Tammy Barnes

Experience

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  Auto Union

  Jan 2003 - Jan 2007

  Administration Manager/ Business Partner

  After leaving College, I wanted to get a feel for entrepreneurship. I was given the opportunity of building and independent auto repair business. Starting a grass root level, I played an important role in building the administrative side of the business. I was a part of building the initial clientèle base, developing a good reputation for delivering a successful customer service, and creating a good rapport with both existing and potential customers. Along with structuring a well organised administrative segment, I progressed into marketing the business. As the business grew, I took on the role of leadership by managing the office and administration staff as well as involved in general management of the overall running of the company.Through this entrepreneurship I learnt to develop and maintain quality customer relations, planned and organised work teams, and earned the life skill of good business management. Show less

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  Ancaster Fiat

  Jan 2007 - Mar 2009

  Senior service advisor/ assistant

  Arriving in the U.K, and initiated work in the motor industry due to my knowledge and experience. My role was a first person contact for the after-sales department. As an advisor, I was expected to learn the Brand's service recommendations, acquire knowledge of labour hours required for repairs and be able to have a strong sales attitude to achieve a high conversion rate to generate business for the after-sales department. Ancaster Fiat did not focus on a bonus structured incentive, but I did learn to provide a very high standard of customer service by a proven record of consistently achieving full marks on mystery shop calls and customer surveys. During the two years, our department had a 2% increase on the Customer Service Index scores provided by J.D Power. I was acknowledged for my achievements by being promoted to; During my work experience at Ancaster Fiat, I learnt how to manage bookings to maintain a constant and efficient work load for the workshop , learnt to initiate service documents and prepare for the future work, update customer data accurately, document all warranty work as per manufacturer's requirements and dealership policies, and ensured all work had been carried out as detailed and charged for. I learnt to advise customers of the cost of the work to be carried out and the correctly predict time of completion.I found I had acquired strong life skills in the corporate industry, which gave me a good foundation to naturally progress into a more challenging position. Show less

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  West London Volkswagen

  Apr 2009 - Nov 2014

  My department acknowledged my dedication as a After-sales co-coordinator and provided a promotion to Junior Team Leader in the Service Department. I am currently working as a Service advisor role and providing support to the Team Leader; which means taking on responsibilities of the team leader role on a junior level. Our department has a very strong and competitive team of service advisers, which are target driven. Our department's monthly targets to date are to produce 1600 hours each month, a recovery rate of £80/hour and a 80% conversation rate. Our CVI scores are currently at 82.4% which is above average for our region. Individually, last month I achieved 210 hours sold, a conversion rate of 82% and my recovery rate was £82.5/hour. Show less West London Volkswagen 2011During a period of a year, I was promoted to After-sales coordinator. For the first time in my career, I not in a direct customer focused role, however, it was an opportunity to learn a new role in the process of the After-sales department as a business. My duties in this role was to facilitate the After-sales department with preparing the administrative background work for the department to ensure they were prepared and up to date with the customers that were booked in for repairs and service, in order for our department to provide an excellent customer experience. I was expected to prepare and organise the after-sales and parts departments for work that was booked in for the following day, by arranging transport needs and retrieve customers expectations for the work and additional work to be carried out. This ensured that the correct parts were ordered in, the work sheets were correctly updated and the service history background checks were completed so the service advisors were aware if there were any outstanding recommendations for routine maintenance. If there were diagnostic bookings, I was to contact the customers and get background information on the fault, check for Technical production information, open DISS reports and check for ELSA for work carried out for repeat repair. I was to check if goodwill would be applicable, check ELSA for outstanding recalls and ensure the diagnostic team was fully prepared for the customer.I was ideal for this role as I could draw on my own technical knowledge and background experience, which enhanced my product knowledge and facilitated a good working relationship between the departments. Show less West London Volkswagen 2011I started as a service advisor for the after-sales department, which is intensively customer focused. Continuing to have a role of first person contact, I am expected to show a high level of professionalism, enthusiasm and articulation at all times. Our performance is meticulously monitored on both ability to achieve a high standard of customer service and achieving a high percentage on our conversion rate from identified work to generate business for our department. Drawing from these statistics, I have achieved an average of 90% for customer satisfaction on the customer service index scores. These are taken from customer surveys, which places me second on the leader-board within my service team. My performance scores had shown that I had reached my target every month, which is scored on number of hours sold as labour with a high recovery rate. I produced an average of 150 hours sold per month, with an average conversion rate of 80%. (Conversion rate calculated from work/repairs identified by the technician versus the amount of those repairs sold) Our target recovery rate is £80/hour and I achieved an average of £87/hour per month. Our department had an approximate monthly turn over of 1100 hours with an average recovery rate of £70 per hour. Along with working in a team based target incentive structure, I took my past experience and enhanced my skills in drawing on product knowledge to advise customers correctly on recommended repairs and maximised sales opportunities, developed my ability to build rapport with customer by providing constant communication with my customers and facilitate in overcoming difficulties which arise when delivering completion of a repair by the agreed deadline. Show less

  • Junior Team Leader / Senior Service Advisor

    Jan 2011 - Nov 2014

  • Aftersales Administrator

    Jan 2010 - Jan 2011

  • After Sales Service Adviser

    Apr 2009 - Jan 2010
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  Victoria Audi

