Ewan Cameron Byrne

• Automotive Group UAE, Ethiopia ,Djibouti
• The Division represents a number of high profile manufacturers, Inclusive off.
• Iveco Truck & Bus, ( UAE & Africa)
• Case & Kobelco construction equipment,( UAE & Africa)
• A Marine division
• Kohler Marine generators, FPT Marine propulsion, Climma air conditioning, Osmosea nd others.
• Full financial and operational responsibility and accountability for Commercial vehicle, construction equipment & marine equipment divisions
• Total staff responsibilities.
• My role within the organisation is to provide leadership with implementation of operational process, control and with long term strategy for business growth.
• With Manufacturer targets, goals and guidelines I have been tasked to comply and deliver above Manufacturer related standards, while delivering a profitable and customer focused business
• Implemented operational strategies and effectively built customer and employee loyalty.
• Managed budget implementations, employee reviews, training, schedules and contract negotiations.
• Delivered business strategy and developed systems and procedures to improve operational quality and team efficiency
• Maximise efficiency by coaching and mentoring personnel on management principles, industry practices, company procedures and technology systems.
• Reduced costs, managed delivery schedules and performed risk analysis to improve overall profitability.
• Developed effective business plans to align strategic decisions with long-term objectives.
• Directed successful operational turnaround, eliminating over $20 million in debt within a 3 year period.

• Joined S & B Commercials to take up a role heading up the service division covering the North and East of London
• Responsibility for five Mercedes Benz Truck, bus and van locations
• I have full financial and operational responsibility for service departments and report directly to the Aftersales Director for Imperial Mercedes Benz
• The directive was delivery of operational profits while ensuring that all manufacturer and Imperial Group standards were met and complied with.
• Development of leaders within the service operations, implementing and managing change to allow the group to continue developments.

• My role within the organization is to bring strategy, control, process; lead and develop a relatively Inexperienced management team
• Transferred internally within the DAL group to take on the Group Fleet Managers role when the logistics and mobile asset operation required development
• Development of a total fleet management solution for the DAL group within Sudan and other East African countries as the Group expands
• The position profile is to lead a centralized team developing total road and rail transport solutions from procurement and disposal, financing, tracking and driver communication, fuel management and control, full vehicle maintenance, driver training, accident and insurance management, distribution best practice, asset management and verification
• The fleet consists of over 2,400 mobile assets ranging from rail locomotives through to warehouse handling equipment
• The group fleet is a large diversification of businesses with the main part being food production and distribution
• Development of Fleet Pro system to integrate with financial and service provider operational management systems
• Expansion of operational capabilities
• Develop the vision of a first world country total fleet management solution while offering the best logistical solutions available to the DAL food division in an extremely challenging and environmentally hostile country
• Set up fleet specific workshop for all the DAL Group Fleet Vehicles
• Fully contracted maintenance for DAL Engineering
• Within 36 months reduced the fleet total fleet maintenance costs by USD $1 million.

• Mercedes Benz Truck & Bus, Mitsubishi Fuso, Temsa buses, Mercedes Benz PC, KIA, Mitsubishi PC, FAW, JMC
• An all makes bodyshop and a new fast fit operation-PETRONAS One stop
• Originally joined to look after Truck and bus division
• Promoted to National Service Manager in November 2011
• To introduce and implement Maintenance and operational service level agreements with all DAL sister companies, the DAL fleet consists of over 2300 vehicles
• Bring stability and organization to the Service departments
• These consist of nine locations within Khartoum and two other locations within Sudan
• We also have a managed workshop for the Sudanese Police force and group multi brand bodyshop within Khartoum
• Responsibility for all day to day operational controls and planning within the department
• Structuring and re-structuring staffing levels and talents to meet operational demands
• Develop excellent operational relationships with franchise manufacturer's representatives
• Maintain and develop our operations to meet manufacturer's dealer standards and warranty guidelines
• Budget and business planning for the service department, with full accountability for forecasting and financial performances
• Help develop and train talented local Sudanese staff in all aspects within the business
• Parts sales were increased through the workshops from 6.1 million USD to 8.5 million in 2013
• Productivity was increased from 61% to 74%, efficiency from 78% to 95% with an overall utilization increase from 62 % to 71%
• Employ a parts business outlook within the service operation to create and develop higher profit margins while reducing overall overage stock levels
• My biggest achievement was being able to move forward within the group while knowing the team that I have helped develop are local and will continue the growth of the future business.

