JOHN B. NORE

Carmel, IN *****

E: acx66k@r.postjobfree.com

SALES OPERATIONS MANAGEMENT EXECUTIVE

National Sales Operations Management leader - with

commercial/consumer finance expertise backed by business

development, profit center management, collections and recoveries

strengths - offers more than two decades of experience within

inventory and automobile asset management verticals. Background

includes accountability for organizational profit & loss, and

oversight of multi-million organizations supported by $3 billion

portfolios, $200 million inventories, $575 million in revenues, $5

million budgets, and 46 direct reports.

Career highlights entail growing new national sales division from

scratch contributing $8.5 million EBTDA - expanding market share by

25% through addition of 43 new market segments - capturing 72% of new

Mercedes Benz's regional finance leasing business, and growing client

base by 30% during tenure. Proven track record of success encompasses

reducing employee attrition by 25% while increasing incremental

growth by 7%, securing $6.5 million in additional profits and

recovering $2.1 million in interest charges.

CAREER HIGHLIGHTS

AUTOMOTIVE FINANCE CORPORATION - NATIONAL SALES MANAGER

* Directed start-up of National Sales Team from top down, designing

policy and procedures for team and identifying ideal team members.

Built team of 4 Sales Directors and 42 Sales Managers. Increased

annual EBTDA from $1 million to $8.5 million; decreased time took to

achieve positive results by 60 days, and reduced Sales Manager

turnovers from 40% to 15%. BMW FINANCIAL SERVICES, GENERAL MANAGER -

COMMERCIAL FINANCE

* Grew Commercial Finance portfolio from $750 million to $3.8

billion over 9 years, representing 15% of company's annual EBTDA.

Involved restructuring division by directing and implementing

processes to help controls with US, Canada, and Mexico

portfolios.MERCEDES BENZ CREDIT CORPORATION - FINANCE OPERATIONS

MANAGER

* Increased finance penetration from 63% to 72% while decreasing

credit decisioning by two hours and funding contracts by two days for

dealers in 24 US states.MERCEDES BENZ CREDIT COOPORATION - DEALER

CREDIT MANAGER

* Improved controls and reporting for team of commercial

underwriters and auditors, traveling to 24 US states selling

commercial financing to the dealers, and growing portfolio from $200

million to $1.3 billion over 5 years.

PROFESSIONAL EXPERIENCE

AUTOMOTIVE FINANCE CORPORATION, Carmel, Indiana (August 2010 -

September 2016)

Subsidiary of KAR Auction Services, Inc. - publicly traded 12,000-

employee organization operating in U.S., Canada, and Mexico -

providing primarily inventory financing solutions for independent

automotive dealers. Covering more than 25% of all independent

automotive dealers in North America, firm serves more than 100 branch

locations.

NATIONAL SALES MANAGER

Accountable for $5 million budget, 46 staff - including four sales

directors and 42 area sales managers - and territory spanning U.S.

and Canada with large client accounts valued at $20 million, market

inventory or floorplan financing to independent automobile,

commercial truck, recreational vehicle, power-sport dealers and

rental operators. Span of responsibilities focused on analyzing new

sales markets across U.S. and Canada, and recruiting/hiring staff to

market products in these areas, training area sales managers, calling

on large clients, and supporting sales directors by reviewing reports

and sales pipelines.

Grew new sales division from scratch - drafting job descriptions,

devising hiring profiles for all positions, and establishing

requisite candidate skill sets and compensation programs -

recruiting, interviewing, hiring, training, and coaching almost 50

new employees.

Created, tested, and refined formal division rewards and recognition

programs, playing key role in planning and scheduling sales

conferences, conducting several of presentations and training

sessions at AFC international conferences.

Monitored performance of all territories under authority, developing

or enhancing relationships with partners and vendors to ensure

ongoing referrals. Completed new game plans which shortened sales

cycles while increasing client conversion percentages, tracking and

monitoring travel, payroll, and turnover expenses.

~ Grew annual EBTDA from zero to $8.5 million or by 20% annually

within only five years, increasing division portfolio from $800

million to $1.5 billion - or from zero to 25% of total company

portfolio - with 30% increase in new clients.

~ Helped employer grow market by 25% through expansion of territory

to 43 additional areas, which resulted in significant increase in

exposure of company product line and enhanced brand recognition.

~ Raised productivity of new markets by 15% and existing markets by

10% through implementation of Salesforce CRM. Devised and implemented

improved reporting tools as well as new metrics, controls, and

policies, which enhanced on-boarding of new sales managers with

better processes and on-line training programs.

~ Boosted incremental annual growth by 7% while increasing division

moral, by securing and negotiating contract with outside recognition

company which helped establish employee rewards program.

~ Improved market time to profitability by 8%, decreasing time to

profitability from 10 to seven months. Attained results by enhancing

training of area sales managers, implementing improved hiring

practices, and expanding virtual training offerings, all of which

lowered attrition rates from 40% to 15% while enhancing morale.

~ Defined and developed comprehensive, solution-based sales process

and deal pipeline in alignment with client needs, which drove

substantial improvements in client conversions. Introduced new IPad

and IPhone tools - which interacted with CRM dashboards, scorecards,

and excel-based spreadsheets - resulting in streamlined operations

and improved division productivity through enablement of real-time

data.

~ Improved integrity and accuracy of commission computations, by

implementing NES reports and dashboards supported by new policies

outlining how commissions were to be calculated.

~ Continually met unit count annual budget.

~ Redistributed/increased number of sales associates in

geographically desirable areas, improving exposure and standing in

rental product area by 80%.

