HomeMy Public PortalAbout060_010_gov resume updated apr 2010 arial 10 Highly Effective Manager with Proven Track Record of quickly and consistently improving the
effectiveness of the organizations that I have had the privilege of leading or been a member of.
SKILLS
➢ Outstanding ➢ Maximize goal attainment
➢ Team Player organizational skills through solid
➢ Record of Improved ➢ Able to Control Expenses fundamentals and
Performance ➢ High sense of urgency consistent execution.
➢ Positive leader ➢ Integrity ➢ Streamline processes
➢ Team builder ➢ High employee/co- ➢ Able to accurately analyze
➢ Effective negotiator worker and customer and solve problems,
satisfaction. ➢ Contribute to Team Effort
PROFESSIONAL ACHIEVEMENTS
In over twenty years as a General Manager, I have been responsible for the efficient operation of
automobile dealerships to include: hiring and training of personnel, budgeting, controlling expenses,
managing teams of managers, meeting sales goals, and most importantly, achieving strong profits for
the company. In addition, I was responsible for negotiating with vendors for goods and services that
were necessary for the efficient operation of our organization. This was important to insure that we got
the most value for the dollar spent and that we got the right goods and services at the right time and at
the right price. As the General Manager I was also responsible for negotiating with the suppliers on
new vehicle stocking requirements, ordering and managing multi-million dollar vehicle inventories to
support sales of up to 280 new and used vehicles per month at peak selling conditions. In addition I
managed the process of acquiring used vehicles on the open market insuring that the inventory
matched sales demand. This is especially critical when used vehicles are depreciating daily and market
conditions can change rapidly through changes in fuel costs and customer demand. I also managed
the acquisition of parts and accessories,their storage and security.
Situation # 1: Responsible for the operation of the entire business of as many as 150
employees. The business was losing money YTD and had lost money for the previous full year.
In my first month the dealership earned a $46,000 net profit and a $92,000 net profit the second
month. Erased the YTD loss—the dealership ended the year with $546,000 net profit. During my
first three full years the dealership had the highest combined consecutive three years dealership
profit in the previous ten years of the company. Was responsible for the operation of the entire
organization with peak volumes of 250+ new & used retail, 50+ medium trucks and as many as
100 fleet. The turnaround was achieved through positive leadership, building a team mentality,
streamlining processes, controlling new and used vehicle inventory, reducing unnecessary
expenses, and getting people to perform at their highest levels. All of this was accomplished with
high employee & high customer satisfaction. (J.C. Lewis Ford—Savannah)
Situation # 2: As General Manager was responsible for the operation of the entire business
operation to include sales, service, Human Resources, and Customer Satisfaction. Personally
responsible for increased dealership profit by 83% in first year alone. Increased year to date
service gross by 106%. Took customer satisfaction standing from 38th out of 57 dealerships in
our group in my first year to 6th in my second year, and 4th in my third year. Accomplished the
turnarounds while having total responsibility for operating the business, and training the dealer's
son to take over the organization. (Joe Sartain Ford, Decatur AL)
Situation #3: Was initially retained by a metro automotive group in a consulting capacity to fix an
ailing dealership. Due to success of the initial assignment, was offered full time job as general
manager of major domestic. In my nine months as general manager, profit was $683k versus
$280k for entire calendar year prior to my arrival. Dealership was on track for total YTD profit in
excess of $1 million. Increased retail volume from 220 new & used retail to an average of over
280 per month-330 plus in best month. Was number one retail metro volume every month
except one (started 5th out of 6). (Serra Automotive Group, Birmingham, AL)
Situation # 4: During my fifteen months as General Manager responsible for the entire sales
operation, the dealership made a net profit of One Million Dollars. In the fourteen months prior to
my arrival the dealership's total net profit for those months combined was under $100,000 total.
Was responsible for the entire sales operation to include: planning, marketing, logistics, and
overall leadership. (Adamson Ford, Birmingham, AL)
• General Manager, Golden Isles Nissan, Brunswick, GA
2009-2010 (Officially retired May 1, 2010)
• General Manager, J.C. Lewis Motor Company, Savannah, GA.
2001-2008
• Management Consultant, Tom Borkowski, Inc., Birmingham, AL. /Savannah, GA
1998-2001 /2008-2009 (Originally Incorporated July, 1992)
• General Manager, Joe Sartain Ford, Decatur, Al.
1994-1998
• General Manager, Serra Chevrolet, Birmingham, AL.
