General Manager

william J. Smith, Jr.

** ******** ******* ***** ****, PA 18704 Home: 570-***-**** Cell: 570-***-**** *********@*****.***

Executive Management

President of Sales, General Manager (Automotive), Operations Manager

Accomplished, energetic and talented leader with an effective mix of outstanding financial, operational development and strategic business planning strengths that merge to exceed achievement expectations in revenue growth, overall profits, productivity and cost control for both established and turnaround situations.

Diversely qualified in all functions of management, profit and growth strategies, training and sales / marketing strategies. Experienced leading operation expansions and restructuring existing operations to ensure strong and sustainable results in profit growth, financial control, organizational productivity and related support functions. Expert negotiator, strong communicator and flawless presenter; experienced securing win-win partnerships and providing comprehensive training.

Exceptional ability to unite efforts of all parties toward common goal through combination of focused leadership, strong organizational skills, continued process improvements, and capacity to envision and convey the big picture and subsequent actions necessary for change and growth. Career-long reputation for fairness, integrity, hard work and ability to “get the job done.”

Business & Leadership Competencies

Client Relationship Building / Management

Financial Management / Margin Improvement

Budgeting / Expense Analysis / Cost Controls

Productivity / Performance Improvements

Policies / Procedures Development

Staff Training/Management Team Development

Major Account / National Sales

Financial Statements / P&L Management

Executive Summary & Achievements

General Sales Manager-Motorworld Auto Group, a division of MileOne Automotive Nov. 2008 to April 2015 Pre-Owned Division Wilkes-Barre, PA

Overview: Complete responsibility for the pre-owned operation which consists of a front line inventory of over 500 cars that are comprised of factory certified units from nine franchises and Motorworld certified vehicles. Manage a sales force of fifteen, a finance department of three, a full time buyer, a full time appraiser, a sales manager, and interact with service management team to produce a monthly volume of 300 plus units.

Key Achievements:

Eliminated a serious old age issue within the inventory by developing creative marketing ideas, analyzing each vehicles current value and then determining which units could be disposed of at auction.

Restructured entire inventory to meet the needs of the market place, through customer trade-ins and auto auction purchases.

Rebuilt sales staff to enhance competency level.

Added experienced sales manager to desk deals and assist in all other management duties.

Instituted sales training that stressed sales and closing techniques, proper phone skills, prospecting methods, importance of appointment setting, and the internet customer.

Assisted with the development of tracking tools that monitored all vehicles as they were going through reconditioning to insure quick trade to display lot time efficiency.

Utilized V-Auto to appraise a monthly volume of 900 plus units, and to price all inventory to accurate market levels.

Managed all sales activities by utilizing CRM tools, first Autobase and most recently E-Leads. Both tools allow consistent focus on the completion of the daily tasks of the salesforce and customer follow up as well as the number of appointments set by each sales representative as well as the BDC.

Increased sales volume and/or gross profit over the previous year for the last 6 years.

William J. Smith, Resume Page Two

General Manager– Brenner Family Dealerships 2005 to 2008

Leidy Chevrolet Ford, Mifflintown, PA

Overview: Hold full P&L responsibility, with accountability for all daily operations, new / used car sales, two service and parts departments (Chevrolet and Ford), administration activities and all sales, marketing and advertising initiatives. Direct employee relations including hiring of key management personnel, sales training, customer service issues, policies and procedures, finance / insurance activities and annual forecasting. Collaborate with sales department on variety of inventory merchandising, incentive programs and marketing ideas and provide ongoing training to drive sales performance and work closely with finance and insurance department in monitoring of warranty penetration, gap penetration and dollars-per-retail deals.

Key Achievements

Instrumental in turning around profitability and reversing losses by performing extensive business assessment, implementing numerous new processes and addressing immediate financial needs. Key results included new/used car inventory reductions, efficient staffing alignment and focused expense control.

Successfully maneuvered employees through culture shift during transition by fostering commitment to positive change and instituting new management staff.

Played key role in delivering revenue increases of $100K while reducing expenses by $100K by creating, implementing and executing effective sales and marketing strategies, mentoring sales staff and instilling quality standards.

Achieved monthly sales objectives stipulated by Chevrolet and Ford Motor Companies and drove more traffic by developing creative and aggressive marketing approaches to compliment factory advertising initiatives

Enhanced overall service efforts by closely monitoring number of ROs processed daily and how many hours sold per ticket. Instituted benchmarks for technician efficiency and productivity as well as number of shop hours utilized, and held managers and advisors accountable for achieving standards.

Played pivotal role in gaining GOLD status for body shop and PLATINUM status individually by introducing training mandate for completion of I-CAR training by both technicians and management.

Increased number of customer hours per RO while maintaining acceptable labor rate by authoring comprehensive training manual for service advisors.

Delivered substantial cost savings and increased profits by realigning and restructuring the body shop operation by closing an offsite facility, merging all operations into a smaller, more cost-efficient facility.

