Jeffrey Rose

Managed the development and support of the Kawasaki brand across Northern California and with as many as 41 dealerships.

• Selected to cover multiple districts outside of my own when needed, in the absence of other District Managers

• Provided in person support for consumer events across multiple districts when needed

• Reported comprehensive analyses regarding the state of the district including local economic challenges, trends across multiple sectors, and current consumer behavior

• Managed dealer relocations and buyouts in accordance with company policy and state franchise laws. Trained dealer staff on all available Kawasaki product via in person presentation and the use of demo products

• Featured as a presenter in video content for online training modules used by all Kawasaki dealers nationwide

• Successfully implemented outdoor visual identity changeover to target within my dealer network

• Handled vehicle condition reports and negotiated redistribution of existing major units to dealers during dealer terminations without losing product outside of the district

• Averaged 122% to target with vehicle orders to allocation

• 2022 Green Glove Performance Awards:

o Highest % ATV Market Share

o Highest Increase ATV Market Share

Supervised a team of four Customer Service Representatives responsible for order management, specialized pricing management, and inventory expiration management.

• Developed and implemented an inter-department training program where five departments cross trained their staff to the basic functions of the other areas of the business, sharing process information and gaining understanding of how their groups can work better together

• Evaluated and implemented a new program within the department called Help Scout to handle customer email inquiries; response times dropped almost 30% and productivity increased approximately 15% as a result

• Improved communications between Purchasing, Planning, Production, Logistics, Transportation, Accounting, and the Customer Service department and established new processes as necessary to break down information silos

• Investigated invoicing issues and worked with Accounting to provide them the necessary information to collect or reimburse funds as needed

• Established new processes for new customer setup, customer notifications of product shortages, and expedited handling of specific Accounting and Transportation inquiries

• Started a recurring product sampling session between Customer Service and R&D for the team to experience our new products so they could better understand customer feedback and help deliver expectations

Managed a team of three Regional Sales Managers and 11 Customer Service Representatives in the United States and Canada.

• Developed wholesale ordering programs and promotions to encourage consistent, sustainable growth and a steady supply chain

• First year of new programs saw 164% growth (+$661.3k) in the first year and another 84% growth (+ $772.2k) in the second year

• 17% growth (+$242.1k) in the US and 112% growth (+$112.3k) in Canada for the first year of wholesale initiatives, excluding our largest customer

• Work directly with international suppliers of our 20 exclusively distributed brands in the United States and Canada to report product issues, sales results, and potential new products to develop for the North American market

• Develop new export sales program for distributors and dealers around the globe

• Coordinate sales initiatives directly with marketing, purchasing, design, warehouse, and content teams

• Featured presenter in product focused YouTube content for the company

• Coach and develop Customer Service Representatives to deliver world-class customer service

• Onboard new VOIP phone software for the company, compatible with new ERP systems

Managed the development of the Triumph brand within the New England and upstate New York area, accounting for approximately $8M in sales annually and leading the company in quarterly growth during three of eight quarters.

· Encouraged dealer participation in branded retail environment and other investment programs; achieved 100% opt-in for reimbursement programs each year

· Provided front line customer service for all areas and assist dealers in establishing and meeting wholesale and retail goals via a consultative sales approach

· Reviewed and evaluated all performance metrics including market share, CSI, and mystery shops to drive sales and exceptional customer experiences

· Consulted with dealers to maintain best practices and implemented dealership improvement projects to maximize dealer retail performance and profitability

· Collaborated with marketing, operations, and after-sales departments sharing information from the field to improve and develop internal processes and deliverables to the dealer network

· Conducted sales process and product training with dealership staff in an effort to maximize product knowledge, the customer experience, and ultimately units sold

· Optimized wholesale opportunities both inside and outside of ordering program periods by closely monitoring the region’s inventory and sales trends

· Facilitated product availability and manage inventory throughout the region

· Organized and participated in regional marketing events, and aligned dealer and corporate marketing efforts to drive new unit sales

· Identified and interviewed dealer candidates to fill open points within the network, and support them through the entire application and go live process

· Reported all field information to provide competent intelligence and feedback regarding dealer and prospect issues and concerns

· Attended all relevant industry and dealer events to promote the brand and assist dealers

Responsible for supporting and leading project initiatives throughout the Customer Experience Center (CEC) while implementing Lean Six Sigma methodologies. With this concerted focus on Lean and Six Sigma, myself and my colleagues worked diligently to drive problem-solving and innovation to advance operational excellence throughout the CEC. In addition, as we continued to learn these methods throughout our “Lean journey,” we worked to share and leverage learning across the organization. Our project work was largely derived from core business processes that the CEC Leadership team identified as opportunities for improvement.

· 2012 Vice President’s Award for work done with our innovation program

· Responsible for supporting and leading project initiatives throughout the Customer Experience Center (CEC) while implementing Lean Six Sigma methodologies

· Created and led an outbound calling program to follow up on open leads which resulted in an additional $565k in revenue in it’s first year

· Generated an additional $150k in revenue through inventory reduction initiatives

· Performed bench-marking analysis for catalog sales which led to the development of new business for the company

· Developed an engaging innovation program display through the use of visual management which saved the organization $1.9M and generated $2.1M in revenue

· Saved over $300k in shipping costs in my Lean Six Sigma Green Belt certification project including a primary metric reduction of 60%

· Implemented many new standards and process improvements through the use of Standard Operating Procedures and visual management

· Enhanced brand development through improving customer interactions, including internal process improvements and service options offered

· Selected to assist both Six Sigma groups within my department based on my experience with Lean and Kaizen

· Project management experience with department wide monthly performance contests as well as informational presentation broadcast on two monitors within the department, and developing new certification procedure for aligning future Peer Coach candidates

· Handled escalated customer situations requiring real time decision making which is agreeable to the customer and cost effective for the company

· Delivered procedural and policy changes to staff

· Developed and instituted department wide use of team adherence and performance reporting to track on job performance and attendance issues among 120+ employees

· Team lead on new product roll out; responsible for being primary technical contact within the department in order to identify new issues as they happen, as well as provide feedback on how to address each situation and suggest product improvement or development

· Responsible for developing, leading, and coaching a team of technical support representatives within their job metrics through face to face interactions and CRM tools

· Responsible for meeting with individual representatives regarding department objectives, performance, and maintaining a productive team atmosphere while enhancing employee satisfaction

· Assisted in training new hires to the department through on call observation and individualized coaching