UNITED AUTO SALES

The dealership was already selling cars, but it did not have a dedicated marketing function or BDC. I was tasked with creating both from the ground up and then operating them day to day.

The goal was straightforward: present the inventory better, generate more qualified leads, respond to those leads consistently and create a cleaner path from first contact to a sold vehicle.

Every vehicle was inventory that needed to be merchandised and moved. I built the dealership's marketing around the cars that were actually available, tying vehicle presentation, listings, content and lead generation directly to sales.

That included the way vehicles were photographed and presented, how listings were structured, how campaigns were built around current inventory and how incoming interest was routed into the dealership.

Generating leads was only useful if the dealership could respond to them properly. I created the BDC process alongside the marketing operation so new inquiries had a defined path from first contact through follow-up, appointment setting and handoff to the sales team.

Marketing and BDC were built as one revenue system rather than separate departments. The work did not stop when a lead was generated. The full path had to carry the same customer from inventory discovery through the dealership and onto the sales floor.

After I built and began operating the dealership's marketing, lead generation, BDC and lead-management processes, monthly vehicle sales increased from a historical range of roughly 7 to 12 vehicles to 55 vehicles sold in my first month as Marketing Director.

UNITED AUTO SALES became my first serious operating experience inside the automotive business. It taught me how inventory presentation, customer intent, response speed, lead handling and the sales floor connect in practice.

Those lessons later carried into RICE MOTORS, where I applied them to a company of my own and a very different automotive customer experience.