Executive Experience
From sales and Internet/BDC to F&I, used cars, new cars, and executive variable operations, Step has spent more than three decades learning what makes dealerships — and the people inside them — perform.
That range is why Step's next chapter points toward corporate or multi-store variable operations leadership — used vehicles, F&I, or both — built on the same systems documented below.
Experience Breadth
Scale of Operations
The point is operating range across environments — not a single store's numbers.
1,000+ units/month
Experience inside high-volume dealership operations where process, communication, accountability, and management structure must scale.
Under 100 units/month
Experience inside smaller operations where management is more hands-on, resources are tighter, and every opportunity matters.
And everything between
Operating range across store sizes — not a single high-water mark.
Used Vehicles & F&I
Used Vehicles
As Used Car Director, Step owned acquisition strategy, inventory turn, pricing, and sales process — the same operating philosophy behind the 21-Day Used-Car Turn and Adopt a Car, and the same manager-accountability habits documented throughout this page.
See Used-Car Operations →F&I
Step's operating experience extends into F&I process and performance — the same ground the F&I Boomerang framework is built from.
See F&I Operations →Dealer-Group Experience
I Build Systems
A multi-store executive can't personally desk every deal, appraise every car, or work every F&I turn. The job is to build managers, establish standards, inspect performance, identify exceptions, coach execution, and create accountability across rooftops.
Training sits inside that chain, not beside it — it's how systems and standards actually reach the floor. Step has trained and coached 1,000+ automotive professionals and managers along the way. See the training programs →
Where This Points Next
Not a claim that Step has already held a corporate or multi-store title — the systems, standards, and operating range documented on this page are what translate into one.
Military Foundation. Modern Leadership.
Step's military service contributed preparation, standards, accountability, and responsibility. Automotive leadership added the rest — coaching, motivation, engagement, recognition, adaptability, and culture building. Step describes his management style as modern, upbeat, motivating, hands-on, team-oriented, and accountability-driven: clear expectations, frequent coaching, measurable accountability, energy on the floor, wins recognized, problems corrected quickly — the team moves forward together.
“Boom on 3” — his team's daily sign-off — is one small, real example of that culture in practice, not a brand unto itself.
Selected Career Experience
September 2023 – December 2025
World Car Auto Group — San Antonio, Texas
Led general sales management and in-house training for the group, developing salespeople and managers around a consistent, accountable retail process.
June 2015 – September 2023
Auto Gallery Auto Group
Ran sales leadership across the group for eight years — building manager training, accountability systems, and recognition programs behind sustained market-share and CSI performance.
February 2009 – May 2015
Priority Group
Directed used-car operations — acquisition strategy, inventory turn, pricing, and sales process — while training and managing performance across the department.
June 2002 – December 2008
AMSI
Led the sales organization through daily training, forecasting, and performance metrics, building a dealer-management process and culture built to retain customers.
Additional retail automotive sales and leadership experience prior to 2002 — details available on request.
Prefer a traditional format?
Résumé — Coming SoonExperience tells you where I've worked.
Operations shows you how I think.
Open to the Right Conversation
Executive opportunity, consulting, or a training conversation — Step responds personally.