Pub. 1 2019-2020 Issue 3

continued on page 8 and less than 10% in July. We still offer it, but consum- ers like coming to look at cars, and they don’t get that experience when they are at home. What is the takeaway for you as a leader from this extraordinary experience that will guide your future business decisions? I’ve realized that I can do the same amount of busi- ness despite the shutdown. We can pivot, make stra- tegic business decisions and still be successful. What are you and your dealerships doing for community outreach? Are you doing anything to support essential workers, including health care workers and first responders? Hyundai is currently offering an incentive at Hol- ler Hyundai, we are currenly in the middle of our back-to-school supply drive for the Harbor House of Central Florida, which houses and protects abused women and children. How did you become a general manager? Did you always aspire to be part of the auto industry? I wanted to do market research. Ironically, working in the car business is similar to many aspects of mar- ket research. You have to know customer wants and needs, as well as their reason to buy. You aren’t in a panel setting getting feedback; instead, you are on a one-to-one basis with the customer, helping them make a buying decision. When I graduated from (an out of state) college, I quickly realized I had no money, no place to live and no job, and there was only one place on Earth were I could go and live for free — so I moved back home with my dad in Orlando. I started my work history in banking. I despised it. It was the worst job for me because it was not the right fit. While working in the bank I became friends with a young lady who later got a job with the Holler Organization, where I work now. One day she saw my resume on Monster and called me to set up an interview for a finance position. I was 22 and had absolutely no idea about the car business or the position I was interviewing for, but I was inter- viewed, and I got the job. This was a job I fell in love with immediately. I worked the hours doing what I needed to do to get to the next level, and I took on additional roles and re- sponsibilities to improve my knowledge and resume. There was a time in my career when I needed a gentle nudge to get me out of my comfort zone and into the next role. I’m truly grateful for the leaders in my past who saw that I could do and be more. Without the long hours, tough situations and of course the tears that I shed, I would not be where I am today. I’m truly blessed for the opportunities I have had and the doors that I have walked through. October will be my 10-year anniversary as the general manager of Holler Hyundai, and February 2021 will be 19 years of ser- vices with the Holler organization. Describe your educational background. What did you study? I have a B.A. in business administration with minors in management and marketing from Mars Hill University, Mars Hill, North Carolina. What are your goals? Many of my goals change every 30 days. But a lifetime goal is to give back to the industry through service and mentorship. The crazy thing about the car business is that you do live 30 days at a time. You can be a hero or a zero in those 30 days, but no matter how you did last month, you get to start over again at the begin- ning of the month. As far as long-term goals are concerned, I don’t cur- rently have one other than to keep moving forward and keep my staff. It’s important to minimize turnover. I also think it’s important just to continue engaging in technology as it comes. I embrace it and figure out how to use it to make the work easier and more effi - cient. The idea is to work smarter instead of harder. Are there any specific individuals who had a major impact on your career? How? I’ve had many mentors throughout my career. It’s sim- ply too hard to just name one. What is the most rewarding part of your career? The people, especially my employees. We celebrate when they are successful, have wins, achieve goals, get married, have children and when their children graduate. A lot of those successes are impossible without having a place to come and work. Many of my employees fell into the car business by accident and have made successful careers. I’ve realized that I can do the same amount of business despite the shutdown. We can pivot, make strategic business decisions and still be successful. Pub Yr 1 2019-2020 | Issue 3 7 CFADA.ORG