  Dec 2014 - Nov 2015

  Assistant Manager
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  Mercedes-Benz Temple Fortune

  Dec 2015 - Jan 2019

  After successfully acting as Aftersales manager for Mercedes-Benz Temple Fortune, Iwas offered the position in August 2017. After working through several new projectsin moving the Aftersales department into the new Workshop 2020 vision, I hadpromoted the business performance in all the KPI’s. Moving the department intoseveral new incentives including Express Servicing, restructuring the front of housein duty division and specialising the functional management of the front of houseteam to increase retail hours per invoice, improvement of CSI into a comfortablearea above the national Average and improving the moral in the team, the schemewas driven as a pilot phase in which Temple Fortune branch was nominated to takepart in. On completion, the business model of our pilot scheme was taken intoaccount and has been the start of a new incentive amongst the entire group torestructure the way the front of house operates. During this time, Temple Fortunehad been recognised for the lowest customer complaints versus throughput, asuccessful achievement of 1.90 retail hours per retail invoice which lend to animprovement in retail labour turnover, increased Customer Satisfaction and increasein productivity to 105% as a team collective. Show less At the beginning of this year, our ASM immigrated and the MBRG found that there was an opportunity for me to act as the AfterSales Manager for our dealership. I ran the department for the first financial quarter of this year. During this time, I have demonstrated a strong leadership role where our Aftersales Department had achieved our monthly targets in both labour turnover and labour sales. The Parts department exceeded their targets in parts per hour and total turnover. The workshop had an average productivy of 95% across the three months. The Aftersales department currently comprises of 16 technicians, workshop controller, Quality controller, 5 service advisors and three parts advisors. Along with overseeing the reception area and the logistics team of 5 drivers and 4 site drivers, and the administration of our department.My achievements on this time has resulted in the department overachieving in PBIT, Retail turnover and total turnover. Our PBIT was overachieved by 115% for the quarter, the retail turnover at 102% and the total turnover at 109% in March.During this time, I have excelled in demonstrating good people management, recruitment of staff as well as monthly reviews on performance on the staff within my management area. Show less In proving successful as a Team Leader in a premium brand, I wanted to advance in my career and successfully passed the recruitment process as a Senior Service Team Manager for Mercedes-Benz Retail Group. My role has been diverse in responsibilities for the After-Sales Department. I have been responsible for direct day-to-day management of the service advisors in ensuring their daily processes are carried out to meet the requirements of the MBUK Retail Group service level. When I started, Temple Fortune was below national average on the recommend score for CSI surveys. IN the first two quarters, by injecting a strong experience of Customer Service experience, we leaped forward to lead the Market Area for North London. My team earned maximum bonus on their CSI tiered bonus scheme for the rest of the yearly quarterly targets. Having being exposed to running the entire productivity side of the business, I have successfully had the opportunity to run the Aftersales department on several occasions due to my Aftersales Manager having been out of the business for long periods of time. I have experience in running the productivity team to ensure the efficiency in the technicians is running above the expected target of 95%. Our average target hours per month is 2500 hours with an average 1400 retail hours. Each month we have hit these budgets and exceeded these targets. IN having the sole responsibilities in running the Aftersales department, I have learned in the accuracy of Forecasting our achievement each month and how to make up the gaps when we start to divert from these forecast targets. As the MBUK group run weekly forecast meetings, I have proven track record in creating the Forecast for the month based on lost time, holiday for technicians and overtime to accurately work out my cost of sale and how much the productivity team can produce to reach maximum target and profit. Show less

  • Aftersales Manager

    Jun 2017 - Jan 2019

  • Senior Service Team Manager (Acting Aftersales Manager)

    Jan 2017 - Jul 2017

  • Seniour Service Team Manager

    Dec 2015 - Dec 2016
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  Mercedes-Benz Hemel Hempstead

  Jan 2019 - Nov 2019

  Aftersales Manager

  Having a very successful 2 years at Temple Fortune, MBRG approached me to runthe new Hemel Hempstead Retail Aftersales Development as a brand new site. Welaunched in March 2019 and we opened our diary for retail bookings for the first timeon 11th March 2019.In this project, I was given the responsibility of full staff recruitment, setting up thenew department to meet Brand Standards by setting up the workshops with thespecial equipment, brand specialised tools, workshop fitment and budget planning tobe in line with the group’s development strategy.I have successfully launched this new dealership in which we have created a stablefront of house environment and already established being the second best in groupfor our CSI scores. VHC upsell conversion rate is above brand standard and we aregrowing daily in our retail hours per invoice as we are growing into a stable andproductive workshop. Within 7 weeks, we achieved an efficiency of 98% with brandnew staff on both productive and non-productive teams. The exercise has been aonce in a life time opportunity which I am grateful to be a part of. Show less

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  Citygate Automotive

  Nov 2019 - Jul 2023

  • Head of Aftersales- Skoda

    Nov 2021 - Jul 2023

  • Aftersales Manager

    Nov 2019 - Nov 2021
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  Vertu Mercedes-Benz

  Aug 2023 - now

  Aftersales Manager