National Operations Manager - Automotive Service Centres - Gauteng, Midrand

Key Performance Areas: Build and Own the Operating Model Create the repeatable blueprint for launching and running a national mechanical workshop fast fitment network. Define and continuously improve the customer journey from booking or drive-in, through oil service and inspection, quotation, authorisation, repair, quality check, handover and follow-up Develop standard operating procedures, workshop controls, role definitions, labour models, operating hours and escalation routes appropriate to a mechanical service business Set clear boundaries, interfaces and service-level agreements between 2 of the businesses shared functions, preserving distinct accountability and culture of each Lead pilots, new-site openings and operational readiness, including people, equipment, tooling, parts, systems, compliance, marketing and launch ramp-up Create a scalable field-management structure and routines for performance reviews, store visits, audits and corrective action Lead Workshop Operations and Technical Governance Ensure safe, compliant, productive and technically credible workshop execution across all sites.

Own workshop capacity, bay utilisation, technician productivity and efficiency, workflow planning, job allocation, work-in-progress control and vehicle turnaround time Establish inspection standards, service schedules, job-card discipline, diagnostic processes, repair authorisation controls and final quality checks Implement right-first-time, comeback and warranty controls; investigate recurring failures and drive root-cause corrective action Ensure fit-for-purpose tooling, diagnostic equipment, calibration, maintenance, housekeeping, waste-oil handling and environmental controls Maintain compliance with occupational health and safety, consumer requirements, OEM technical information, parts traceability and all relevant automotive regulations and standards Build a technical escalation network and ensure workshop leaders can coach technicians rather than relying on head-office intervention Drive the Oil-Inspect-Advise-Convert Proposition Grow revenue through credible advice and transparent inspection-led selling, never through unnecessary work.

Make oil service the disciplined entry product: convenient, correctly specified, competitively positioned and consistently executed Embed a standard multi-point vehicle inspection with clear evidence, severity grading and customer-friendly explanation of findings Improve conversion of identified work into authorised services through accurate estimates, parts availability, advisor capability and trust-based communication Develop the service mix beyond oil in line with site capability, customer demand, technical competence, risk and margin Track the full funnel by site: oil-service volumes, inspections completed, findings, quotes, approvals, average repair order, declined work and follow-up conversion Set and enforce ethical selling standards and monitor complaints, refunds, warranty claims and customer outcomes Deliver Commercial and Financial Performance Own network and site economics, balancing growth with quality and cash discipline.

Set annual budgets and rolling forecasts for revenue, gross profit, labour recovery, parts and consumables, payroll, operating expenses, capital expenditure and cash Manage site and network P&Ls; diagnose variance and implement timely recovery plans Optimise labour rates, service packages, product mix, procurement, stockholding and inventory turns without compromising quality or customer trust Control leakage, discounting, rework, waste, obsolete stock, shrinkage, fraud and unauthorised expenditure Build business cases for openings, refurbishments, equipment and new service categories; conduct post-investment reviews against plan Partner with finance, commercial, procurement and marketing to translate performance insight into action Build the Organisation and Leadership Bench Recruit, develop and retain the workshop, service and field leadership capability re