1992-1993
• General Manager, Sales Operations of Adamson Ford, Birmingham, AL.
1991-1992
EDUCATION
Graduated from United States Military Academy,West Point, New York
MILITARY EXPERIENCE/ADDITIONAL QUALIFICATIONS
Situation#1 From March 1967 thru November 1967 I was responsible for setting up and managing
the petroleum distribution network in The Netherlands and Belgium that was caused by the U.S.Army
Petroleum Distribution Command's(USAPDC)relocation from France. The Benelux network of
commercially-owned storage facilities and refineries replaced five tank farms and the entire U.S.
pipeline system that stretched from St. Nazaire in western France to Saarbrucken, Germany. With the
assistance of two technical experts(one Dutch national and one British national), I managed the off-
loading of international petroleum tankers into commercial storage facilities such as Pakhuismeesteren
and the Royal Dutch Shell refinery in Rotterdam;Amatex in Amsterdam; and facilities in Antwerp, Liege,
Ostend,and Brussells in Belgium. The offloading included testing of the fuels,verification of quality and
quantities for payment to fuel suppliers, and management of the fuel storage through periodic testing
and regular inventories of fuels while in each facility. I was then responsible for coordinating shipment
of the fuels via Rhine River barge, rail, and the NATO pipeline system for all the U.S. Forces in
Germany. I was on call 24 hours per day, 7 days per week for the entire posting. I often worked 36-72
hours at a time(with catnaps)due to scheduled shipping arrivals at different port locations. This was
carried off successfully without a formal job description (it was caused"overnight"as a result of U.S.
forces being kicked out of France by DeGaulle)and without direct supervision—without a hitch. Due to
my record of achievement, USAPDC transferred me back to Germany to take over as the company
commander of an Engineer Company that had failed two AGI inspections(I relieved the Company
Commander,a CPT—I was a 1st Lt.—we passed the inspection on my first try 45 days later).
Situation#2 From October 1968 to March 1969 I was the Company Commander of the 528th
Petroleum Company headquartered in Vung Tau, South Vietnam. My unit was responsible for
supplying fuels to U.S. and allied units in the southern third of the country from Saigon throughout the
entire Mekong Delta. The fuels were delivered to our tank farm by ocean-going vessel. From there the
fuels were delivered to our Delta locations in Vinh Long, My Tho and Soc Trang by tanker truck and
ocean-going barge for further delivery to or pick-up by individual users. My command was responsible
for storage and testing of the fuels to insure they met specifications and then to schedule and affect
timely delivery to sustain the mission.
Situation # 3 From May 1968 through September 1968 I was responsible for contracting for diverse
supplies for the U.S. and South Vietnamese armies. supplies consisted of items such as combat
bandages, sampans to be used by ARVN indigenous forces for special ops in the rivers and tributaries
of the Mekong Delta, and manufactured goods such as "bullet-catchers" for mini-guns on combat
helicopters. (The bullet-catchers were necessitated because the mini-guns had no safety settings and
maintenance of the guns often resulted in serious injuries to U.S. personnel.)This was accomplished by
solicitations throughout the country from Saigon south throughout the Mekong delta. With the
assistance of a Vietnamese interpreter I would travel the country to locate local manufacturers,
negotiate terms,verify delivery of various goods, and affect payment in cash. I had received my training
through the contracting officer's school in Fort Lee,VA.
Situation#4 While I was commander of the 528th Petroleum Company in Vietnam, our tank farm
was periodically attacked by Vietcong rockets. On one particular occasion one of our tanks
containing over a hundred thousand gallons of Jet Fuel received a direct hit. During that attack
the complete tank farm was at risk of being destroyed. To avert disaster and under the threat of
both continuing rocket fire and possible explosion of the burning tank causing complete loss of the
facility, I personally surveyed the condition of the burning tank and consulted with my NCO's. We
decided to pump the tank out to a ship moored at our docks. This was accomplished successfully
without loss of the facility, without injury to personnel, and without loss of fuel. In addition we were
able to continue to support our mission within 48 hours of the initial attack. For this I received the
Bronze Star Medal for Valor. The citation is a part of my military record.
ORGANIZATIONS
Board Member Better Business Bureau of Savannah-6 years
Executive Committee Better Business Bureau of Savannah-4 Years
Volunteer Worker—Bachus Children's Hospital, Savannah-5 Years
West Point Association of Graduates-45 Years
Thomas F. Borkowski
Post Office Box 30126
Savannah, GA 31410
t.f.borkowski gmaiI.com
(912) 398-1387