LAURA SCHATZ

I was one of the few Managers requested to stay working during the beginning of the pandemic an did whatever we needed to do to run the Lot. During furlough we brought back crew that we continued to grow based on information from our Corporate office. I was able to put together a solid core group that were able to set our sales in various states until we actually went back to setting our sales with running cars across the Auction Block.

My title changed to Manager, Lot Operations from Assistant Operations Manager due to the General Manager bringing back other managers and shuffling everyone around in August of 2020.

I had been able to manage the Lot Operations Team as well as the Security/Check In team. We were able to work the lot with 14 members and accomplishing all aspects of the Lot Operation with reduced hours but continued efficiencies in the 90s. I could not have been more proud of the team that worked through Covid and stayed tight and efficient then and beyond.

We maintained our Customer Service skills and communication with the other teams at the auction, working together to keep everyone efficient as possible.

Assisted the Operations Manager with the day to day processes of the Auction. Worked closely with the Lot Staff to work all aspects of Lot Operations. I made sure they continued Customer Service skills and their Operational Excellence.

Worked with Ops Manager to be sure the weekly sale was completed before we went home on Monday nights. Worked with Manager to be sure that we were working hours based on the needs of the business. Worked with Manager to be sure that teams continued to work their daily tasks and maintained efficiencies.

Collaborated regularly with Manager to make sure we were always working the processes the best way possible.

Managed team of 14-21 personnel in the shop, including but not limited to Full time employees and temporary employees. Increased the productivity in the shop from 25 cars a line per day to 40 or more per line per day

I was able to increase the profitability from 25% to over 50% on a monthly basis.

I trained and developed the team to make sure we followed the Adesa guidelines on how to clean cars efficiently and correctly the first time

Worked closely with the GM, AGM and Fleet Lease Manager to be sure we were cleaning cars to the banks expectations.

I made sure that I was available to help on the lines if necessary so that the production was maintained even with absences.

Ordered chemicals and department needs that were required in order to clean cars to spec.

Maintained bonus and payroll data on a weekly basis and also made sure the charges to the banks were accurate.

Applied my leadership and problem solving skills in multiple department. It was their process to circulate the Supervisors to different departments in order for all of us to become well rounded in the distribution center process. Managed staffs from 15-125 depending on the time of year. Maintained work flows in the various departments and worked closely with other managers to improve process and productivity.