Craig Bourland

• Called on new accounts and added FedEx, AT&T, Hertz, and multiple local trade accounts
• Developed and implemented strategies to increase sales and profitability.
• Managed daily operations to ensure efficient service delivery and customer satisfaction.
• Oversaw staff scheduling, optimizing labor costs while meeting operational demands.
• Implemented inventory control measures, reducing waste and improving resource allocation.
• Developed training programs for new staff, enhancing team performance and service quality.

Same as prior jobs. As a GM your job is to oversee the daily running of shop, address any issue via personel, drp, ect. Monitor GP and fix any issue before they become issues.

Oversee the daily operations of the collision department. Increased monthly sales from $250k to almost $500k a month. Did all dispatching, I CAR certification, P&L control, staffing, paint materials control. Complete oversee and control of my department.

• Was responsible for the addition of four additional DRP accounts
• Oversaw the daily operations including interactions between estimators and customers, estimators and DRP and Non DRP vendors, all sublet vendors
• The weekly ordering of supplies
• Daily production meetings, CSI and Cycle time meetings
• The check and qc of repairs through out and and the end of repairs
• Increased sales from $250k monthly to over $450k
• Lowered or maintained expenses
• Increased GP double digits each year I was there.
• Maintained proper staffing to be able to push the WIP through the shop.
• Obtained and maintained ICAR gold stat

Enter and dispatch work. Assign work to estimators, Work with techs and painters on daily lists and production expectations. Maintain CSI and internal relationships with dealership departments. Continue to grow internal and external accounts to maximize business and growth. Maintain a minimal over 30 AR list. Yearly employee evaluation and grown of employees. Work with paint dept. and body dept. to maintain reasonable GP of shop expenses and tickets.

Implement remote estimator program to increase sales. We went from $215k a month to $475 K a month. Enter and dispatch work. Maintain CSI and internal relationships with dealership departments. Our CSI was in the top 5 of 65 shop for 4 years running. Continue to grow internal and external accounts to maximize business and growth. Added 3 DRP accounts by improving CSI and Cycle time. Maintain a minimal over 30 AR list.

• Perform all the daily and monthly functions of a manager.
• Staffing, supply ordering, dispatching, vendor relations, DRP relations
• Increased sales from $200k to over $500k in my time as manager
• CSI was constantly in top 5% of the company along with cycle time.
• Assisted in training and assistance of non producing center in DFW