John ALAN Wilson

This was a new site, the focus for the first few months was recruitment of all aftersales staff, purchasing of equipment, setting up parts and sourcing suppliers. We had no database as the old site was still operating as an authorised repairer, so training was key. Customer satisfaction has been paramount, and we have achieved upper quartile. We consistently over achieve our financial KPI's through robust processes, and colleague engagement. The site continues to go from strength to strength every month.

York, North Yorkshire I moved from JCT600 VW to JCT600 Audi in York as my next step in my development. The site was was in need of a new direction after been without a manager for a long period of time. The main challenge was that it was a split site, so the first task that i completed was to appoint a Front of house manager to help settle the advisors, and a workshop manager to lead the technicians. In my time here i have implemented a four day week for the whole team, this helps with cover at busy times and improves staff morale. We are extremely focused on customer satisfaction, and have achieved our best score of 4.79 vs national average of 4.62. We have increased service plan sales by 50% over the last six months. And despite losing 5 technicians in the workshop, we are running at 98% of labour sales kpi ytd. Our biggest success is consistency and communication, this has been a big focus this year, and has come out on top in our recent employee feed back survey's. This 100% helps to motivate the team. I always lead from the front, and can often be found helping on the front desk or in workshop control.

I joined JCT600 VW York, after been recruited by a former Head of Business. When i started here the workshop was running well, but the front of house was struggling. We went through a period of change and rebuilt a strong front of house team who really wanted to excel. With the introduction of a new VHC system, i had to completely change our approach to aftersales. I split the aftersales process into four different job roles and assigned each advisor a role. I also implemented the 4 day week to cover the busy periods. Once everything was in place our VHC upsell rose from £45 to over £100 per job card, which we consistently achieved. The process was such a success that our other sites replicated this. From January 2022 until i

moved to Audi in November 2022, York VW was consistently over 110% of KPI every month, and in top 25% for customer satisfaction.

I joined the leadership team at Nissan Doncaster at a time when they had gone through several changes of leadership. My first task was to settle the team, i did this by restructuring the roles to ensure continuity of the service levels expected. VHC was a high priority, and

was a huge focus for me. We spent a lot of time reviewing and adjusting the process to ensure consistency. I am a great believer in a robust process, through coaching and development, i implemented new processes to ensure we achieved the best results. I mentored our workshop controller into a position where he could deputise for me when needed. I have enjoyed a strong CVA performance, the was due to great communication and a strong buy in from the team. I implemented a daily discipline meeting in which we discussed WIP, CVA, daily invoicing and a discussion around YTT. As a department we enjoyed great success financially, and constantly out performed other larger sites.

I started at Peugeot Barnsley as a Service manager in August 2014 where the department was losing money. I spent the first couple of months focusing on people and process, with the department going from a loss, to making over £100,000 net profit. This lead to been promoted to Aftersales Manager, and also the responsibility of looking after 3 sites. My role changed into mentoring and coaching trainee Service Managers, and focusing on CSI, VHC and departmental profit. I really enjoy seeing others succeed.

I was responsible for all aspects of the service department, including CSI, Budgets, staff performance and financial results. I developed a close relationship with the manufacturer and helped implement there best practises, to ensure we maximised our manufacturer bonus's. This was a small family owned business, so there was very little room to progress, eventually the dealership closed down due to the owner passing away.

Personal time due to family bereavement.

I started at Ford as a technician, advancing to senior technician then workshop control. In 2008 i was promoted to Service Manager. I had a team of 30 people to manage. This was my first introduction into management and i had to development my people skills very quickly. I gained valuable experience in all aspects of management, including budget planning, understanding accounts and managing a large team of people. I believe that i am a people person, and this helped in the transition into management. I have always led from the front and believe this helps me install confidence in my team.

All aspects of breakdown and recovery