FEATURED NEWS
• Seek the Simplicity of The Three Joys
• 102Ki PS&T Business Plan Summary
• Honoring Ryan’s Legacy: A Heartfelt Ceremony
• PS&T Winter Holidays
• National Love Your Pet Day
• Brian Shilt 35-year Anniversary Spotlight
• Ryan Sanders 25-year Anniversary Spotlight
• Honoring Seth King: A Colleague and Friend
• New Models & Accessories
• New Parts
• Service Anniversaries KNOW YOUR PEOPLE
At Honda, you may have heard of the term “The Three Joys, “ a fundamental belief ingrained in our Honda Philosophy. Because we believe in the value of each individual, we at Honda believe that each person working in, or coming in touch with our company, directly or through our products, should share a sense of joy through that experience. This feeling is expressed in what we call “The Three Joys,” which are: Joy of Buying, Joy of Selling, and Joy of Creating.
Mr. Takuji Yamada (Retired), President and Chief Executive Officer of American Honda Motor Co., Inc., shared his experience and perspective on the Three Joys in an interview for Honda’s Global Leaders Talk.
Mr. Honda said, “The purpose of our technology is to help people and society.” Starting my career in the power equipment business helped me deeply understand this because the Power Products Division focuses on “helping people get things done.” Cultivating the field, cutting the grass, an outboard engine that supports someone working on the ocean or lake, or river, removing snow, pumping water from here to there, and providing power with a generator are very practical human needs. We have a wide range of products that have changed and evolved from motorcycles to power equipment, automobiles, and now, aviation. But our focus must be the same: how we can help people and society.
It is easy to lose focus in difficult times when we should seek simplicity. The Three Joys, beginning with creating joy for the customer, make things simple to think this way. By thinking about what it will take to create joy for the customer and society, we can find a small torchlight to find a way out of the darkness.
Now, with our business gaining momentum in North America, I
have set the goal to become number one in each of our business segments. This kind of challenge symbolizes our Racing Spirit, relying on our skills and our passion.
One thing that I always remember is Mr. Fujisawa’s concept of “creating something from nothing.” There are many examples throughout Honda’s history, including starting the power equipment business nothing more than 50 years ago. When I was leading the global power equipment business, I thought about this idea because we were leading the creation of a new business with the HF120 turbofan engine for HondaJet, and we were trying to enter the solar panel business at that time. I used the “create something from nothing” concept. Ultimately, we did not continue the solar panel business due to various factors, but based on our unique solar cell technology, it was essential to try.
At the core of our strategy is doing new things and creating new value for the customer, doing things that only Honda can do. For everything we do, we must constantly ask what the purpose is. And how will we accomplish that purpose? What method, materials, or assets will we need? And how can we do it in the most effective and efficient way?
So, in each area of our business, we must begin with “What is our purpose?” It is not only for money. We want to continue providing products that offer our customers great value. We have The Power of Dreams to think of new, original ideas for the customer and then work hard and challenge until we can make those dreams come true. Relationships make a strong organization
At Honda, we respect each individual. Each person is different and unique, and each person is equally valuable to me. If I respect you, then you will respect me. Each associate is a treasure and deserves to be treated that way. I must open my heart first, and then people will open their hearts to me.
I believe that each associate or group of associates has dreams and a strong passion and strategy to pursue those dreams. That is The Power of Dreams.
The individual minds of each associate and their passion create our competitiveness. This is the most important asset of Honda. If management does not give associates the freedom to think or allow them to share their ideas, the company will stay as it is or maybe worsen. That is the true meaning of Respect for the individualnot just being friendly, but enabling each associate to work at their full potential and challenge to do something new or better. Respecting and understanding each other is the foundation for creating something new together.
