Strategy & Technology

Extensive hands-on experience with CDK Global, Dealertrack, and Reynolds & Reynolds, supporting day-to-day operations across service, parts, accounting, and reporting

Led and supported CDK rollout, process implementation, workflow optimization, and user adoption within each platform to improve efficiency, accuracy, and consistency 

Planned and delivered multiple virtual DMS and process training classes, helping teams better understand system functionality and apply it effectively in real-world dealership operations

Partnered with accounting, operations, and leadership teams to ensure data integrity, reporting consistency, and operational alignment

Served as a go-to resource for troubleshooting, training, and bridging the gap between system capability and practical dealership use

Selected to pilot Microsoft HoloLens technology in partnership with Mercedes-Benz USA, representing dealer service operations in early-stage testing

Collaborated directly with Microsoft and MBUSA teams to evaluate augmented reality applications for diagnostics, repair accuracy, and technician support

Provided real-world dealer feedback to help assess usability, scalability, and effectiveness in live service environments

Contributed insights focused on improving technician efficiency, training, and complex repair execution through emerging technology

Turns performance goals into interactive, team-based challenges that keep employees engaged, motivated, and invested in the outcome

Uses gamification and friendly competition to reinforce key behaviors while keeping the environment positive and collaborative

Builds culture intentionally, making improvement something teams do together, not something pushed from the top

Connects daily actions to results so advisors understand how their individual efforts impact team success, CSI, and revenue

Balances fun with accountability, ensuring expectations remain clear while morale stays high

Known for quickly assessing people, process, and performance to identify root causes and prioritize the changes that will drive the greatest impact

Aligns OEM objectives, operational realities, and business goals into clear, executable strategies

Balances short-term performance improvements with long-term sustainability and scalability

Uses KPIs and performance visibility to create clarity, targeted coaching opportunities, and sustained improvement

Excel-proficient for performance snapshots and analysis—focused on insight, not excessive spreadsheets

Leads teams through change, stabilization, and growth while maintaining momentum, engagement, and morale

Builds scalable systems and disciplined habits that continue delivering results long after the initial turnaround

Participated in three years of 20 Group–style performance meetings with West Coast dealers, collaborating on benchmarking, financial statements, best practices, and performance improvement strategies

Designed and implemented hundreds of processes, building a library of scalable, repeatable workflows that can be adapted across brands, departments, and store sizes

Known for creating practical workflows that improve accountability, efficiency, and consistency without overcomplicating operations or slowing teams down

Builds structure that supports performance and clarity, ensuring processes enhance execution rather than create friction

Eliminates silos by aligning service, parts, sales, and leadership around shared goals, clear communication, and consistent expectations