General Manager – Alexander Family Dealerships 2002 to 2005

Maureen Alexander Chevrolet, Pontiac, Buick

Overview: Hired to turnaround dealership performance, with accountability for all P&L management of all new and pre-owned sales, finance, insurance, service and parts departments. Assessed current business processes before developing and introducing disciplined business practices into each department, with focus on sales and marketing efforts. Managed all personnel issues, led training for sales, leasing and finance and coordinated brand/image campaigns through advertising.

Key Achievements

Driving force behind profitability improvements following a six-year history of stagnancy through combination of organizational restructuring, concerted efforts on sales / sales training, numerous process improvements and leadership skills.

Boosted salesperson performance by developing/conducting extensive, on-going sales / lease training and establishing individual and team accountability.

Augmented sales by approximately 20-25 cars per month by introducing special financing to customers with “less than perfect” credit, ensuring appropriate used vehicle stock and instituting program into sales process.

William J. Smith, Resume Page Three

Significantly reduced losses (from high of $300/per unit to low of $0/per unit) with respect to wholesaling by personally managing all wholesale activities, performing majority of used care appraisals and instituting specific used vehicle reconditioning procedures.

Generated increased and steady flow of customer traffic through use of personally scripted and announced voice and print ads, ensuring consistent message through all advertising channels and based on specific campaigns.

Improved shop efficiency by instituting processes which included the proper dispatching of work to the right technicians, appointing one technician to do all used car reconditioning work, and appointing a technician as the drivability specialist. Restructured shop personnel/management duties, mandating advisor training to increase customer pay hours per RO and moving all technicians to flat-rate to foster greater repair speed and quality.

Achieved substantial savings in inventory losses and high number of obsolete parts by conducting physical audit (following outside inventory check that showed discrepancies), eliminating dishonest parts manager, hiring dedicated parts staff to restructure area and instituting wholesale marketing program. Parts department immediately showed consistent and immediate profitability.

Saved dealership thousands of dollars by reviewing cash position before instituting strict cash flow disciplines and ensuring that all payables were personally reviewed before approval. Worked closely with Office Manager and instituted collection activities when necessary.

President / COO – Tammac Corporation, Wilkes Barre, PA 1985 to 2001

Overview: Initially hired to lead Auto Leasing Division, a startup division within financial services company which specialized in originating and servicing manufactured housing loans for banks. Launched divisional startup activities including setting up dealer base and working with bank personnel to manage and book autoleasing contracts.

Progressed through organization to final role as COO, with full management, growth and development responsibilities of sales and marketing functions within corporation and covering operational, financial, strategic and human resource accountability. Managed 21 market areas in 13 states for 16 financial institutions; prospected and solicited financial institutions to promote business lines and future expansion.

Key Achievements

Key role in origination of 130,000 auto leases between 1992 and 2001, an average amount financed of $23K for over $2.9B in financed leases. Achieved annual 13.4$ average volume increase and corporate NIBT of $37,103,108, resulting in average of $4,133,568 income in division.

Spearheaded successful, ongoing marketing strategy pivotal to consistent profitability. Identified lack of knowledge on auto leasing as retail product before developing necessary sales tools, formal training manuals and implementation approaches for use in dealership sales management and offered training to major dealerships at no charge, with stipulation of using Tammac as dealership’s first choice for lease originations.

Galvanized potential of division despite targeting a marketplace with limited knowledge of auto leasing by developing variety of implementation approaches for automobile retail management personnel and leading hundreds of training and professionals sales seminars for all levels. Key activities and results:

Aggressively prospected and gained new business with financial institutions. Developed professional proposals geared toward banks’ senior management and interacted with all levels of bank personnel outlining the facts features and benefits of Tammac’s program. Conducted software presentations for all bank personnel with company’s proprietary auto lease software package.

Developed the procedures and techniques for conducting market surveys within banks’ specific marketing territories, personally assessing market potential for both bank and Tammac. Developed feasibility studies, give volume projections, and provide pricing models to illustrate potential profitability to the bank.

Directly impacted success of participating banks by providing each bank with comprehensive, hands-on consulting/training for bank personnel on all complexities of the auto lease product. Provided internal policy and procedure manuals to the proper underwriting and booking procedures.

William J. Smith, Resume Page Four

Opened $1.5M in corporate capital by replacing company-owned vehicles utilizing blanket lease agreement with national firm, while providing new vehicles at below market interest rates and more advantageous tax deferment.

DAVID ERTLEY, INC. (Multi-franchise dealer) 1981-1985

Positions held: Sales Finance & Insurance Manager Finance & Insurance Director

Sales Manager General Sales Manager

Education & Professional Development

AAS, Business Management – Luzerne County Community College

Leadership Education through American Management Association, American Association of Banking and various dealerships covering Best Practices in Compensation, Current Financing Options, Current Trends in Human Resources, Developing Variable Pay Programs, Financial Management, Legislative Compliance Issues, The Art of Interviewing and Selecting

Community Interests – Regis Academy Board of Directors, United Way of Wyoming Valley, CYC Fund Raising Board, Forty Fort Lions Club

Exceptional References Furnished Upon Request

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