From 2006, when I became President & CEO of Honda Motor Europe North, I felt the key to a strong organization was the relationships or networking that ties people together. The most important asset for the company is people. Their minds, their passion — this is what creates our competitiveness. How to make a good working atmosphere is essential. That is what I mean by
Team Honda — everyone working together for a common purpose. All business lines, all business units, and all departments across Sales, Engineering (Manufacturing), Development (R&D), Buying (Purchasing), Quality, and Administration (SEDBQA), together with our business partners … all acting as one, which is “Team Honda.”
If a product is missing one part, it might not work properly. The same is true for an organization. All of our associates have different roles and responsibilities, and they all perform different work. If we are missing one person, the organization is incomplete. Everyone is equally important.
Honda leaders should manage based on the roots of Honda’s Philosophy so that future generations will understand and act based on our core values. However, what’s most important is that associates should feel free to contribute based on their ideas and dreams.
Creating the right day-to-day atmosphere is more crucial than any teaching materials. Management should respect associates’ ideas and passions and not try to control them too much. Of course, it is better to use a lot of experience to give suggestions and advice, but if management does not give associates the freedom to think or does not allow them to share their ideas, the company stagnates.
We have to think about what it means to be a leader. This might not be the perfect metaphor, but leadership is like the law of the sheepdog. A sheepdog is not always out in front of the herd. Sometimes, it is in the back; sometimes, it is on the side and working around, moving quickly, sometimes barking, sometimes protecting them. The sheepdog does whatever is needed or appropriate to move the herd forward. But if the sheepdog was always in
front, it could not see what was happening in the back or on the side. Thinking about the right direction, strategy, and timing is a law of good leadership.
When I was in Germany as a leader of a large regional organization for the first time, I was responsible for the total business of Germany, Austria, the Netherlands, and Belgium. Each country had its country head. I found many different opinions and ideas. I had to find a way to create one team and one mission. How can we evaluate success in making joy for our customers, dealers, and associates? And I thought, if a dealer or a customer is smiling, that is evidence of a positive result. So, my simple message was to make smiles. This was a way to create relationships for the future of Honda.
The Power of Dreams: A key to our long-term success
My first job was in power equipment sales as a district sales manager in Chiba Prefecture in Japan. My responsibility was to make a dealer network in this area. This was in 1981, and I was a freshman Honda associate. I was focused on The Three Joys, especially The Joy of Selling, visiting many dealers and trying to build good connections and relationships. I would clean the floors of our dealers or find other ways to support their efforts. Now, I sometimes say the “four joys,” which include the joy of relationships. That is what I was trying to create inside our organization and with our dealers and other business partners globally.
Even though more than 60 years have passed since the start of the company, we believe in and support Honda’s Philosophy, and that philosophy has helped us. I think the philosophy was fundamental, but it covered many things. This Honda Philosophy answered the questions about the purpose of our business, how to react, how to work
together, and how to create a good atmosphere. So, Our Fundamental Beliefs are untouchable and unchangeable — that is the foundation of Honda’s Philosophy.
It goes without saying that we want to continue to provide products, services, and corporate activities that offer great value and satisfaction for our customers. The challenge is to continue, to never stop, to work with passion. When we talk about a Challenging Spirit it means that the company does not have a finish line. As in a relay race, an associate will pass the baton to the next associate so that Honda can continue to serve our customers and society.
We have The Power of Dreams to think of new, original ideas for our customers and then work hard and challenge until we can make those dreams come true. Nurturing The Power of Dreams is also a responsibility we all share. By respecting each other and understanding each other based on values that we share, such as Respect for the individual and teamwork, we must establish relationships with our customers based on trust and respect. If that becomes love for each other, the Honda and Acura brands will reach the level we want. This is the key to our long-term success.
By Kevin Shimohara
In a previous PST in Motion article, we introduced you to the Business Planning process we follow every year to ensure strategic alignment across the PS&T organization. For the 102Ki, we continued to follow the same well-established process.
In this article, we will summarize PS&T’s 102Ki strategic direction and key strategies for achieving our goals.
