حاتم ابوعصبه

The primary role was to actively secure the organizations long-term financial growth by setting and implementing strategic goals and identifying revenue-generating opportunities. I was responsible for sourcing, screening, and evaluating new products and business opportunities for licensing and market access. My role included leading the Business Development functions in sourcing, assessing, and implementing 3rd party Research and Development activities, product acquisition and licensing opportunities. I identified and evaluated the new product targets, and attaining competitive intelligence in the company's project areas.

Main responsibilities:
Strategic target setting and achieving of retail sales team and business managers.
Actively participated in quarterly reviews as well as set projected monthly targets.
Counseled with department heads on the overall performance of dealer sales department, including but not limited to:

 Vehicle sales objectives
 Dealer profitability
 Focus on growing passenger car
 Effective use of Coop Planner funds
 Organizational structure
 General sales territory management
 Consultative selling process
 Product and customer focus training
 Demo Program
 Showroom controls
 Vehicle Delivery Process
 Vehicle and accessory display
 General sales territory management
 Appropriate use of POS funds and materials
 Accessories targets & objectives
 Retail standards objectives
 Dealer training objectives
 Lead Management strategy

 I was responsible for sourcing, screening, evaluating, and leading new products and market access.

 As well as lead strategic and financial analysis that guided brand business development decisions including in-licensing pipeline opportunities, commercial co-promotion, and international opportunities.

 I facilitated senior management briefings on business development opportunities.

 I identified new generic product development opportunities that supported the corporate strategy through market and industry research.

 I implemented the corporate strategy by identifying potential generic product acquisition and licensing opportunities and developed supporting analysis (scientific, market, financial and strategic, etc.) utilizing internal and external resources.

 I would lead contract negotiations and coordinate with all relevant functional teams the successful completion of the specific form of agreement.

 I managed the transition of a successful business transaction to project management and a cross-functional.

 Furthermore I was responsible for the overall management of all strategic and operational Marketing and Customer Relationship activities.

 I provided market feedback to the company leadership regarding competitive offerings, prospect needs and generate product development ideas.

 I was responsible for the increased revenue and profit to achieve the Company's ambitious growth.

 I planned and coordinated the implementation of business plans, while simultaneously penetrating new markets.

As BDM administered and managed agreements, lease/sublease structures or similar contractual arrangements—for the improvement of contractual relationships with an assigned group of key property owner accounts or for the development and maintenance of relationships with the owners (or such owners’ agents and/or representatives) of property managed by company. The accounts primarily involve highly sophisticated property owners of premier Class A office buildings in urban centers or property owners operating large-scale/industry-leading real estate portfolios. As BDM, I developed portfolio- and property-level strategic plans, which were used to mitigate churn risk, improve profitability, provide an enhanced customer experience and generate revenue growth. As BDM I also identified new business opportunities within the assigned group of accounts. I played a key role in bringing customer insight back to the Managed Networks team and assisted in guiding the strategic direction for new product lines. As BDM I formulated strategies that drove topline revenue and increased the profitability of assigned products.

ESSENTIAL DUTIES:

 Interface with property owners/managers and lessors to execute the strategic plan for each account in order to mitigate churn risk, improve profitability, provide an enhanced customer experience and generate revenue growth.

 Partner with property owners to identify new services that can be offered to property owners, tenants, and potential customers to establish new sources of revenue, including additional rights on existing properties and new properties to add to the portfolio

 Present business plans, progress updates and/or account reviews to property owners and internal stakeholders.

 Collaborate with Managed Sites team to share account relationships details and insights.

 Partner and engage internal teams to: drive new business opportunities, create awareness of possible contractual changes, and manage site visits for existing and new carriers.

 Partner with internal teams to provide periodic financial and operational reports to property owners/managers and lessors

 Collaborate with Landlord Relations department to maximize efficiencies and leverage existing processes and tools dedicated to supporting property owners/managers

 Partner with all appropriate internal teams and departments, including but not limited to Land Management and Legal Operations, on monetary and non-monetary defaults and assertions of management agreement obligations

 Develop and track with individual property owners/managers and lessors’ specific protocols and procedures related to access to buildings and properties, financial and operational reporting, etc.

 Work with Engineering, Marketing and Sales teams to develop service delivery and channel enablement plans. Develop compelling positioning, value proposition and selling tools.

 Identify, monitor and analyze internal (e.g., financials, movement, revenue, cost, sales) and external (e.g., technology, market share, competitive) performance parameters in order to reposition, modify features of, and identify new uses for the product.

 Specify market requirements for current and future products by conducting market research supported by on-going visits to customers and non-customers.

The purpose of this role is to be the key contact point for MEOs dealers in achieving:
 Planned production volume and efficient stock management
 Customer Satisfaction (PDSS)
 Flawless launches at dealer level

Main responsibilities:
Devised business plan with focus on setting targets for Wholesale, Retail, Fleet, CPOV, PDSS TOP BOX, & Training Certification objectives.
Actively participated in quarterly reviews as well as set projected monthly targets.
Counseled with department heads on the overall performance of dealer sales department, including but not limited to:

 Vehicle sales objectives
 Dealer profitability
 Focus on growing passenger car
 Effective use of Coop Planner funds
 Organizational structure
 General sales territory management
 Consultative selling process
 Product and customer focus training
 Demo Program
 Showroom controls
 Vehicle Delivery Process
 Vehicle and accessory display
 General sales territory management
 Appropriate use of POS funds and materials
 Accessories targets & objectives
 Retail standards objectives
 Dealer training objectives
 Lead Management strategy

This role holds the responsibility of managing the development and growth of fleet and certified pre-owned vehicle sales channel. This involves building long-term strategic enhancements to current processes with dealer partners, establishing strategic tie-ups with key business partners, growing conquest business across key fleet segments and the development of a compelling CPO go-to-market approach.

