Professional

Dustin L Rupp

******.****@*****.*** 785-***-****

Proven Leader Committed To Excellence!

Greatness starts with training, training brings knowledge, and knowledge brings success!

Honest Driven Confident and Focused

Like Listen Trust equals success!

Believe in team atmosphere building individuals to become better.

Product Knowledge Friday’s Sales Staff walk around quiz current product knowledge and proper walk around.

Used Vehicle Inventory Knowledge know the story of every vehicle.

Goal Setting Forecasting and Trends

Proper logging of inbound calls. Tracking Appointments shows to sold ratios.

3 C’s For Service Department 1) Complaint, 2) Cause, 3) Correction

Proper Service Write ups start at counter.

Ensure technicians follow procedure insure good write up and full inspection of vehicle.

Improved Ops per RO increased labor sales and gross

Brought New Ideas of digital advertising and selling cars with Facebook market place and Geo Fencing.

Proficient in VAUTO, Carfax, VIN Solutions, Dealer Tack, Route One

Believe in building value in whatever service I am selling

Inventory Management, Allocation, Ordering, Dealer Trades, Forecasting, etc.

Staff training / Team Environment

2020-Present Used Car Manager Teton Motors

I was in charge appraising new and used trade in’s keeping leads followed up. When I took the department over they were averaging $1,300 to $1,500 front end gross. After 3 months I took the front end gross average to $2,800-

$3,300. Some of the things I implemented to turn the department around was proper inventory sourcing which lead to a quick turn on used cars and kept average used inventory to 28-35 days. I used V-Auto daily to focus on my inventory and reprice inventory frequently up or down. Besides utilizing vin solutions to ensure sales people were doing proper follow up. I would also focus on last 30 days of vehicles appraised but not taken in. When we obtained new inventory I would have my detail department do a quick wash and get some pictures online while they were waiting to go through the service department.

2015-2019 Janssen Ford of Larned

General Manager

I implemented strong leadership, unity, training, and process implementation. Daily one on one with employees, as well as sales meetings set goals, track performance and sales training. Maintained FCP compliant with high customer satisfaction surveys and reached and exceeded sales expectancy’s. Implemented controls on customer charge account to ensure A/R account kept to minimum. Periodic audits of parts, service and sales department to ensure signatures and documentation was retained. Managed new and used inventory keeping efficient stocking levels, and aged inventory to a minimum. Meet with department manager to set goals, track performance and review trends. Review and audit sales jackets, service and parts ro’s review process and procedures are followed. Review employee payroll ensure payroll is calculated correctly. Review Monthly Financial Statement, review accounting, audit accounts for accuracy. Wagner Chevrolet Buick

2008-2014 New / Used Car Sales Manager

I was in charge of new and used car departments. My 5 years there I helped train sales and finance departments to implement new processes to sell more units and average higher grosses. When I took over as Sales Manager the store was only averaging 25 used units and 8 new units a month. With implementing a new process and daily training with departments, by the second year we were averaging 35 used units and 15 new units per month. Before I left the dealership we were up to 50 used units and 17 new units a month. Other duties at the dealership included being responsible for marketing, inventory control, inventory purchase, inventory orders, dealer trades and new vehicle incentive management. I was also responsible for handling all internet leads, as well as making sure websites stayed current with proper photos, prices, and vehicle descriptions. I achieved several General Motors certificates for new car sales manager, used car sales manager, and Mark of Excellence winner. 2003-2008 Finance Manager / Salesman

Is a new car store that sold 80 to 90 cars a month? While employed there I was able to excel at selling cars. Through that success at I was able to advance myself to a finance manager. My finance penetration was 70%, 65% on service contracts and 75% on gap. My PVR was $1090 and PVF was $1,920.

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