Sami Daglas

As the Founder and CEO of Progressive International Management Consultancy, I am committed to designing clear and deliverable objectives for the organization and establishing a strong presence within the GCC and Middle East. Progressive International has a proven track record of success in developing and delivering innovative training and development programs for the automotive industry. Our programs have been recognized by leading automotive brands in the UAE, including Nissan, Infiniti, Kia, Hyundai, Renault, and privately-owned groups.

Progressive International was the first company in the region to develop and implement a learning management system (LMS) specifically designed for the automotive industry. The LMS was created in response to the need for a more efficient and effective way to deliver training to automotive employees. The system provides a centralized platform for storing and delivering training content, as well as tracking learner progress. It also includes features such as gamification and social learning, which have been shown to improve engagement and learning outcomes.

Responsibilities and Achievements

• Collaborated with the Mercedes-Benz brand to optimize profits and secure long-term ROI.
• Led the market penetration strategy, monitored financial and operating controls, and took corrective measures as needed.
• Developed and maintained high-performing teams by effectively drawing the best performance from individuals and building relationships.
• Analyzed and interpreted commercial data to accurately diagnose and implement solutions that ensured business success and growth.
• Managed the day-to-day operations of the dealership's new and used sales departments, including administration and the aftersales department.
• Developed and implemented sales strategies, contributed to marketing strategies, and delivered financial performance within an agreed framework.
• Oversaw recruitment, staff training, and staff retention, and developed teams to achieve business objectives.
• Drove the performance of the sales departments to achieve manufacturer and business targets and objectives.
• Controlled profit targets, departmental expenses, and monitored trends to ensure profitability.
• Demonstrated strong leadership skills and the ability to lead from the front.
• Focused on customer satisfaction and retention as key priorities for the position.

Responsibilities and Achievements

• Achieved sales volumes and net margin budget for SME sales in UAE.
• Devised strategies for developing SME sales and customer contacts across UAE.
• Created performance culture by setting and monitoring performance standards for SME teams.
• Employed robust recruitment methodologies to attract best talent.
• Created learning culture to enable sales team to deliver best results on record.
• Developed marketing strategies alongside distributor to increase customer contacts.
• Maintained accurate and detailed database for all customers, past and present.
• Maintained cost control, debtor control, and adherence to all company policies and procedures.
• Achieved highest possible customer satisfaction scores.
• Implemented Toyota Way sales process within SME network.
• Developed sales team's skills through coaching and training programs.
• Developed and implemented best practices and analysed business to identify strengths and development areas.
• Ensured first-class retail presentation standards.
• Identified SME industries and directed specific products to those industries.
• Developed new products for SME Toyota Business Solutions (Custom Tailored Solutions).
• Aligned pricing to meet market demand and maintain a competitive edge.

Responsibilities and Achievements

• Recruited and placed effective F&I managers in key locations.
• Managed the delivery of projects and built sustainable and profitable relationships with external and internal clients.
• Took ownership of the F&I team and its results.
• Controlled and recommended improvements to the MI flow through agreed-upon reporting on regular timelines.
• Developed and implemented an ongoing F&I review program on a regular basis.
• Supported the Head of Auto with recommendations on changes to processes and the implementation and achievement of KPIs.
• Identified inefficiencies in current processes and implemented improvements where necessary.
• Maintained strong influencing at all levels, including the AFS SMT and AF SMT.
• Developed and maintained a monthly review program with AF Management at the regional, branch, and individual levels to drive daily, weekly, and monthly actions that are key to the growth of AF vehicle and product sales.
• Trained F&I Managers in all aspects of commercial financing (credit lines, overdrafts, and other funding methods).
• Created, developed, and executed marketing initiatives that fall within the F&I Management team's area of expertise.

Achievements

• Oversaw the process of tying up with auto dealers in the greater Dubai area, resulting in a 20% increase in sales.
• Identified new opportunities in the automotive industry, leading to the development of a new marketing campaign that generated 500 new leads.
• Set staff targets that were aligned with the company's growth goals, resulting in a 20% increase in sales productivity.
• Trained sales staff on a weekly basis on the latest sales techniques and products, resulting in a 10% increase in customer satisfaction.
• Managed day-to-day auto bookings and promoted business in the corporate sector, resulting in a 30% increase in corporate sales.
• Created employee retention initiatives for high producers, resulting in a 5% decrease in turnover.
• Recruited new staff and provided mentorship to help them develop their skills and knowledge, resulting in a 10% increase in the number of qualified leads generated.

