Kevin Blackwell

As Operations Manager L.V. Nv. for Repairsmith, I worked remotely as well as holding meetings and being a presence at the hub. I led a team of Mobile Technicians and parts porter by holding morning stand up meetings to go over schedules for all fleet visits and customer pay appointments for the day, ensure all parts were available vs what needed parts pickups for last minute bookings. Also made sure techs had all tools and had looked up repair procedures for the more difficult jobs. We also had a night shift that was servicing the Amazon Fleet of vehicles. Held an evening stand up as well. Managed all techs D.O.T. certifications, payroll through Workday. Also monitored techs throughout the day with GeoTab software to manage efficiency. Helped techs diagnose when needed and to make proper decisions for the company not the individual. About a year and a half into working here AutoNation bought Repairsmith in Feb of 2024 and we ran the same while integration was happening. In May of 2025 AutoNation moved our hub operations to within an AutoNation store to consolidate and stop renting space that Repairsmith had. Based on my background as a Service Manager/Director, I was chosen to lead the pilot merge for the nation and was put in charge of the stores Service Department as well as AutoNation Mobile Service. Developed a playbook for other cities to follow by working with a team that I would explain roadblocks and how we overcame them, cause and affect issues etc... The reason for leaving is I am moving to Kansas to be with my son and his wife. He recently finished his residency at Truman Hospital and then accepted a position with them as the attending in the E.R. So now we know where he will be. My wife and I want to be close to them. I feel based on the job posting this is a good fit.

• Promoted to Service Director after four months as Service Advisor, managing daily operations and staff. Assisted with the launch of a newly acquired Hyundai dealership, increasing monthly gross revenue from 275,000 to 390,000 within eight months. Maintained C.S.I. scores above national and regional averages for three consecutive years, achieving a score of 4.85 out of 5. Increased daily service appointments from 50 to 80 through effective operational processes.

• Increased Service bottom line by $100,000.00 by correcting pay plan issues, dispatching issues, and process implementation. Had no G.M. in the store for years. Dealt directly with the owner on all issues concerning Parts and Service. Owner hired a G.M. and he systematically replaced all managers one at time with his own people. He lasted a year, then was fired for stealing. Unfortunately, he took out all the good management by that time.

• Managed busy Meineke store for a year, achieving million-dollar revenue for first time at that location. Received a call from a former co-worker from former co-worker, who I gave his first parts manager job, and Hyundai was looking for a Parts and Service Director.

• Managed multi-line service department and achieved year-over-year growth each month until the dealership closed in 2009 due to the economy.

• Managed three locations as Service Manager, promoting efficiency by reducing the number of porters and eliminating vehicle reconditioning outsourcing. Shop was set up as a cost of sale and I turned a profit at $38.00 an hour, they have stores in three cities and have not experienced this ever. I convinced the owner to turn it into a profit center and opened customer pay as well.

• Owned and operated full-service Muffler/Repair shop in Florida with my wife for ten years. Got exposed to the dealership world by doing reconditioning for William Lehman Buick from my Muffler shop. After ten years of working and being with each other 24/7 we needed a change. Moved to Las Vegas to be closer to relatives.