On February 4th, the PS&T Executives (Business Unit Leads and Division Directors) presented our 102Ki Business Plan to Mr. Takashi Imai (Senior Vice President, Sales Business Unit, Auto Business Center). The presentation’s content included a CapDo of our 101Ki Level 1 & Level 2 objectives, our 102Ki Story Chart, and a summary of key PS&T Strategies to achieve our Mid-Term (MT) objectives.
The presentation was well received, and it was APPROVED.
As part of the PS&T organization, everyone must understand our business direction and strategy for the year ahead. In this section, we will provide a summary of our 102Ki Business Plan, outlining the core strategies and key activities. This overview will serve as a roadmap for the year, reflecting our collective commitment to achieving our established KPIs and Targets.
The best way to understand our business environment is by reviewing the Story Chart,
which highlights the internal and external factors that may impact our business and the challenges we may face. For the 102Ki, the key environmental factors are:
1. Slower growth and adoption rates in the EV market
2. Customer loyalty is driven by digitalization and personalization, a key factor in Unit-in-operation (UIO) business
3. A focus on preserving natural resources through Life Cycle Business (LCB) and Carbon Neutrality
4. Increased use of integrated AI and data in business operations
The biggest challenge for PS&T in 102Ki is the high vehicle recall volume, which will impact our business in several areas:
1. An increase in warranty repair volume, negatively affecting Customer Pay Repair Order (CPRO) growth and AH parts sales
2. Customer dissatisfaction, particularly in service convenience and customer treatment
3. Increased pressure on dealer capacity, limiting the dealer’s ability to handle additional CPRO volume and impacting customer retention
Based on this understanding of both internal and external challenges and Honda’s North American 25-27MT Direction, PS&T has created the following Business direction for 102Ki.
PS&T’s overall business direction is to “Achieve top-level customer loyalty and maximize profit by creating and providing personalized lifecycle services that exceed customer expectations.”
By recognizing the business environment and challenges and aligning with the PS&T strategic direction, the management team developed six key strategies to drive us forward in the 102Ki. The six key strategies are:
1. Strengthen Both Real & Digital Personalized CX to Improve Customer Loyalty - The two main focuses are:
a. Improve customer service experience at the dealership. There are three key initiatives to support this strategy.
• Expand dealer capacity to handle current and upcoming recall volume effectively
• Set dealer recall production standards to balance customer pay repair order and recall business while improving convenience
• Prioritize customer handling and recall training for all new field associates
b. Standardize digital service scheduling platform to expand customer access and improve customer experience.
2. Maximize Service Retention and Parts Sales to Increase Profitability – The two main focuses are:
a. Retain active UIO and conquest additional service customers: there are three key initiatives to support this strategy.
• Target our marketing effort on recalled vehicles to generate additional CPRO
• Attract lapsed customers back to the dealership with a value oil change package (lapsed customers are those who have owned their vehicle for at least 12 months and have not serviced at any AHM dealership within the past 12 months)
• Expand service prognostic capability to increase CPRO
b. Increase parts sales. There are two key initiatives to support this strategy.
• Continue to grow Tire, Oil, and Battery, significantly expanding the Tire program to support future BEV transition
• Focus on developing a Partnership with insurance companies and provide a new sales tool to repair and collision shops on genuine parts via the mechanical parts program
3. Improve Vehicle Repair and Maintenance Efficiency – The two main focuses are: Retain active UIO and conquest additional service customers. There are three key initiatives to support this strategy.
a. Frontload platform quality improvements to ensure the highest vehicle quality and efficient, cost-effective serviceability. Three key initiatives support this strategy.
• Increase collaboration to influence serviceability earlier in the development cycle
• Strengthen service and maintenance verification
• Enhance quality improvement activities (outflow prevention)
b. Develop and communicate market action solutions to streamline dealer repairs, which will strengthen GO alignment and continue to innovate precise market solutions.
4. Strengthen Service Parts Supply while Optimizing Logistic Expenses – The three main focuses are:
a. Improve parts availability to maintain an industry-leading service level. This can be achieved by improving in-transit visibility and providing customers with accurate ETA calculations.
b. Improve parts delivery quality and customer service to enhance customer satisfaction. Standardizing best practices will ensure on-time delivery and excellent customer service.
c. Strengthen operational expense control, aiming to increase customer service and minimize costs. Three key initiatives support this strategy.
