Kyle Dennis has over 10 years of experience in automotive parts and service management. He has worked as a District Parts and Service Manager for both Hyundai and Fiat Chrysler, where he consistently achieved top rankings and sales objectives. He holds an MBA and BS in Business Administration and Marketing.

1. Kyle Dennis, MBA
3031 Thomas Avenue ● Dallas, TX 75204 ● 662.364.0760 ● kylepdennis1@gmail.com
Education:
University of Mississippi
Master of Business Administration (MBA)
Graduation date: August 2012
3.4 GPA
University of Oklahoma, Michael F. Price College of Business
Bachelor of Science in Business Administration and Marketing
Graduation date: December 2009
Experience:
Senior District Parts and Service Manager
Hyundai Motor America, South Central Regional (SCR) Business Center
July 2015 - March 2016
Manufacturer’s representative for Hyundai; covering 12 dealers in the Dallas, TX market (2nd
largest district in Hyundai’s SCR)
#1 DPSM in America Customer Satisfaction Index score Q3 2015
#1 DPSM in America Customer Satisfaction Index score Q4 2015
#2 DPSM in America Customer Satisfaction Index score Q1 2016
Top 5 DPSM in America Accessory sales PNVR Q1 2016
- 25% Market Penetration (penetration prior to Dallas SC3 arrival was 7%)
Top 10 DPSM in America Accessory sales (gross) Q4 2015
- Finished over 200% above Q4 2015 objective
#1 DPSM in SCR Customer Retention Q1 2016
Best recall completion rate in district history Q1 2016
- 1 of only 2 districts at 100% (despite 2nd-highest District VIN count in SCR)
Leading DPSM in all Fixed Operations training courses for SCR (e.g. Parts Advisors, Service
Advisors, Technicians, etc)
Responsible for maximizing Customer Satisfaction Index scores and customer retention; acutely
analyzing both Dealer financial statements
and balance sheets to improve gross and net profit; overseeing and managing Customer Service
Department representatives assigned to report process, repair,
and technician deficiencies within DPSM district; surpassing monthly and yearly expectations in
Parts sales (i.e. Accessory, Collision, and Maintenance);
Express service implementation and sustainment; open recall elimination; Lemon Law
prevention; warranty waste reduction and vehicle down time reduction; and cultivating dynamic
and sustainable organizational cultures by providing keen in-store management consultation.

2. District Parts and Service Manager
Fiat Chrysler Automobiles LLC, Southwest Business Center (SWBC)
September 2012 - June 2015
Manufacturer's representative for FCA; covering 15 Chrysler, Jeep, Dodge, Ram, & Fiat dealers
in the Oklahoma City and rural OK markets (January 2014 - June 2015)
Manufacturer's representative for FCA; covering 15 Chrysler, Jeep, Dodge, Ram, & Fiat dealers
in the Memphis, TN market (September 2012 - January 2014)
#1 DPSM in America Customer Satisfaction Index score Q1 2015
#1 DPSM in America Customer Satisfaction Index score February 2015
#2 DPSM in America Service Contract Sales Volume (Gross) Q2 2015
#2 DPSM in America Service Contract Sales vs. Objective Q2 2015
-165% over objective
Top 10 DPSM in America Service Contract Sales Volume Q1 2015
-130% over objective
Top 10 DPSM in America Accessory Bedliner Sales Q1 2015
- 39% Market Penetration (penetration prior to OKC arrival was 5%)
Top 10 DPSM in America in Accessory Parts Sales Growth Q1 2015
#1 DPSM in SWBC Promotional Parts Sales Volume 2014
#1 DPSM in SWBC Promotional Parts Sales Volume 2013
#1 DPSM in SWBC Tire Sales Percentage Growth (40% YTD) 2013
#1 DPSM in SWBC Tire Sales Volume vs. Objective 2013
- 221% over objective
#1 DPSM in SWBC Wholesale Parts Penetration 2014
#1 DPSM in SWBC Mopar Standard of Care Marketing Program Penetration 2015
#1 DPSM in SWBC Mopar Standard of Care Marketing Program Penetration 2014
#1 DPSM in SWBC Mopar Standard of Care Marketing Program Penetration & Volume 2013
#2 DPSM in SWBC Tire Sales Volume 2014
#2 DPSM in SWBC Tire Sales Percentage Growth (26% YTD) 2014
Achieved 72% first-year-retention (FYR) Q1 2015; Q1 objective was 64% (113% of objective)
- Highest FYR rate in OKC District history (average rate previous 46 quarters was 62%).
Responsible for exceeding Parts Sales objectives (i.e. Accessory, Collision, Maintenance, Tires,
Wholesale) and Customer Pay
Parts and Labor Sales objectives; maximizing customer retention; developing and implementing
marketing promotions and strategies to increase market share for both
Parts and Service sales in addition to customer retention; acutely analyzing both Dealer financial
statements and balance sheets to
improve gross and net profit; Express service implementation and sustainment; conquesting
wholesale accounts (Collision and Maintenance Parts);
improving Customer Satisfaction Index scores; warranty waste reduction; representing the
manufacturer as technical representative (during arbitration lemon law hearings
in addition to City Council meetings and banquets)
References:
Available upon reques