Brian Hodge has over 20 years of experience in automotive and retail sales, including positions as a New Vehicle Client Advisor, Sales Manager, and Director of Sales Operations. He has a proven track record of consistently high sales performance and has received numerous awards and accolades. Hodge is looking for a new opportunity that provides a challenge and financial reward using his experience in sales, management, inventory control, and customer service.

1. (817) 798-6598
brianlhodge@gmail.com
4900 Winthrop Ave W
Fort Worth, TX 76116
Brian Hodge
Objective To use my experience and abilities to find an opportunity that provides a rewarding
challenge while offering the appropriate financial return.
Experience
Summary Throughout my years in sales I have consistently demonstrated my abilities to
learn, adapt, and succeed through rapid growth and advancement in both sales and responsibilities.
The experiences noted below extend to retail sales, and managing sales, inventory, and personnel.
These diverse positions give me a unique set of skills. I look forward to speaking with you and
demonstrating my knowledge.
March 2011–Current Autobahn Motorcars (BMW), Fort Worth, TX
New Vehicle Client Advisor
● BMW Profiles in Achievement Gold 2014 & 2015, Silver 2011 & 2013, Bronze 2012
● Continual high ranking national sales performance: Number three salesperson in total Market
(behind two 20+ year veterans) for the last three years. In top five every year since beginning at
Autobahn. Top 200 national every year, Top 100 2014 & 2015.
● With a focus on our high-performance M brand and M Certification, I achieved top M sales
status in Texas for 2013 and 2014.
● As with past positions, I continue to maintain extensive knowledge of all facets of the job and
persons within the organization; thus making me the “go to guy” for completion of action items
and problem-solving.
● Experience in every aspect of variable ops, sales,finance, manufacturer and management.
December 2010–March 2011 Boardwalk Volkswagen Park Cities, Dallas, TX
Sales
● New and Used vehicle sales with immediate impact becoming the number two salesperson in
the dealership. Good group, left due to luxury brand opportunity much closer to home.
December 2006–November 2010 LoJack Corporation, Fort
Worth, TX & Los Angeles, CA
Account Manager
● Dallas/Fort Worth Territory: I was able to take a long-term problem territory and create positive
momentum. My largest dealer showed an increase of over 10% in 2009r on top of a 5%
increase over the previous year (I took over in April 08). The large public group in my territory

2. showed overall growth in all 10 stores, with the 7 highest car volume stores demonstrating
substantial increases.
● Los Angeles Territory: My territory was able to achieve 96% sales vs. prior year in an
environment where we saw total car sales in the territory down by 30% (and higher in my
largest accounts). We were able to achieve a total pre-install on new cars at Galpin Honda. My
largest account, the Galpin Group, saw an increase of 62% even with the largest brand (Ford)
down by 40%. I also promoted working together as a team by developing and updating many
sell sheets/techniques.
May 2006–November 2006 McKenna Motors, Norwalk, CA
Director of Sales Operations
● After being hired on as General Sales Manager for the group, our dealer principal wanted to
explore a new role within the company that would focus on moving the “nuts and bolts” away
from the desk managers and allow them to focus on selling. The role included managing the
entire inventory, managing co-op funds, acting as liaison with factory reps, report all sales, and
coordinating various corporate projects. I was integral in sourcing an entirely new staff for our
Audi/VW franchise which led to a dramatic rise in sales (the store achieved level 3 status under
my guidance). Inventory turn has increased with less than 5% of the units over 100 days (40%
of inventory was over 100 days prior to my arrival).
May 2005–May 2006 Volkswagen of America, Orange/Riverside Counties, CA
Vehicle Sales Manager
● In search of the best option with which to expand my knowledge of a variety of dealership
environments, I pursued a position within VW of America. The position was to wholesale
vehicles to dealers and assist in all sales aspects of our dealer body. As a learning experience,
I was able to interact with multiple owners/managers and understand how different dealers in
the same general environments confront different issues. Working on dealer profitability taught
me to respect different cost controls and which areas are most crucial to a dealer’s success. Of
additional value, I came to understand the mindset of a brand and how it interacted with
franchisees.
August 2004–April 2005 Santa Monica Volkswagen, Santa Monica, CA
Sales Manager
● After only two months in the store, I attained the position of Sales Manager. My focus was to
build the sales team and maximize our inventory investment. As a result, the sales force that
averaged seven cars per salesperson, improved to one in which we averaged over ten cars per
salesperson while maintaining, or improving, the overall store sales. We, as a team, maintained
our national and market position (nationally #2, regionally #1) while reducing our inventory load
by one-third.
Salesperson
▪ I moved to our superstore in Santa Monica, in August. My first month at the second largest store
in the nation, I sold 16.5 cars while handling most of the inventory ordering.