• Establish Texas cross dock to reduce logistics expense
• Launch integrated warehouse automation solutions to improve efficiency
• Utilize AI/Machine learning to improve parts forecast, which will reduce inventory (feasibility study)
5. Provide New Customer Experience Value towards the 26/29 BEV – The two main focuses are:
a. Develop new revenue sources as the BEV transition will impact our aftersales business. There are two key initiatives to support this strategy.
• BEV total care package that solves all the anxiety and hassle associated with owning a BEV
• New study on 2nd line parts targeting 7- to 10-year-old vehicles that will provide a solution to support older Honda vehicles
b. Prepare for ICE sunset, aiming to create key trigger points to ensure flexibility.
• For ICE parts supply, initiatives include lifetime buy (LTB) migration with top 50 suppliers, review of policies to support our business and suppliers, and reduction of inventory to increase space for potential LTB
• For non-current service parts supply, initiatives include collaborating with HDMA / CFO to guarantee manufacturing and assembly capabilities and partner with suppliers, revisiting the top 50 suppliers, and identifying top-risk suppliers by model buildout.
6. Establish Activities towards the “Triple Action to ZERO” – The three main focuses are:
a. Reduce Carbon footprint with clean energy by improving DSO trucks’ MPG, expanding the usage of EV trucks as well, as collaborating with SBD on future alternative fuel options (Hydrogen fuel cell feasibility study).
b. Waste reduction through service parts operation which includes reducing packaging material waste and non-sustainable packaging and tracking packaging material usage.
c. Accelerate circular economy. There are two key initiatives to support this strategy.
• Expand recycling initiative at the dealer level; increase the number of recyclable materials collected from dealers
• Expand the remanufacturing part lineup by bringing new and alternate spec reman commodities to market
– KPIs and Targets (L1 & L2)
Based on established strategies, KPIs and Targets have been developed. The L1 / L2 KPIs and Targets for 25-27MT are outlined in the table on the right.
NPS®: Net Promoter Score® is a customer loyalty and satisfaction measurement taken by asking customers how likely they are to recommend your product or service to others on a scale of 0-10.
Service Level: Refers to our ability to fulfill a dealer’s order on the first allocation. When a dealer orders a part, we have it in stock and ready to ship from the appropriate facility to ensure timely delivery.
No Repaired Vehicle Comebacks to dealer: Due to Repairability within 90 days of the first repair.
It is essential for PS&T associates to understand how their daily work aligns with these key strategies and how these strategies will support our division’s goal: Achieve top-level customer loyalty and maximize profit by creating and providing personalized lifecycle services that exceed customer expectations.
The illustration shown on the right clearly outlines how the six key strategies will support our division’s direction.
By Jeab Wruwattananon
The Honda community recently came together to honor the memory of Ryan Baldwin, a talented and dedicated technician, at Ourisman Honda of Frederick, whose unwavering commitment to his craft and colleagues left a mark on all who knew him. Ryan tragically lost his life in an automobile accident, but his spirit and contributions will forever be remembered by those whose lives he touched.
In a heartfelt ceremony held at the dealership, over 350 people gathered to pay tribute to Ryan’s life and legacy. Colleagues, friends, and family stood together to celebrate his achievements, share memories, and offer their support to his parents, Zak and Karen Baldwin. The outpouring of respect and admiration was a true reflection of the impact Ryan had on those around him.
One of the most memorable moments of the event was the recognition of Ryan’s posthumous Master Technician certification, accompanied by a heartfelt plaque from American Honda inscribed with “In Loving Memory of Ryan Baldwin” – Dedicated Honda Automotive Technician. The dealership team worked tirelessly to ensure Ryan received this prestigious honor, one he had pursued with unwavering dedication. Their efforts not only celebrated his commitment to excellence but also provided a lasting tribute to his family.
