Summary
Overview
Work History
Education
Skills
Timeline
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Jeremy Young

Menifee,CA

Summary

I have been in this industry since I was a small child. My father was a GM since I was 7 years old. I have been around this business my whole life, and I love every minute of it.

This is my professional sport. I have traveled to other stores for the last five years, pretty much fixing and growing the departments.

I have all the references from each store who will verify everything I have said in my resume.

I love what I do, and I am still very passionate about winning. I have a winner's attitude every day, and I can put a culture together that drives people to success.

I enjoy watching people win and make a lot of money. I enjoy changing lives.

I'm seasoned with a lot of experience in both the variable and fixed operations side. I have developed into an operator.

There is still so much I have to learn, and want to learn. This business is always changing and we must keep up with the times

Overview

24
24
years of professional experience

Work History

Parts and Service Director

Jim Shorkey Auto Group
Gainesville, GA
05.2024 - Current
  • Rebuilt and restructured multiple stores.
  • Applied new processes for parts and service departments for higher profitability.
  • Created new pay plans for all personnel.
  • Increased the door rate to $200 per hour and held an effective labor rate on repairs of $197.00 at our Nissan store.
  • Maintained a gross profit percentage of parts at 43.5%, and labor gross of 83.45% at our Nissan store.
  • Maintenance rate of $125 per hour to maintain competitive advantage.
  • Door rate of $200 per hour
  • Held an average total GP% of 62.26%.
  • After 7 months and restructuring, the service department reached tier 1 KPI and qualified for all QGP monies.
  • Trained and coached three service advisors with no experience to become top performers in Georgia sales per CP ticket, with an average of $496 over one year.
  • Coordinated staff training programs for both new and existing technicians.
  • Conducted periodic performance reviews of all staff members in parts and service departments.
  • Reviewed technician timecards on a weekly basis for accuracy and efficiency.
  • Created new technician pay plans with three different skill levels to maximize production and gross.
  • Reduced unapplied labor in the express department to less than $2,000.00 per month.

Service Director

Montgomery Toyota
Montgomery, AL
03.2024 - 05.2025
  • Provided guidance and mentoring to junior staff members on how they can better handle challenging situations when dealing with customers.
  • Grew the Service department to over 2,000 repair orders a month, from 1,700 in 4 months.
  • Going to nine service advisors from six slowed everyone down and allowed them more time to handle customers.
  • Increased labor gross monthly from an average of $185,000 to $315,000 in 7 months.
  • Increased internal labor rate to $200 per hour.
  • The maintenance rate was $125, and the repair rate was $200.
  • Went from 10 techs to 16 techs, and 6 express techs to 10 express techs in 90 days.
  • The store went from 65 appointments a day to 85 appointments per day after four months.
  • Created the BDC Department with a staff of four to handle all incoming calls and Toyota Care customers.
  • Brought in an AI tool to generate traffic from defective customers and set appointments through Toyota's reminder service.
  • Created policies and procedures to ensure compliance with industry standards and regulations.
  • Warmly greeted customers by employing positive telephone etiquette and asking well-rounded questions to identify issues.

Parts and Service Director

Torrance Nissan
Torrance, CA
02.2023 - 02.2024
  • Supervised the daily operations of the parts and service departments.
  • The store was averaging $285,000 in gross revenue, including wholesale. Ninety days later, we were at $415,000 in gross revenue, including wholesale.
  • Increased the wholesale department from $40,000 to $65,000 in 90 days.
  • With specific marketing targets, we increased the repair order count from 550 to 725 in 90 days.
  • Increased customer payments for parts and labor sales rose from $285 to $595 by implementing processes from the drive to delivery.
  • Popped hoods, pulled filters, turned wheels with every customer, and performed walk-arounds the same way every time.
  • In 90 days, we were able to get the store KPI to tier 2 by implementing the OLM process to reach out to every surveyed customer.
  • Went from 7 techs to 12 techs in 90 days.

Service Director

Greenacres Nissan
West Palm Beach, FL
01.2021 - 01.2022
  • Increased internal labor rate to $195, from $125.
  • Increased parts cost to 75% over the cost of all internal repairs.
  • I implemented the same process I was taught as an advisor. Pop hoods, turn wheels, and pull filters.
  • I gave up my office to add another service advisor, making it six.
  • Trained all advisors and increased average CP sales per ticket from $185 to $435.
  • Increased alignment penetration to 14% from 6%.
  • The sales department did a really good job selling used cars, which helped with the increase tremendously.
  • The department went from $265,000 in gross revenue to $415,000 in gross revenue in 120 days. The economy took off at the right time as well.
  • Tier 1 KPI every month. They were already doing a great job with customers they just needed a real coach to coach them up.

