1. E: mackertr@gmail.com
Ryan C. Mackert www.linkedin.com/in/ryanmackert
218 Sandstone Ridge Way | Berea, Ohio 44017 | H: 440-625-0539 | C: 614-216-6875
Sales & Marketing Manager | Operations/Customer Service Manager_____
Savvy brand-management professional with outstanding presentation, demographic research, and interpersonal
skills. Offer strengths in analyzing market trends, leveraging business opportunities, and identifying customer needs
resulting in top sales performances in financial service industry.
Core Competencies | Strengths | Expertise____________________________________
• General Management • Staff Supervision • Product Introduction
• Relationship Building • Time Management • Staff Training & Development
• Customer Service • Sales/Marketing Concepts • Troubleshooting
• Account Management • Creative/Strategic Selling • Auditing
• Staff Development • Sales Presentations • Inventory Management
• Project Development • Relationship Management • Financial Statements
Career History | Accomplishments__________________________________
BMW Group Financial Services – Hilliard, Ohio July 2000 to February 2012
Luxury automotive captive finance company providing lease and retail financing options for BMW's new and pre-
owned cars, motorcycles, and SAVs in United States; services 350 BMW automobile, 115 MINI, and 175 motorcycle
dealers, along with 800 non-BMW dealers; total serviced portfolio in excess of $24 billion.
Sales & Marketing Manager – Ohio, Western PA and West Virginia (April 2007 – February 2012)
Orchestrated and implemented messaging promoting indirect financial products (loans, leases, insurance
products, commercial products and credit cards) to 19 BMW, 4 MINI, 8 Motorcycle, and 1 Rolls-Royce
dealerships (progressively increasing since 2007).
Position focused on increasing dealer use of retail financial services and insurance in addition to increase in
commercial business through floorplans, mortgages, term loans, and revolving lines of credit; presented
financial options, addressed overall performance, and introduced improvement plans to dealership principals,
general managers, sales managers, finance managers, service managers and advisors, and client advisors;
managed entire relationship development lifecycle; assisted with credit approvals, end of lease charges, and
vehicle repossessions; trained retailers on financial programs, options, features and benefits.
• Performance rated scorecard comprised of commercial and floorplan growth ($25 million portfolio);
insurance product growth; BMW, MINI, Motorcycle, and Rolls-Royce penetration; J.D. Power survey and
internal survey results; operational (dealer) results.
• Notable dealers included BMW Cleveland, The BMW Store, Cincinnati and Bobby Rahal BMW, Pittsburgh.
• Overcame extremely challenging economy and effectively demonstrated value of company finance options
to dealerships. Quantifiable performance while in position:
o Successfully added commercial business and hit 140% to 100% ROE (Return on Equity) objective.
o Increased BMW standard rate business (providing highest ROE) with performance always in Top 2 in
region; 2011 resulted in 24% standard rate business, highest penetration percentage in Central Region
(5% increase over previous year).
o Performed with highest motorcycle penetration in Central Region in 2011 at 35%; guided BMW
Motorcycles of Cleveland to Top 10 dealers nationwide for penetration percentage in 2011.
o Produced 110 more warranty contracts in 2011 over 2010; calculated to 58% year over year increase.
o Reversed underperformance of MINI dealership and improved contract penetration 10%; dealer
continues to progressively increase penetration year over year.

2. Ryan C. Mackert Résumé Page 2
o Guided dealers to 90% score contacting lease-end customers; performed higher than region average.
o Facilitated sales of 1,187 Tire & Wheel Coverage insurance products throughout market in 2011;
dealership Dave Walter BMW sold 285 contracts in 2010 (most in market and Top 10 in region) and 365
contracts in 2011; 2010 results exceeded expectations and dealership recognized with national award;
2011 performance secured 100% objective.
o Introduced eContracting initiative (electronic allocation of customer contracts and credit applications)
to select eligible dealers and finished 2011 in 2nd place in region at 82% (100% of objective target);
guided BMW Cleveland with highest eContracting penetration in Central Region at 92% and Bobby Rahal
BMW with region’s 4th highest at 88%.
o Increased customer satisfaction of Dealer Self Inspections (DSI) to 90%.
• Effectively maintained business development budget:
o Utilized only $10,000 of $15,000 budget in 2007; consumed $12,000 of $27,000 budget in 2008 through
reduction of promotions, travel expenses, and entertainment costs (while also achieving objectives);
employed $14,000 of $24,000 budget in 2009; utilized $20,000 of $44,000 budget in 2010; brought
expenses in under allotted $44,000 budget in 2011.
• Saved organization thousands of dollars through decrease and maintenance of low Dealer Self Inspection
Variances (difference between dealer identified and company verified damages to leased vehicles); finished
2011 with 1.8% variance and earned 140% objective on scorecard; enabled through delivery of variance
workshops in collaboration with remarketing manager at auto auction and dealer pre-owned vehicle
managers, leading to more accurate and verified inspections.
• Improved productivity and efficiencies through increase of ACH (electronic payment) performance
throughout market; introduced concept to finance and office managers and increased use from 75% to 82%
(highest in central region); performance reached 100% of established objective.