Ryan was more than just a technician; he was a mentor, a friend, and a source
of positivity for everyone in the shop. His passion for his work was evident in every repair, every lesson he shared, and every moment spent helping others. His presence brought warmth and camaraderie to the workplace, and his absence is deeply felt by all who had the privilege of knowing him. His memory will continue to inspire those who follow in his footsteps, serving as a lasting reminder of the impact one dedicated individual can have on an entire community.
Rest in peace, Ryan. Your legacy will never be forgotten.
Submitted by Brian Bell
Mitch Morgan (Finance Administration & Control) spent the Christmas 2024 Holidays with his family (wife Sabrina and daughter Gillian) by taking a short trip up the Pacific Coast to Solvang, CA, the “Danish Capital of America.” They loved visiting all the Danish bakeries, gift shops, and cultural exhibits throughout the town.
Joan Lairson (Service Operations), started the holiday with a week-long getaway to the resort town of Ko’Olina on the island of Oahu with her kids and BFFs. (Joan pictured front left)
She also braved the morning cold to attend the Rose Parade on New Year’s Day!
Aubrey Rogers (Parts Centers and Logistics), and her husband of 30 years, Robby, celebrated their milestone anniversary with back-to-back cruises to the Caribbean.
Matt Bown (Service Operations), his wife, and their two kids, drove to Salt Lake City for Christmas. The kids loved playing in the snow. One snowy morning, they skipped breakfast to shovel snow and even offered to help the neighbors. The other pictures are from the Solitude Ski Resort that same week.
February is known as the month of love, and while the 14th may be a time to tell those on two feet how much they mean to us, on February 20 dog devotees can celebrate ‘puppy love’ during National Love Your Pet Day. This pet holiday is set aside as a virtual Valentine to the friendships we form with the members of our fur family.
&
Rohith
(Parts Centers & Logistics) 4-yr-old Mini Goldendoodle,
Derrick Alger’s (National P&S Field) 15-yr-old Boxer/Lab mix with a brindle coat.
Joshua
William Deam’s (Customer Relations) 6-Year-Old American
Short
Christy Loun Pruszynski’s (Customer Relations) 7-yearold Holland lop rabbit, Junie. She loves getting petted, laying in the sun, running behind the couch, and eating dandelion greens.
Jennifer Pacheco’s (Customer Relations) dog, Sylvia, and cat,
William Deam’s (Customer Relations) 6-Year-Old American Short Hair
Alberto Deam.
was absolutely furious having the plastic he was chewing taken away.
Christy Loun Pruszynski’s (Customer Relations) 7-yearold Holland lop rabbit, Junie. She loves getting petted, laying in the sun, running behind the couch, and eating dandelion greens.
Matthew Ting’s (Finance Administration & Control)
My first day at Honda was 37 years ago when I started as a part-time stock material handler at the Troy Parts Center. I was one of the first 25 hires for the college student program. I remember feeling very proud that I was hired by a company that was well respected, especially in the state of Ohio. When I first entered the warehouse, I was in awe of the size of the warehouse, the material handling equipment, and all of the parts on the shelf. I had no idea on day one that Honda would become my career.
One of my favorite projects was supporting the start-up of the Midwest Consolidation Center (MCC) in Troy, Ohio (2006-2007). The MCC’s purpose was to consolidate the receipt of service part shipments from Honda’s supplier network in one building. The project reduced multiple off site warehousing and packaging activities and brought them all under one roof.
My responsibilities included merging three separate contract packagers into one, all inside the MCC. All service parts that required individual packaging were to be received by the MCC and then diverted to the packager in the same building. Once the packaging was complete, the parts would either be deployed to one of nine regional part centers or stored in the MCC until inventory needed to be replenished at a part center.
This project greatly reduced Honda’s parts handling costs and lead time. This set-up was the first of its kind in the automotive industry. This concept was so successful that a couple of years later, the same process was implemented in the Southern hub located in Loudon, Tennessee.
