Ryan Clevinger

• Met with customers to discuss service needs and offer available solutions when beyond the capability of the advisor
• Increased revenue by 35% through increased E.L.R. and increased Hours per Repair Order
• Led customer product implementation projects and conducted training
• Maintained effective customer service by responding to service requests quickly to increase overall sales by 35%
• Expanded sales by 35% by facilitating client satisfaction and renewing customer relations Motivated team members to meet and exceed sales targets
• Tracked sales data to assess trends and make proactive strategy changes
• Trained team of 4 service advisors, increasing profits and E.L.R by 40%
• Consistently hit and exceeded sales goals
• Maintained team productivity and quality of service by establishing and maintaining clear benchmarks
• Lead and directed multi lines at one time GMC | Buick | Mazda

• 70 employees in total, 26 union technicians. 19 journeymen, 4 apprentice, 3 lube tech's, and 6 full time advisers. Department included B.D.C, porters, detail, and various other lot and shop staff
• High volume shop that demanded correct placement of over 100 work orders each day. Average car count was 108 each day
• Personally directed all work through shop daily via dispatch system, designed created to maximize shop production and eliminate technician down time
• Controlled warranty expense and excessive hours billed to General Motors by managing all labor times not published in labor time guide, OLH time, ADD time, DIAG time
• Increased sales by managing shop expense while increasing sales. First year increased gross profit by 80K average per month. Years to follow continued gross profit increase by 21.6% average each quarter
• Personally created/managed/completed all used vehicle internal repair orders daily to keep shop cost low and increase overall profitability
• Produced daily technician production reports and advisers summery reports. All reports calculated manually day to day for employees to monitor their daily performance progress
• Maintained effective labor rate of $119.00 per labor hour @ 2.3 hours per customer pay work order
• Communicated directly with vendors, manufacture reps, customers, advisers, and all dealerships personnel to achieve successful and profitable department

SELECTED CONTRIBUTIONS

• Set gross profit over 300,000 in one month period. Company Record
• Lowered warranty numbers without affecting repair quality to avoid audit by General Motors
• Built and designed processes to eliminate employee mistakes and maximize efficiency from all service employees
• Provided hands on approach with all employees to build strong team with character, loyalty, respect, honesty, and dedication for each and every repair they perform
• Set and administered department budgets for expenditures, materials and labor
• Generated and developed leads to acquire new clients
• Implemented innovative programs to increase employee loyalty and reduce turnover

• Restructured stock orders, parts orders, vendor accounts, employee scheduling, and estimating to increase shop sales and overall shop production and profitability
• Increased profit margin 30% in 2008. Highest increase in four years
• Opened new store location in Issaquah, Washington in January of 2009. Fourth addition chain of repair shops.
• Hiring staff, setting up vendor accounts, buying equipment, advertising, and developing new shop procedure, were all part this exciting challenge
• Achieved 120,000 sales record, achieved in one month. First time any one store alone reached 120,000 sales goal in any one month