Sami Younis

Automotive Aftersales Manager at Naghi Motors

• Saudi Arabia - Jeddah
• My current job since September 2019

Central Region Service manager at Abdullah Hashim, Honda

• Saudi Arabia - Riyadh
• October 2017 to September 2019

Managing eight service centers in Central Region.

National Aftersales Manager, Rolls Royce at Mohammad Yousuf Naghi Motors

• Saudi Arabia - Jeddah
• February 2006 to February 2017

 Managed Aftersales operations that produced SAR 300 million annually
 Achieved a 30% growth in both spare parts and labor sales revenue.
 Increased warranty and service packages penetration from 55% to 88%, achieving 107% of plan.
 Setup the new brand BMW i aftersales in the three main branches
 Recruit the required man power and their training requirement.
 Review and develop aftersales Policies, Procedures, standards and corporate identity
 Work cross-departmentally to manage CRM projects leading to increase from83% to 95% over 2 years.
 Reached the first position in Rolls Royce peer, managed to increase Revenue by 48% YTY.
 Over Achieved the Rolls Royce purchases target to 128% YTY and over 4 years 312%
 Set the aftersales budget for the 7 branches and achieved it.
 Monitor warranty and campaign achievement.
 Lead regular reviews and updates of the Aftersales Retailer Standards, including Corporate Identity manuals and operational departments.
 Launched Audatex, and continued to increase body shop revenue.
 Increased the number of productive staff from 116 to 183
 Launched a competitive incentive scheme that increased staff loyalty and efficiency to 97%
 Work cross-departmentally to manage and regularly review the CRM projects and follow-up on agreed action plans Increased CSI from 74.2 to 83.6
 Owner of Kerridge/Autoline configured and implemented in the aftersales.
 Launched the MINI Reception and MINI Service Advisor
 Doubled body shop revenue 2010 to 2012
 Implemented he JLR bodyshop process and implementation
 Increased customer retention to 79% up to 6 years old customers
 Prepared the accessories configurator to reduce communication errors and efforts
 Goodwill and warranty claims control leading to drop in company expenses by 48% on Goodwill
 Insuring QMA rules are implemented & Keeping Company image and BMW standards. Passed QMA 92%
 Launched reception at the car and reception audit system increased labor and spare parts sales revenue by 12 %
 Upgraded CPS to APAS booking system in three regions, Increasing its utilization from 0.5% up to 70%
 Launching Marketing Campaigns and tight control on warranty, service packages procedures and APAS utilization increased throughput by 8 % and retention to 79% for 6 years old cars
 By close monitoring of booking system, workshop filling rate Increased and booking lead time reduced to 3 working days
 Launched the Automall fast lane service, increased its budget by 300% by third year.
 Increased throughputs in Automall from12 to 32 cars a day and from 23 cars a day to 75 in Heraa, Jeddah
 Reduced the usage of rental car to zero by utilizing loaner cars
 Launched Grading system

Customer Relation Manager at AGMC

• United Arab Emirates - Dubai
• June 2001 to January 2006

 Started as a workshop Manager then Reception Manager finally CRM for the last 2 years
 Increasing the Utilization of CPS from 31% up to 79% by educating staff and customers
 Constant follow up on Work in progress reduced the number of job cards pending by 73%
 Handling customer complaints by meeting comeback customers and finalizing their concerns
 Controlling Courtesy Cars, loaner cars and Drivers
 Passing 1st QMA Audit with 88% achievement & Passing 2nd QMA Audit with 100% achievement
 Created the comeback evaluation report to analyze the reasons of comeback for both product and personal
 Created the Job Card Audit Report for reception manager to evaluate reception staff.
 Increasing sold hours by 20% & Workshop utilization by 15%

Service Manager at AL Mannai

• Bahrain - Manama
• July 2000 to June 2001

-  Maintain minimum level of stock with stock turn of 3.7
 Opel had added the oil breather mesh based on our recommendation due to engine stalling
 Managed to get Jurid brand exclusivity
 Increasing Workshop utilization by 25% to reach 80%
 initiate and implemented customer satisfaction program “in house calling”
 Setting up workshop teams to increase quality, efficiency while introducing an up to date workshop loading and control system
 Reduced the comeback rate from 14% down to 5%.

Training Manager / Workshop Manager at Ole

• Jordan - Amman
• July 1999 to July 2000

 Provided Training for sales and aftersales
 Assuring Application of BMW Quality standards and procedures
 Follow up the Fleet of the Army Vehicles including high security Cars and training
 Warranty Submission and follow up with zero rejections.
 Troubleshooting and solving problem cars
 Insuring Technical standard are met and the correct Special tools are used
 Increased fleet customers loyalty. Being the reason to increase fleet sales by 137 cars
 Increased workshop utilization to 82%

Foreman at Abu Nameh trading company

• Jordan - Amman
• July 1992 to July 1999

 Started as a Technician, then Workshop Manager in 1994
 Follow up the Fleet of the Army Vehicles including high security Cars
 insure maximum man power utilization & Increase team overall performance
 Training all service staff
 BMW had modified the Drainage next to DME based on our EWS reports
 Implemented proper time analysis system in the workshops
 Complete assessment of all branch facilities and recommending upgrade requirements when shifted to new facility
 Made staff aware of brand values and how to up hold them.
 Reduced the comeback rate to almost zero

Mechanic at Karkour and Sakkal

• Syria - Damascus
• January 1991 to July 1992

 All mechanical and electrical tasks
 Diagnostics using Sun tester, Modics
 Utilizing the flow charts and ETM’s
 Training rest of Technicians how to read ETM’s and troubleshooting