I have too many favorites to mention. Instead, my most impressionable time was the first few years I spent in Remanufactured Parts. Our department was responsible for bringing a remanufactured part to market. We handled the part number setup, pricing, negotiations with the suppliers, ordering, delivery, and core returns from dealers to the core collection center. In addition, our department had a call center that took orders for remanufactured transmissions and fielded reman-related questions from Honda and Acura dealers across the US.
Our call center was also selected in 1991 to take all dealer orders for service parts for the first-generation NSX. Due to the value and scarcity of NSX parts, dealers had to call in all orders. It was exciting to hear dealers call in orders for accessory parts for celebrities such as Jay Leno and Deion Sanders. It’s funny to think today that floor mats and keyless entry systems were accessories. Acura even offered an in-dash phone!
This period allowed me to learn about the parts and service business. Interacting with the dealers and how they interact with customers on the front line was priceless.
Practice patience. You will not learn everything in a day…or even 35 years. Honda is a never-ending learning experience.
There is a lot to be said about going to the spot, whether the spot is at a supplier, dealer, or even just someone’s desk. Finally, do not be afraid to ask your fellow associates for help. Chances are, someone else has encountered a similar situation and can provide direction.
I started my 1st day at Honda as a contingent for Kelly Services on August 5, 1999. The Stock Material Handler (SMH) I was paired up with for training told me: “I am retiring this year at the end of December, it’s not often we hire for full-time here, but if you are on time every day and you don’t call in sick then you have a real good chance of getting on board with a great company with good pay and benefits.” I had perfect attendance and was never late in the 6 months I worked as a contingent. I got hired on March 13, 2000, and I have never regretted my decision to work for American Honda.
My favorite project in my 25 years at Honda has been preparing the part center for the Warehouse Management System (WMS) rollout. It was an extreme amount of work and one of the most challenging stretches of labor I have had to do. I worked 22 straight days with no days off, and many of those days were 15+ hours! I had a two-week paycheck that had 74 hours of overtime on it! As I said, it was hard work but worth it in the long run!
In 2010 I was called into a training session with Tim Munday and our new inven tory analyst/superuser. My manager at the time (the great Gary Powell) knew I was always asking questions about WMS (Why does this happen? Why does that happen?), so he put me into the training with Tim Munday. In just a matter of min utes, I learned some key information that I could use and apply to our WMS, and it completely changed the part center for the better. I went from having 20+ carts of RESEARCH every day to just having one. That was such a key moment in my Honda career, and I will always be thankful that I received that training.
My advice for new associates is simple. Take ownership of areas and things at your facility; this is your home, so take pride in it, and don’t be afraid to make your mark on it. The next thing I would tell someone new is to always work with a sense of urgen cy, don’t stretch out what you’re working on to make it last through your shift, knock it out and move on to the next project. That’s what’s great about working at the Part Center, there is ALWAYS something to be done! My last piece of advice for a new associate? 401K is your friend. Treat it nicely, and it will treat you nicely in return!
“Seth was creative, self-starting, always wanted to understand the WHY…. and he more than most. Seth had a wonderful sense of humor and keen mind and wit, greatly contributing to the Acura family and AHM. He didn’t let his illness stop his journey and kept working at what he loved. He was and is an inspiration to his fellow teammates and humans.” Chuck Kendig, Former AVP Acura Parts & Service
“My dear friend, my little brother, my OG. I will treasure all the memories. ‘Til we meet again.” Rock
“Seth was the only individual I trusted to complete our monthly Acura presentation to the AHM president and Executive staff. He had excellent analytic skills and understood how our business model worked. He was also extremely conscientious and humble. We had numerous chats about the challenge he faced with cancer, and he always amazed me with his courage and resolve. I hope to live up to the example he set for us.”