3. April 2002–August 2004 Pacific Volkswagen, Hawthorne, CA
Fleet/Internet/Inventory Manager
▪ I moved up quickly through various positions within the dealership. By my second month, I was
entrusted with the Internet leads and named a “senior” sales associate. I had never sold cars
prior to this position. I averaged 13 car sales per month and ranked number 1 or 2 in sales.
Additionally, I was the highest grosser; a unique accomplishment given my role focused on
Fleet/internet.
▪ I completely managed the inventory including ordering all cars and managing all dealer trades.
▪ As Inventory Manager, I handled most of the interaction with Volkswagen of America. If someone
from the Volkswagen sales team called on the store, they would speak to with the General
Manager or me.
▪ As the “know it all guy” at our store, I trained the staff on production knowledge and was often
called on to answer technical questions or demonstrate special features. I had contact with
nearly every client that went through our store.
▪ Volkswagen Certified (2003/2004/2005) and multiple Sales Guild member
May 1999-January 2002 Wherehouse Entertainment, Torrance, CA
Director of Used Businesses
▪ My primary responsibility was to manage the Used Product line.. This entailed every aspect
related to the Used business including developing the sales and inventory budget, purchasing
product from outside vendors, setting the rules which allow our stores to purchase directly from
our customers, working with our IT group, developing the marketing strategy, and managing the
inventory. For FYE2002, Used Products did $75 ​m​illion in Sales Revenue, an increase of 11%.
For the previous year, Used Products achieved a 20% increase over the prior year.
▪ Launched the Xchange concept. This Used-dominant entertainment store focused more on the
local flavor over traditional corporate stores. Our idea here was to take extremely
under-performing stores and, through an emphasis on Used, raise the profit to minimize our
exposure. Unlike our standard corporate stores that report to our Operations groups, these
stores reported directly to me. I was responsible for personnel, product, management, and
achieving our sales goals. Under my supervision, the stores did very well and were able to
achieve a gross margin rate that was two to three points better than the remainder of our chain.
In addition, one of the locations turned into the Used Internet fulfillment site. This venture more
than doubled the store’s Used sales and more than tripled the margin.
▪ As a Product Line manager within Wherehouse, I was a part of the Executive team. This
allowed me to become a vocal participant in the highest executive decisions. Virtually every
major company decision was decided in our weekly executive meetings.

4. December 1998-April 1999 Blockbuster Entertainment, Dallas, TX
Transition Team/Merchandise Planner
▪ In October 1999, Wherehouse purchased the Blockbuster Music Stores. My responsibility during
the transition was to act as the Wherehouse representative within the Blockbuster corporate
headquarters. The actual duties were as varied as can be imagined and ranged from developing
mirrored price structures to assisting in the development of the process in which the stores were
converted from Blockbuster to Wherehouse.
▪ My responsibilities included developing all the merchandising instructions for store
communication and determining the merchandising direction for the music stores.
▪ As the music division separated from the rest of the company, my role greatly increased. This
included assisting with purchasing accessory product, developing, and maintaining the
music-planning calendar, managing the DVD rollout, and working with vendors for co-op.
January 1997-June 1995 Blockbuster Music, Dallas, TX
Store Management, Casa Linda/Greenville Ave.
▪ Casa Linda store - +28% Comp Sales, these are year over year results. The chain average was
down 10%. In order to bolster company pride with our Customer Service Representatives, I
helped write and edit our district newsletter.
▪ The Greenville Ave store was a $6 Million Superstore. It was also the regional training store.
This meant that each week the Store Manager would have one or two store managers in training
who would focus on one area, such as hiring/human resources, for a week. My responsibility
was to run the other areas of this store.
Education
1991-1995 B. A., Southern Methodist University, Dallas, TX
References
Additional Available upon request