BMW GROUP FINANCIAL SERVICES, Columbus, Ohio (2001 - 2010)

Provides financial services to 340 BMW automobile and 175 motorcycle

dealers, along with 675 non-BMW dealers. Total portfolio consists of

consumer finance and lease, commercial finance, and banking/insurance

products and services with operations supported by 600 total

associates.

SPECIAL ASSETS MANAGER (2009 - 2010)

Orchestrated objectives developing new group approving and resolving

issues with higher risk multi-million dollar commercial finance

relationships. Assigned portfolio exceeding $200 million in

inventory, mortgages and term loans, ensured performance of two

direct reports (with additional responsibility for mentoring/coaching

and career development of two company associates).

~ Increased overall company profitability by reducing losses

against loss provisions:

- Enabled company to collect additional dollars and avoid $500,000

in legal and liquidation costs.

- Enabled company to collect additional interest charges and fees

of $2.075 million and avoid additional liquidation legal and

liquidation costs of $500,000 through finding buyers for different

dealerships and facilities.

- Held 2009 actual losses to 19% ($15.4 million) of $82 million

loss provisions and increased profits by $27.9 million, at 6% of U.S.

subsidiary 2009 profits.

- Lowered actual losses to only 35% of loss provisions/reserves,

enhancing overall work environment and improving associate

satisfaction.

~ Administered $475,000 operating budget, including expenses for

each relationship charged per account, with expenses exceeding $4

million in 2009.

~ Saved $200,000 in overall travel expenses as well as 600 hours of

labor, by combining time with travel time through strategic use of

sales and market managers and outside vendors in different markets.

~ Updated six separate policies to enhance management of risk

associated with higher risk relationships. Policies included on-site

monitoring, internal communication process, dealer communication

process, consumer issues process, dealer default status

requirements/criteria and interim credit review format/requirements.

Subsequently trained associates on policies and facilitated placement

of policies on company website.

~ Spearheaded negotiation of contracts with seven external vendors

to assist with real estate management, security, asset valuations,

auction/liquidations and on-site monitoring. Also collaborated with

internal and external legal counsel, bankruptcy courts and trustees

to maximize asset sales and minimize losses.

GENERAL MANAGER - COMMERCIAL FINANCE (2001 - 2009)

Administered all facets of operations, including credit underwriting

for annual reviews and new business as well as accounting and

inventory audit management, $3 billion portfolio comprised automobile

floor-plan financing, term loans, construction loans, and mortgages.

Accountable for multi-million dollar credits to U.S. and

international credit committees, approved up to $35 million on better

risk rating relationships and maintained $4.2 million department

operating budget. Oversaw four direct reports including two managers,

administration assistant and business analyst.

~ Presided over portfolio representing 10% of U.S. subsidiary

portfolio, generating 18% of net profits.

~ Generated additional $27 million in business and added $1.2

million profit via development and implementation of dealer principal

financing program offering to finance business ventures other than

dealerships).

~ Developed programs and services facilitating portfolio growth

from $700 million to $3.5 million over 7.5 years with no credit

losses reported. Included increase in BMW floor-plan penetration by

16% and capital loan portfolio by $900 million.

~ Played key role in BMW FS receiving #1 most prestigious JD Power

Rating for floor-planning for 1st time in 15 years.

~ Reduced annual costs and enabled 10% annual efficiency gains in

credit and account services sections through development and

implementation of cost per contract models (measuring and tracking

efficiencies as well as holding department managers accountable for

expenses).

~ Secured business with six largest public automotive groups

generating $575 million of additional commercial finance profitable

portfolio business, adding $6.5 million in profits. Group members

included AutoNation, Asbury Automotive, Group One, Sonic Automotive,

Lithia Auto Group, and Penske Group.

~ Reduced inventory annual audit costs 25% or by $325,000, via

development and implementation of inventory audit scoring model

providing guide on audit frequencies based on risk ratings and audit

results.

~ Improved efficiency and eliminated several manual processes and

reporting (providing "real time" information to organization and

dealers) through implementation of new wholesale management and

electronic payment systems.

~ Maintained and reduced current pricing while lowering expenses

10%+ via negotiations with outside vendors. Negotiated with major

wholesale management system provider and inventory auditing services

provider both costing company $2.5 million annually.

~ Negotiated high value contracts, often as large as $45 million,

with AutoNation and Sonic.

~ Enabled department to meet and exceed company targets through

ongoing organizational changes (based on headcount and cost per

contract models) to manage portfolio, enhance cross-training and gain

efficiencies.

~ Improved efficiency and customer contact through implementation

of new programs, vendors, and policies. Also, negotiated with vendors

and customer, saving $1.3 million with inventory auditor vendor.

~ Provided ability to administer salary increases and bonus

percentages through development of individual scorecards (enabling

associates to manage careers).

~ Successfully negotiated business and documentation for $105

million dollar deal with Capital Automotive REIT (CARS). Included new

venture and non-direct mortgage financing with dealers.

~ Created telecommuting policy with department to assist in

balancing associate home and work lives. Initiative was recognized as

company first and extremely well received due to increased morale and

efficiencies gained for credit department.

PREVIOUS CAREER HISTORY

MERCEDES BENZ CREDIT CORPORATION, Atlanta, Georgia (1983 - 2001)

~ Finance Operations Manager (1999 - 2001)

~ Dealer Credit Manager (1993 - 1999)

~ Consumer Credit Manager and Collection Manager (1989 - 1993)

~ Collection Supervisor and Consumer Credit Supervisor (1985 - 1989)

~ Area Sales Representative (1983 - 1985)

EDUCATION

Bachelor of Science in Agriculture Economics with Emphasis in

Finance and Marketing

University of Nebraska ~ Lincoln, Nebraska

Keywords:

Vice President Sales, Vice President Operations, National Sales

Director, Commercial Finance Director

Contact this candidate