(817) 798-6598 brianlhodge@gmail.com 4900 Winthrop Ave W Fort Worth, TX 76116

Brian Hodge Objective To use my experience and abilities to find an opportunity that provides a rewarding challenge while offering the appropriate financial return.

Experience

Summary Throughout my years in sales I have consistently demonstrated my abilities to learn, adapt, and succeed through rapid growth and advancement in both sales and responsibilities. The experiences noted below extend to retail sales, and managing sales, inventory, and personnel. These diverse positions give me a unique set of skills. I look forward to speaking with you and demonstrating my knowledge.

March 2011–Current Autobahn Motorcars (BMW), Fort Worth, TX

New Vehicle Client Advisor

● BMW Profiles in Achievement Gold 2014 & 2015, Silver 2011 & 2013, Bronze 2012

● Continual high ranking national sales performance: Number three salesperson in total Market (behind two 20+ year veterans) for the last three years. In top five every year since beginning at Autobahn. Top 200 national every year, Top 100 2014 & 2015.

● With a focus on our high-performance M brand and M Certification, I achieved top M sales status in Texas for 2013 and 2014.

● As with past positions, I continue to maintain extensive knowledge of all facets of the job and persons within the organization; thus making me the “go to guy” for completion of action items and problem-solving.

● Experience in every aspect of variable ops, sales,finance, manufacturer and management.

December 2010–March 2011 Boardwalk Volkswagen Park Cities, Dallas, TX

Sales

● New and Used vehicle sales with immediate impact becoming the number two salesperson in the dealership. Good group, left due to luxury brand opportunity much closer to home.

December 2006–November 2010 LoJack Corporation, Fort Worth, TX & Los Angeles, CA

Account Manager

● Dallas/Fort Worth Territory: I was able to take a long-term problem territory and create positive momentum. My largest dealer showed an increase of over 10% in 2009r on top of a 5% increase over the previous year (I took over in April 08). The large public group in my territory

showed overall growth in all 10 stores, with the 7 highest car volume stores demonstrating substantial increases.

● Los Angeles Territory: My territory was able to achieve 96% sales vs. prior year in an environment where we saw total car sales in the territory down by 30% (and higher in my largest accounts). We were able to achieve a total pre-install on new cars at Galpin Honda. My largest account, the Galpin Group, saw an increase of 62% even with the largest brand (Ford) down by 40%. I also promoted working together as a team by developing and updating many sell sheets/techniques.

May 2006–November 2006 McKenna Motors, Norwalk, CA

Director of Sales Operations

● After being hired on as General Sales Manager for the group, our dealer principal wanted to explore a new role within the company that would focus on moving the “nuts and bolts” away from the desk managers and allow them to focus on selling. The role included managing the entire inventory, managing co-op funds, acting as liaison with factory reps, report all sales, and coordinating various corporate projects. I was integral in sourcing an entirely new staff for our Audi/VW franchise which led to a dramatic rise in sales (the store achieved level 3 status under my guidance). Inventory turn has increased with less than 5% of the units over 100 days (40% of inventory was over 100 days prior to my arrival).

May 2005–May 2006 Volkswagen of America, Orange/Riverside Counties, CA

Vehicle Sales Manager

● In search of the best option with which to expand my knowledge of a variety of dealership environments, I pursued a position within VW of America. The position was to wholesale vehicles to dealers and assist in all sales aspects of our dealer body. As a learning experience, I was able to interact with multiple owners/managers and understand how different dealers in the same general environments confront different issues. Working on dealer profitability taught me to respect different cost controls and which areas are most crucial to a dealer’s success. Of additional value, I came to understand the mindset of a brand and how it interacted with franchisees.

August 2004–April 2005 Santa Monica Volkswagen, Santa Monica, CA

Sales Manager

● After only two months in the store, I attained the position of Sales Manager. My focus was to build the sales team and maximize our inventory investment. As a result, the sales force that averaged seven cars per salesperson, improved to one in which we averaged over ten cars per salesperson while maintaining, or improving, the overall store sales. We, as a team, maintained our national and market position (nationally #2, regionally #1) while reducing our inventory load by one-third.

