Gavin Graham

Lead and develop a team of sales agents by driving process adherence, coaching performance, and implementing training initiatives that support sales growth and career progression. Partner closely with sales leadership and training teams to enhance operational effectiveness, improve agent performance, and ensure consistent execution of company sales strategies.

Key Responsibilities:

• Supervise daily sales operations and ensure adherence to established sales processes and compliance standards.
• Train, onboard, and develop newly promoted sales agents, providing coaching and performance support to accelerate success.
• Collaborate with sales training leadership to implement new sales strategies, processes, and best practices across the organization.
• Monitor individual and team performance metrics, delivering actionable feedback and development plans to improve results.
• Support continuous improvement efforts by gathering agent feedback and identifying opportunities to enhance training programs and operational processes.
• Foster a culture of accountability, professional growth, and high performance within the sales organization.

• Showcase the dealership’s vehicles and explain their features and warranties to customers
• Answer customer questions about cars, financing and purchase process
• Accompany customers on test drives, collecting licenses and documentation beforehand per best practices
• Negotiate car prices and trade-in values for customers’ vehicles
• Coordinate with the finance department to determine each customer’s financing and ownership options
• Contact past customers to ensure they are satisfied with their vehicles

• Help operate a store that accrued over $350,000 every week.
• Communicate with different merchants about product availability and TPR opportunities.
• Ran through daily goals with Department managers about expectations, handbook policy, and store notes, these meetings would be held every Monday at the start of the week.
• Set and design end caps and any holiday or promotional displays.
• Would follow through with corporate daily on any movement reports, sales comparisons, end stack reports, as well as schematics that would need to be changed depending on the department.
• Finally, there would be a 90-day check-up with any new employee about performance review and run through any questions they may have to help improve their quality of work, there will then be a 6-month and a yearly review to go over everything previously discussed, and any new problems or compliments needed.

• I was responsible for overseeing the day-to-day operations of their company’s front end.
• This included managing employees, scheduling shifts, and ensuring that customers have a positive experience.
• I was also tasked with developing new ways to improve customer service or increase sales.
• I would have regular meetings with my store managers to develop strategies that will help them achieve these goals.
• Providing training to new employees on company policies and procedures
• Assigning tasks to back-end staff such as scheduling employees for shifts, updating payroll information, and providing training materials