Key Responsibilities:
 Strategically grow and develop MEOs fleet business in the assigned geographical area of responsibility in-line with MEOs business objectives.

 Maintain a healthy and profitable fleet sales penetration in assigned territories and in-line with respective assigned dealer Business Plan target.

 Develop dealer fleet sales force capability through putting together specific product training plans, educating dealers about Hyundai’s fleet standards and processes, coupled with implementing agreed regional MEO initiatives.

 Lead the development of a dealer fleet department (structure, recruiting, training, etc.).
Review customer requirements & potential new business opportunities (vehicles, service, parts & accessories).

 Support SBMs in developing and implementing a unified go-to-market plan & achieve overall assigned dealer sales and production targets.

 Participate in Quarterly Dealer Business Plan & management reviews and support SBM in developing clearly identified action plans.

 Prepare for dealer & fleet contacts through proper & timely visit agendas (5 working days prior to visit) & well documented & timely contact reports highlighting key action plans with specific & clear deliverables with assigned responsible person(s) & timelines.

 Establish a clear and consistent pricing guideline for dealer within assigned territory which is in-line with MEOs vehicle positioning, total cost of ownership methodology, along with assigned vehicle budget by regional fleet manager.

 Foster and forge strong and sustainable relationships with key accounts and decision makers in key accounts to support and endorse Hyundai’s vehicles.

 Activate and implement MEOs Hyundai’s Business Choice program effectively and successfully.

Provide accurate and timely forecast updates to Hyundai’s Regional Fleet Manager and Hyundai’s distribution team via close monitoring of dealer sales activities and prospecting.

 Establish long-term relationships with key accounts and achieve assigned annual purchase plan with each.

 Provide up to date market intelligence about competitor activities, competitor sales activities, and market opportunities.

 Prepare support requests for funding of Dealers Fleet initiatives.

Certified Pre-Owned Responsibilities:

 Achieve CPO Sales objectives in assigned geographical area across all three brands assigned.

 Ensure CPO CI compliance and POS material display and availability across all certified locations.

 Review and support CPO showroom activities, and come up with plans to stimulate sales and support retail customer activities.

 Manage and develop a unified trade-in process across all dealerships along with targeted trade-in ratio.

 Develop stock sourcing channels for both CPO & non-CPO units needed to drive assigned sales target.

 Actively engage Hyundai’s digital and marketing teams in creating necessary market offers along with necessary promotional activities online including proper display of CPO vehicles, timely submission of CPO vehicles on official brand websites, in addition to proper follow-up of online enquiries.

 Manage and monitor dealer reconditioning processes and activities to ensure transparent and clear CPO guidelines are provided to every Hyundai’s CPO customer.

 Coordinate vehicle evaluation process with dealer partners and ensure a fair market value is assigned to customer trade-in offers, along with other de-fleeting activities.

 Taking into account that a predominant amount of the new car sales were subprime (secondary financing, Tiers 3-5 ) I never allowed the store’s C.S.I (Customer Satisfaction Index) to fall below 95%, while maintaining a 60%- 68% penetration rate on gap & extended warranty (aftermarket products and services.)

 Increased volume of the dealership from 128 new and used cars per month to 175 in first 90 days in command, with a limited advertising budget.

 Rotated and balanced the used car inventory, assuring less than 20% of inventory in stock on the lot was not more than 60 days old in age (taking into account the inverse relationship of supply and demand, & ever steady depreciation factor) month in month out.

 Daily tasks included training new salesman & comprising different telephone scripts for leads accordingly, while assuring each salesman consistently generated and called 5 new sales appointments a day.

 Identifying and analyzing business opportunities, presenting sales forecasts and recommending strategies to establish goals and objectives.

 Significantly contributed in generating new car business through systematic concentration on internet generated leads.

 Devised a promotion to synergize the sales and service departments: All salesmen were to place a follow up call to all their sold customers, inviting them back to the dealership to receive their first oil change free; thereby, FUNNELING SALES customers into the Service Department.

 Sourced the up count (walk in/foot traffic) and lead count through Higher Gear and Dealer Socket programs (existing dealer software for purposes of tracking highest return from advertising.

 I doubled and maintained the dealership’s conversion rate (the turnover process of an internet lead or electronic inquiry received by the dealership to a sold and delivered automobile inside thirty Played a stellar role in starting dealership from ground up, with a limited advertising budget of 10 thousand USD, converting it to a 160 car/mo store, averaging $3, 100/used $1, 800/new with 60% new and 40% used.

 Oversaw a high-volume store (+250 sold units/month) store which consisted of 2 New Car Managers, 2 Used Car Managers, 1 Finance director, 2 finance mgrs., which entailed 28 salesmen, to which I was one of two team leaders.

 Made commendable achievements by consistently averaging $2600-$3200 USD on new car deals & $3200-$3800 on used car deals in a store that is 70% prime (Exceptional Credit, Tiers 1 & 2 financing.)

 Single handily increased the internet department sales volume by 75% the first 90 days in command and increased gross profit per car.

 Reinforcing company’s sales team through recruitment and training, and opening up revenue streams. Establishing sales target for new and old teams.

 Taking into account that a predominant amount of the new car sales were subprime (secondary financing, Tiers 3-5 ) I never allowed the store’s C.S.I (Customer Satisfaction Index) to fall below 95%, while maintaining a 60%- 68% penetration rate on gap & extended warranty (aftermarket products and services).