Grenville Francis Willett

I have had a long association with VIA. Firstly as an employee (2004-2008), Sponsor (as CEO VINZ 2009-2014), Board Member and North Island Vice Chair (2009-2019) and then Director 2020 - 2025)

My role directly involved me with setting industry strategy with the team, engaging with NZTA, NZ Customs, MoT officials, and occasionally the Minister of Transport as the need arose.

I have been part of an industry team that has shaped the used imported motor vehicle industry into a billion dollar operation and for 30 years+ ensuring Kiwi's access to affordable and reliable vehicles.

This role evolved over the time I was at Autohub. As the Group expanded its operations, it opened new/other entities (8 in total), acquired shareholdings in our Australian partner, and set up 2 further subsidiaries in New Zealand in order to expand our service capabilities, secure marketshare, and build strong service lines our competitors struggled to erode.

I was also made a Director of of Autohub Company (Japan), the parent company of Autohub New Zealand Ltd in order to help bring both entities closer together to improve flow and efficiency.

• Led operational strategy to enhance supply chain efficiency and reduce costs.
• Developed and implemented performance metrics to drive team accountability and productivity.
• Oversaw cross-functional teams to streamline processes and optimize resource allocation.
• Facilitated training programs to elevate staff skills and improve customer service standards.
• Analyzed market trends to inform strategic planning and business development initiatives.
• Directed budget management, ensuring optimal financial performance across departments.
• Mentored leadership team, fostering a culture of continuous improvement and innovation within organization.
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
• Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
• Strengthened internal controls by reviewing existing policies and procedures, ensuring compliance with regulatory requirements.
• Facilitated cross-functional collaboration for improved decision-making processes within the organization.
• Optimized staff performance by designing comprehensive training programs tailored to individual needs.
• Negotiated favourable contracts with vendors for reduced costs and improved service quality.

• Led strategic initiatives to enhance operational efficiency across multiple departments.
• Developed and implemented innovative business strategies to drive revenue growth and market expansion.
• Oversaw financial planning, budgeting, and forecasting to ensure fiscal accountability and sustainability.
• Cultivated partnerships with key stakeholders to strengthen brand visibility and customer engagement.
• Mentored senior management team in leadership practices and operational best practices.
• Strengthened client relationships with regular communication, timely project delivery, and high-quality services.
• Delivered consistent revenue growth by identifying new business opportunities and expanding service offerings.
• Directed large-scale projects from inception to completion on time/budget with strict adherence to quality standards.
• Expanded market presence through successful negotiation of key partnerships and acquisitions.
• Drove company revenue growth, orchestrating effective sales and marketing strategy that targeted untapped markets.
• Achieved substantial cost reductions by renegotiating supplier contracts and optimizing supply chain logistics.
• Facilitated entry into new international markets, conducting thorough market research and establishing local partnerships.
• Handled problematic customers and clients to assist lower-level employees and maintain excellent customer service.

I was employed by the VINZ Board after expressing interest in the role. The encumbant at the time was losing support from the Board and I was approached by one of the company's largest customers.

VINZ was originally set up as a Cooperative circa 1994 and was rapidly losing members. The company's financial performance was in decline also.

My first focus was to refocus the company on core business, review operations, and restructure. This was completed just as the Canterbury earthquakes hit.

The second major task was to work with the Board Chairman to consider options for the Company structure moving forward. In summary, all cooperative members supported to drop the Cooperative status and the company was listed on a secondary exchange.

In 2013, I assisted in a buyout of the company by a Japanese Inspection company by assuring a smooth transition and transfer of all NZTA contracts to the new owner. I stayed on for a further 12 months as CEO to bed in the new owners' cultural changes.