Responsibilities and Achievements

• Assisted the CEO in establishing a full-scale fleet and full-service leasing company, from operations to administration to structure.
• Successfully procured vehicles, tires, fuel, workshop, roadside assistance, and insurance.
• Assisted the CEO in establishing processes for sales, operations, and procurement.
• Established policies and procedures, HR policies, dealer agreements, and master agreements with all vendors.
• Conducted market research to identify potential future clients.
• Initiated a prospecting process and followed up with potential clients.

Achievements

• Enhanced sales staff performance by developing their sales skills, including body language profiling, buyer's motivations, and goal setting.
• Led a team that achieved an all-time record of 4,000 units sold in 2005.
• Improved customer satisfaction by at least 30% in 18 months.
• Made loyalty and retention a major focus while increasing performance.
• Developed sales skills, sales fundamentals, body language, and buying motivations for existing staff and new hires on a daily basis.
• Systemized the sales process and organized daily follow-up to maximize sales objectives.

• ACHIEVEMENTS o GrewsalesrevenuefromQR.7MilliontoQR.10.5Millioninaveryshortperiodoftime
• Directlysupervised4 staff
• Reported to the General Manager
• O SpearheadedandestablishedtheFleetSalesDepartmenttoincreaserevenueandmarketshare
• O Managedall Government TendersandContracts
• Participated in12tendersandwon 4tendersworthQR.4 Million
• O AchievedCorporateObjectivesbyidentifyingcorenichemarkets(Industry-wise)andallocatingtoeachSales Executive
• O Developed and maintained close relationships with existing and new corporate clients through regular personal visits
• O Maintainedfocusonthedevelopmentandenhancementoftheprofessionalismofsalesstaff;provided continued trainingtopromotemaximumprofessionalgrowthandincreasemoraleandproductivity
• O StrictlyadheredtoMitsubishiSales&ServiceStandardstokeeptheCustomerSatisfactionIndex(CSI)high.

• RESPONSIBILITIES & ACHIEVEMENTS o Managedtheoverall administrativeoperation,includingofficeandstaffmanagement ofover14people and assistedthe
• DeputyChiefofMissionwithavarietyofroutineadministrativeduties
• O Aidedexecutiveinstaffcapacitybyfacilitatingthedisplacedforeignerstocompletemigrationformalitiesfor departure during the war to their home countries
• O CoordinatedwithotherAgenciesofUNforsmoothoperations,providinglogisticssupport
• O Studied management methods in order to improve workflow, simplify reporting procedures and implement cost reductions
• O Preparedreportsincludingconclusionsandrecommendationsforsolutionofadministrativeproblems
• O Preparedreports andrecordsondepartment activities formanagement
• O Responsiblefortheoverallsecurityofofficeassets,personnelwithrandomchecksonthemovementofincoming& outgoing.

• Directed daily operations and business plan implementation for this leading Dealer of Mitsubishi / Suzuki / BMW / ACURA of Cars worked closely with management, staff, and customers to position the company for continued growth and market expansion
• The
• Annual Turnover of the company exceeded over US $ 80 Million
• Fully accountable to the Managing Director to provide visibility and monitorproductivity
• Directedateamof 164
• Directly supervised 7 Managers
• O Key Accomplishments o Oversaw all aspects of operations including strategic planning, operations, financial, business development, sales, and marketing, customer service, human resources, administration, Service/ Parts Sales, Information Technology, P & L performance of the company
• O Grew Annual Revenue from the US $ 25 Million to US $ 80 Million p.a o Recruited senior management team and motivated action by autonomy and accountability
• O Completely restructured operations analyzed existing methods and developed new systems, policies, and procedures to re-direct operations
• O Strategic Accomplishments o Raised annual gross profit by 100% and reduced overall operating expenses by 23%
• O Achieved an Annual Sales growth of 55%
• O Received recognition of being the NO.1 Store in the United States of America several times and for outstanding performance and courage
• O Successful in improving the level of customer satisfaction and brand image of the company.

• Responsible for enhancing profitability, sales, and market share through the development and implementation ofstrategicandtactical salesplansforpromotingthesalesofNissanCars
• ReportedtotheGeneralManager
• O Key Accomplishments o Grew Annual Sales Revenue from US $ 40 Million to US $ 65 Million for Nissan Cars for the area which o represented 45 % of the company business, strategizing business development efforts to outperform corporate o targets every year of tenure
• Personally led all large-scale contracts negotiations, traveled extensively in the o region to capture strategic business wins with major clients
• O Achieved sales growth of 35% in two years’ time
• O Negotiated dozens of multi-million dollar agreements/ contracts to open major new accounts
• O Actively participated in Exhibitions & Trade Fairs
• O Analyzed expenditure, financial and divisional operations reports determining requirements for increasing profits
• O Maintained market share of products and business development by analyzing and cross-checking competitors’ activity
• O Developed; designed and conducted training programs based on industry research the needs of the management, and customer feedback.