SAMUEL K. SIMS

I am currently still a partner at I95 Toyota but stepped back from my daily operations as Managing Partner and General Manager in January but still hold an equity stake and receive dividends and executive benefits as a part of my long-term involvement.

• As Managing Partner I lead a high-performing team focused on delivering a best-in-class operation. In my position I was responsible for development and execution for not only I95 Toyota but working closely with leaders across 9 stores companywide on strategy of New and used cars sales, finance, fixed operations, training, and CSI process that helped shape and implement initiatives that were cohesive, actionable, and aligned with TKO Group practices and broad objectives ensuring accountability and deliverable results as well as a tactical execution to achieve goals. I95 Toyota had good growth including market share expansion and strengthening relationships with dealer partners to deliver exceptional customer experience.
• End-to-end strategy execution by guiding the team from strategic planning through implementation, with a focus on cross-functional alignment, including timeline discipline, and delivering targeted business outcomes.
• Directed operational strategies to enhance customer satisfaction and retention rates.
• Oversaw daily dealership operations, ensuring compliance with industry standards and regulations.
• Developed and executed new vehicle sales strategies aligned with SET’s business goals.
• Focused operational plans, aligning functional initiatives with performance objectives.
• Optimized operations by integrating digital tools, performance insights, and resource planning to improve execution efficiency and sales impact.
• Analyzed sales performance data to identify trends and optimize inventory management practices.
• Implemented training programs focused on developing staff skills in customer engagement techniques.
• Managed vendor relationships, negotiating contracts to secure favorable terms for dealership services.
• Evaluated financial reports, driving cost-effective decision-making across all departments of the dealership.
• Established clear communication channels within the organization, fostering collaboration among team members towards shared goals.
• Conducted regular performance reviews for staff members to ensure alignment with company goals and foster professional development.

• Enlisted to turn around underperforming dealership following $1.4M net losses in 2017, delivering $583K net profit swing March 2018 through July 2018 same month oscillation March 2017 through July 2017.
• Cleared $400K+ in uncollected receivables from manufacturer receivables schedule.
• Decreased dealership expenses by approximately $70K per month and reduced used car inventory from 180 units (180-day supply) to 75 units (45-day supply).
• Reversed 18-month trend of unsatisfactory CSI/SSI ratings and earned incentive payouts from manufacturer first time preceding Peacock-Don Reid Ford Buy Sell.
• Implemented cost-control measures to improve profitability and streamline expenses.
• Managed budget implementations, employee reviews, training, schedules, and pay-plan negotiations.
• Managed budget development, forecasting, and financial reporting processes to track progress towards organizational objectives accurately.
• Formulated policies and procedures to streamline operations.

• New car volume increases by an average of 25% per month and increased profitability by 28% per month on year-over-year basis.
• Fixed operations profits as percentage of gross profits from 20.31% to 43.1%, significantly exceeding forecast of 35.4%.
• Took Volume over 200 units for the first time in store history

• Annual net profits range from $1.1M in 2014 to $2.4M in 2015 and $2.3M in 2016. $2.9M in 2017. Store NET prior years less than 500k
• Maintained above-average CSI scores for region despite 2015 TDI recall and related emissions scandal as well as buyback program issues.
• Generated 28% gross sales increase Fixed operations by establishing customer loyalty program.
• Played key role in mentoring and succession planning efforts, coordinating regular employee coaching sessions and providing one-on-one training for 2 department managers who received promotions to General Manger.
• Raised dealership’s standing within local community by organizing quarterly volunteer projects with as many as 50 volunteers per event.

• Elevated new and used car sales volume and overall net profitability.
• Significantly improved customer relations and secured manufacturer incentives by taking dealership from unsatisfactory to satisfactory ratings.
• Directed daily operations to optimize workflow and enhance team productivity.
• Led staff training initiatives to foster skill development and ensure operational excellence.
• Analyzed market trends to inform strategic decision-making and drive competitive advantage.
• Established performance metrics to monitor progress and identify areas for improvement.
• Developed and implemented strategies to increase sales and profitability.
• Drove year-over-year business growth while leading operations, strategic vision, and long-range planning.
• Increased overall company efficiency by streamlining operations and implementing innovative managerial strategies.