Philip Sweeney

I received this promotion and added the inventory control of the NSW branch network to my current duties.

6 Branch’s (Sydney Newcastle Mt Thorley Wollongong Orange Gunnedah)
2 Mine Sites (Moolarben Boggabri

In this position I control the external Sales team (CSSR), Regional key Account Managers (KAM) and Regional product Specialists (RPS) who deal with the heavy Machine and mining industry on a daily basis.
The team is charged with the supply of customer support to our clients and the sale of parts and service products.


CSSR
OEM Parts
Service Contracts
Fixed Price Service Agreements
E Biz
Electronic Monitoring
Technical Information
Training
Machine Delivery Co-Ordination
Weekly and Monthly Activity Reports
RPS
Undercarriage
GET (ground engagement tools)
Inspection of Components
Reporting


As Regional Key Account Manager I conduct weekly and monthly meetings with major national customers to ensure their requirements are being exceeded.
I monitor and mentor the Regional Key Account Managers to ensure compliance with the key account policy.
I work closely with the National team in Key Accounts, Parts and Service in relation to current and future promotions.

The position controls a budget in excess of $80 million per annum.
The role involves the compilation and presentation of the quarterly reports to the National Komatsu Executive.
As part of the Regional Executive I work within the team to compile the Regional budgets for presentation to the National and K Ltd Executive.



Key Achievements

Exceeded budget
Increased Major Client Satisfaction Level
Increased Employee Satisfaction Rating within the Aftermarket Team
Reduced Operating Expenses by 10% on Previous Year

Manage all aspects of a 24 hour service centre.
Ensure staff retention rates to achieve financial targets.
Ensure compliance with all OEM guidelines.
Ensure compliance with all OH& S regulations.
Hold regular customer meetings to ensure all expectations and requirements are met.

Manage 6 service centres across 14 major vehicle marques.
Measure and ensure compliance to all OEM requirements.
Train coach and mentor all technical and non technical staff.
Maintain staff levels to ensure compliance with budget requirements.

Lead a team of sales and service professionals
Manage advertising script and budget.
Set and measure sales KPI for all sales staff.
Maintain staff levels to achieve budget expectations.

In the role of Fixed Operations Manager my main responsibilities were;
- Supervision of 2 service and parts departments and 1 panel shop on 3 different sites
Monitoring departments performance against budget and industry standards
Responsible for overall smooth running of the service and parts departments
Development of parts and service growth
Development of internal systems to ensure smooth operation of dealership
Ensuring customer standards were adhered to
Monitoring C.S.I and acting on results


Key achievements included:


Award winning dealer for customer service
Became the first dealership in the area to provide a night service which lead to increases in revenue for both service and parts departments
Introduction of flexi day off which contributed to reducing previously excessive sick leave

Supervision of 26 service and parts personnel
Preparation of new and used vehicles
Administration of manufacturer’s and in-house warranty system
Customer queries and follow-up
Preparation of budgets for major equipment acquisition
Monitoring of Service Department’s budgets and performance
Conducting and monitor in-house training programs for apprentices, technicians, workshop foreperson, service advisors, warranty clerk and workshop administration staff
Liaison with vehicle importers on technical and warranty matters
Monitoring of in house C.S.I
Preparation of advertising material for service specials
Introduction and Monitoring of Service and Parts Department’s bonus scheme

Citygate Automotive Group

Assisting with the development of the Citygate Group (of which Liffey Valley Renault formed a part).
This included interviewing and leading training workshops with service and parts personnel
Inspecting potential sites
Reviewing dealership design
Negotiating dealership fit out for a total of 5 sites

Supervision of 25 service and parts personnel
Preparation of new and used vehicles
Administration of manufacturer’s and in-house warranty system
Successful customer service
Preparing budgets for major equipment acquisition
Stringent monitoring of Service & Parts Department’s budgets and performance
Conducting and evaluating in-house training programs
Liaison with vehicle importers on technical and customer concerns
Preparing advertising material for service specials


Key achievements included:

Reduced overheads and increased profit by recruitment of new staff and general revamping of various procedures
Improved technician performance by installing new appointment program
Improved CSI to better than group average by encouraging team ownership of customer

for the Tynan Motor Group I was responsible for the operation of five-service department’s operated by the group.

My key responsibilities covered all aspects within the service department,
- Supervision of 5 service departments and 1 panel shop on 5 different sites
Monitoring departments performance against budget and industry standards
Responsible for overall smooth running of the service departments
Development of service growth
Development of internal systems to ensure smooth operation of dealership
Ensuring customer standards were adhered to
Monitoring C.S.I and acting on results
Negotiate service contracts with suppliers


Key Achievements

Streamlined service process
Improve staff morale
Increased efficiency and Productivity
Empower managers to control expenses and