Cornel Marais

Appointed as Regional Group Operations Manager to strategically lead, manage and maintain the effective and profitable operations of the Armstrong’s Auckland dealerships including the Armstrong’s Bodyshop Panel & Paint collision repair centre. Tasks include the control of costs and achievement of the set targets for Sales, Service and Parts whilst not compromising customer satisfaction or retention. Motivate and develop teams through the effective implementation of people strategies and leading by example in management practice.

• Manage the individual performance of Dealer Principals and General Managers and maintain an unwavering commitment to policies and procedures. Responsibilities include all areas of dealership management: Sales Management, Aftersales Management, Financial Management, People, Marketing, Distributor Requirements and Reporting including monthly reports to the CEO and Board, highlighting the performance of each of the dealerships in the group, identifying potential risks and reviewing the progress to each individual dealership’s strategic goals
• Managed multiple projects simultaneously, ensuring timely completion while adhering to budget constraints.
• Optimized resource allocation for improved operational efficiency and cost reduction.
• Enhanced team productivity by providing ongoing training and support to staff members.
• Reduced operational costs by identifying areas of inefficiency and implementing cost-saving measures.
• Streamlined group operations by implementing efficient processes and procedures.
• Evaluated employee performance regularly, providing constructive feedback for professional growth and development.
• Developed strong relationships with key stakeholders, fostering collaboration and communication across departments.
• Implemented innovative strategies for continuous process improvements, resulting in increased customer satisfaction.

Appointed as Dealer Principal in the Eagers Automotive Group to run one of the large volume Hyundai dealerships in New Zealand. Achieved a $1.6 million net operating profit improvement for this dealership in under 2 years.

• Established and implemented in-house tyre & fitment centre and consolidated service and parts operations for both Mitsubishi and Hyundai franchises.
• Increased dealership sales by implementing innovative marketing strategies and campaigns.
• Established a strong company culture that promoted teamwork, accountability, and excellence across all departments.
• Directed financial management efforts, reducing unnecessary expenses while maximizing revenue streams.
• Built a robust service department that delivered exceptional client experiences while driving repeat business.
• Developed a comprehensive digital marketing strategy that increased online presence resulting in significant lead generation.

Appointed in 2018 as Dealer Principal for this large volume operation. Payroll consisting of 173 staff members. New and used retail targets in excess of 300 units per month. Large volume Volkswagen service department with an average service throughput of 124 vehicles per day. Tasks included the implementation and setup of additional workshop and recon department, in-house fitment centre, as well as additional off-site sales floor. Implementation of social media marketing strategies and leads management systems. Annual turnover in excess of $120 million and consistently achieving return on operating capital requirements within working capital parameters.

• Volkswagen South Africa Club of Excellence dealership national award.
• Improved employee retention with comprehensive training programs and mentorship opportunities.
• Led dealership to achieve top rankings in regional sales performance, outpacing competitors consistently.

Appointed in 2012 to start a greenfield operation in Brackenfell Western Cape for KIA, Renault and Imperial Select Used Franchise. This was a complete start-up dealership operation. Tasks included all aspects and implementation of dealership accounting, marketing and employment strategies. This dealership became the most profitable dealership in the region within 12 months. In 2014 I was transferred to the Somerset West dealership also in a Dealer Principal role in order to apply turnaround financial and marketing strategies for this dealership. Received highest increase financial year on year awards nationally for the achievements in this dealership twice in 3 years and again featured as the highest PBIT earning dealership for the region. In March 2017 I was transferred to effect similar strategies for the Tokai operation. This dealership achieved highest PBIT results within 3 months following my appointment. Following this turnaround, I was overseeing two dealerships within the Motus Group of companies which included the Tokai and Diepriver operations with a total staff compliment of 78 people. PBT increase for this dealership was 1.1mil per month.

• Appointed to SEWELLS(Deloitte) performance group to analyze and implement MRA business model strategies to other dealerships and to coach and mentor other staff in leadership roles. National Dealership awards include CSi, Fleet, highest PBT increase, KIA Platinum status and Renault Club of Diamonds.
• Oversaw successful expansion initiatives, opening new locations to strengthen market presence.
• Launched customer-focused initiatives such as loyalty programs or satisfaction surveys leading to higher levels of client retention.
• Revamped showroom layout to optimize traffic flow and enhance the overall customer experience.

Development and implementation of sales and marketing strategies for the Daihatsu brand, overseeing the Western Cape and reporting directly to board level. Management of sales teams and structuring of budgets and sales targets. Retail and commercial product campaigns and promotions. Sales process and regular reviews including daily activity monitoring and setting of targets. Courses completed includes Diversity in the Workplace, Coaching and Mentoring training, Sales Process training. Achieved top performing branch in the Western Cape as well as country on numerous occasions, numerous awards for top performing sales manager. Combined brands include KIA, Renault, Citroen, SsangYong, TATA, and Daihatsu within the Multi-franchise structure.

• Handled customer relations issues, enabling quick resolution, and client satisfaction.
• Increased sales revenue by developing and implementing effective sales strategies.
• Built long-lasting client relationships through excellent customer service and consistent followups.
• Led a successful sales team by providing motivational coaching and performance-based incentives.
• Consistently met or exceeded quarterly sales targets through diligent effort and persistence in closing deals.
• Implemented CRM systems for better tracking of leads, improving follow-up processes and communication within the team.

Appointed as trustee of Nomax Trust. Manufacturing business with a network of suppliers and retailers in the paint and hardware industry. Tasks involved overseeing sales and marketing strategies, designing of branding, administration and daily bookkeeping, Negotiating rebate structures for large retail customers, training of staff. Establishment of new customer base and responsible for annual growth.

Appointed National Sales Director in October 1998, being extensively involved in the listing process of the company on the Johannesburg Stock Exchange and the marketing and private placement of the shares. (Press releases and interviews in Local Newspapers and Financial Mail). Developing and implementing of sales and marketing strategies for the South African market as well as export markets to Namibia, Botswana, Mozambique, Zambia, the United Kingdom and Europe. Target markets included industrial, commercial, retail and wholesale customers. Presentations at board level and managing the national sales structure consisting of over 200 outlets. Became the youngest director of a public listed company in South Africa. Retail network consisting of 273 paint and hardware retail outlets.

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After having completed a period of part-time employment, full time employment was taken up. My flair for marketing and sales are evidenced by the historic growth and professional and motivating approach to the affairs of the Decomac Group.

• Increased client base by identifying new business opportunities and cultivating strong relationships with key decisionmakers.
• Facilitated regular communication with clients to ensure their needs were met, fostering long-lasting relationships built on trust and mutual respect.
• Developed customized solutions for clients based on a deep understanding of their unique pain points, delivering exceptional value and driving repeat business.
• Generated new business with marketing initiatives and strategic plans.