Service Director

Moss bros DCJR
Moreno Valley, CA
01.2020 - 12.2020
  • Increased the technician count from 11 to 18 in 90 days.
  • Increased the number of advisors from 3 to 5 in 90 days.
  • Turned used cars in and out in four days.
  • Reorganized tech stalls for efficiency from all levels of technicians. Create three teams of five each and one team of three for used cars.
  • Only store in a group to have an increase in gross during COVID. Our owner did not shut down the stores. We pushed through.
  • Grew store from 185k in parts and service gross to 245K in parts and service gross
  • Top store in the group for sales in sanitizing vehicles during COVID.

Service Director

Temecula Nissan
Temecula, CA
08.2016 - 12.2020
  • I removed my office, built two more advisor desks, and went from five advisors to seven.
  • Increased customers pay Ro count from 900 to 1,200 in 1 year.
  • Trained the number one advisor in the country, Alex Campagna. I thought I was the best until I met him.
  • Hit tier 1 and tier 2 KPIs every quarter.
  • Our team increased parts and labor gross from $300,000 to an average of $425,000 in one year.
  • Reorganized the whole department from techs to advisors, with new pay plans and processes.
  • Increased the door rate from $145 to $185.
  • Maintained labor GP of 82%.
  • Maintained CP parts GP of 40%.
  • Maintained a net operating profit average of $125,000 a month the whole time I was the director. One of the top net stores in the country.
  • 3 of the 7 advisors I trained are now directors for other stores.

Service Advisor

Temecula Nissan
Temecula, CA
11.2009 - 08.2016
  • Top advisor in the group for 7 years straight.
  • Top 5 advisors in the country for seven years straight.
  • Averaged just over $2.35 million in sales every year.
  • Averaged 1.85 hours per RO.
  • Tier 1 KPI every month

Finance Manager

Riverside Acura
Riverside, CA
01.2007 - 11.2009
  • I packaged and sent out my own deals.
  • I got my own deals, bought, and funded.
  • Averaged just over $2,000 per deal at a store that had a 60% lease penetration.
  • Would restructure deals from the desk and enhance the front and back end.
  • Typed 45 to 60 deals a month.
  • Maxed out every pay plan they gave us

Sales Closer

Riverside Acura
Riverside, CA
01.2006 - 12.2007
  • Top-grossing Acura store in the country.
  • Top closer for the year. There were only two of us. I lost maybe twice to the other guy.
  • Recruited 3 salesmen from a mall kiosk that cleaned shoes and changed their lives

Salesmen

Quality Toyota
Corona, CA
05.2001 - 12.2006
  • I have never sold fewer than 25 cars in a month.
  • Competed against 45 salesmen at any given time during the year.
  • Always a top 5 salesman every month for 5 years, from month 1. They said it was luck in the beginning, but they all got used to it.
  • Maximized every bonus and pay structure they gave me. It changed regularly.
  • learned to work the service drive and the phones early on from my closer Jim Pavone

Education

High School Diploma -

Nogales High School
La Puente, CA
05-1999

Skills

  • Parts management
  • Service operations
  • Process improvement
  • Customer service
  • Team development
  • I have built teams since getting into leadership positions
  • I have developed some really good players in this industry who are very successful
  • I can train, coach, and teach just about any position in this industry

Timeline

Parts and Service Director

Jim Shorkey Auto Group
05.2024 - Current

Service Director

Montgomery Toyota
03.2024 - 05.2025

Parts and Service Director

Torrance Nissan
02.2023 - 02.2024

Service Director

Greenacres Nissan
01.2021 - 01.2022

Service Director

Moss bros DCJR
01.2020 - 12.2020

Service Director

Temecula Nissan
08.2016 - 12.2020

Service Advisor

Temecula Nissan
11.2009 - 08.2016

Finance Manager

Riverside Acura
01.2007 - 11.2009

Sales Closer

Riverside Acura
01.2006 - 12.2007

Salesmen

Quality Toyota
05.2001 - 12.2006

High School Diploma -

Nogales High School

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Jeremy Young