Owner/Operator - Toiro Sales Agency
(2019-05)
Providing the automotive and construction sectors with top quality products
- Representing multiple suppliers and offerings
- Provide business leadership and insight
- Marketing direction
- Keeping abreast of local and national competitors
Owner/Operator - Toiro Enterprises Inc.
(2014-01-01 - 2019-04)
Started business as a start-up providing automotive repair and fastlube service
- SOP/PPE/HSSE creation of policies
- Business development, fleet and private sector
- Hiring & Training of all personnel
- Establish new relationships with suppliers
- Marketing and full P&L responsibility for all locations
- Multi-unit location operator
Regional Manager - CAA South Central Ontario
(2013-04-01 - 2013-11)
Direct supervision and management of company owned Car Care Centres
- Review financial statements, sales and activity reports, and other performance data to measure productivity and goal achievement and to determine areas needing cost reduction and program improvement
- Establish and implement departmental policies, goals, objectives, and procedures, conferring with organization officials, and staff members as necessary
- Determine staffing requirements, and interview, hire and train new employees, or oversee those personnel processes
Special Projects Manager - Wakefield Canada (Castrol)
(2011-06 - 2013-03)
Contract position. Responsible for identifying equipment suppliers (Nationally) for H2Blu, negotiating contracts, site visits, set-up of customized dispensing systems
- Responsible and accountable for the coordinated management of multiple related projects directed toward strategic business and other organizational objectives
- Build credibility, establish rapport, and maintain communication with stakeholders at multiple levels, including those external to the organization
- Creation and implementation of new business initiative including preparation of S.O.P.'s, daily procedures, hiring practises and training of front line staff – CPLE (Castrol Premium Lube Express)
- Hold regular status meetings with project teams. Effectively communicating relevant project information to superiors
- Identify opportunities for improvement and make constructive suggestions for change to customers and superiors
Business Development Manager, Commercial Fuel Division - SHELL CANADA
(2009 - 2011-05)
Oversaw all Triton commercial fuel business development from Ontario to BC in this new role created to grow market share among commercial card holders. Develop and execute national business plans focused on identifying and securing new accounts. Reported to the national fleet manager.
- Manage an existing customer portfolio with added concentration on new business development. Negotiate all contract renewals and new business agreements. Evaluate all submitted RFPs
- Surpassed target for new accounts by 16% in 2010 by developing relationships with national associations and providing their members with value-added offers
National Manager, Jiffy Lube Division - SHELL CANADA
(2004 - 2009)
Oversaw all 45 Jiffy Lube locations in Canada, generating up to $29M in annual sales. Created budgets and marketing plans, and maintained full P&L accountability for corporate stores. Conducted store visits, monitored customer counts, audited health & safety compliance, and authorized capital expenditures.
- Provided leadership, direction, and support to all staff and franchisees including a regional manager (for 8 corporate stores), a district manager (for 15 franchise stores), all store managers and franchise owners, 500+ store employees, and 3 office staff. Reported to the division manager in Houston, Texas
- Led all 8 corporate stores from an operating loss to a positive cash flow in 15 months after taking over in February 2004. Evaluated each location, replaced the regional manager and all store managers, and grew sales 26% in the first year. Achieved a minimum of 10% annual sales growth from that point on
- Managed the royalty income stream from 37 franchise locations. Reviewed quarterly financials with the district manager and franchise operator, identified areas of improvement, and developed action plans for the upcoming quarter. Ensured consistent compliance with the franchise agreement and all policies
- Reduced nation-wide staffing and operating costs 18% while improving productivity. Lowered required stock levels 8% after implementing new inventory control procedures. Partnered with the POS team to convert all locations from a US-based system to a Canadian metric system
- Opened 3 new franchise locations and closed 2 underperforming ones. Supported the district manager and new franchise operators on all aspects of the opening including building construction, systems setup, inventory, staffing, training, and marketing. Renovated 8 locations; assisted with planning and design
- Earned the "Top Performer" award in 2005, 2006, and 2007 from Royal Dutch Shell, a prestigious award that is only presented to 3 people in North America each year
Sales and Distribution - AUTOCENTRIC PRODUCTS LTD.
(2000 - 2004)
Built an independent sales and distribution business providing a wide range of automotive products to auto retail centres across Canada and in the United States. Grew annual sales to $600K. Researched new product lines on a regular basis. Provided customers with product knowledge training and support.
Director of Operations - MR. LUBE - Greater Toronto Area and London, Ontario
(1995 - 2000)
Managed 6 locations in the Greater Toronto Area and London, Ontario for a franchisee, Mardana Ltd. Oversaw daily operations, staffing, training, customer service, and business development, with full P&L accountability. Provided leadership to 6 store managers and 65+ associates. Reported to the president.
- Assisted in the take-over of 2 new locations. Interviewed and evaluated the existing staff, verified stock levels, and conducted site appraisals to determine the capital investment needed for each location
- Surpassed sales targets by a minimum of 15% every year, with double-digit growth each year until 1999. Increased average store sales from $200K to $500K, and total sales from $800K to $3M
- Cut inventory shrink in half by implementing daily counts of high-end items such as synthetic oils and additives. Coordinated and supervised monthly inventory counts
Senior Store Manager - MR. LUBE
(1990 - 1995)
Managed the highest-volume location in Canada from 1991 to 1995.