Salesperson

▪ I moved to our superstore in Santa Monica, in August. My first month at the second largest store in the nation, I sold 16.5 cars while handling most of the inventory ordering.

April 2002–August 2004 Pacific Volkswagen, Hawthorne, CA

Fleet/Internet/Inventory Manager

▪ I moved up quickly through various positions within the dealership. By my second month, I was entrusted with the Internet leads and named a “senior” sales associate. I had never sold cars prior to this position. I averaged 13 car sales per month and ranked number 1 or 2 in sales. Additionally, I was the highest grosser; a unique accomplishment given my role focused on Fleet/internet.

▪ I completely managed the inventory including ordering all cars and managing all dealer trades.

▪ As Inventory Manager, I handled most of the interaction with Volkswagen of America. If someone from the Volkswagen sales team called on the store, they would speak to with the General Manager or me.

▪ As the “know it all guy” at our store, I trained the staff on production knowledge and was often called on to answer technical questions or demonstrate special features. I had contact with nearly every client that went through our store.

▪ Volkswagen Certified (2003/2004/2005) and multiple Sales Guild member

May 1999-January 2002 Wherehouse Entertainment, Torrance, CA

Director of Used Businesses

▪ My primary responsibility was to manage the Used Product line.. This entailed every aspect related to the Used business including developing the sales and inventory budget, purchasing product from outside vendors, setting the rules which allow our stores to purchase directly from our customers, working with our IT group, developing the marketing strategy, and managing the inventory. For FYE2002, Used Products did $75 million in Sales Revenue, an increase of 11%. For the previous year, Used Products achieved a 20% increase over the prior year.

▪ Launched the Xchange concept. This Used-dominant entertainment store focused more on the local flavor over traditional corporate stores. Our idea here was to take extremely under-performing stores and, through an emphasis on Used, raise the profit to minimize our exposure. Unlike our standard corporate stores that report to our Operations groups, these stores reported directly to me. I was responsible for personnel, product, management, and achieving our sales goals. Under my supervision, the stores did very well and were able to achieve a gross margin rate that was two to three points better than the remainder of our chain. In addition, one of the locations turned into the Used Internet fulfillment site. This venture more than doubled the store’s Used sales and more than tripled the margin.

▪ As a Product Line manager within Wherehouse, I was a part of the Executive team. This allowed me to become a vocal participant in the highest executive decisions. Virtually every major company decision was decided in our weekly executive meetings.

December 1998-April 1999 Blockbuster Entertainment, Dallas, TX

Transition Team/Merchandise Planner

▪ In October 1999, Wherehouse purchased the Blockbuster Music Stores. My responsibility during the transition was to act as the Wherehouse representative within the Blockbuster corporate headquarters. The actual duties were as varied as can be imagined and ranged from developing mirrored price structures to assisting in the development of the process in which the stores were converted from Blockbuster to Wherehouse.

▪ My responsibilities included developing all the merchandising instructions for store communication and determining the merchandising direction for the music stores.

▪ As the music division separated from the rest of the company, my role greatly increased. This included assisting with purchasing accessory product, developing, and maintaining the music-planning calendar, managing the DVD rollout, and working with vendors for co-op.

January 1997-June 1995 Blockbuster Music, Dallas, TX

Store Management, Casa Linda/Greenville Ave.

▪ Casa Linda store - +28% Comp Sales, these are year over year results. The chain average was down 10%. In order to bolster company pride with our Customer Service Representatives, I helped write and edit our district newsletter.

▪ The Greenville Ave store was a $6 Million Superstore. It was also the regional training store. This meant that each week the Store Manager would have one or two store managers in training who would focus on one area, such as hiring/human resources, for a week. My responsibility was to run the other areas of this store.

Education

1991-1995 B. A., Southern Methodist University, Dallas, TX

References

Additional Available upon request