Set KPIs for the staff to ensure working schedules are adhered to and targeted profitability is achieved.
• Monitored the After Sales metrics (KPIs) to ensure continuous improvement in service and spare parts performance.
• Ensured the sustainable growth of gross sales and profit margin by keeping an eye on our expenses.
• Implemented and sustained a customer focused culture in all divisions.
❖ Achievements and KPI Data:
• My achievements and contributions to the
