Marc Peel

• Build & manage long-term strategic relationships within our client network to secure new business growth opportunities.
• Manage team responsible for asset funding facilities in excess of $350m
• Achieved sales goals and service targets by cultivating and securing growth across Toyota's total value chain offering.
• Resolved problems with high-profile customers to maintain relationships and increase return customer base.
• Collaborated with upper management to implement strategic plans focusing on continuous improvements.
• Recruitment, training and coaching of staff in high performing sales environment.
• Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow.
• Achieved new business goals and service targets by cultivating and securing new customer relationships that deliver strong value chain opportunity for the Toyota group.
• Key participant in One Toyota group's strategic relationship. Delivering combined value propositions of the Toyota Group of companies.

Key Achievements

• Increased value chain income by 62% from $7.4m pa to $12m pa through effective sales strategy and business planning.
• Increased Net Retention Score from 52 -75 through strong strategic value planning and client growth.
• One Toyota award recipient at regional and National levels multiple times and National MVP for FY2018

I held various roles within QFleet, Senior Account Manager, Fleet Operations Manager and Category Manager.

• Develop sourcing strategy, which considers sourcing levers, contracting strategies, sustainability, leasing, corporate social responsibility and risks.
• Development and implementation of key performance indicators that is specific, measurable, achievable and in line with whole of Government purchasing policies.
• Established appropriate risk management guidelines and conduct risk reviews with regards to fleet request for operational use vehicles and or additional accessories.
• Lead and manage development and coordination of projects and contribute to whole of business projects including risk management, workforce analysis and stakeholder relationship management.
• Lead Branch’s Quality Management activities, including planning and internal auditing, along with activities to improve branch processes, practices and future choices.
• Establish effective communication and consultation arrangements with internal and external clients, including professional/technical consultants on issues associated with designated program areas.
• Monitor trends and developments in all aspects of fleet management service delivery within Queensland Government and identify opportunities for improvements.
• Coordinate and provide strategic advice to Branch Manager and QFleet Management Forum on whole of Government fleet initiatives.

Key Achievements

• Recipient of General Manager Award for “Commitment & Performance”
• As acting Fleet Client Services Manager, managed QFleet’s successful operation and deployment of emergency vehicles during 2011 floods.
• QFleet Project Champion for DPW project services catalogue review
• Implementation of operation plan for successful completion of Procurement contract obligations.
• Successful implementation of Electric Vehicle Trail and ongoing management and development of reporting demonstrating viability of Electric Vehicle use within QLD Government fleet.
• Development of strategic reporting for QFleets Utilisation Management System in line with policy objectives.

• Ensure compliance with Queensland Building Services Authority Act 1991(QBSA) and Domestic Building Contracts Act 2000.
• Identify potential support cases and implement turnaround protocol.
• Conduct financial audits in line with Financial Requirements for Licensing as part of the QBSA.
• Financial assessment of contractors for government projects.
• Enforce disciplinary actions, suspension or cancellations of licenses as required.
• Prepare Ministerial briefings as required.

Key Achievements

• Development of risk matrix to assist and quantify the identification process for financial audits.
• Selected to complete BSA’s Future Leaders Program.
• Project manager for BSA building industry standards project.

I held several roles within GE over my tenure, Frome Credit Analyst, Collections Manager, Direct Sales Manager and Regional Sales Manager

• Achieved regional sales objectives by coordinating sales team, developing successful strategies, and servicing accounts to strengthen business relationships.
• Developed and maintained positive relationships with clients in assigned sales territories.
• Executed successful marketing campaigns to generate increased finance and insurance content.
• Participated in sales calls with direct reports to strengthen customer relationships and uncover possible opportunities for growth.
• Generated detailed sales reports and forecasts to analyze performance and track progress.

Key Achievements

• Increased finance content rates to 38%, 9% higher than state average through delivering key retention strategies for dealers
• Refined and developed new direct referral processes that delivered 25% increase in origination fee income for Dealer network.
• Process review of contract templates and document storage for direct sales adopted nationally as standard process.