• Overall management of all Aftersales operations for four Mercedes-Benz CV, Managing day to day operation of Service & parts operations.
• Bring stability and structure to an extremely neglected operation..
• To ensure capabilities and process were in place for the division to achieve all Mercedes Benz dealer standards.
• Left to further career abroad, had only ever accepted position on a short-term contract.

• Secured high-value accounts through consultative selling, effective customer solutions and promoting compelling business opportunities. Brands were mercedes Benz, CV, Mitsubishi Truck & Bus, Komatsu, JCB & Bobcat.
• Boosted customer satisfaction by providing teams with training and skills to optimize service delivery in alignment with individual needs.
• Improved account management by predicting potential competitive threats and outlining proactive solutions.
• To develop, set up and operate systems and procedures within the service department.
• Help develop CV business opportunities within Jamaica.
• Bring stability and organization to the CV and Industrial service departments, with a total staff of 60.
• Full accountability for the financial achievements of the department.
• Develop excellent operational relationships with franchise manufacturer's representatives.
• Ensure manufacturers dealer standards and warranty guidelines are being followed within the business.
• Left when the company experienced extremely difficult financial times and my continued employment seemed unlikely within the current economic climate.

• Initiate operational systems in all areas of the business, while adhering to company policies
• Motivate and re-generate a positive team spirit within the staff
• Develop a positive customer experience while attempting to continue the growth of the business in Teesside
• Implement Manufacturer Service levels while increasing parts and labour profit margins
• I never fully settled within the area and felt it un-professional to remain in a position where I was not fully committed.

• I was promoted to this role in 2003 when Western Commercial expanded into the west of Scotland, taking over both Vardy Continental's and Derwent Vehicles market areas.
• Overall management of all Aftersales operations for four Mercedes-Benz CV franchises.
• Implementation and management of manufacturer and dealer systems.
• Responsible for achievement of all budgeted turnover and profit related targets.
• Direct responsibility for over 140 staff, including a management team of eight.
• Liaising negotiating and maintaining all Manufacturers requirements for parts and service standards and targets.
• Implementation of parts discounting policies, stock level category and ordering controls to reduce overage while improving first time pick ratios and approving profit focused marketing campaigns.
• I have complete responsibility in all aspects relating to aftersales inclusive of recruitment, setting and agreeing budgets, cost management and profitability.
• Current budgeted turnover in aftersales for 2005 is £15.1 million 5% increase from 2004.
• I liaise and agree all targets with Mercedes Benz and was part of Mercedes aftersales dealer council and best practice forums.
• Overall responsibility for all aftersales debt management and control.
• Western were one of only 4 dealerships obtaining the maximum 100% aftersales bonus in 2004.
• Obtained by exceeding and implementing all manufacturer targets and reporting systems.

Service Manager, Newbridge

• Direct responsibility of 35 staff.
• Implemented many cost control and operational systems.
• Was part of a team that resulted in me winning Mercedes Benz Service Manager of the year 2002.
• I joined Western Commercial as service Manager in 2000, at the time the staff morale was at an all- time low, the systems were sorely lacking and the department was seriously underachieving.
• By the end of 2002 I had played a big part in the dealership being awarded Mercedes Benz dealer of the year in 2002, and then while in the position of group aftersales manager a year later the dealer ship also won the award in 2003.
• The service department returned an operating profit of 5% over budgeted targets in 2002-2003. Staff
• Morale was excellent I was ready for my next challenge.

• Responsible for maintenance of a hire fleet of over 800 vehicles
• Consisting of light vans to tractor units, with a truck fleet of over 130 units
• Maintaining vehicle fleet within budget
• Development of standards and systems to ensure warranty guidelines were met and maintained
• I had a small maintenance team of 9 mechanics and four administration staff
• We had to meet all targets on cost per vehicle ensure damage repairs were re-charged and maintain the fleet as cost efficiently and with maximum availability as possible.

• Running and Managing Main maintenance, fabrication, and repair workshops for a fleet of 400 tractor units and 1000 trailers
• Working with multinationals to maintain all equipment and plant to provide maximum utilization
• Implementation of cost controls and safe working systems
• While with Crescent transport I developed my team working and supervisory skills, I did a varied range of jobs while with the company
• From running the main workshop to the transportation and logistical movements of equipment in to the former Soviet Union and Kuwait.

• I joined straight from School and carried out a four-year apprenticeship
• This was a varied fleet from electrical milk floats through to tractor units
• We carried out full repairs from fabrication to full engine re-builds
• After serving my time I also learned to maintain and repair various plant within the dairy environment
• Learning electrical, pneumatic and various welding skills.