DAVID WALKER

ad1dka@r.postjobfree.com 206-***-**** linkedin.com/in/icapdwalker

OPERATIONS EXECUTIVE – REGIONAL DIRECTOR – MULTI-UNIT MANAGER Performance Op>miza>on P&L Turnarounds Culture Transforma>on 20+ year record of revitalizaAon, growth, and profitability within highly compeAAve and evolving collision center markets; builds high-value businesses on a foundaAon of operaAonal excellence, dynamic culture, and high-touch service delivery; people-oriented leader and posiAve change catalyst with a talent for moAvaAng diverse teams to deliver on common coals – integral to sustainable expansion and P&L health. Six Sigma Black Belt 5S & 3CM Methodology Margin Improvement Expense ReducAon Capacity Development Revenue GeneraAon Enterprise RelaAonships Sales & Business Development Business Restructuring Cost OpAmizaAon Financial Turnarounds Team Building, Mentoring & Training Budgets & ReporAng Insight: Enables informed decision-making capabiliAes to proacAvely uncover and capture innovaAon opportuniAes. Foresight: Ascertains business landscape, market condiAons and industry trends, answering the hard ‘what-if’ quesAons. Communica>on: Builds consensus, inspires posiAve change, and achieves vital ‘buy-in’ to move iniAaAves forward. Repeatedly successful helming visionary strategies, pivotal ini0a0ves, and radical problem-solving… transforming ideas into acAon to propel corporate growth and gain compeAAve advantage. PROFESSIONAL EXPERIENCE

PROFESSIONAL EXPERIENCE

Normandin dealership group.Body shop manager 2021 to 2023 Increase sales and the gross profit increase in sales dramatically. Put in Lean processed hired more body technicians and include more painters also added major direct repair program President FIX AUTO – GM OF PENNINGTON GROUP Washington & Oregon 2014-Present 2-State Region (WA, OR) 7 LocaAons $1M Monthly P&L 20 Direct Reports, 300+ Matrixed Staff Challenged to reverse 1year decline; established performance indicators and operaAng goals, realigned personnel, introduced lean policies, service improvements, and enterprise-level partnership programs; current scope encompasses mulA-unit management, P&L analysis, hiring/onboarding/development, expense control and business development.

Retooled network-wide policies and systems that rapidly generated $5M new revenue in less than 1 year.

Developed win-win CSI improvement program, delivered training and team building exercises that immediately improved engagement, individual accountability, and fostered a service-centric corporate culture. General Manager DCH TOYOTA COLLISION CENTER New Jersey 2012-2014 1LocaAons 1.2Monthly P&L 32 Direct Reports, 40+ Matrixed Staff Assumed high-impact execuAve posiAon with responsibility for operaAonal integrity, human resources, inventory control, compliance and producAvity while achieving robust performance metrics; leveraged deep industry acumen and relaAonships, quickly engaged insurance companies and established new direct repair programs.

Doubled revenue with 30% addiConal forecasted growth and increased profit margins 60%+ by aggressively securing direct repair insurance partnership programs with Geico, State Farm, and Farmers, among others.

Reduced staff 20% without negaCve quality or service impact, improved cycle Ame from 9.7 to 4.3 days, and concurrently increased touch-Ame from 1.6 to 6.3 hours per day.

TransiConed siloed culture into unified, cohesive, and goal-focused teams; engaged, hired, developed, and retained world-class talent with phenomenal employee retenAon and saAsfacAon rates. DAVID WALKER Page 2 of 2 ad1dka@r.postjobfree.com 206-***-**** Director & Body Shop Manager INTERNATIONAL AUTO COLLISION PROCESS Las vages NV 2008-2012

United States region region mulAple LocaAons 2.5M. Monthly P&L Matrixed Staff Driving force behind restructuring efforts that converted subpar metrics to industry-leading performance; held bomom- line accountability for long-term planning and day-to-day operaAonal acAviAes: sales, service, hiring/training, inventory, partner program development, budget management, and stakeholder reporAng.

Improved daily cycle Cme from 3 to 6 hours and eliminated reacAve producAon environment by introducing 3CM full lean protocol while fostering a culture of teamwork, respect, innovaAon, and impeccable service standards.

Slashed indirect labor costs by 60%+ by eliminaAng redundant posiAons; redesigned workflows and job descripAons, hired and trained high-quality and high-capacity teams that captured 40% more walk-in sales.

Achieved 100% producCon cycle increases by designing and implemenAng 3CM full lean producAon protocol. Regional Director & General Manager COLLISION AUTHORITY Nevada 2006-2008

(Las Vegas) 5 LocaAons $2.5M Monthly P&L 20 Direct Reports, Matrixed Staff Recruited to open cupng-edge, 51K sq/r body shop and concurrently standardize operaAons across exisAng locaAons; aligned business strategy with corporate objecAves, built capacity, and ensured long-term stability; established lean and sustainable processes with a strong focus on developing new and protecAng exisAng direct repair program relaAonships.

Grew sales from zero to $950K/month for new locaAon; exceeded aggressive net profit goals that significantly improved corporate valuaAon and paved the way for successful acquisiCon by a major industry player. Senior Area Director STERLING AUTO BODY SHOP Columbus Ohio 2001-2006 3-State Region (OH, NY, PA) 20 LocaAons $17+M Monthly P&L 45Direct Reports, Mentored by CEO and developed brand as a versaAle leader during period of organizaAonal growth and transformaAon; realized rapid change through mulA-faceted operaAonal improvements, 5S methodology, lean policies, new quality management systems, staff training, and service delivery excellence iniAaAves.

Led tacAcal market share expansion iniAaAve that successfully entered compeCCve PiXsburg & Rochester markets.

Spiked labor gross profit to 63% in just 3 months and maintained enterprise-leading P&L metrics during tenure.

Delivered

new store openings and post-acquisiCon integraCons as a subject-mamer-expert; reached beyond correcAng resource capability gaps, transformed culture, and synergized efforts. Body Shop Manager ALAMEDA COLLISION REPAIR City, ST 1998-2001

Grew business 70% with industry-leading profit margins; earned Mercedes CerAficaAon and added new revenue- generaAng partnerships that increased monthly sales from $225K to $650K+. EDUCATION & TRAINING

Bachelor of Science (BS), Business Development – California Polytechnic State University Professional Development –

Total Quality Management

Leadership Management & MarkeAng

EsAmaAng for Profit

Award-Winning Customer Service

Today’s Team Leadership

Cer>fica>ons –

LEAN Six Sigma Black Belt (Degree Program)

Life/Health/Auto Insurance, Kaplan College

Manager’s Masters, California CerAficate

Award-Winning Customer Service

5x ASE CerAfied

Toyota cerAficaAon

Honda cerAficaAon

BMW cerAficaAon

I car plaAnum managers

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