• Spearheaded negotiation for $1.2 million mortgage for pre-owned BMW facility as well as two- $500,000
term loans for BMW facility renovations.
• Educated dealers on latest programs and provided sales tips steering customers to finance options, lease
vehicles and insurance products through development of monthly newsletter; also created promotions
allocated in bulletin format to dealers.
• Navigated correction in dealership functioning $800,000 over inventory floorplan line limit; introduced
activity reporting and sales strategy to general manager and within 6 months, reduced aged vehicles from 20
to 5 and secured increased floorplan line enabling dealership to grow; ultimately developed and solidified
relationship avoiding potential dealership transition of floorplan business to competitor.
• Secured contract commitment of 2 new and large dealerships enrolling in Full Circle Retail Program (FCRP)
(not participating in over 5 previous years); program comprised dealerships purchasing more vehicles and
sending fewer vehicles to auction (ultimately saving thousands of dollars in residual losses).
• Elevated business activity and captured market share going from competing banks through value
proposition presentations. Worked with underperforming dealers to show the value brought in developing
customer and dealer relations and modified commitment to increase contracts and product sales (with one
dealership eventually scoring highest penetration of standard rate business in last 6 months of 2011).
Funding Team Leader – Central & South Region (March 2005 – April 2007)
Accountable for ensuring contract fund availability and provision of relative documentation generated from
Central and South Regions; scheduled, oversaw, mentored, delegated responsibilities, and evaluated
performance of 7 direct reports; shared responsibility for entire department of 25 associates.
Delivered top-line dealership customer service; spearheaded strategic program planning and implementation;
reviewed deals to ensure appropriate funding for dealership customer purchases; ensured financial programs
added to system (providing dealerships with access to programs); responded to escalated dealership and
customer inquiries.

3. Ryan C. Mackert Résumé Page 3
• Increased productivity and efficiency funding deals through initiatives continuously improving current
systems (i.e. resolving current issues and locating new system to increase funding time); included
introduction of planning guides for testing system enhancements.
• Appointed project lead on initiative decreasing volume of error messages appearing in funding system;
collaborated with department manager, team leaders, funding associates and IT staff; ultimately enabled
associates to fund 15 more deals per day and increased overall department productivity.
• Elevated department performance from 75% to 93% in deal quality within 6 months through development
of performance matrix logically identifying and measuring deal components; improvements simultaneously
reduced volume of calls to customer service center to resolve issues.
• Introduced Key Performance Indicator (KPI) as scorecard measuring contributions of each associate;
included percentage of quality deals funded, overall performance of department on calls taken by associates,
and cost per contract.
• Facilitated professional progression of 2 associates to team leader positions; enabled through associate
advocacy, assessment and coaching, leadership development, assertiveness, increased colleague
engagement, and proactive increase of project pursuit and acceptance.
• Contributed to development of state of the art eContracting system enabling dealerships to provide better
service to customers while simultaneously reducing costs; functioned as funding team leader ensuring error
alert placement in system, facilitated system testing and dealer feedback, ensured process functioned per
each state (with independent rules and regulations).
• Introduced new technology allowing tax credits for state of Texas for automation in funding system. Project
spanned 4 months through completion working in conjunction with Sales and Marketing Manager in Texas,
Tax Department and IT Department. Allowed department greater productivity resulting in 20-25 more deals
to be funded daily.
Retailer Communication Specialist (October 2003 – March 2005)
Member of communication center supporting dealerships through operations and policy/procedure
interpretation; simultaneously assisted credit and funding departments with operations during high-volume periods.
Responded to 50-64 incoming calls addressing credit applications, self-serve funding issues, bulletins, and tax
rate questions; included use of CARE (Courteous, fAir, Responsive, Efficient) standards and quality levels
consistent with company objectives promoting high retailer satisfaction; trained dealership staff on policies and
program as well as information system through conference call technology.
• Performed among best in department with 95% out of 100% call quality and 97% call notation (detailing
call content for reference on future calls and issue tracking/resolution.
• Introduced initiative automating up front stipulations requested by credit department; results reduced
disruption of associates as well as eliminated need to print out nearly 1,000 pieces of paper each month
saving nearly $15,000 annually; included 8-month collaboration between funding department, credit
department, and IT department.
• Enhanced level of dealership support through recommendation allowing Retailer Communication Center
(RCC) to accept phone calls regarding DataScan system; secured authorization to system for department and
reduced call volume as well as provided additional layer of dealership assistance.
Center Sales Specialist (December 2001 – October 2003) | Lease End Specialist (July 2000 – December 2001)
Education | Professional Development_____________________________
Bowling Green State University – Bowling Green, Ohio
Bachelor of Science in Education, 1997 | Major in Sports Management/Minor in Marketing
Exceptional Presentation Skills – Baker Communications, 2010 | Reahard Protection Product Workshop, 2010
Reahard F&I Training, 2007 | Dale Carnegie New Leader – Grad Program, 2007
Dale Carnegie New Leader Institute, 2005