Dealer-Floorplan Liquidity Recovery Leader

The mandate

Wholesale dispatch and invoicing remained strong while vehicle registrations and verified retail deliveries slowed across several territories. Dealers financed inventory through multiple floorplan providers, then used subvention, stock transfers and informal support to avoid ageing consequences. Two financiers have curtailed availability after inspection differences, and repurchase or loss-sharing language is interpreted inconsistently by sales, finance and legal teams. The dealer-finance head departed as production decisions began relying on wholesale cash that may reverse through support, returns or default exposure.

The first thirty-five days require a unit-level bridge from factory release through invoice, financier draw, dealer receipt, ageing, registration, customer delivery, repayment and any manufacturer contribution. The leader must isolate physical stock variance, delayed registration, genuine retail, circular transfer, disputed vehicle condition and concessions not recorded in contribution margin. Within ninety days, the board needs a thirteen-week liquidity view and territory cases for financier withdrawal, dealer failure, forced stock reduction and weaker fleet demand.

Delegated authority covers stopping incremental exposure to dealers without verified stock, setting evidence for support, prioritising collections, approving exceptions within signed policy and directing joint inspections. The interim may revise operational credit limits inside board parameters and require production and dispatch assumptions to reflect demonstrated retail throughput. New guarantees, repurchase commitments, financier appointments, dealer termination, revenue-recognition policy and broad pricing or incentive changes remain reserved for authorised executives and committees.

The recovery must outlive the current ageing campaign. The leader will select or prepare a permanent dealer-finance director, establish territory owners, publish the unit-to-cash control, and observe the successor lead two monthly stock audits plus one financier limit cycle. Handover will include unverified units, support accruals, dealer viability cases, lender reservations, pending legal interpretations, excess-stock actions and clear indicators separating legitimate seasonal inventory from concealed channel loading.

The remit excludes retail-sales direction, vehicle-quality determination, repossession, dealer franchise adjudication, customer lending, statutory revenue conclusions and unilateral amendment of financier or dealer contracts. The leader cannot accelerate wholesale billing to manufacture liquidity, suppress support obligations, relabel aged vehicles or coerce a lender to ignore inspection evidence. Sales leadership, counsel, accounting policy owners, quality teams and financiers preserve their distinct authorities.

Why this seat is open

The exit occurred after wholesale, retail and funding evidence had already diverged, leaving ordinary credit management too narrow for the recovery. Sales sees network confidence, lenders see collateral and finance sees billed receivables, but the board carries the combined cash and repurchase consequence. A temporary executive can enforce unit-level truth now and transfer disciplined dealer funding to a permanent operator.

What you will own

• Reconstruct every material vehicle from release, invoice and floorplan draw through ageing, registration, retail delivery and repayment.
• Verify dealer stock, custody, condition, transfers, demonstrations and registrations through evidence proportionate to exposure.
• Quantify subvention, price support, curtailment, interest, repurchase, loss-sharing and collection cost in vehicle contribution economics.
• Set dealer limits, exception evidence, cash priorities and escalation triggers inside approved credit and commercial policies.
• Lead financier reviews on stock reconciliation, availability, inspection findings, repayment behaviour and contested contractual exposure.
• Connect retail throughput and aged inventory to dispatch, production and territory plans without taking sales authority.
• Transfer the unit-to-cash control, territory dashboard, support ledger, dealer cases and unresolved contractual decisions to the successor.

Candidate qualifications

• Has led dealer-floorplan, captive-finance or wholesale working-capital recovery for automotive or durable-equipment manufacturing.
• Understands unit funding, curtailment, registration, stock audit, subvention, repurchase, loss sharing and dealer default.
• Can distinguish genuine retail, demonstration, transfer, channel loading and physical-stock discrepancy from source evidence.
• Has renegotiated financier confidence and dealer limits while preserving viable distribution and accurate commercial economics.
• Brings executive judgement across sales pressure, production consequence, accounting boundaries, franchise rights and lender collateral.
• Has handed a dealer-finance recovery to permanent leadership after verified audits and a live financier review cycle.

Non-negotiables

• Can maintain the Pune hybrid presence, weekly territory travel and monthly financier reviews for ten months.
• Brings direct automotive or equipment floorplan authority; unsecured distributor collections experience alone is insufficient.
• Will not fabricate retail, hide support, relabel aged stock or pressure inspection teams to preserve funding availability.
• Has no undisclosed interest in dealers, captive lenders, external financiers, vehicle marketplaces or recovery agencies.

1. 49 words maximum. Which unit-level fact most reliably distinguishes retail demand from channel loading?
2. 49 words maximum. How would you quantify a vehicle whose wholesale cash may reverse through dealer support?
3. 49 words maximum. What must the successor demonstrate during a live financier limit review?