Brandon Grimsley

Odessa,TX

Overview

years of professional experience

Work History

General Manager

Kelly Grimsley Auto Group

Odessa, TX

04.1998 - 05.2025

Conducted market research to identify industry trends, opportunities, and threats.
Oversaw product development initiatives from concept to completion.
Developed and implemented operational strategies that improved efficiency and reduced costs.
Ensured compliance with laws, regulations, and standards related to operations management.
Analyzed existing processes for effectiveness and developed systems to enhance productivity.
Prepared detailed performance reports for senior leadership outlining operational success metrics.
Maintained strong vendor relationships to secure optimal pricing on supplies and materials.
Implemented employee recognition programs to motivate staff towards organizational goals.
I am a leader
This is a phrase or a statement that is thrown around a great deal; more often than not, this isn't true. Sadly, we aren't all what we wish we were.
I never ask something of someone that I wouldn't do.
I believe information is the most valuable commodity. Yes, that's Wall St., but because I believe that, I listen.
If a salesperson who works for me is successful, I want to know what they do to be successful.
I was raised by a generation that didn't say, 'Good job.'
I believe that it is important to acknowledge when a good job has been done. Most importantly, I feel it is important to acknowledge the individual and the sacrifice that they are making. In the car business, they are rewarded monetarily, but that's expected. I acknowledge the individual. And that has always been appreciated.
I have experienced highs in life, and the lowest of lows. There are very few things I haven't seen or experienced. There's very rarely an answer that I do not have.
In the car buisness, the employees only see black or white. There is no gray. They only want or care about the results. I have never been afraid of that expectation.
When I became a general manager, the previous GM had fired a salesperson because the salesperson had asked the used car manager if he had tried a specific bank.
That was the environment that I walked into. In my very first meeting with the salespeople and sales managers, I told everyone that story. And I told the salespeople, "I want salespeople that challenge their sales managers." And I don't want sales managers that are afraid to be challenged. To me, they shouldn't be managers."
Success isn't achievable without the best people. The best people, be they sales managers or salespeople, seek out those environments.
Those who want to be the best at their craft want direction. They want to be challenged. They aren't afraid of being among the best people.
Lastly, I believe that if any employee is working at a specific job for a paycheck, they will never fully reach their potential.
To reach your full potential, your heart must be completely engaged.
That's the environment that I create. I want a competitive, challenging environment where everyone feels like they have a voice in the direction.
I bought all the used cars, put the number on every trade, etc. But if a salesperson tells their manager that they can sell a specific model, or a certain type of vehicle, depending, of course, on what the vehicle is, let's say. As long as it's realistic, I may buy that model. And when I do, that manager knows that we have to sell it.
I want an environment that is, "If I ask, I must produce." "If I say, I must do"

Finance Director

Davis Moore

Wichita, KS

01.1999 - 06.1999

Managed and developed finance department staff, fostering a culture of continuous improvement and professional growth.
In 1999, I was promoted from finance producer to finance director.
The director at that time also took customer turns.
I created something that is now the modern F.I. department.
As the director, I submitted the deals, and got them approved.
I did rehashing and handled funding delays.
The producers sat with the customers.
As the director, I felt it was important to also take turns, and I did it for specific reasons.
I wanted my producers to respect me, and I felt it was necessary for them to see that I wasn't above taking turns. I also took turns because I wanted to maintain a ground-floor view of the department.
If I know anything, it's that I know nothing.
This is a statement that has always spoken to me. I learn something every day, and believe in evolving and adapting. As a Finance Director, or sales manager, and later as a GM, I have preached this to the people working under me. More importantly, talk is cheap. I have always felt it important to show the employees I was responsible for that I personally would always trust them when they had earned my trust, but I would still verify.
I loaded the deals and provided the pencil or finance option packages.
I felt the wisest thing to do was to put everyone in the department into the best possible position for the store to be successful.
It gave the department accountability. I was the one voice for the department.
I brought in new banks and cultivated relationships with current lenders.
I maintained the dealership's numbers with each bank.
We monitored our loss ratios with each bank.
Strategically maintained good ratios with each lender to maximize each bank's capabilities.
In the following years, I developed menus before they became the industry standard.
At least in our area, I was the first to implement finance department numbers into our dealer 20 group.
I have always paid close attention to my dealership's business, but the trends that I was hearing about at other stores.
I've always believed in acquiring information and knowledge.
Whenever I heard about something being done at another dealer, I analyzed closely whether it was a process that would be conducive to our dealership.
I've also always believed that to maintain a consistent result, you must maintain a consistent approach.
My consistent approach has always involved evolving, and, when necessary, adapting.
I introduced menus, and later a payment matrix.
Despite being the finance director, I believed that the salespeople closing customers, or presenting customers with a 4-square, or a payment matrix, would maximize profits for the store. It took about six months for my dealer, and then GM, to get on board with that, but I projected that it would increase the stores per car gross, both front and back, and that proved to be correct.
My time in finance concluded in 2017. At that time, the current finance model was still in its infancy.
I spent a lot of time giving a background on my time in finance because that is the one department in which I spent the most time.

Education

Some College (No Degree) - Physical Education

Odessa College

Odessa, TX

Skills

Market research and analysis
Operational strategy development
Vendor and inventory management
Staff recruitment and development
Financial analysis and reporting
Process improvement initiatives
Customer service excellence
Sales team leadership
Performance management strategies
Negotiation skills
Customer relationship management
Dealership operations management
Market Research
Operational Strategy
Vendor Management
Financial Analysis

Performance Reports
Regulatory compliance
Employee recognition
Team Building
Process improvement
Product Development
Customer service relations
Staff Development
Problem Solving
Communication skills
Decision Making
Economic Analysis
Quality Management
Inventory control
Inventory Management

Timeline

Finance Director

Davis Moore

01.1999 - 06.1999

General Manager

Kelly Grimsley Auto Group

04.1998 - 05.2025

Some College (No Degree) - Physical Education

Odessa College

Brandon Grimsley

Overview

Work History

General Manager

Finance Director

Education

Some College (No Degree) - Physical Education

Skills

Timeline

Finance Director

General Manager

Some College (No Degree) - Physical Education

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