Ed Pouster, Former Sr. Manager Acura Parts & Service
“Seth was a friend; we met when he took a chance and became an Acura DPSM in Virginia Beach. Even though he didn’t have a background that was an ideal fit for the role, Seth had a curiosity, a quest for learning that allowed him to accept that challenge and continue to learn and grow.
Jul 18, 1979 - Jan 25, 2025
We crossed paths again several years later; he was promoted to Sr. DPSM Orange County, and I was Acura Parts & Service Marketing Manager. Chuck and Ed were driving Acura to enable telematics data for 1:1 owner marketing, which fit Seth’s growing skill set. It was incredible to work with Seth; his passion and challenging spirit were stronger. And as we all know, all those skills were required when he heard those horrible words that he then shared with all of us: he had cancer. As we saw, Seth had tremendous courage and resiliency during his fight. I’m grateful our life paths crossed. I learned a lot from our friendship. His parents did a good job, and Seth was a good human being. RIP Seth.” Mark Blice, Former Manager Acura Parts & Service Marketing
“Seth’s faith, positive spirit, dedication, and strength were truly inspiring. He will be missed.” Laura
“To me and so many others, Seth was much more than a coworker — he was a mentor, a guide, and a beacon of kindness and patience in every sense of the word. Seth had an extraordinary ability to make anyone feel valued and supported. No matter how hectic the day or how challenging the task, he greeted everything with unwavering calmness and grace. He will be profoundly missed by all who were fortunate enough to know him.” Carmen Chan, Service Marketing
Born November 11, 2024
(Inventory & Cost) married Tyler on September 7, 2024.
,
• Alena Camensky, PC65 - Windsor Locks
• Angel Rosario, PC65 - Windsor Locks
• Chelsey Stoughton, PC30 - Portland
• Christian Wright, PC30 - Portland
• Darries Brown, PC65 - Windsor Locks
• Deonte Hoskins, PC90 - Troy
• Efrain Rodriguez, PC65 - Windsor Locks
• Felix Ramirez, PC10 - Los Angeles
• Ivan Collazo, PC10 - Los Angeles
• Jeff Walls, Denver, CO - Zone 5
• Kayla Erbst, PC80 - Davenport
• Nathan Colon, PC65 - Windsor Locks
• Noah Campos, Mediation
• Phebean Olayemi-Cole, PC70 - Alpharetta
• Rainer Moreno, PC70 - Alpharetta
• Robert Bednarz, Irving, TX - Zone 2
• Robert Huerta, PC10 - Los Angeles
• Roberto Perez, PC60 - Moorestown
• Sebastian Buritica, PC60 - Moorestown
• Tyheim Martin, PC65 - Windsor Locks
Strategic
Parts
Martin Varela
Export Parts Operations
Arnaldo Lopez
PC60 - Moorestown
Ryan Sanders
PC50 - Irving
y Angie Agan, PC80 - Davenport
Jason Otis
Quality & Packaging
y James Donovan, PC60 - Moorestown
y Nate Costello, PC65 - Windsor Locks
Kelly Brautigam
Parts Supply Liz Villanueva
Vehicle Service Contract
Racquel Amorozo
Vehicle Service Contract
Continued
Blake Chinn
Service Training
Brandon Hicks
Cost Planning
Chase Fiedler
PC80 - Davenport
Crystal Lagunas
PC70 - Alpharetta
y Armani Woodson, PC65 - Windsor Locks
y Brandon Rappaport, Service Product Development
y Cristian Perez, PC80 - Davenport
y Darius Whitaker, PC60 - Moorestown
y Jason Coleman, PC60 - Moorestown
y Max Serrano, Service Training
y Seth Brown, PC90 - Troy Export
DeAna Fenton-Arrington
Alpharetta, GA - Zone 4
Jamieson Provan
Mt. Laurel, NJ - Zone 3
Robert Dykstra
Service Training
COMMITTEE MEMBERS: KATHY
CONTRIBUTORS: ROBERT STONE, J WRUWATTANANON , BRIAN BELL, RYAN SANDERS, BRIAN SHILT, TAYLOR GIGANDET, ADAM