Gabriel Grantham

• Reduced $6.2M in losses by partnering with key stakeholders to eliminate poor packaging practices. • Created reporting with the Business Intelligence team to standardize Body Shop metrics across NA. • Increased productivity by 7% FTE hours by decreasing damaged goods by 84%. • Launched Daily Production huddles to align the Regional Managers on KPI’s. • Reduced number of vehicles waiting for parts which contributed to reducing the average time to fulfill parts orders from 10-days to 2-days.

• Managed 21 direct reports, including 1 Associate Service Manager. • Increased job production 66% over 2-months by improving talent and process improvement. • Championed cultural changes and optimize end-to-end processes that maximized efficiency. • Collaborated on and standardize Mobile Service and Service Center best practices. • Selected to support other North American regions for leadership training. • Developed career pathing for Service non-exempt employees.

• Managed 22 direct reports, including 1 Associate Service Manager. • Managed the largest, highest producing Mobile Service Team globally with 300+ repairs completed per week. • Developed and promoted direct report into next level leadership role. • Technicians 100% cross trained. • Increased Customer Satisfaction from 86% to 97% and increase Repair Quality from 75% to 90% in 4-months.

• Managed 9 direct reports. • Increased productivity by 33% in 45-days with a streamlined and more efficient Standard. • Service Center efficiency increased by 33% via Virtual Service Diversions.

• Developed the Live Communication Tracker used nationwide by Tesla Service. • Created the Technician Training Matrix, later developed into “Charge Your Career” career pathing. • Introduced the Service Advisor Standard used for daily routines. • Worked cross-functionally to create Virtual Service. • Reduced turnover by 80%. • Developed four current Tesla Managers. • Achieved highest weekly Completed Cars (200), Cycle Time (<25hrs) by location. • 22% increase in Repair Quality and 5% increase in Customer Satisfaction Index.

Co-Founder Acquired May 2018 by Asset Cellutions • Developed end-to-end online system used companywide and Developed all Managers. • Established strategic global business relationships (Hong Kong, China). • Created streamlined end-to-end production channels increasing efficiency and quality. • Managed 3 divisions concurrently while maintaining expansion and growth. • Started the repair division from scratch. 874.5% growth in 2nd quarter of operation. • Partnered with outside repair facility decreasing the cost of repairs by 47.92%. • Designed and organized systems to facilitate accurate processing of phones. • Increased accuracy of processed phones from 52% to 100% by integrating new API. • Found a new source of API and negotiated the cost of service for a 65.63% savings. • Implemented Quality Control process increasing customer satisfaction from 82% to 98.4%.

• Grew sales division from $900k to $8.7M in 36-Months, destroying sales goals. • Opened up international sales channels to Hong Kong. • Landed the 2nd largest buyer of second-hand mobile devices in Hong Kong. • Sold an additional $600k in services above and beyond sales goals. • Increased sales network from 1 to 8.

Highlights: • Exceeded ALL sales goals • Lexus Elite CSI • Lexus Master Certified

Highlights: • 100% of Projects completed on time. • Blue Diamond award for customer relations. Responsibilities: • Managed 3 Project Managers. • Coached and Trained PM's on reading plans, Scope of work, Timelines, Vendor Negotiations, Customer relations. • Performed job site walkthroughs with GC's. • Attended on-site project meetings to assure timeline adhered to. • Quick response and proactive resolutions to challenges presented by GC to full satisfaction. • Oversaw and prioritized workflow of installation crews. • Cross-functional coordination with Warehouse and Finance to assure all materials arrived, prepped and delivered on time. • Ran weekly in-house coordination meetings to handle challenges preventing timeline completions. Main Projects: • Munger Housing Stanford University - $2 Million dollar project, over 2,000 door openings, installation crew of 15 door installers. • Moffett Field Admin Building - $.5 Million dollar project, Over 500 door openings, installation crew of 7 door installers.

Highlights: • Project Manager of the year 2008. • 100% of jobs completed on time. • 83% of jobs completed UNDER budget. Responsibilities: • Identify inconsistencies/conflicts within Scope of Work and address to resolution. • Attend coordination meetings. • Proactive communications with contractor/PM to resolve conflicts in Timeline. • Perform job site walkthroughs with GC. • Order all materials based on Timeline. • Coordinate with vendors to assure on-time delivery of materials. • Cross-functional coordination with all departments of the organization to maximize and streamline company efforts to meet timeline deadlines. • Negotiate with vendors on all materials orders. • Increased installation efficiency by over 50%.